A STUDY ON EMPLOYER-EMPLOYEE RELATION IN IMPETUS SUMMER PROJECT REPORT Submitted in Partial Fulfillment of the requirement for the award

of the degree MASTER OF BUSINESS ADMINISTRATION UNIVERSITY OF MADRAS By NAVEEN KUMAR.H.V (Register No: MB1026) Under the guidance of Mr.S.VINOTH

MBA Department Guru Nanak College, Velachery, Chennai-600042 JUNE 2011

BONAFIDE CERTIFICATE

This is to certify that project report entitled A STUDY ON EMPLOYER-EMPLOYEE RELATION is a bonafide record of work carried out by NAVEEN KUMAR .H.V during the summer vacation from May 2011 to June 2011, under my guidance, in partial fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION, by UNIVERSITY OF MADRAS.

DR. (Mrs) L. PARIMALAM

HOD

PROJECT GUIDE

DECLARATION

I, Naveen kumar .H.V hereby declare that this summer project report entitled A STUDY ON EMPLOYER-EMPLOYEE RELATION submitted in partial fulfillment on the requirement for the degree of MASTER OF BUSINESS ADMINISTRATION, UNIVERSITY OF MADRAS is my original work and it has not formed the basis for the award of any other degree.

Place: Chennai Date: Naveenkumar.H.V

ACKNOWLEDGEMENT

We thank the lord almighty for giving us the knowledge and strength in completing this project. We would like to acknowledge our sincere thanks to our beloved principal Dr. MARLENE MORAIS M.Com, M.phil, Phd. for giving an opportunity while doing the project. We thank our head of department for L. PARIMALAM giving advice and moral support during the project. We would like to thank our project guide S.VINOTH, B.E, MBA. for giving an moral support doing the project in a successful manner. We would like to thank the company IMPETUS PRIVATE LIMITED,Chennai, manager of the company and all staff & employees of the organization for their co-operation and guidance to the project. Last but not least I would like to thank my family and friends for helping out in completion the project successfully.

PLACE: CHENNAI DATE:

Naveenkumar.H.V

CHAPTER NO
1

PARTICULARS
INTRODUCTION 1.1 SCOPE OF THE STUDY 1.2 OBJECTIVES OF THE STUDY

PAGE NO

REVIEW OF LITERATURE 2.1 INDUSTRY PROFILE 2.2 COMPANY PROFILE 2.3 CLIENTS 2.4 THEORIES RELATED TO THE TOPIC

3 4

RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION SUMMARY AND CONCLUSIONS 5.1 SUGGESTIONS 5.2 LIMITATIONS 5.3 CONCLUSION

6 7

BIBILOGRAPHY ANNEXURES 7.1 QUESTIONNAIRE

INTRODUCTION

INTRODUCTION

Current competitive era the success of an organization depends on the caliber of its human resources. Establishing and maintaining a fair and impartial labor relations program. Employee employer relations is part of management. People in organizations interact with each other during work, formally and officially as well as socially and informally. During the course of interaction, relationships develop, which are invisible connecting links, colored by emotions of love, hate, repulsion, respect, fear, anxiety and so on. These are usually mutual but not necessarily reciprocal.

Relationships imply feelings for each other. They may be positive (friendly, wanting to be close) or negative (unfriendly, wanting to be distant). Relationships always exist between interacting persons. There is no neutral point. Indifference is not neutral. Indifference tends to be negative . Relationships influence behaviors at work. Expectations of each other, perceptions of the intentions of either, distributions of assignments, readiness to conform or to rebel, enthusiasm to contribute, etc., are to some extent outcomes of these relationships. Attitudes and motivations influence, and are influenced by, the nature of these relationships.

Employees are among an organization's most important audiences with the potential to be its most effective ambassadors.

Employee Relations are practices or initiatives for ensuring that Employees are happy and are productive. Employee Relations offers assistance in a variety of ways including employee recognition, policy development and interpretation, and all types of problem solving and dispute resolution.

Once there was a time when "Employee Relations" meant labor relations everywhere around the world. Negotiate. Orchestrate. Dictate. HR professionals helped negotiate collective

bargaining agreements. The provisions of that contract defined the relationship between management, unions, and workers. Today, Employee Relations is a much broader concept. It involves maintaining a work environment that satisfies the needs of individual employees and management. Improving employee morale, building company culture, conveying expectations

An effective employee relation involves creating and cultivating a motivated and productive workforce. People are generally motivated from within, but what can you do to help foster the type of environment where employees thrive, enabling your company to outperform the competition

Employee Relations starts with determining the type of workplace the company wants. It starts by considering what the company wants its employees to say about working for the company. In a competitive market, it is important to that employees dont feel that they might be treated more fairly elsewhere. After all retention is one of the major functions of HRM.

By considering what the company wants employees to say about working for it gives shape to the companys culture. The company culture conveys organization's core values to its employees, customers, vendors, and community.

In addition to the workplace climate, the company also considers the types of processes or systems it wants to employ within the workplace to support the company culture and enhance the working relationship that exists between the company and its workforce. Such systems could include communications, policies, training, and development.

Also, an essential step in building effective Employee Relations is to evaluate the human, financial and other resources available that reinforce the values and guiding principles the company wants echoed throughout the organization. For example, what type of supervisors and managers does it believe can bring out the best in people and projects?

The company should also make certain from the start that employees are not in counter productive work environments where work is more arduous than it needs to be. Is the workplace compliant with employment law? A major source of frustration for employees is the feeling that they were treated unfairly. Good liability management tools are necessary to ensure that the company avoids unnecessary confrontations, time wasters and costly legal battles

Traditionally Employee Relations programs were centered on labor union relations. Today, Employee Relations does not necessarily involve unions. However, it does involve cultivating the leadership style and workplace practices that help make union organizing activities a less attractive option for employees.

Establishing workplace and management principles set the stage for fostering a successful work climate and establishing your company's culture. Effective Employee Relations is about establishing processes that address and nurture that culture.

Employees in such organizations develop attitudes very different from those in another organization that does not make any such distinction and is more secular in its policies. These different attitudes will be reflected in their behaviors outside the organization and will either strengthen or weaken the social fabric. An organization, in which authority is highly centralized and does not allow its people enough discretion, will develop among its people tendencies for dependency and inability to take responsibility. These tendencies are handicaps in their roles as parents or citizens. The extent of concern shown for the effect of working conditions on employees health has an impact on the society, not merely in terms of general health and costs on medical care, but also in terms of the kind of activities that the members of the society participate in.

When an organization is sensitive to its impact on society, and responds to the societys concerns, it is said to be socially responsive. On the contrary, if it is concerned only with its own purposes and ignores the impact that it has on society, it is said to be socially not responsive

Relationships also contribute to stress and conflicts at work, which in turn, affect quality of work life of individuals as well as the quality of organizational outputs, measured in terms of customer satisfaction, competitive advantage, innovation, and so on.

Advantages of maintaining good Employee Relation

Following are the advantages of maintaining good relations with the employees.

Reduced Absenteeism

One reason, outside of illness, that employees are absent is stress, and the number one reason employees are stressed has to do with their relationship with their manager/supervisor. Management styles that are too authoritarian tend to promote high levels of absenteeism among employees also increase turnover, job burnout, and employee health problems such as backaches and headaches. Employees may also reduce turnover and absences when they begin to feel that working conditions are satisfactory and that they are becoming more successful in their jobs.

Improved Morale And Motivation

The secret of creating a motivating employee review lies in the relationship between accuracy and money. The right combination provides with a highly motivated employee. Maintaining good Employee Relations creates an environment of trust and increases morale. This improves the motivation of the employee. A motivated employee is contagious and is beneficial for the growth of the company.

Harmony in The Organization

Increase in the level of job satisfaction has a direct relation with the smooth workflow. There will be lesser arguments and more discussions. Employees will be ready to share information and help each other out. A good relation with the employee also inculcates discipline. Thus harmony is maintained.

Attract Good Talent

Attracting the most qualified employees and matching them to the jobs for which they are best suited is important for the success of any organization. A good company with good Employee Relations will be talked about. There is a brand image created in the mind of the employees which attracts them to the company like a drop of honey.

Lesser attrition - reduced cost on training, less cost of retention A reduced attrition rate will reduce the cost of training and induction. No new employees will need to start afresh. The company can save on getting to know new employees.

Responsible For Increase In Productivity

As the saying goes, a happy worker is a productive worker. Thus a satisfied worker will take lesser breaks, spend lesser time in the canteen gossiping and more time working for the company. There will be Greater commitment which means quality output. There will be loyalty and less wastage of company resources. The employee will seek for opportunities for intensifying the business and look out for new chances of expanding the company. They identify themselves with the work and this leads to an improved performance. Finally, the act of participation in itself establishes better communication, as people mutually discuss work problems.

Open To Organizational Changes

The workers self-esteem, job satisfaction, and cooperative with the management are improved. The results often are reduced conflict and stress, more commitment to goals, and better acceptance of a change.

Shared Learning And Continues Improvement

A satisfied employee will look for ways of continuous improvement. They will participate in programs such as kaizen and try for the better of the company. Employees in a good employee relation management will share their new learnings and wisdom with his colleagues.

The work HR professionals carry out today in connection with employee engagement and the employment relationship includes: managing the employment contract e.g. its legal basis, pay and conditions, discipline, absence, health and safety ensuring compliance with employment law e.g. redundancies, unfair dismissal, minimum wage, working time, discrimination Direct communication through e.g. team briefings and employee surveys promoting retention, involvement and engagement through e.g. partnership, team working and worklife balance policies The collective processes of negotiation and consultation, with and without trade unions.

The aim of the report is to: profile the decline in formal industrial relations work in organizations describe some of the current work that HR professionals carry out under the heading of employee relations stimulate debate about some key issues for HR professionals. The underlying theme of this report is that managing the employment relationship remains central to good HR practice. The emphasis of employee relations continues to shift from institutions to relationships, but employee relations skills and competencies are still critical to achieving performance benefits. The focus now needs to be on gaining and retaining employee commitment and engagement.

Interest in the employment relationship and work for HR professionals has been reinvigorated by: Management philosophies of engagement, commitment, high involvement and empowerment Evidence of continuing failings in this area and line management styles in practice The growth of alternative communications vehicles and forums.

1.1 SCOPE OF THE STUDY

 Relationship among employee i.e., between employees and their superiors or managers.  Collective relations between trade union and management. It is called unionmanagement relations.  To enhance the economic status of workers.  To reduce conflict of the organization.  To make good relation with subordinates.  To develop relation with other.  To participate in decision making.  To extent and maintain industrial democracy

1.2 OBJECTIVES

The core objective is to study about the Employer-Employee relationship in an organization. The secondary objectives are:    To study the importance of employer-employee relation To study different aspects of employer-employee relation To study its impact on the performance of the employees To identify the level of employee satisfaction

REVIEW OF LITERATURE

INDUSTRY PROFILE

One of the significant economic developments of the past decade has been the dramatic growth in the global demand for outsourcing and off shoring in the services sector. The Philippines has emerged as one of the major players in business process outsourcing and this industry is only expected to continue growing in the coming years. Certain inherent advantages have helped the country attain its current status in this field but it also appears clear that the Philippines must still take some steps to retain or even increase its share of this expanding market.

Business process outsourcing (BPO) is defined by the Department of Trade and Industry (DTI) as the delegation of service-type business processes to a third-party service provider. The BPO industry in the Philippines is generally divided into the following sectors: contact centers, back office services, data transcription, animation, software development, engineering development and game development.

At the end of 2008, there were a total of 618 BPO companies in the Philippines. The contact center sector represents 31 percent of the industry, with 191 companies. The contact center sector is consisting of inbound and outbound voice operation services for sales, customer service and technical support, among others. Data transcription services (135 companies, 22%), and information technology services and software development (119 companies, 19%) were also well-represented. There were 81 companies offering back office services (sometimes referred to as knowledge process outsourcing or KPO), which refers to services related to finance, accounting and human resource administration, representing a 13 percent share.

From only around 100,000 full-time employees in 2004, the BPO industry expanded rapidly to nearly 372,000 employees at the end of 2008. The bulk of BPO jobs are in the contact center sector, which employed around 227,000 people in 2008. The second largest sector in

terms of employment in 2008 was the back office/KPO sector with nearly 69,000 employees. Total BPO employment grew by 24 percent between 2007 and 2008, whereas total employment in the country grew by only 1.6 percent during the same period.

In terms of revenues, the BPO industry has also shown resiliency and steady growth amid the recent financial crisis. It is estimated that the industry generated around US$6 billion in export revenues in 2008 from around only US$1.5 billion in 2004. Contact centers had the biggest impact, bringing in US$4.1 billion, while back office services generated US$827 million in revenue. Preliminary industry estimates further indicate that revenues grew by 20 percent in 2009. An input-output linkage analysis by the Asian Development Bank (2007) showed that the BPO industry in the country has very little interaction with the rest of the economy and may not necessarily stimulate production in other sectors.

However, the same study showed that growth in the sectors revenues has a significant impact on compensation and employment. The ADB study further added that the higher-than-average compensation of BPO employees as well as the 24-hour nature of BPO activities can potentially increase personal consumption if the sectors workforce has a high propensity to consume.

Prospects

The Business Processing Association of the Philippines (BPAP) forecasts continued growth for the industry in the coming years. BPAP estimates that the industry will generate around US$9.1 billion in revenues while employing some 560,000 persons in 2010. For 2011, expected revenue is around US$11.6 billion while employment is expected to be at around 700,000.

Challenges

Over the past decade, the Philippines have emerged as a preferred outsourcing destination for a number of companies mainly due to the cheap cost of labor. The 2007 A.T. Kearney Global

Services Location Index (2007) ranked the Philippines at 7th place among the 50 top offshore destinations, with India and China at the top. The Philippines placed well in the survey, mainly due to its financial attractiveness, having the lowest telecom costs among the countries in the survey and having one of the lowest wage costs. However, the country scored rather poorly in terms of business environment, which factors in the overall quality of infrastructure, security risks and political, and investment environment.

A similar study by the McKinsey Global Institute (2005) compared the Philippines with 15 other off shoring locations. The Philippines emerged as an attractive destination based on several factors including labor costs (13% of average US wages), strong English proficiency and having a large pool of suitable labor at the entry level. The same study, however, noted that the Philippines scored poorly in other aspects, including the cost of electricity, high levels of corruption in the government and a surfeit of bureaucracy (red tape). The study further noted that while there was a vast amount of entry level talent in the country, there is a scarce supply of manpower with managerial capacity.

The latest results of the World Competitiveness Yearbook (2009) also showed the Philippines comparing favorably against other BPO destinations in terms of office rental costs, IT skills availability and telecom investments while comparing poorly in terms of electricity costs and overall infrastructure. The Philippines fared disappointingly in governance-related indicators as well. In fact, it scored the worst among its East Asian neighbors with regard to occurrences of bribery and corruption, bureaucracy and transparency of government policies. In the 2009 edition of the Corruption Perception Index (CPI), a survey of surveys measuring the perceived level of public sector corruption in 180 countries, the Philippines performed poorly. It ranked as the 139th least corrupt country in the survey; although this is a slight improvement from its ranking of 141 in 2008.

Employee Benefits Provided By Majority of the BPO Companies

Provident Fund: As per the statutory guidelines, the employee is required to contribute a percentage of his basic salary and DA to a common fund. The employer for this fund contributes as well. The employee can use the amount deposited in this fund for various personal purposes such as purchase of a new house, marriage etc.

Gratuity: Gratuity is one of the retrial benefits given to the employee in which the employer every year contributes a particular amount. The fund created can be used by the employee for the purpose of long-term investment in various things such as a house etc.

Group Mediclaim Insurance Scheme: This insurance scheme is to provide adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, non-earning parents and children above three months.

Personal Accident Insurance Scheme: This scheme is to provide adequate insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. It is applicable to all the employees of JFWTC and covers total / partial disablement / death due to accident and due to accidents.

Subsidized Food and Transportation: The organization provides transportation facility to all the employees from home till office at subsidized rates. The lunch provided is also subsidized.

Company Leased Accommodation: Some of the companies provide shared accommodation for all the out station employees, in fact some of the BPO companies also undertakes to pay electricity/water bills as well as the Society charges for the shared

accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance.

Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities.

Corporate Credit Card: The main purpose of the corporate credit card is enable the timely and efficient payment of official expenses which the employees undertake for purposes such as travel related expenses like Hotel bills, Air tickets etc.

Cellular Phone / Laptop: Cellular phone and / or Laptop are provided to the employees on the basis of business need. The employee is responsible for the maintenance and safeguarding of the asset.

Personal Health Care (Regular medical check-ups): Some of the BPO'S provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year.

Loans: Many BPO companies provide loan facility on three different occasions: Employees are provided with financial assistance in case of a medical emergency. Employees are also provided with financial assistance at the time of their wedding. And, the new recruits are provided with interest free loans to assist them in their initial settlement at the work location.

Educational Benefits: Many BPO companies have this policy to develop the personality and knowledge level of their employees and hence reimburse the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools.

Performance based incentives: In many BPO companies they have plans for, performance based incentive scheme. The parameters for calculation are process performance i.e.

speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary.

Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program.

Flexible Salary Benefits: Its main objective is to provide flexibility to the employees to plan a tax-effective compensation structure by balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, and Special Allowance

Regular Get together and other cultural programs: The companies organizes cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges.

Wedding Day Gift: Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/- based on their level in the organization.

Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization. y y y Paid Days Off Maternity Leave Employee Stock Option Plan

COMPANY PROFILE

About Impetus Passion to innovate & deliver heart and mind at unison! Impetuss team of Technology & Process architects constantly work on client challenges to create solution frameworks across technology and outsourcing paradigms.

Integrity, discipline and adaptability ensure customer satisfaction. We believe in partnering with clients which make them focus on greater planes. By observing hard and working harder, their destination becomes our destination. And their journey, ours!

Results: Measurable & Sustainable

Impetuss team works with clients to deliver practical, measurable and sustainable results day in and day out. By helping clients make the right strategic decisions and implement the right solutions, the worlds most respected organizations keep coming back to us.

Approach: Collaborative & Flexible

With deep industry experience, Impetus consultants have the disciplined, yet flexible approach to seek out the right way for our clients, not just the way. A collaborative and

responsive approach to problem-solving inspires innovative and effective solutions. Our clients appreciate this approach since it means we are listening to their needs and exceeding their expectations.

People: Passionate & Experienced

Ask any client who has worked with us and they will tell you the same thing: impetus consultants are personally committed to getting the job done regardless of the obstacles. Sure we draw from a deep well of industry experience but it is their passion and dedication that garners extraordinary client loyalty Vision

To become the preferred partner to owners & business managers across the Globe in measuring, analyzing and controlling strategically impacting finance, supply chain and customer processes driven by strong people-process-technology back-bone K-team

Impetuss native intelligence comes from a knowledge eco-system which has employees, partners and vendors. With each business unit under responsible heads, its constant endeavour to build the spirit of integrity, innovation and entrepreneurship

Partners

 SAP  Oracle  Herald Logic  3i Ltd  Tally Business Solutions  Chamelean  RAMCO

Services Our Process Management Services include: 1. Activity Monitoring & Management 2. Voice and Non-Voice Enabled process management 3. Information Systems and Technology Management

Our Performance Management Services include: 1. Transaction Processing 2. Information Management 3. Analytics

Service offering Implementation, Maintenance & Outsourced Management of ERP

Description Preimplementation consulting, implementation, program management & post implementation support for ERP

Capability Transaction Processing Solutions

Business Line Business Performance Management

Technology SAP Oracle Tally 3i B-1 SBS

Payroll & Accounts Payable Management Technology & Process Support

Sale of product

Transaction

Business Process Management

Home-grown .NET & Open Source solution Smart' module 'Pay ASP

Hosted outsourcing Processing solution provider Solutions

Cheque Printing Outsourcing

Our application can Transaction seamlessly integrate with any client application and obtain cheque payment list Based on pre-assigned rules the multibanks cheques may be printed on a batch mode Processing Solutions

Business Process Management

Home-grown .NET & Open Source solution Smart' module 'Pay ASP

Voice Enabled Customer Verification Activity

Ensuring compliance with

Business Activity

Business Process

In'tele'gent Predictive Dialer

TRAI requirements Management Management for Telecom Companies, Ensuring compliance with KYC norms for Banking & FS

Voice Enabled Market Research Analytics Process

Conducting Computer Aided Telephonic Interview with intellegent scripting Business Intellegence reporting for data collected through telephonic or email interviews

Business Activity

Business Process

In'tele'gent Predictive Dialer JASPER - BI Tool Pentaho

Management Management

Technology

Services will

Business

Enabled Customer include data entry, Activity Support Process Outsourcing for Mutual Funds, data & database management, technology Management

Fund Managers etc support, inbound

call center Database management will include managing requests for change of address, contact number etc We can voice enable the whole process

Activity Monitoring & Process Management for

Services include receipt of forms, verification of customer

Business Activity Management

Customer Support credentials and Processes in TELECOM tracking of status of application forms

Investment Analytics Outsourcing

Knowledge process Analytics outsourcing for investment related research like support desk for equity/debt markets

Business Performance Management

Information Systems &

Customer Analytics -

Analytics

Business Performance

Open tools

Source

Analytics Outsourcing

including database management, customer accounting and IS relating to sales and marketing Supply Chain Analytics including vendor database management, vendor accounting, IS relating to inventory, purchasing, warehousing and logistics Finance Analytics Accounting, Analysis of financial statements, Management Reporting

Management

Technology enabled Process Management

Migration of enterprise solutions Development of unique SME solutions

Capabilities Experience

We believe in providing clients with a greater percentage of senior-management consulting time, which adds significant value to Entrepreneurial driven initiatives. With such a strategy in focus, IC has created a k-team, which is a right mix of knowledge and execution capabilities. IC brings close to 125 qualified man-years of experience at the senior personnel level with the experience of handling assignments across the business value chain, in its various services/practice units.

As part of our strategy, experience building has always been against a backdrop of building specialization within and outside the firm, where support of specialized external resources is required. Presidents have defined responsibilities across 1. Building competencies in "knowledge spheres" 2. Client management 3.Geographical control

Each President &Managing Consultant therefore functions in a three dimensional atmosphere and is responsible for specific KPIs in each of the three dimensions Knowledge capital We have identified, planned and allocated training hours at all levels in the organization. As part of providing value-added business advisory service, the firm has embarked on developing the intellectual capital in the following spheres

1. Macro Economics and Industry trends 2. Global best practices in IT 3. Global best practices in accounting and finance 4. Global Tax legislation 5. Industry Process Maps of industries 6. Technology developments in different Industries Implementation has begun through 1. Creation of comprehensive categorized library 2. Employment of research personnel 3. Registration with market-info and knowledge-capital sites 4. Allocating knowledge-"horizontals" and "verticals" to Presidents & Managing Consultants

Infrastructure People Process Associates We have 17 process associates, who are primarily graduates with professional exposure and work-ex ranging from 1- 10 years. These form the basic edifice of our work standards. They have been trained and re continuously retrained in providing customer with a 'delightful' experience' Process Managers There are 3 process managers who are professionally qualified. They champion Reengineering exercise, Process transition and monitoring delivery and quality. They are the pillars of Process-Excellence within IC Managing Consultants Two Managing Consultants act as the consulting layer that enable benchmarking and assist strategic initiatives such as corporate finance, org restructuring and preparation of business case/identifying RoI

CLIENTS

 MyTVS  Reliance MNP  Reliance Insurance  Zest Mahindra  Dun & Brad Street  Hindustan Motors  TVS Logistics  AshokLeyland JD

THEORIES RELATED TO THE TOPIC

Industrial relations describe the complex, ever-changing relationship between industry management and its employees. There are several mainstream theories of industrial relations; each casts employee unions and business management with differing responsibilities and functions.

There are four primary theories of industrial relations: unitarist, pluralist, Marxist and radical. These theories emphasize (or dismiss) different elements of the industrial relations process and/or function, depending on the values and standards venerated by the philosophy.

Unitarist Theory

The unitarist theory of industrial relations emphasizes the co-dependency of employers and employees. To a unitarist, an organization is an integrated, friendly and collaborative whole. Unitarists do not favor employee unions. They believe that loyalty to such an organization would detract from employee loyalty to a company (disrupting the bond between employer and employees).

Pluralist Theory

Pluralist theory emphasizes the representative function of management and trade unions, and it reinforces the value (and legitimacy) of collective bargaining.

Pluralists recognize organizations within management and within unions as legitimate. They believe that management's primary function is to coordinate, communicate and persuade, rather than control or demand.

Radical Theory

Not to be confused with Marxist theory, radical theory sees industrial relations as a necessary (but not ideal) result of employees protecting themselves from powerful big-business. Radicals believe that profit-hungry corporations have no regard (aside from legal obligations) for their employees, and are willing to profit off of them at any available opportunity.

Marxist Theory

The Marxist theory of industrial relations claims that capitalism breeds corruption and greed, leaving the employee to suffer while corporations rake in profits.

Marxists claim that institutions would be far better employers if run as state organizations, while compensation would be standardized to promote a co-operative, noncompetitive work environment.

Awards

Awards set out minimum wages and conditions of employment for specified employees related to the particular industry or occupation to which the award relates. They include rates of pay, hours of work, penalty rates, casual and part-time work and grievance procedures and may include provisions about specific issues such as superannuation or long service leave.

Awards may be federal or State. Federal awards are made by the Australian Industrial Relations Commission (AIRC). NSW awards are made by the NSW Industrial Relations Commission. This means that in some workplaces, a worker covered by a State award may have a colleague (in a different job category) who is covered by a Federal award.

Enterprise Bargaining Agreements (EBAs) Enterprise agreements are a voluntarily agreement between employers and employees setting out the rights, entitlements and obligations of employers and employees. The main difference between awards and enterprise agreements is that enterprise agreements only apply to the employees of one particular organization. In most cases, employees will seek to have a union to represent their interests in these negotiations. Like awards, enterprise agreements can either be State or Federal.

Individual Transitional Employment Agreements (ITEAs)

An Individual Transitional Employment Agreement (ITEA) is a special transitional instrument which is available during the transition to a new workplace relations system. It is an individual written agreement between an employer and an employee setting out the terms and conditions of the employee's employment. Choosing whether to sign or not to sign an ITEA is an important decision which could have significant effects on your pay, working conditions and legal protection. Under Federal Government legislation, you will be responsible for checking your own ITEA and should only sign it if you genuinely consent or agree to it.

Casualisation

Casualisation of the workforce is a general term referring to the increasing trend towards casual work being experienced in the Australian workforce. Over the past 20 years it is estimated that casual work has risen from 18 to 29 per cent of the Australian workforce

Collective bargaining:

Collective bargaining is a process of negotiations between employers and the representatives of a unit of employees aimed at reaching agreements that regulate working conditions. Collective agreements usually set out wage scales, working hours, training, health and safety, overtime, grievance mechanisms and rights to participate in workplace or company affairs.

Individual bargaining:

Negotiations between employee and his employer. Individual bargaining gives the employer much greater strength than collective bargaining where the employer must deal with the employees as a group.

RESEARCH METHODOLOGY

DESCRIPTIVE RESEARCH

Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how...

Although the data description is factual, accurate and systematic, the research cannot describe what caused a situation. Thus, Descriptive research cannot be used to create a causal relationship, where one variable affects another. In other words, descriptive research can be said to have a low requirement for internal validity.

The description is used for frequencies, averages and other statistical calculations. Often the best approach, prior to writing descriptive research, is to conduct a survey investigation. Qualitative research often has the aim of description and researchers may followup with examinations of why the observations exist and what the implications of the findings are.

In short descriptive research deals with everything that can be counted and studied. But there are always restrictions to that. Your research must have an impact to the lives of the people around you. The reader of the research will know what to do to prevent that disease thus; more people will live a healthy life. Many scientific disciplines, especially social science and psychology, use this method to obtain a general overview of the subject.

Some subjects cannot be observed in any other way; for example, a social case study of an individual subject is a descriptive research design and allows observation without affecting normal behavior.

It is also useful where it is not possible to test and measure the large number of samples needed for more quantitative types of experimentation. These types of experiments are often used by anthropologists, psychologists and social scientists to observe natural behaviors without affecting them in any way. It is also used by market researchers to judge the habits of customers, or by companies wishing to judge the morale of staff.

The results from a descriptive research can in no way be used as a definitive answer or to disprove a hypothesis but, if the limitations are understood, they can still be a useful tool in many areas of scientific research. Advantages

The subject is being observed in a completely natural and unchanged natural environment. A good example of this would be an anthropologist who wanted to study a tribe without affecting their normal behavior in any way. True experiments, whilst giving analyzable data, often adversely influence the normal behavior of the subject.

Descriptive research is often used as a pre-cursor to quantitative research designs, the general overview giving some valuable pointers as to what variables are worth testing quantitatively. Quantitative experiments are often expensive and time-consuming so it is often good sense to get an idea of what hypotheses are worth testing.

Summary Descriptive research design is a valid method for researching specific subjects and as a precursor to more quantitative studies. Whilst there are some valid concerns about the statistical validity, as long as the limitations are understood by the researcher, this type of study is an invaluable scientific tool. Whilst the results are always open to question and to different interpretations, there is no doubt that they are preferable to performing no research at all.

DATA ANALYSIS AND INTERPRETATION

DATA COLLECTION
What is Data Collection?

Data Collection helps your team to assess the health of your process. To do so, you must identify the key quality characteristics you will measure, how you will measure them, and what you will do with the data you collect. Objectives

 Describe various data collection techniques and state their uses and limitations.  Advantageously use a combination of different data collection techniques.  Identify various sources of bias in data collection and ways of preventing bias.  Identify ethical issues involved in the implementation of research and ways of ensuring that your research informants or subjects are not harmed by your study.

What exactly is a key quality characteristic?

It is a characteristic of the product or service produced by a process that customers have determined is important to them. Key quality characteristics are such things as the speed of delivery of a service, the finish on a set of stainless steel shelves, the precision with which an electronic component is calibrated, or the effectiveness of an administrative response to a tasking by higher authority. Every product or service has multiple key quality characteristics. When you are selecting processes to improve, you need to find out the processes, or process steps, that produce the characteristics your customers perceive as important to product quality.

Data Collection is nothing more than planning for and obtaining useful information on key quality characteristics produced by your process. However, simply collecting data does not

ensure that you will obtain relevant or specific enough data to tell you what is occurring in your process.

Every process improvement effort relies on data to provide a factual basis for making decisions throughout the Plan-Do-Check-Act cycle. Data Collection enables a team to formulate and test working assumptions about a process and develop information that will lead to the improvement of the key quality characteristics of the product or service. Data Collection

improves your decision-making by helping you focus on objective information about what is happening in the process, rather than subjective opinions.

Why do we need a well-defined Data Collection process?

For your team to collect data uniformly, you will need to develop a Data Collection plan. The elements of the plan must be clearly and unambiguously defined operationally defined. You may want to pause here and review the Operational Definitions module before you go on. Data collection techniques:

Data-collection techniques allow us to systematically collect information about our objects of study (people, objects, phenomena) and about the settings in which they occur. In the collection of data we have to be systematic. If data are collected haphazardly, it will be difficult to answer our research questions in a conclusive way. Various data collection techniques can be used such as:
y y y y y y

Using available information Observing Interviewing (face-to-face) Administering written questionnaires Focus group discussions Projective techniques, mapping, scaling

Using available information Usually there is a large amount of data that has already been collected by others, although it may not necessarily have been analyzed or published. Locating these sources and retrieving the information is a good starting point in any data collection effort. The advantage of using existing data is that collection is inexpensive. However, it is sometimes difficult to gain access to the records or reports required, and the data may not always be complete and precise enough, or too disorganized. Observing Observation is a technique that involves systematically selecting, watching and recording behavior and characteristics of living beings, objects or phenomena. Observation of human behavior is a much-used data collection technique. It can be undertaken in different ways:
y y

Participant observation: The observer takes part in the situation he or she observes. Non-participant observation: The observer watches the situation, openly or concealed, but does not participate. Observations of human behavior can form part of any type of study, but as they are time

consuming them are most often used in small-scale studies. Observations can also be made on objects. For example, the presence or absence of a latrine and its state of cleanliness may be observed. Here observation would be the major research technique. If observations are made using a defined scale they may be called measurements. Measurements usually require additional tools. For example, in nutritional surveillance we measure weight and height by using weighing scales and a measuring board. We use thermometers for measuring body temperature.

Interviewing An interview is a data-collection technique that involves oral questioning of respondents, either individually or as a group. Answers to the questions posed during an interview can be recorded by writing them down (either during the interview itself or immediately after the interview) or by tape-recording the responses, or by a combination of both. Interviews can be conducted with varying degrees of flexibility. The two extremes, high and low degree of flexibility, are described below: High degree of flexibility: A flexible method of interviewing is useful if a researcher has as yet little understanding of the problem or situation he is investigating, or if the topic is sensitive. It is frequently applied in exploratory studies. The instrument used may be called an interview guide or interview schedule. Low degree of flexibility: Less flexible methods of interviewing are useful when the researcher is relatively knowledgeable about expected answers or when the number of respondents being interviewed is relatively large. Then questionnaires may be used with a fixed list of questions in a standard sequence, which have mainly fixed or pre-categorized answers. Administering written questionnaires A written questionnaire (also referred to as self-administered questionnaire) is a data collection tool in which written questions are presented that are to be answered by the respondents in written form. A written questionnaire can be administered in different ways, such as by:

Sending questionnaires by mail with clear instructions on how to answer the questions and asking for mailed responses;

Gathering all or part of the respondents in one place at one time, giving oral or written instructions, and letting the respondents fill out the questionnaires; or

Hand-delivering questionnaires to respondents and collecting them later.

Focus group discussions (FGD) A focus group discussion allows a group of 8 - 12 informants to freely discuss a certain subject with the guidance of a facilitator or reporter. Projective techniques When a researcher uses projective techniques, (s) he asks an informant to react to some kind of visual or verbal stimulus. Such techniques can easily be combined with semi-structured interviews or written questionnaires. They are also very useful in FGDs to get peoples opinion on sensitive issues. Mapping and scaling Mapping is a valuable technique for visually displaying relationships and resources. Mapping a community is also very useful and often indispensable as a pre-stage to sampling. Scaling is a technique that allows researchers through their respondents to categorize certain variables that they would not be able to rank themselves. Mapping and scaling may be used as participatory techniques in rapid appraisals or situation analyses. In a separate volume on participatory action research, more such techniques will be presented.

PRIMARY DATA

Primary data is a term for data collected on source which has not been subjected to processing or any other manipulation. It is a relative term raw data can be input to a computer program or used in manual analysis procedures such as gathering statistics from a survey. It can refer to the binary data on electronic storage devices such as hard disk drives (also referred to as low-level data).

Source of Primary data: Interviews: Interviews are one-on-one or small group question and answer sessions. Interviews will provide a lot of information from a small number of people and are useful when you want to get an expert or knowledgeable opinion on a subject. Surveys: Surveys are a form of questioning that is more rigid than interviews and that involve larger groups of people. Surveys will provide a limited amount of information from a large group of people and are useful when you want to learn what a larger population thinks. Observations: Observations involve taking organized notes about occurrences in the world. Observations provide you insight about specific people, events, or locales and are useful when you want to learn more about an event without the biased viewpoint of an interview.

Analysis: Analysis involves collecting data and organizing it in some fashion based on criteria you develop. They are useful when you want to find some trend or pattern. A type of analysis would be to record commercials on three major television networks and analyze gender roles.

SECONDARY DATA

Secondary data is data collected by someone other than the user. Common sources of secondary data for social science include censuses, surveys, organizational records and data collected through qualitative methodologies or qualitative research. Primary data, by contrast, are collected by the investigator conducting the research.

Secondary data analysis saves time that would otherwise be spent collecting data and, particularly in the case of quantitative data, provides larger and higher-quality databases than would be unfeasible for any individual researcher to collect on their own. In addition to that, analysts of social and economic change consider secondary data essential, since it is impossible to conduct a new survey that can adequately capture past change and/or developments. Source of Secondary data: Secondary data can be obtained from two different research strands:


Quantitative: Census, housing, social security as well as electoral statistics and other related databases. Qualitative: Semi-structured and structured interviews, focus groups transcripts, field notes, observation records and other personal, research-related documents.

SAMPLING

Sampling is that part of statistical practice concerned with the selection of a subset of individuals from within a population to yield some knowledge about the whole population, especially for the purposes of making predictions based on statistical inference. Researchers rarely survey the entire population for two reasons (Adr, Mellenbergh, & Hand, 2008): the cost is too high, and the population is dynamic in that the individuals making up the population may change over time. The three main advantages of sampling are that the cost is lower, data collection is faster, and since the data set is smaller it is possible to ensure homogeneity and to improve the accuracy and quality of the data. Each observation measures one or more properties (such as weight, location, color) of observable bodies distinguished as independent objects or individuals. In survey sampling, survey weights can be applied to the data to adjust for the sample design. Results from probability theory and statistical theory are employed to guide practice. In business and medical research, sampling is widely used for gathering information about a population.

Process:

The sampling process comprises several stages:  Defining the population of concern  Specifying a sampling frame, a set of items or events possible to measure  Specifying a sampling method for selecting items or events from the frame  Determining the sample size  Implementing the sampling plan  Sampling and data collecting

Population

A population can be defined as including all people or items with the characteristic one wishes to understand. Because there is very rarely enough time or money to gather information from everyone or everything in a population, the goal becomes finding a representative sample (or subset) of that population.

Sampling frame

In the most straightforward case, such as the sentencing of a batch of material from production (acceptance sampling by lots), it is possible to identify and measure every single item in the population and to include any one of them in our sample. However, in the more general case this is not possible. There is no way to identify all rats in the set of all rats. Where voting is not compulsory, there is no way to identify which people will actually vote at a forthcoming election (in advance of the election). These imprecise populations are not amenable to sampling in any of the ways below and to which we could apply statistical theory.

Probability sampling

A probability sampling scheme is one in which every unit in the population has a chance (greater than zero) of being selected in the sample, and this probability can be accurately determined. The combination of these traits makes it possible to produce unbiased estimates of population totals, by weighting sampled units according to their probability of selection.

Non-probability sampling

Non-probability sampling is any sampling method where some elements of the population have no chance of selection (these are sometimes referred to as 'out of coverage'/'under covered'), or where the probability of selection can't be accurately determined. It involves the selection of elements based on assumptions regarding the population of interest, which forms the criteria for selection.

Sampling Methods:

 Simple random sampling  Systematic sampling  Stratified sampling  Probability proportional to size sampling  Cluster sampling  Matched random sampling  Quota sampling  Convenience sampling or Accidental Sampling  Line-intercept sampling  Panel sampling  Event sampling methodology

Convenience sampling or Accidental Sampling

Convenience sampling (sometimes known as grab or opportunity sampling) is a type of non-probability sampling which involves the sample being drawn from that part of the population which is close to hand. That is, a sample population selected because it is readily available and convenient. It may be through meeting the person or including a person in the sample when one meets them or chosen by finding them through technological means such as the internet or through phone. The researcher using such a sample cannot scientifically make generalizations about the total population from this sample because it would not be representative enough. For example, if the interviewer were to conduct such a survey at a shopping center early in the morning on a given day, the people that he/she could interview would be limited to those given there at that given time, which would not represent the views of other members of society in such an area, if the survey were to be conducted at different times of day and several times per week. This type of sampling is most useful for pilot testing. Several important considerations for researchers using convenience samples include: 1. Are there controls within the research design or experiment which can serve to lessen the impact of a non-random convenience sample, thereby ensuring the results will be more representative of the population? 2. Is there good reason to believe that a particular convenience sample would or should respond or behave differently than a random sample from the same population? 3. Is the question being asked by the research one that can adequately be answered using a convenience sample? In social science research, snowball sampling is a similar technique, where existing study subjects are used to recruit more subjects into the sample.

Sample Size=100 Total Population=297

CORRELATION
Correlation is a statistical technique that can show whether and how strongly pairs of variables are related. For example, height and weight are related; taller people tend to be heavier than shorter people. The relationship isn't perfect. People of the same height vary in weight, and you can easily think of two people you know where the shorter one is heavier than the taller one. Nonetheless, the average weight of people 5'5'' is less than the average weight of people 5'6'', and their average weight is less than that of people 5'7'', etc. Correlation can tell you just how much of the variation in peoples' weights is related to their heights. Although this correlation is fairly obvious your data may contain unsuspected correlations. You may also suspect there are correlations, but don't know which are the strongest. An intelligent correlation analysis can lead to a greater understanding of your data.

Correlation techniques There are several different correlation techniques. The Survey System's optional Statistics Module includes the most common type, called the Pearson or product-moment correlation. The module also includes a variation on this type called partial correlation. The latter is useful when you want to look at the relationship between two variables while removing the effect of one or two other variables. Like all statistical techniques, correlation is only appropriate for certain kinds of data. Correlation works for quantifiable data in which numbers are meaningful, usually quantities of some sort. It cannot be used for purely categorical data, such as gender, brands purchased, or favorite color.

Rating Scales Rating scales are a controversial middle case. The numbers in rating scales have meaning, but that meaning isn't very precise. They are not like quantities. With a quantity (such as dollars), the difference between 1 and 2 is exactly the same as between 2 and 3. With a rating scale, that isn't really the case. You can be sure that your respondents think a rating of 2 is between a rating of 1 and a rating of 3, but you cannot be sure they think it is exactly halfway between. This is especially true if you labeled the mid-points of your scale (you cannot assume "good" is exactly half way between "excellent" and "fair"). Most statisticians say you cannot use correlations with rating scales, because the mathematics of the technique assume the differences between numbers are exactly equal. Nevertheless, many survey researchers do use correlations with rating scales, because the results usually reflect the real world. Our own position is that you can use correlations with rating scales, but you should do so with care. When working with quantities, correlations provide precise measurements. When working with rating scales, correlations provide general indications. Correlation Coefficient The main result of a correlation is called the correlation coefficient (or "r"). It ranges from -1.0 to +1.0. The closer r is to +1 or -1, the more closely the two variables are related. If r is close to 0, it means there is no relationship between the variables. If r is positive, it means that as one variable gets larger the other gets larger. If r is negative it means that as one gets larger, the other gets smaller (often called an "inverse" correlation). While correlation coefficients are normally reported as r = (a value between -1 and +1), squaring them makes then easier to understand. The square of the coefficient (or r square) is equal to the percent of the variation in one variable that is related to the variation in the other. After squaring r, ignore the decimal point. An r of .5 means 25% of the variation is related (.5 squared =.25). An r value of .7 means 49% of the variance is related (.7 squared = .49).

A correlation report can also show a second result of each test - statistical significance. In this case, the significance level will tell you how likely it is that the correlations reported may be due to chance in the form of random sampling error. If you are working with small sample sizes, choose a report format that includes the significance level. This format also reports the sample size. A key thing to remember when working with correlations is never to assume a correlation means that a change in one variable causes a change in another. Sales of personal computers and athletic shoes have both risen strongly in the last several years and there is a high correlation between them, but you cannot assume that buying computers causes people to buy athletic shoes (or vice versa). The second caveat is that the Pearson correlation technique works best with linear relationships: as one variable gets larger, the other gets larger (or smaller) in direct proportion. It does not work well with curvilinear relationships (in which the relationship does not follow a straight line). An example of a curvilinear relationship is age and health care. They are related, but the relationship doesn't follow a straight line. Young children and older people both tend to use much more health care than teenagers or young adults. Multiple regression (also included in the Statistics Module) can be used to examine curvilinear relationships, but it is beyond the scope of this article

. Are you well directed by motivation towards what you have to do?

Yes No Employees 69 31

Well directed by motivation

70 60 50 40 30 20 10 0 Yes No Employees

2. You get motivated if you paid with a good salary.

Employees

strongly Disagree Neutral Agree Disagree 0 2 12 41

Strongly Agree 45

Salary motivates
45 40 35 30 25 20 15 10 5 0 strongly Disagree Disagree Neutral Agree Strongly Agree

Employees

3.You get motivated if you are provided with a good working environment

Employees

strongly Disagree Neutral Agree Disagree 0 0 5 34

Strongly Agree 61

Good environment motivates

70 60 50 40 30 20 10 0 strongly Disagree Disagree Neutral Agree Strongly Agree Employees

4. You are satisfied with pay structure

Employees

strongly Disagree Neutral Agree Disagree 4 11 45 24

Strongly Agree 16

Satisfied with pay structure

45 40 35 30 25 20 15 10 5 0 strongly Disagree Disagree Neutral Agree Strongly Agree

Employees

5. You feel secured at the working environment physically as well as mentally.

strongly Disagree Neutral Disagree Employees 0 0 36

Agree

Strongly Agree 45 19

Feel secured at working environment

45 40 35 30 25 20 15 10 5 0 strongly Disagree Disagree Neutral Agree Strongly Agree

Employees

6. Rewards & Recognition encourage me to achieve the organization goals very effectively.

strongly Disagree Neutral Agree Disagree Employees 0 0 5 54

Strongly Agree 41

Reward & Recognition motivates

60 50 40 30 Employees 20 10 0 strongly Disagree Disagree Neutral Agree Strongly Agree

7. Do the policies of the organization facilitate employee development?

Yes Employees 45

No 55

Policies facilitate employee development

60 50 40 30 20 10 0 Yes No

Employees

8. Top management committed towards the development of the employee?

Employees

strongly Disagree Neutral Agree Strongly Agree Disagree 2 5 36 43 14 100

Top management committed towards employee development

50 40 30 20 10 0 strongly Disagree Neutral Disagree Agree Strongly Agree Employees

9. Are employees ideas and suggestions encouraged?

Yes Employees 44

No 56

Ideas and suggestions encouraged

60 50 40 30 20 10 0 Yes No Employees

10. Is there a grievance committee to address the problems of the employees?

Yes Employees 23

No 77

Grievance committee address employee problems

80 70 60 50 40 30 20 10 0 Yes No

Employees

11. Do your superiors encourage upward communication?

Yes Employees 67

No 33

Superiors encourage upward communication

70 60 50 40 30 20 10 0 Yes No Employees

12. How is the overall managerial support?

Excellent Good Average Poor Employees 12 56 24

Worst 8 0

Managerial support
60 50 40 30 20 10 0 Excellent Good Average Poor Worst Employees

13. Factor that influences the employer-employee relation most?

Motivation Employees 23

Remuneration 31

Promotion

Good communication 34 12

Factors influencing E-E relation

35 30 25 20 15 10 5 0

Employees

14. Rank the following based on the requirements for good employer-employee relationship.

Motivation Employees 17

Salary 31

Promotion

Good Reward Working communication environment 16 12 14 10

Requirement for strong E-E relation

35 30 25 20 15 10 5 0

Employees

15. Good Employer-Employee relationship contributes towards achieving goal?

strongly Disagree Neutral Disagree Employees 0 5 34

Agree

Strongly Agree 45 16

Contribution of good E-E relation towards achieving goal

50 40 30 20 10 0 strongly Disagree Neutral Disagree Agree Strongly Agree Employees

SUMMARY AND CONCLUSION

LIMITATIONS
 Confidentiality of information prevailed in the organization affected the study  Time played as the major constraint for the study  Employee was reluctant to provide honest information  Not able to get information from every employee in the organization  Due to cost and time constraints the sample size was restricted to 100 samples

SUGGESTIONS

 Establishing grievance committee could enhance employer-employee relationship  Regular weekly general meeting can be conducted  Rewards to over achieving employee will motivate him towards achieving goal  Focusing on employee ambience  Developing working environment  Conducting the employee satisfaction survey, analysing the survey feedback and giving recommendations to management at regular intervals.

 Conducting early exchange program to new joinees

CONCLUSION
During the course of project I personally found that a very important tool of Employee Relations is communication. It plays a crucial role in Employee Relations. It is important to motivate the employee and make him aware of the policies.

I noticed that internal recruitment plays a very important role in employee relations. Internal recruitment is when the company recruits someone from within the organization to fill the vacancies, as opposed to external recruiting i.e. recruiting from the open market. Internal recruitment helps with the industrial relations since external recruitment can be seen as depriving the workforce of opportunity.

Engagement is an idea whose time has come. In one sense, it offers managers a framework for monitoring a range of indicators including employee attitudes and behaviors of the state of the employment relationship. But, beyond that, it represents an aspiration that employees should understand, identify with and commit themselves to the objectives of the organization they work for. It means being more strategic and seeing the bigger picture. It means being familiar with a wide range of techniques and skills, including mediation and communications.

But, ultimately, it may also mean asserting more strongly the employee interest and agenda. This may not fit well with a management culture still based on command and control: its a genuinely transformational message. But without some significant progress in this direction, both high-performance working and strategic business partnering are unlikely to succeed.

BIBLIOGRAPHY

BIBLIOGRAPHY

 Dynamics of Industrial Relation, Mamoria, Gankar, Himalayan Publication  www.impetusconsulting.com  www.citehr.com  www.wikipedia.com  www.investopedia.com

APPENDIX

QUESTIONNAIRE

1. Are you well directed by motivation towards what you have to do? o Yes o No 2. You get motivated if you paid with a good salary. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 3. You get motivated if you are provided with a good working environment. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

4. You are satisfied with pay structure. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 5. You feel secured at the working environment physically as well as mentally. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 6. Rewards & Recognition encourage me to achieve the organization goals very effectively. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

7. Do the policies of the organization facilitate employee development? o Yes o No 8. Top management committed towards the development of the employee? o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 9. Are employees ideas and suggestions encouraged? o Yes o No 10. Is there a grievance committee to address the problems of the employees? o Yes o No 11. Do your superiors encourage upward communication? o Yes o No

12. How is the overall managerial support? o Excellent o Good o Average o Poor o Worst 13. Factor that influences the employer-employee relation most? o Motivation o Remuneration o Promotion o Good communication 14. Rank the following based on the requirements for good employer-employee relationship. o Motivation o Salary o Promotion o Reward o Working environment o Good communication

15. Good Employer-Employee relationship contributes towards achieving goal? o Strongly agree o Agree o Neutral o Disagree o Strongly disagree