A STUDY ON EMPLOYER AND EMPLOYEE RELATIONSHIP AT SOFTECH GLOBAL SOLUTIONS

1.1 INTRODUCTION: When an employer hires a new employee, he is not just bringing a new member of the workforce aboard, he is also starting a new relationship. Because employers and employees often work in close quarters, they necessarily develop relationships. Managing these relationships is vital to business success, as strong relationships can lead to greater employee happiness and even increased productivity. To reap these benefits, keep the dynamics of your employer-employee relationship in mind.

Employer/employee relations refer to the communication that takes place between representatives of employees and employers. Much of the employee relations involve employees and employers working together. Indeed, part of the aim of the European Union's social policy today is to create a system of shared responsibility of employers and employees for working practices, conditions and other areas of working life. This policy of shared responsibility is called co-determination.

Employee relations, industrial relations and labour relations are all terms that refer to those aspects of HRM where employees are dealt with as group through collective agreements with trade unions. It covers all the relations between employers and employees in industry. Some scholars however see employee relations which are a more recent term as broader and include employee participation in management decisions, communications, policies for improving cooperation and control of grievances and minimization of conflicts. The philosophy of HRM has led to a shift

towards individualism rather than collectivism due to increased competition hence leaner and more efficient organizations, restucturing, the market economy and free enterprise are changing trade union legislation. This relationship is complex and multidimensional e.g. it is influenced by the economic, social, political, psychological, ethical and legal factors. Employee relations cover the following issues: Development, negotiation and application of formal systems of rules and procedures for collective bargaining, handling disputes and grievances, and regulating employment. Concerned with the formal and informal processes, which take the form of continuous interactions between managers and shop stewards, trade unions etc,. The bargaining structures, recognition of trade unions and procedural agreements and practices, i.e. the collective relations between employers and trade unions. Importance of employee relations Improves cooperation between employers and employees Minimize unnecessary conflict Enable employees to play a part in decision making Keep employees informed of decisions that concern them Organizations interests those things employees would rather avoid e.g. Meeting high output standards Accepting managerial decisions Disciplinary actions Working long hours Employees interests those which organizations are reluctant to provide e.g. Increased wages

Safe working conditions Time off with pay Shorter working hours per week Pay for overtime etc Discussions between employers and employees typically cover the following areas:

pay bonuses the work environment disputes work schedules grievances health and safety hours of work Production targets.

The Advisory, Conciliation and Arbitration Service (Acas) was set up in 1974 to try and create more harmonious working relationships in this country. It negotiates in disputes between employers and employees as well as establishing codes of practice and principles for harmonious relationships. It has been tremendously successful in its work because today there are relatively few major employment relations disputes in this country. Where problems start to arise in a company, it is an easy process to consult with Acas to find ways of improving relationships. Because Acas has experience of dealing with so many workplaces it is able to suggest guidelines for harmonious relationships in nearly all situations.

Successful employer/employee relations involve striking a balance of interests. From the employer's point of view, industrial relations is about having the right to manage - the ability to plan for the future so that a company can continue to be a success, to make profits for its shareholders and to keep its employees motivated. From the employee's point of view, it is all about securing the best possible conditions and living standards for employees.

High labour turnover Where employees are not happy with working conditions this frequently leads to high labour turnover, bad timekeeping, and high levels of absenteeism. It may also occur in the form of slackness by individuals, poor working, and deliberate time wasting and similar practices. Other evidence of discontent will be revealed in complaints, friction, ignoring rules and apathy. There are a number of forms of organized trade union action, including: withdrawal of goodwill a go slow working strictly to the rules set out in work rulebooks and sticking rigidly to only doing tasks set out clearly in a job description refusing to work overtime Going on strike.

All of these actions are undesirable: They reduce company profitability, and its' ability to fulfill orders They harm employment prospects, and reduce wages of employees They lead to festering discontent

They cause problems for customers and the economy as a whole.

Thus it is very important to create harmonious workplaces for the benefit of all concerned. The work of Acas therefore is primarily concerned with outlining good practice and models of harmonious working practice. A trade union is an organized group of employees who have joined together in an officially recognised organization to further their common interests. These employees may have in common a skill, a trade, an industry, an employer or an occupation. Some unions (general unions) are made up of workers in several industries. Trade unions are formed, financed and run by their members.

Relationship Basics Generally, employer and employee relationships should be mutually respectful. The degree of closeness in these relationships will depend on both the employer and the employee. Some employers opt to keep their employees at a distance and, in doing so, ensure that there is no confusion as to the hierarchy that exists between them. Others elect to become friendlier with their employees, seeing this as a way to amp up employee happiness. While neither option is entirely right or wrong, it is wise to avoid getting too close to employees, as doing so can cause the line between employer and employee to become blurred. Mutual Reliance The employer-employee relationship should be one of mutual reliance. The employer is relying upon the employee to perform her job and, in doing so, keep the business running smoothly. Conversely, the employee is relying upon the employer to pay her and enable her to support herself, and potentially her family, financially. 5

Relationship Building Just as with all relationships, the employer and employee relationship is one that must develop over time. Employers can promote the building of relationships by speaking candidly with their employees about their lives, asking them about their families and learning about their interests. Similarly, employees can promote the building of this relationship by being open with their employer and sharing information about themselves and their lives.

Boundaries Though the type of employee and employer relationship that is considered appropriate varies from company to company, boundaries exist at almost all companies. Generally, it is unwise for employers to develop romantic relationships with their employees. Similarly, employers should exercise care to ensure that the relationship they develop with one employee isn't notably closer than the relationships they develop with others, as this can lead to concerns regarding favoritism or similar issues of unfairness within the workplace.

Employer-Employee relationship identification: Common law principles Although the terms employer and employee are defined in the EHT Act, the Act does not define the circumstances under which an employer-employee relationship exists. It is necessary to establish whether the worker is hired under a contract of service or a contract for service.

A contract of service, or employer-employee relationship, generally exists when a worker agrees to work for an employer, on a full-time or part-time basis, for a specified or indeterminate period of time, in return for wages or a salary. The employer has the right to decide where, when and how the work is to be done. A contract for service, or business relationship, generally exists when a worker agrees to perform specific work for a payer in return for payment. The self-employed worker is not normally required to perform the services personally.

In order to determine whether a worker is an employee under a contract of service or self-employed under a contract for service, reference must be made to common law principles. The terms and conditions of the worker's employment are examined and analyzed as they relate to the following four factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and (d) integration. It is important to note that one factor alone is not conclusive in the determination.

Control test The control test is used to determine whether a person is in a position to order or require not only what work is to be done, but also how it is to be done. Generally, in an employer-employee relationship, the employer controls, directly or indirectly, the way the work is to be done and the work methods used. The employer assigns specific tasks that define the real framework within which the work is to be done. The payer exercises control if he/she has the right to hire or fire, and decide where, when and how the work will be done. If such is the case, then the hirer clearly exercises control over the worker, who may then be considered to be an employee for EHT purposes. It is not necessary that control actually be exercised, only that it can be exercised.

Ownership of tools In an employer-employee relationship, the employer generally supplies the equipment and tools required by the employee. In addition, the employer covers the following costs related to their use: repairs, insurance, transport, rental, and operation. The main points to consider are: The amount invested The value of equipment and tools The rental and maintenance of equipment and tools. Ownership of the tools, however, is not always a determining factor. The fact that a worker uses his or her own equipment when performing the work is not sufficient to conclude that the person is self-employed, as all factors must be considered. In certain occupations (e.g. auto mechanics, carpenters, photographers) it is customary for employees to use their own tools. Chance of profit/risk of loss Generally, if an employer-employee relationship exists, the employer alone assumes the risk of loss. The employer also generally covers operating costs, which may include office expenses, employee wages and benefits, insurance premiums, and delivery and shipping costs. The employee assumes little or no financial risk and is entitled to his or her full salary or wages regardless of the financial health of the business. Integration or organization test

The integration or organization test examines whether the tasks performed by an individual form an integral part of the business (i.e. an employer-employee relationship exists) as opposed to merely being accessory to the business (i.e. the individual is an independent contractor). The test will also determine whether the individual is in business in his or her own right and provides services to another business as an independent contractor. Part-time or casual workers The fact that an individual may be employed on a part-time or casual basis has no effect on whether the individual is considered to be an employee or a self-employed individual for EHT purposes. Duty of Employers A persons job, like a persons business, is a highly valued possession that pervasively affects the lives of the employee and his or her family. With stakeholders everywhere, the relationship is laden with moral responsibilities.

In addition to the employers more obvious obligation to advance and protect the reputation and financial well-being of the company, the employer has a moral obligation to make business decisions in a manner that demonstrates concern for and seeks to advance the welfare of employees.

This includes but goes beyond a duty to treat employees respectfully, to pay them fairly and provide good working conditions. An ethical employer does not think of employees only as a means to an end. Employees must be treated as a major stakeholder group. Ethical employers consciously and consistently treat the promotion and

protection of the well-being of employees as an important business obligation and objective. Companies should be loyal to workers as well as shareholders. Layoffs, plant closings, and other dramatic events of this nature should be handled with caring and sensitivity and as acts of great moral significance. The use of euphemisms such as down-sizing or right-sizing may make managers feel better about the decision to terminate jobs, but it does not change anything from a moral perspective. There are, of course, situations where such actions are justified but they must be implemented in a way that demonstrates genuine concern for employees who will lose their jobs. Employees should always be treated with respect and it is the companys obligation to see that individual managers do not abuse their power or mistreat their subordinates. Kill-the-messenger behavior at any management level is improper, as is any active or passive encouragement of dishonest reporting. Employees should feel free to raise ethical or other issues without fear of retaliation. Employees are entitled to count on the commitments of the employer especially about central matters such as pay, raises, and promotions. Employers who chisel employees, renege on promises, or treat them as if they were simply instrumentalities of the organizations interests rather than ends in and of themselves fail to meet their moral responsibilities. Duty of Employees Employees also have moral obligations, and they go beyond giving a full days work for a full days pay. Loyalty goes both ways.

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Employees have moral duties to the organization, co-workers, and customers. If an employer were secretly to look for a replacement for an employee by conducting interviews behind the employees back, most employees would consider that an act of betrayal. Why didnt you tell me my job was at risk? Why didnt you tell me that you were unhappy with my work so I had a chance to improve? Does the employee owe the employer less? When an employee, without any notice to an employer secretly looks for a new job, often covering up interviewing time with deceptions or lies, is the conduct any less untrustworthy? When an employer decides to let an employee go, it is generally thought that the employer should give the employee ample notice or severance pay. But what of the ethics of the employee who walks into the boss office and says, I have an opportunity I cant turn down and they need me to start this Friday? Because of the disparity in power, many employees adopt a double standard that gives them more leeway than they afford the employer. One aspect of this attitude draws on the doubtful assertions of necessity. Another is the implicit belief that if an offer is too good to refuse, there is no moral obligation to refuse. It doesnt take much scrutiny to see that these are self-serving rationalizations. The moral obligations of an employee include loyalty, candor, caring and respect. The mismatch in economic strength between the employer and the employee does not change that. People of character take into account their moral obligations to their employer before they interview for another job. If they know that their departure will jeopardize the organization, co-workers, or customers they should make it clear at the job interview that they are not available until they have provided a reasonable transition. If we are not certain how much hardship departure may cause, the principle of respect suggests that

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the parties most affected be given an opportunity to participate in a discussion to suggest the least harmful alternative. Because the employee-employer relationship operates in the context of business, there is a tendency to play by different rules dictated by who has the leverage, and principles of expediency what you can get away with rather than moral principle. Employers are required to pay Employer Health Tax based on remuneration paid to employees who report for work at a permanent establishment in Ontario, and to employees who do not report for work at a permanent establishment but who are paid from or through the employer's permanent establishment in Ontario. In making a determination regarding the existence of an employer-employee relationship, many factors have to be taken into consideration. In addition to considering the terms and conditions of the worker's employment, the Client Services Branch will consider rulings issued by Canada Revenue Agency (CRA) regarding Canada Pension Plan and Employment Insurance, CRA's guidelines for specified industries, and common law principles (based on precedents set by court decisions). Although the terms employer and employee are defined in the EHT Act, the Act does not define the circumstances under which an employer-employee relationship exists. It is necessary to establish whether the worker is hired under a contract of service or a contract for service. A contract of service, or employer-employee relationship, generally exists when a worker agrees to work for an employer, on a full-time or part-time basis, for a specified or indeterminate period of time, in return for wages or a salary. The employer has the right to decide where, when and how the work is to be done. A contract for service, or business relationship, generally exists when a worker agrees to perform specific work for a payer in return for payment. The self-employed worker is not normally required to perform the services personally. In order to determine whether a worker is an employee under a contract of service or self-employed under a contract for service, reference must be made to 12

common law principles. The terms and conditions of the worker's employment are examined and analyzed as they relate to the following four factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and (d) integration. It is important to note that one factor alone is not conclusive in the determination. 1.2 INDUSTRY PROFILE: The information technology (IT) industry has become one of the most robust industries in the world. IT, more than any other industry or economic facet, has an increased productivity, particularly in the developed world, and, therefore, is a key driver of global economic growth. Economies of scale and insatiable demand from both consumers and enterprises characterize this rapidly growing sector. We are moving ahead by following certain objectives that are defined favoring our endeavors to achieve optimum level of satisfaction for our clients all over. These are directed to provide better and enhanced range of services right from designing to the implementation and commissioning of the projects we undertake in the domain of networking solutions. Our company objectives state as: To offer our services with the provision of quality products and solutions at highly

competitive prices To offer a comprehensive service range including design, installation, and

maintenance of cabling infrastructure To maintain a well established standard reflecting our capability of servicing the high

technology industry with professionalism Our company has gained wide domain expertise in its field of operational activities for networking solutions. We offer customized LAN Networking Solutions to our clients with the support of our efficient team of highly qualified IT engineers. Our service packages are happened to be of comprehensive and flexible range. Our strong

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financial status enables us to deploy the upgraded and modern equipments for installation works. Apart from specializing in fiber optic site designing, we have the indepth know-how of cabling, networks and test parameters as well. We have got long-term tie-ups with renowned IT-product manufacturers and exporters that enable us to deliver our products and services within scheduled timeframe. With strict adherence to quality, we have got registered with the corporate membership of BICSI that is one of the reputed telecommunication associations from US. Our designing staffs are accredited with the designation of Registered Communications Distribution Designer (RCDD). We manufacture, supply and export various data communication accessories like computer cable assemblies and power cords. Lately we also started providing all round networking solutions focusing on services for complete data networking requirements. Our specified assortment of products includes Turnkey Project Services, Data Center Networking and Implementation, Extra Low Voltage (ELV) Systems, Computer & Cabling Services, KVM Switches, Network Racks, Server Racks After, Cat 6 Cables and Cat 5E Cables. Some salient features of our assortment are: Durable Efficient Solution High tensile strength for cables Perfect blend of quality and technology Low maintenance We also offer Turnkey Project Consultancy, IT Services, RFID & Mobile Computing, Network & Cable Infrastructure, Data Centre & Computer Room, Extra

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Low Voltage & Audio/Video Cables, Wireless Audits, Connectivity & Security, Voice IP Telephone System & IP PBX and Project Management. Our products and services are known for quality and longer serviceability. We also provide 20-25 years Warranty on cabling for certified sites. Apart from our specified range of offerings in networking solutions, we also undertake several other services pertaining to IT field. We are an authorized AirMagnet Training Center for Southeast Asian region. Furthermore, we are also an authorised distributor of Omnitron Systems Technology products for Southeast Asia region. Our services in this range include: Maintaining a complete database pertaining to client-side IT infrastructure including

a blueprint of the detailed floor plans featuring cable routes and terminals, system components, system resource information and test results Offering on-line and off-line cable management systems Wireless LAN Administration Environmental Monitoring System that allows the user to access and monitor the

system. It allows the user to manage the following situations: Water Detection / Incursion / Flooding Door Contact / Intrusion Detection / Unauthorized Entry UPS / Power Failure Air-Conditioning System / Temperature / Relative Humidity Fire Alarm / Smoke Other Critical Conditions Remotely, Control, Secure, Access & All Data Centre Devices

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We are committed to offer our products and services with utmost quality compliance of international standards. This commitment has provided us various opportunities to work for some of the reputed and renowned clients across the globe. We have successfully completed various projects of networking solution with utmost efficiency. The 3CX Phone System offered by us is based on the SIP standard and supports standard SIP software / hardware phones. The CAT-5 and CAT-6 cables manufactured, supplied and exported by us are strictly in accordance with international quality norms. Information technology (IT) is the use of computers and telecommunications equipment to store, retrieve, transmit and manipulate data. The term is commonly used as a synonym for computers and computer networks, but it also encompasses other information distribution technologies such as television and telephones. Several industries are associated with information technology, such as computer hardware, software, electronics, semiconductors, internet, telecom equipment and computer services. Humans have been storing, retrieving, manipulating and communicating information since the Sumerians in Mesopotamia developed writing in about 3000 BC, but the term "Information Technology" in its modern sense first appeared in a 1958 article published in the Harvard Business Review; authors Leavitt and Whisler commented that "the new technology does not yet have a single established name. We shall call it information technology (IT)." Based on the storage and processing technology employed, it is possible to distinguish four distinct phases of IT development: pre-mechanical (3000 BC 1450 AD), mechanical (14501840), electromechanical (18401940) and electronic. This article focuses on the latter of those periods, which began in about 1940. In a business context, the Information Technology Association of America has defined information technology (IT) as "the study, design, development, application, implementation, support or management of computer-based information systems".In an academic context, the Association for Computing Machinery defines it as

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"undergraduate degree programs that prepare students to meet the computer technology needs of business, government, healthcare, schools, and other kinds of organizations .... IT specialists assume responsibility for selecting hardware and software products appropriate for an organization, integrating those products with organizational needs and infrastructure, and installing, customizing, and maintaining those applications for the organizations computer users. Examples of these responsibilities include the installation of networks; network administration and security; the design of web pages; the development of multimedia resources; the installation of communication components; the oversight of email systems; and the planning and management of the technology lifecycle by which an organizations technology is maintained, upgraded, and replaced.

Data storage Early electronic computers such as Colossus made use of punched tape, a long strip of paper on which data was represented by a series of holes, a technology now obsolete. Electronic data storage as used in modern computers dates from the Second World War, when a form of delay line memory was developed to remove the clutter from radar signals, the first practical application of which was the mercury delay line. The first random-access digital storage device was the Williams tube, based on a standard cathode ray tube,[15] but the information stored in it and delay line memory was volatile in that it had to be continuously refreshed, and thus was lost once power was removed. The earliest form of non-volatile computer storage was the magnetic drum, invented in 1932 and used in the Ferranti Mark 1, the world's first commercially available general-purpose electronic computer. Most digital data today is still stored magnetically on devices such as hard disk drives, or optically on media such as CDROMs.[18] It has been estimated that the worldwide capacity to store information on electronic devices grew from less than 3 exabytes in 1986 to 295 exabytes in 2007, doubling roughly every 3 years. Databases Database management systems emerged in the 1960s to address the problem of storing and retrieving large amounts of data accurately and quickly. One of the earliest such systems was IBM's Information Management System (IMS), which is still widely 17

deployed more than 40 years later. IMS stores data hierarchically, but in the 1970s Ted Codd proposed an alternative relational storage model based on set theory and predicate logic and the familiar concepts of tables, rows and columns. The first commercially available relational database management system (RDBMS) was available from Oracle in 1980. All database management systems consist of a number of components that together allow the data they store to be accessed simultaneously by many users while maintaining its integrity. A characteristic of all databases is that the structure of the data they contain is defined and stored separately from the data itself, in a database schema. The extensible markup language (XML) has become a popular format for data representation in recent years. Although XML data can be stored in normal file systems, it is commonly held in relational databases to take advantage of their "robust implementation verified by years of both theoretical and practical effort". As an evolution of the Standard Generalized Markup Language (SGML), XML's text-based structure offers the advantage of being both machine and human-readable. Data retrieval The relational database model introduced a programming language independent Structured Query Language (SQL), based on relational algebra. The terms "data" and "information" are not synonymous. Anything stored is data, but it only becomes information when it is organised and presented meaningfully. Most of the world's digital data is unstructured, and stored in a variety of different physical formats even within a single organisation. Data warehouses began to be developed in the 1980s to integrate these disparate stores. They typically contain data extracted from various sources, including external sources such as the Internet, organised in such a way as to facilitate decision support systems (DSS). Data transmission Data transmission has three aspects: transmission, propagation, and reception. XML has been increasingly employed as a means of data interchange since the early 2000s, particularly for machine-oriented interactions such as those involved in web-oriented protocols such as SOAP, describing "data-in-transit rather than ... data-at-

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rest". One of the challenges of such usage is converting data from relational databases into XML Document Object Model (DOM) structures. Data manipulation Hilbert and Lopez identify the exponential pace of technological change (a kind of Moore's law): machines' application-specific capacity to compute information per capita roughly doubled every 14 months between 1986 and 2007; the per capita capacity of the world's general-purpose computers doubled every 18 months during the same two decades; the global telecommunication capacity per capita doubled every 34 months; the world's storage capacity per capita required roughly 40 months to double (every 3 years); and per capita broadcast information has doubled every 12.3 years. Massive amounts of data are stored worldwide every day, but unless it can be analysed and presented effectively it essentially resides in what have been called data tombs: "data archives that are seldom visited". To address that issue, the field of data mining "the process of discovering interesting patterns and knowledge from large amounts of data" emerged in the late 1980s. Ethics The field of information ethics was established by mathematician Norbert Wiener in the 1940s.[ Some of the ethical issues associated with the use of information technology include: Breaches of copyright by those downloading files stored without the permission of the copyright holders

Employers monitoring their employees' emails and other Internet usage Unsolicited emails Hackers accessing online databases Web sites installing cookies or spyware to monitor a user's online activities

FEATURES OF THE IT INDUSTRY AT A GLANCE a. Economies of scale for the information technology industry are high. The

marginal cost of each unit of additional software or hardware is insignificant compared to the value addition that results from it. 19

b. c.

Unlike other common industries, the IT industry is knowledge-based. Efficient utilization of skilled labor forces in the IT sector can help an economy

achieve a rapid pace of economic growth. d. The IT industry helps many other sectors in the growth process of the economy

including the services and manufacturing sectors.

THE ROLE OF THE IT INDUSTRY: The IT industry can serve as a medium of e-governance, as it assures easy accessibility to information. The use of information technology in the service sector improves operational efficiency and adds to transparency. It also serves as a medium of skill formation.

IT INDUSTRY IN INDIA The robust growth of India Inc. can be attributed to the meteoritic success of 'India IT Industry'. In fact, no other Indian industry has performed so well against the global market. The master control of 'Indian IT Industry' is in the hands of Department of Information Technology (DOIT) which aims to make ' India IT Industry ', a Global IT Super Power by 2008 - a front-runner in bringing the benefits of electronics to every walk of life. Further, it is focused on Creation of Wealth, Employment Generation and IT led Economic Growth. According to sources, annual revenue projections for ' India IT Industry ' in 2008 are US $ 87 billion and market openings are emerging across four broad sectors i.e. (a) IT services (b) Software products (c) IT enabled services, and (d) e-businesses thus creating a number of opportunities for Indian companies. All of these segments have opportunities in foreign and as well as in domestic markets.

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With all these advantages, the IT industry has also affected the IT professionals both physically and mentally. To cope up with the speed of the growing technology changes, the IT professionals are being over-burdened with work and work related pressures.

IDENTIFIED PROBLEM: The major problems that affect the organization at large may be:a. b. c. d. e. f. g. Lack of interest to work Lack of interest in knowledge up-gradation Reduced productivity Lack of responsibility at work place and increased blame game Increased absenteeism Lack of dedication and commitment among the employees Frequent job hops

Indian IT-BPO Industry FY2012 is a landmark year while the Indian IT-BPO industry weathered uncertainties in the global business environment, this is also the year when the industry is set to reach a significant milestone aggregate revenue for FY2012 is expected to cross USD 100 billion. Aggregate IT software and services revenue (excluding hardware) is estimated at USD 88 billion. Key Highlights during FY2012

Milestone year for Indian IT-BPO industry-aggregate revenues cross the USD 100 billion mark, exports at USD 69 billion. Within the global sourcing industry, India was able to increase its market share from 51 per cent in 2009, to 58 per cent in 2011, highlighting Indias continued competitiveness and the effectiveness of India-based providers delivering transformational benefits

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Export revenues (including Hardware) estimated to reach USD 69.1 billion in FY2012 growing by over 16 per cent; Domestic revenues (including Hardware) at about USD 31.7 billion, growing by over 9 per cent

Software and services revenues (excluding Hardware), comprising nearly 87 per cent of the total industry revenues, expected to post USD 87.6 billion in FY2012; estimated growth of about 14.9 per cent over FY2011

Within Software and services exports, IT services accounts for 58 per cent, BPO is nearly 23 per cent and ER&D and Software Products account for 19 per cent The industry continues to be a net employment generator - expected to add 230,000 jobs in FY2012, thus providing direct employment to about 2.8 million, and indirectly employing 8.9 million people

As a proportion of national GDP, the sector revenues have grown from 1.2 per cent in FY1998 to an estimated 7.5 per cent in FY2012 The industrys share of total Indian exports (merchandise plus services) increased from less than 4 per cent in FY1998 to about 25 per cent in FY2012 While the global macroeconomic scenario remained uncertain, the industry exhibited resilience and adaptability in continually reinventing itself to retain its appeal to clients

Embracing emerging technologies, increased customer-centricity, deepening focus on new markets, adopting new business models are some successful growth strategies followed by the industry

Over the years, Indian IT service offerings have evolved from application development and maintenance, to emerge as full service players providing testing services, infrastructure services, consulting and system integration. The coming of a new decade heralds a strategic shift for IT services organisations, from a one factory, one customer model to a one factory, all customers model. Central to this strategy is the growing customer acceptance of Cloud-based solutions which offer best in class services at reduced capital expenditure levels. Key Highlights during FY2012

IT services exports is the fastest growing segment, growing by 19 per cent in FY2012, to account for exports of USD 40 billion

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Considerable traction in traditional segments custom application development, application management, IS outsourcing and software testing Increased acceptance from mature segments such as BFSI, US, and large corporations, and emerging segments such as retail, healthcare, utilities, SMBs, Asia Pacific and RoW

Industry re-tooling itself to adjust to rapid change in customer priorities from SLAs to increased time-to-market Emerging technologies cloud computing, mobility, social media and big data/analytics unleashing new opportunities for the industry IT services is the fastest growing segment in the Indian domestic market, growing by 18 per cent to reach Rs 589 billion, driven by increasing focus by service providers

The Survey of Indian Industry is acknowledged as an authoritative and welldocumented review of the industrial scenario. The latest edition, Survey of Indian Industry 2012 focuses on the policy initiatives of the monetary authority of the country, the Reserve Bank of India and the fiscal policy efforts of the Government. This year's Survey provides an insight into the happenings in the financial sector. Besides, postdowngrade of the US rating is also featured. The Survey focuses on how the Indian IT Industry is rejigging its game plan in the current scenario. Developments in the key areas such as infrastructure, etc., are highlighted. The Survey will, like its previous editions, serve as a utility reference volume for businessmen, industrialists, students and academicians. What will 2012 be like for Indian information technology services firms? Companies across the world have frozen or are currently finalising their budgets, and given the global gloom, allocations for IT are unlikely to bring cheer. Small vendors are likely to lose business. Across the board, spending on fancy technology will be restricted. The Indian IT sector waits with fingers crossed. All the Chief Information Officers and heads of IT spoken to say a spell of belt-tightening is in the offing: V.C. Gopalratnam, CIO, Cisco Globalisation and VP Information Technology 23

IT budgets will stay flat compared with last year. They may even drop a couple of percentage points. The CIO is now expected to do more work with less money. We have outsourcing relationships with Wipro, Infosys, TCS, Satyam, HCL in India. We will continue to optimise on our services spend. We want to leverage offshore, get higher value for the same money. Service providers without scale could lose out if there is Eric Karsten Eric Karsten, Manager, Enterpris eEngineering, FordMotor While I do see small increases in IT budgets, we do not see that as the driver for any increase in IT services. The bigger driver is to become more effi cient with our maintenance and support dollars so that we can invest in new development projects that provide higher business value. The need is to evaluate which IT services provide the highest value to hold internally, and which IT services we want to increase our spend on. consolidation.

Unnikrishnan Nair Unnikrishnan Nair, CIO, LatinAmerica, China,India at Philips At Philips, we are looking at how to use some of the money we are spending on maintenance services on innovation and solutions for the future instead. We are holding discussions with our IT partners on how to optimise some of the spending. Essential work will continue but budgets will be fl at. We have relationships with IBM, Atos Origin, Capgemini, Wipro and Mahindra Satyam, among others. Anders Brons Petersen Anders Brons Petersen, Head of IT, Novozymes Our IT budget for 2012 is expected to grow three per cent over 2011, as we will invest in new technologies like information security and mobile device management. There was a lid on investments in 2011 in our company as we were revamping our basic processes and putting the internal IT organisation in place. In India, we are engaged with TCS - the fi rm has an ongoing project to revitalise SAP's order management process.

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We use the term information technology or IT to refer to an entire industry. In actuality, information technology is the use of computers and software to manage information. In some companies, this is referred to as Management Information Services (or MIS) or simply as Information Services (or IS). The information technology department of a large company would be responsible for storing information, protecting information, processing the information, transmitting the information as necessary, and later retrieving information as necessary. History of Information Technology: In relative terms, it wasn't long ago that the Information Technology department might have consisted of a single Computer Operator, who might be storing data on magnetic tape, and then putting it in a box down in the basement somewhere. The history of information technology is fascinating! Check out these history of information technology resources for information on everything from the history of IT to electronics inventions and even the top 10 IT bugs. Modern Information Technology Departments: In order to perform the complex functions required of information technology departments today, the modern Information Technology Department would use computers, servers, database management systems, and cryptography. The department would be made up of several System Administrators, Database Administrators and at least one Information Technology Manager. The group usually reports to the Chief Information Officer (CIO). Popular Information Technology Skills: Some of the most popular information technology skills at the moment are:

Computer Networking Information Security IT Governance ITIL

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Business Intelligence Linux Unix Project Management

Department of Information Technology was set up in year 2000 to implement the Information Technology (IT) Policy of Govt. of National Capital Territory of Delhi. Department of Information Technology is working to put technology to its highest and best use throughout Delhi Government Department/Autonomous Bodies to improve the administration of State programmes and services. Proving guidance on technical matters to Departments, vetting IT projects and taking Department on achieving IT Road Map are the basic jobs of Department of Information Technology. IT cadre was established in the year 1988-89 under the Planning Department with a motto to provide IT services to the various Department of Govt. of N.C.T. of Delhi. More than 110 persons involved behind the computerization of their respective Department comprising of EDP Manager, System Analyst, Programmer, Assistant Programmer, DPS, CO and Data Entry Operator. At present the cadre is run by IT Department.

Education System Study in Australia Why IDP 8 Easy Steps FAQs

IT (Information Technology) An Information Technology degree is one of the most aspired degrees today for both undergraduate and post graduate students. Information Technology can be used widely in all the sectors of the economy. It offers a bright future for the innovative and growth oriented students. Due to increasing demand for the Information Technology professionals, it has become the most preferred career option all over the world.

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Information Technology can be applied in various sectors such as in banking business, agriculture, health and medicine, railways, forensic science police wireless and even in the education sector. Information Technology in UK The United Kingdom has been at the leading edge of the computing and information technology (IT) industry. Information Technology in UK has been a pioneer in many developments in integrated circuits, telecommunications and the internet. Universities and professional bodies have particularly strong national and international links with industry. Pursuing Information Technology in UK provides a plethora of courses and you need to think about which will best suit your needs and career goals. Some Information Technology in UK courses have a strong mathematical focus; others are more vocational in approach, or are more applications-oriented. You will need to decide whether your interest lies in one of the many sectors of computer science software engineering, internet computing, information systems, multimedia computing, computer networks or computer applications or in computer engineering. Many computer engineering degrees are combined with electronics. You can study Information Technology in UK, computing or computer engineering either alone or in combination with a wide range of subjects. For complete list of IDP Partner UK Universities. Information Technology in USA While pursuing Information Technology in USA, most universities provide undergraduate and graduates, an opportunity to attain hands on training and research as they house specialised centres of Research and Development of Information Communication Technologies completely owned or funded by Industries. Information Technology in USA programs offered have a strong integration of IT skills combined with management and strategy perspectives. Information Technology in USA graduates go on to develop new technologies for major IT companies or work in critical capacities in small and large companies. While pursuing Information Technology in USA, the common specializations offered by U.S. Universities are Artificial Intelligence, Computer Information Systems, Computer Networks, Database Systems,

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Neural Networks, Robotics and Software Engineering. For complete list of IDP Partner US institutions. Information Technology in Australia Information Technology in Australia covers numerous areas of specializations including software development, sound production; telecommunications design, user support, video games development & more. Graduates pursuing Information Technology in Australia may be eligible for membership of any of the professional bodies via the Australian Computer Society (ACS), Australian Information Industry Association (AIIA) & Association for Computing Machinery (ACM). Information Technology in Australia courses also provide an edge of dual degrees like MBA + Master of Information Technology, MBA + Master of Information Systems Management, MBA + Master of Information Systems, IT + Master of Information Systems and many more. Student pursuing Information Technology in Australia can also become a part of universities which share common characteristics and have formed groups and networks that to some extent illustrate differences in focus and objectives between groups of universities and the commonalities of those within the group. One such group is Australian Technology Network of Universities (ATN). For complete list of IDP Partner Australian Universities, Information Technology in Canada The Information Technology industry in Canada is growing at a fast pace, providing software services to businesses spread all over the world. Canada possesses a global competency in the IT field and is really growing in terms in innovation and creative design. Information Technology in Canada is generating a great number of employment opportunities for the students. Government agencies are predicting shortages of qualified Information science and technology graduates. Both universities and community colleges award Diploma, Advance Diploma, P.G. Diploma, and Undergraduate Degree Programs. Information Technology in Canada programs are up to date with the latest developments in information technology. Information technology in Canada programs are closely tied to network administration, computer engineering, telecommunication, Internet, e-commerce, computer science, and general technology programs. Universities offer various specialization programs in Information Technology 28

such as Artificial Intelligence, Computer Information Systems, Computer Networks, Database Systems, Neural Networks, Robotics and Software Engineering. Information Technology in Canada programs generally are less theoretical and geared more towards current industry requirements. For complete list of IDP Partner Canadian institutions Information technology (IT) has influenced every aspect of our lives and cultures. Without IT-based applications, it would be difficult to keep information stored securely, process information efficiently and communicate conveniently. IT will not only continue playing a key role in the convergence of computing, communications and all other aspects of computational science and applications but will also influence the future's roadmap in many significant areas. IJITCC addresses the theories and practical applications of this future generation information technology (FGIT). The Information Technology Act 2000 (also known as ITA-2000, or the IT Act) is an Act of the Indian Parliament (No 21 of 2000) notified on October 17, 2000. This act is being opposed by Save Your Voice campaign and other civil society organizations in India. The United Nations General Assembly by resolution A/RES/51/162, dated the 30 January 1997 has adopted the Model Law on Electronic Commerce adopted by the United Nations Commission on International Trade Law. This is referred to as the UNCITRAL Model Law on E-Commerce. Following the UN Resolution India passed the Information Technology Act 2000 in May 2000 and notified it for effectiveness on October 17, 2000. The Information technology Act 2000 has been substantially amended through the Information Technology (Amendment) Act 2008 which was passed by the two houses of the Indian Parliament on December 23, and 24, 2008. It got the Presidential assent on February 5, 2009 and was notified for effectiveness on October 27, 2009. A complete history of how the current version of the Information Technology Act -2008 version evolved over a period of time between 1998 to 2009 is available at the reference link given under external links below.'

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Specifics of the Act Information technology Act 2000 consisted of 94 sections segregated into 13 chapters. Four schedules form part of the Act. In the 2008 version of the Act, there are 124 sections (excluding 5 sections that have been omitted from the earlier version) and 14 chapters. Schedule I and II have been replaced. Schedules III and IV are deleted. Essence of the Act Information Technology Act 2000 addressed the following issues: 1. Legal Recognition of Electronic Documents 2. Legal Recognition of Digital Signatures 3. Offenses and Contraventions 4. Justice Dispensation Systems for Cybercrimes ITAA 2008 (Information Technology Amendment Act 2008) as the new version of Information Technology Act 2000 is often referred has provided additional focus on Information Security. It has added several new sections on offences including Cyber Terrorism and Data Protection. Criticism The amendment was passed in an eventful Parliamentary session on 23rd of December 2008 with no discussion in the House. Some of the cyber law observers have criticized the amendments on the ground of lack of legal and procedural safeguards to prevent violation of civil liberties of Indians. There have also been appreciation about the amendments from many observers because it addresses the issue of Cyber Security. Section 69 empowers the Central Government/State Government/ its authorized agency to intercept, monitor or decrypt any information generated, transmitted, received or stored in any computer resource if it is necessary or expedient so to do in the interest of the sovereignty or integrity of India, defence of India, security of the State, friendly relations with foreign States or public order or for preventing incitement to the commission of any cognizable offence or for investigation of any offence. They can also

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secure assistance from computer personnel in decrypting data (see mandatory decryption), under penalty of imprisonment. Information Management 1. Each organization shall designate a properly trained System Administrator who will ensure that the protective security measures of the system are functional and who will maintain its security posture. Depending upon the complexity and security needs of a system or application, the System Administrator may have a designated System Security Administrator who will assume security responsibilities and provide physical, logical and procedural safeguards for information. 2. Organisations shall ensure that only a properly trained System Security Administrator is assigned the system security responsibilities. 3. The responsibility to create, classify, retrieve, modify, delete or archive information must rest only with the System Administrator.

4. Any password used for the system administration and operation of trusted services must not be written down (in paper or electronic form) or shared with any one. A system for password management should be put in place to cover the eventualities such as forgotten password or changeover to another person in case of System Administrator (or System Security Administrator) leaving the organization. Every instance of usage of administrators passwords must be documented. 5. Periodic review of the access rights of all users must be performed.

6. The System Administrator must promptly disable access to a users account if the user is identified as having left the Data Centre, changed assignments, or is no longer requiring system access. Reactivation of the users account must be authorized in writing by the System Administrator (Digitally signed e-mail may be acceptable).

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7. The System Administrator must take steps to safeguards classified information as prescribed by its owner.

1.3 COMPANY PROFILE: Softech Global Solutions was incorporated in the year 1996, as a software services company. Since 1996, the company is involved in various activities like Software Development, Systems Integration, Consultancy Services and Corporate Training etc., The Company is a high technology driven organization founded and managed by efficient and highly respected visionaries with wide range of experience and expertise in the IT related industry. Our company mission is to solve traditional business problems in new ways and how to address the new set of issues that come with progress. We have the technology and business expertise to make it a reality.

The company is specializing in the areas like Web development using J2EE Technologies, .Net Technologies and so on. The company also involves in the areas like client server technologies, distributed computing, data warehousing and WAP technologies. The company has a software development center at Chennai has a 24 X 7 support facility for clients.

The Company has its Corporate Office at: New No: 12, United India Colony, 3rd Cross Street, Kodambakkam, Chennai - 600 024. The office space is 3000 sqft with state of art infrastructure with 50 highly skilled professionals.

Present Business Activity:

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Our company is engaged in the activities of Software Development, Systems Integration, Consultancy Services and Corporate Training. We have developed many Web Portals, Application Products, Conversion Projects, Maintenance Projects and a wide range of mini ERP solutions to various medium range industries. Also we involved in migration of applications from DOS based applications to GUI based applications. We have developed some applications like Automation software for Super Market, Software for Textile Industries, Software for Travel Industries and Account Management Software for various companies. We have also set up web based intranet solutions to its clients. We are offering our services in the following areas of IT:

Software solutions: 1. Developing E-Commerce Portals: We have developing and deploying Web Portals for our customers in B2B and B2C applications. Our professional services for help in formulating E-business strategy, as well as in designing, customizing and implementing E-business solutions. Also we will give the support for Internet and Intranet based applications for various customers.

2. Developing Mini and Micro ERP Packages: We have already developed mini ERP solutions using VB, J2EE and .Net technologies with various databases for its customers. We have planned to develop more customized applications to suit medium scale establishments. We have also proposed to develop Micro ERP applications using Web Technologies with SQL server as a database.

3. Developing Application Products:

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Presently our team has involved in the enhancement work for Logistics project. This applications are used as a front end as ASP.net / VB.net. These applications are mainly used for Clearing and Forwarding Agents and Cargo Management purposes.

4. Professional Services: Software Consultant Contracting: We provide highly skilled software professionals for various companies both in India and Overseas. We have a separate team who work for this purpose. We are currently tied up with some MNC companies for human resources on contract basis for giants like IBM, Wipro and so on. We are also tied up with Mascon Global, Satyam Computer Services and HCL Technologies for providing resources of varied skill sets. We can provide good, qualified, experienced and cultured resources to suit the requirements of the clients.

5. Corporate Training: Training is carried out with well-planned methodology of theory and project orientation, which helps to develop potential human resource for IT sector. We have also carried out corporate Training to major companies such as HCL, CTS, WIPRO, SATYAM, COVANSYS and etc.

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1.4 PROBLEM STATEMENT: This project helps the management any problem arising during the time of employment in the organisation relationship between employee and employer and includes a personal grievance or a dispute about the meaning or application of any provision of this agreement/contract.

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1.5 NEED FOR THE STUDY: To identify the effectiveness of Employee-Employer relationship in the organisation. To know the employees view towards the management concern on welfare. To understand the extent of participative management practiced in the organisation. To find out the employees opinion towards the flexibility of HR policies in the organisation. To know the opinion towards the leadership style adopted in the organisation.

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1.6 SCOPE OF THE STUDY: The study focuses on the understanding the need for good relationship between the employer & employee in the organization and to strengthen or improve the work in progress.

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1.7 OBJECTIVES OF THE STUDY: To study the importance of employer-employee relation. To study the employer employee relations in Softech Global Solutions. To study different aspects including in employer-employee relation. To study its impact on the performance of the employees. To Suggests the different steps for making employer employee relation effective if there is any deviation.

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CHAPTER 2 REVIEW OF LITERATURE 2.1 REVIEW OF LITERATURE: Changing market demands in the metal-working industry have led to the implementation and development of flexible computer controlled communication and production technologies. The presented method of job analysis, ATAA, is based on the theory of action regulation. ATAA aims to provide a planning instrument for future job structures and job requirements, and their consequences for qualification and human resource management, dependent on the choices in organization and job design. The instrument should provide decision makers in industry, both managers and works councils, with the knowledge and a procedure to perform the analysis without the help of an expert. The method is developed to analyse and design tasks in production and associated areas in mechanical engineering. It has been tested and the method was used by practitioners, for when it proved to be reliable, valid and useful for practitioners.

Tor Brodtkorb, (2010), Employee misconduct and UK unfair dismissal law: Does the range of reasonable responses test require reform?, Purpose The purpose of this paper is to expose practical and theoretical problems with the range of reasonable responses (RORR) test as applied in UK unfair dismissal law, and to propose an alternative interpretation of the test that would resolve these problems. Design/methodology/approach Through a close analysis of the purpose and structure 39

of UK unfair dismissal law, and a careful reading of the leading cases in the area, the paper questions whether the law as it is currently interpreted achieves the goals of the underlying legislation. The current interpretation of the law being found lacking, alternatives are considered and evaluated. Gary Davies, (2008), Employer branding and its influence on managers, Purpose The paper seeks to explore the role of the employer brand in influencing employees' perceived differentiation, affinity, satisfaction and loyalty four outcomes chosen as relevant to the employer brand. Design/methodology/approach A multidimensional measure of corporate brand personality is used to measure employer brand associations in a survey of 854 commercial managers working in 17 organisations. Structural equation modelling is used to identify which dimensions influence the four outcomes. Models are built and tested using a calibration sample and tested on two validation samples, one equivalent to the calibration sample and another drawn from a single company. Gary Tomlinson, (2010), Building a culture of high employee engagement, Purpose This paper aims to examine the key drivers for employee engagement within an organization. It seeks to answer the question: what are the keys to improving the level of employee engagement? Design/methodology/approach A case study illustrates a strategy for employee engagement that was based on research on the key drivers of engagement. Findings The paper presents practical case study material from Kia Motors the South Korean automotive manufacturer. It shows how Human Resources (HR) worked to develop a strategy to address very poor levels of employee engagement. A clear set of engagement measures was developed to assess the impact of the engagement strategy.

John Berridge, (1990), The Eap Employee Counselling Comes Of Age, The growing use of employee assistance programmes (EAPs) from the US and Britain is reported. There often include employee counselling. Welfare officers, occupational health staff and even managers have been counselling for many years, usually intuitively but increasing demands for higher performance at work, coupled with complex social and personal problems now require more expert counselling. This article assesses which 40

problems are most suited for which types of counsellor, and evaluates the role of counselling within an EAP. Creation of a counselling culture in a firm is related to corporate performance. Julie Drake, Joanne Blake, Wayne Swallow, (2009), Employer engagement: the critical role of employee commitment, Purpose The purpose of this paper is to introduce a case study that identifies the practical issues and implications of employer engagement through course design, delivery and employee commitment in a higher education course delivered in the financial services sector. Design/methodology/approach Using a case study the paper draws on the course team (employer and university) experience of a higher education course delivered at a financial services institution over a two cohort period. Student application data and student feedback are used to identify the practical issues arising from course. J.R. Carby-Hall, (1991), Aspects Of Unfair Dismissal Law, In a previous monograph a discussion took place on stages one and part of stage two of the three stage process in an unfair dismissal action, namely the employee having to show that he has been dismissed (stage one), and some of the reasons for dismissal which fall within the statutory categories, namely the employee's capability and qualifications; misconduct and redundancy (part of stage two). In this monograph an analysis is proposed on the two remaining reasons, these being the contravention of a duty imposed by an enactment and some other substantial reason. There will then follow a discussion on the test of fairness as constituting the third of the three stage process and on the remedies available when the tribunal finds that the employee has been unfairly dismissed. Masooma Jaffer, (1999), Duty of Employers to Disclose Breaches of Contracts: BCCI v Ali and Others, In BCCI v Ali, the court was faced with the question whether an employer is under a duty to disclose breaches of contract where they may give rise to risks to the physical, financial and psychological welfare of the employee. Phillip C. Wright, Penny Hartin, (1997), The Evolution of Employment Rights: The North American Context, As employee attitudes and actions reflect the increased public concern with social and environmental problems and the proper role of the corporation in p articipating in their solution, traditional doctrines of the employee's duties of loyalty and obedience and the employer's right of discharge will undergo increasing change. 41

The real question is to establish civilised parameters of permissible conduct that will not keep employees from expressing themselves and at the same time will not introduce elements of breach of confidentiality and impairment of loyalty that will materially impair the functioning of the corporation itself. A balancing of interests, not a blind reiteration of traditional doctrines is required. J.R. Carby-Hall, (1982), The Employment Act 1982: An updating note, An earlier monograph commented upon, and analysed the contents of the Employment Bill during its latter stages in Parliament. The object of this monograph is to update what has been said on the Bill and to examine and analyse the subsequent, changes made by the Employment Act 1982. Carmel Herington, Don Scott, Lester W. Johnson, (2005), Focus group exploration of firm-employee relationship strength, Purpose The purpose is to present the results of exploratory research which analysed firm-employee relationship strength from the employee perspective. Three main research questions were explored: What indicators should be used to measure strong firm-employee relationships? How important do employees see relationships to be in the work environment? and how do employees define relationship strength? Design/methodology/approach Qualitative research in the form of focus groups was utilised. Four focus groups of employees from medium to large regional and national Australian companies were held in a large Australian regional city. Harmut Wchter, Brita Modrow-Thiel, Giselind Rossmann, (1994), Work Design and Computer-controlled Systems:: Job Analysis under Automation ATAA, Asserts that job satisfaction and motivation of workers are rarely considered when the introduction of new technology is planned and implemented. Sets this belief in the context of German industrial practice and law and describes an approach called ATAA, developed for use in the German metal-working industry in any situation where a redesign of the organization, the job content or the technology is needed. Explains the philosophy (intended to place human needs centre stage), the method of analysis employed and the co-operative approach of management and works council. Includes a case-history of work redesign in a lathe shop.

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Lori A. Muse, Lori L. Wadsworth, (2012), An examination of traditional versus non-traditional benefits, Purpose The purpose of this paper is to investigate how the perceived value of traditional versus non-tradition benefits may be related to the employee-employer relationship, and how the perception of that relationship might be linked to job performance and turnover intentions. Design/methodology/approach Multi-source data were collected from a random sample of employees and their supervisors at a healthcare organization (n=457). Findings Non-traditional benefits have a positive direct relationship with perceived organizational support (POS), whereas traditional health and financial benefits are not related to POS. The relationships between benefits perceptions and POS are moderated by marital status, but not gender. In addition, POS had a strong negative relationship with turnover intentions, and a positive relationship with task performance, job dedication and interpersonal facilitation. Annika Lantz, Kin Andersson, (2009), Personal initiative at work and when facing unemployment, Purpose Learning at work generalises through socialisation into behaviours away from the workplace. The aim of this study is to give empirical evidence of a positive relationship between job design, self-efficacy, competence efficacy and personal initiative at work, and proactive job search while under notice of redundancy and in unemployment. Design/methodology/approach The results are based on a detailed work task analysis and self-reported data by individuals who had been made redundant (n=176). Findings The paper finds that the theoretical model received substantial, but not full support. Job design has impact on personal initiative through self-efficacy and competence-efficacy as mediating variables between job design and personal initiative. Personal initiative at work affects proactive job search when facing unemployment. Domingo Ribeiro-Soriano, David Urbano, (2010), Employee-organization

relationship in collective entrepreneurship: an overview, Purpose The purpose of this paper is to add new theoretical insights on the employee-organization relationship (EOR) in the context of corporate entrepreneurship (CE), specifically in collective entrepreneurship. Design/methodology/approach The paper presents a brief overview of the content of each of the articles included in this special issue. Findings In the last decades, the study of the EOR has become an integral part of the literature as an 43

approach aimed to provide the theoretical foundations to understanding the employee and employer perspectives to the exchange. Also, the greater complex environment and the higher level of innovativeness have pushed firms to become more entrepreneurial in order to identify new opportunities for sustained superior performance. Ahmad Jamal, Adegboyega Adelowore, (2008), Customer-employee relationship: The role of self-employee congruence, Purpose Many have applied the concept of congruence or fit in the context of person-organization, person-environment and personperson relationships and interactions. However, despite the significance of customeremployee interactions and relations in a services context, no research has investigated the effects of congruence between a customer's self-concept and employee-image on important relational outcomes such as relationship satisfaction, loyalty to employees and satisfaction towards service provider. The paper aims to fill this gap in the literature and to investigate the effects of self-employee congruence on customer satisfaction via the mediating effects of personal interaction, relationship satisfaction and loyalty to employees. The paper also seeks to investigate the links among personal interaction, relationship satisfaction and loyalty towards employees. Alexandros G. Sahinidis, John Bouris, (2008), Employee perceived training effectiveness relationship to employee attitudes, Purpose The purpose of this study is to investigate the relationship between perceived employee training effectiveness and job satisfaction, motivation and commitment. Design/methodology/approach The study examined the responses of 134 employees and lower managers, of five large Greek organizations, after they had completed a training program. The questions asked contained information about the employee attitudes towards tvhe training received, as well as their attitudes towards their employers. Findings The results of the study provide support to the hypotheses proposed, indicating that there is a significant correlation between the employee perceived training effectiveness and their commitment, job satisfaction and motivation. Additionally, high correlations were found between the latter three variables.

Lynn M. Shore, William H. Bommer, Alaka N. Rao, Jai Seo, (2009), Social and economic exchange in the employee-organization relationship: the moderating role of 44

reciprocation wariness, Purpose This paper examines the relationships that social and economic exchanges, two elements of the employee-organization relationship (EOR), had with affective commitment, turnover intentions, employer trust, and altruism. The paper also aims to determine whether reciprocation wariness, reflecting fear of exploitation in reciprocation, moderated relationships that exchange elements had with outcomes. Design/methodology/approach A total of 453 employees of a large Korean electronics organization completed a survey on their work attitudes, behaviors, and demographic characteristics. Findings Results showed that reciprocation wariness moderated relations that social exchange had with commitment, turnover intentions, and trust, and that economic exchange had with turnover intentions. Ronald J. Burke, Jim Graham, Frank Smith, (2005), Effects of reengineering on the employee satisfaction-customer satisfaction relationship, Purpose This paper seeks to examine the correlations between measures of employee satisfaction and customer satisfaction before and after a major process reengineering initiative. Design/methodology/approach Data were collected in 130 branches of a large financial services organization using employee and customer surveys. Findings Scores on some employee satisfaction factors were predictive of customer satisfaction at both time periods. Other employee satisfaction factors were found to have a stronger relationship with customer satisfaction in one period but not both. Rick Butsch, Brian H. Kleiner, (1997), New developments concerning the doctrine of employment at will, The Employment At Will Doctrine was created in the United States in the late 1800's. This Doctrine was created in 1894 in the case of Payne v. Western & Atlantic RR, 81 Tenn.507. In this case the Court said that employers do not need a reason to fire employees they may fire any or all of their workers at will even if the reason for dismissal is morally wrong. This was due to the Industrial Revolution which increased competition among businesses. With the increased competition, businesses needed to find additional ways to remain competitive that were not previously needed. One of these ways was the need for the employer to run his or her business as they saw fit. Therefore, it was reasonable at that time, and still is today, that an employer be able to hire or fire at will so as to react to downturns in business 45

or take advantage of opportunities. Thus, the Employment At Will Doctrine was created. This Doctrine stated that an employer has the authority to discipline or terminate, with impunity, an employee for any reason-even a bad one-or for no reason at all. This Doctrine was favoured by employers since it gave them extreme freedom to run their business as they saw fit and protected them by the courts at the same time. Unfortunately, it also allowed for misuse by employers in that it allowed for an employer to terminate an employee for: no reason, based on whether the employee was male or female, due to religion, whistleblowing, refusing to do illegal acts, not allowing sexual harassment, and a host of other reasons. Sir Hugh Griffiths, Mr. R. Boyfield, Mr. H. Briggs, (1973), JONES AND ANOTHER v. ASTON CABINET CO. LTD, March 19, 1973 Master and servant Redundancy Offer of suitable employment Onus of proof Whether onus on employer or employee Redundancy Payments Act, 1965 (c.62), s.2(4). George Paynter, (1983), Contracts of Employment, The first five sections of the Employment Protection (Consolidation) Act, 1978, deal with the particulars which employers are obliged to put into writing in their contracts of employment with their staff, and the manner of so doing. Some of the provisions have been slightly amended by the 1982 Employment Act. Frequently, this duty is overlooked or is dealt with in a somewhat casual manner, which can have serious repercussions on occasions. Sir John Donaldson (President), Mr. R. Boyfield, Mr. H. Roberts, (1973), Midland Foot Comfort Centre ltd. V. Moppett and another, February 27, 1973 Master and Servant Redundancy Dismissal for redundancy Shop manageress dismissed for inefficiency Managerial work performed by owner and part time assistants Whether requirements of business for managerial work diminished Whether redundancy Redundancy Payments Act, 1965 (c.62), s.9 (2)(b). Bernard Kunerth, Richard Mosley, (2011), Applying employer brand management to employee engagement, Purpose This paper aims to examine the degree to which employer brand management is being deployed to support internal employee engagement, in addition to its more common application in external image building and talent acquisition. Design/methodology/approach This paper presents findings from an 46

international benchmark survey conducted among 104 companies actively involved in employer brand development, alongside a more detailed examination of the development process and measures of success applied by one of the benchmark participants, Coca-Cola Hellenic. Findings This paper demonstrates a trend towards organizations taking a more integrated internal/external approach to employer brand development and management, with practical case study material detailing how a major European soft drinks company, Coca-Cola Hellenic, created an employee value proposition that could provide a central reference point for both its employee engagement strategy and recruitment communication. Fiona Edgar, Alan Geare, (2005), HRM practice and employee attitudes: different measures different results, Purpose To test the relationship between HRM practice and employee work-related attitudes and examine whether different approaches to measurement of HRM gives different results. Design/methodology/approach HRM practice was measured in three ways: additive measures of numbers of HRM practice, employer reports and employee reports of strength of practices. Employee attitudes were measured using organisational commitment, job satisfaction and organizational fairness scales. Matched data sets tested the relationships.Findings Statistically significant results were obtained between HRM practice and employee attitudes, but only when employee reports of the strength of HRM practice were used to measure HRM.Research limitations/implications This study emphasizes that care must be taken in HRM research to use suitable data sources, with employees being a valuable, but under-used, source. Practical implications Effective HRM policies and practices should be measured by their perceived quality, not simply by the number of practices introduced.Originality/value This study highlights that there are perceptual differences as to the strength of HRM practices and emphasises the importance of allowing employee voice in HRM research. Carley Foster, Khanyapuss Punjaisri, Ranis Cheng, (2010), Exploring the relationship between corporate, internal and employer branding, Purpose The corporate branding concept places an emphasis on employees' attitudes and behaviours. This has given rise to internal branding and employer branding, which argue for a closer alignment between the employees' values and those of the corporate brand. However, few studies have attempted to provide a platform by which the two concepts could be 47

synergised to achieve a strong, consistent corporate brand. This paper therefore seeks to explore and demonstrate how the three concepts of branding are interrelated through a new framework. Design/methodology/approach Three bodies of literature (corporate branding, internal branding, and employer branding) were selected for review and examination in terms of their implications for the proposed framework that conceptualises the relationships between the three areas. Findings The review of the literature highlights the importance of employer branding and internal branding, and its potential to support the corporate brand-building initiatives, whilst maintaining their distinctiveness in the literature. It also sheds light in terms of the inter-relationships among the three concepts of branding. Originality/value The analysis of the literature reveals a degree of synergy and integration between employer branding and internal branding. It also facilitates a comprehensive understanding of the implications of the two concepts for branding and integrated corporate brand management. James Richards, (2012), Examining the exclusion of employees with Asperger syndrome from the workplace, Purpose - The purpose of this paper is to critically examine reasons for disproportionately high levels of exclusion from the workplace of adults with Asperger syndrome. Design/methodology/approach - The methodology adopted involves empirical analysis of secondary, qualitative datasets. The twin datasets applied are examined using labour process analysis. Findings - The main findings highlight the role of new and subtle forms of management control, a deficient yet necessary conflict dynamic in the employment relationship, and a reluctance of employers to involve third parties, in the exclusion process. Research limitations/implications - The study is limited because of the use of secondary datasets. Further research should be based on primary data collection and analysis, particularly in terms of seeking the views of other important parties to the exclusion process. Practical implications - The problem of exclusion is unlikely to be improved without considering strategies to address the challenging customary social relations between employer and employee. Originality/value - The topic of Asperger syndrome and employment has yet to permeate the academic literature on human resource management, employment relations and organisation studies. Judy Pate, Hugh Scullion, (2009), The changing nature of the traditional expatriate psychological contract, Purpose The purpose of this paper is to examine whether 48

traditional conventions of the expatriate psychological contract have altered from both employer and employee perspectives. In essence to what extent have multi-national corporations adjusted organisational practices to reflect changing circumstances and to what extent have expatriates altered their mindset towards employers' obligations and requirements. Design/methodology/approach The paper draws on findings of three organisational case studies and is based on in-depth interviews with HR managers, line managers and expatriates. Findings The findings reveals that the overall tone of the psychological contract from the employers' perspective is transactional. From an employee perspective, preliminary evidence suggests that the dynamics of the employment relationship is changing and that employees have responded to contract changes by seeking to ensure their employability and reduce their dependence on a single organization. Practical implications The paper focuses on four areas for managers: first, pro-actively influencing expatriates' expectations thereby minimizing misunderstandings; second, organizations should be very aware of the remuneration market rate for a particular location; third, policies of support and contact would aid feelings of integration. Finally, more attention should be paid new approaches to strategic talent management. Originality/value This paper contributes theoretically and empirically to the literature on expatriates' psychological contracts, an area where there is a dearth of empirical research. The paper also increases the understanding of the variety of expatriate perceptions in different contexts, thereby deepening the understanding of the importance of context in this area. Gary Davies, (2008), Employer branding and its influence on managers, Purpose The paper seeks to explore the role of the employer brand in influencing employees' perceived differentiation, affinity, satisfaction and loyalty four outcomes chosen as relevant to the employer brand. Design/methodology/approach A multidimensional measure of corporate brand personality is used to measure employer brand associations in a survey of 854 commercial managers working in 17 organizations. Structural equation modeling is used to identify which dimensions influence the four outcomes. Models are built and tested using a calibration sample and tested on two validation samples, one equivalent to the calibration sample and another drawn from a single company. Findings Satisfaction was predicted by agreeableness (supportive, trustworthy); affinity by a combination of agreeableness and (surprisingly) ruthlessness (aggressive, controlling); and perceived differentiation and loyalty by a combination of 49

both enterprise (exciting, daring) and chic (stylish, prestigious). Competence (reliable, leading) was not retained in any model. Research limitations/implications Further work is required to identify how appropriate improvements in employee associations can be managed. Practical implications The findings emphasize the importance of an employer brand but the results also highlight the complexity in its management, as no one aspect has a dominant influence on outcomes relevant to the employer. At issue is which function within an organization should be tasked with managing the employer brand.Originality/value Employer branding is relatively new as a topic but is attracting the attention of both marketing and HR academics and practitioners. Prior work is predominantly conceptual and this paper is novel in demonstrating empirically its role in promoting satisfaction, affinity, differentiation and loyalty. J.R. Carby-Hall, (1985), Statutory Conditions of Employment: Individual Rights and Entitlements, Modern employment legislation invests the employee with important rights resulting in a greater degree of job security and improved legal protection in his employment. These rights or entitlements which are all personal in nature are divisible, for the sake of convenience, into four parts. Firstly, individual rights. These include guarantee payments, medical suspension, maternity, time off for specified activities, and the employer's insolvency. These rights are by no means exhaustive. Other rights of an individual nature as for example the right not to belong to a trade union where a closed shop is in operation; rights in connection with trade union membership; written reasons for dismissal; and so on, will be treated in the context of the discussion which will take place under the appropriate heading. Secondly, it is proposed to examine the employees right not to be discriminated against in employment on grounds of race and sex, thirdly, his right not to be unfairly dismissed will be analyzed, to be followed finally by his right to redundancy payments. In this monograph, it is proposed to examine the first of these personal rights, namely the employee's individual rights. Each of the others will be discussed in subsequent monographs. It should be noted that unlike the common law terms implied into the contract of employment which consist of duties imposed on both the employer and the employee and which can be contracted out of by an express term in the contact of employment the statutory conditions of employment cannot be dispensed with in that manner. Like the implied terms at common law, the statutory conditions of employment too form another source of contract of employment though of course they

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are independent in that they neither form part of the contract of employment nor of the common law rights. John Berridge, (1990), The Eap Employee Counselling Comes Of Age, The growing use of employee assistance programmes (EAPs) from the US and Britain is reported. There often include employee counseling. Welfare officers, occupational health staff and even managers have been counseling for many years, usually intuitively but increasing demands for higher performance at work, coupled with complex social and personal problems now require more expert counseling. This article assesses which problems are most suited for which types of counselor, and evaluates the role of counseling within an EAP. Creation of a counseling culture in a firm is related to corporate performance. Julie Drake, Joanne Blake, Wayne Swallow, (2009), Employer engagement: the critical role of employee commitment, Purpose The purpose of this paper is to introduce a case study that identifies the practical issues and implications of employer engagement through course design, delivery and employee commitment in a higher education course delivered in the financial services sector. Design/methodology/approach Using a case study the paper draws on the course team (employer and university) experience of a higher education course delivered at a financial services institution over a two cohort period. Student application data and student feedback are used to identify the practical issues arising from course. Findings The paper emphasizes the importance of understanding the business of the employer, bespoke delivery models and employee commitment for increasing employer participation in higher skills in the work place, particularly for employers not traditionally engaging with universities for course delivery at undergraduate level. Originality/value The paper explores issues for employers and universities for design, delivery and sustainability of higher skills in the work place. J.R. Carby-Hall, (1983), The Status of Employee, A distinction has to be drawn between a contract of service or a contract of employment on the one hand and a contract for services on the other. In the former situation the person employed is an employee, (or a servant as he is often referred to in case law), in the latter he is an independent contractor. The particular requirement of a contract of service is the right of the employer, (or the master) to have, inter alia, residual control, (which may in some 51

instances be reduced to being a mere formality), over the employee, although as will be examined later, other factors are equally applicable. Colin Hales, Orla Gough, (2003), Employee evaluations of company occupational pensions: HR implications, Having discussed the growth and current status of company occupational pensions and the claimed role of pension provision in fostering employee loyalty to an organisation, this paper reports the findings of a research study that investigated employees perceptions of these types of pension scheme, a perspective that has hitherto been somewhat neglected. The findings show that, although employees had joined a company scheme largely automatically as a concomitant of employment, their current assessments of, and concerns about, different aspects of occupational pension schemes are framed in more nuanced, instrumental and individualistic terms: the attractive features of these schemes are not so much those that provide security for the employee as breadwinner and their dependants as those that offer a cost-effective way for the individual to build up a fund for their own, possibly early, retirement. Company pension schemes are seen more as contingent private transactions than as part of longterm stable commitments by and to an employer. On the basis of this evidence, it is argued that, if the employer is perceived as merely one possible pension provider among many, any link between pension provision and employee loyalty or commitment, a link that was always tenuous, is extremely fragile. J.R. Carby-Hall, (1983), The Status of Employee, A distinction has to be drawn between a contract of service or a contract of employment on the one hand and a contract for services on the other. In the former situation the person employed is an employee, (or a servant as he is often referred to in case law), in the latter he is an indpendent contractor. The particular requirement of a contract of service is the right of the employer, (or the master) to have, inter alia, residual control, (which may in some instances be reduced to being a mere formality), over the employee, although as will be examined later, other factors are equally applicable.

Jose Bloemer, Gaby Odekerken-Schrder, (2006), The role of employee relationship proneness in creating employee loyalty, Purpose The paper aims to investigate the impact of employee relationship proneness (RP) on the three different types of

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attitudinal loyalty (affective, calculative, and normative commitment (NC)) and relate these different types of attitudinal loyalty to employee loyalty behaviours in terms of word-of-mouth, intention to stay (ITS), benefit insensitivity (BI), and complaining (COM). Design/methodology/approach An empirical research among 199 employees of a bank was conducted to test the hypothesized model. Findings Structural equation modelling results reveal that employee RP is a strong antecedent of affective and NC. Affective commitment plays a pivotal role in creating all positive loyalty behaviours of employees, whereas NC only supports ITS and BI while it has a negative impact on COM. Calculative commitment has a negative impact on BI and COM.

Laura den Dulk, Pascale Peters, Erik Poutsma, Paul E.M. Ligthart, (2010), The extended business case for childcare and leave arrangements in Western and Eastern Europe, Purpose The purpose of this paper is to propose an extended conceptualization of the business case including both organizational characteristics and institutional conditions to analyse employer involvement in extra statutory childcare and leave arrangements. Special attention is given to Central and Eastern European (CEE) countries. Design/methodology/approach The (multi-level) multinomial regression analyses included company-level data on human-resource practices of 2,865 firms nested in 19 countries, representing all European welfare state regimes. Findings The extended business case appeared fruitful in order to explain variations in employer involvement. Particularly, state support was found to be negatively related to employer involvement. In the liberal regime, employer involvement was high, but variations across organizations were significant. In CEE-countries, employer involvement was lowest, and did not vary by organizational business-case factors.

J.R. Carby-Hall, (1983), The Contract of Employment: Legality of Object and Restrictive Covenants, The doctrine of illegality in the law of contract generally is complex. Furthermore, a great deal of it is not directly relevant to employment law. Any discussion on the doctrine of illegality in the law of contract generally would therefore be irrelevant in a work treating solely illegality of the contract of employment. Cases concerning aspects of illegality relating to contracts of employment have at times come before industrial tribunals and the courts. It is therefore proposed to limit the discussion 53

to those aspects which concern solely contracts of employment. For a reader reading on the subject the reader is referred to the standard textbooks. J.R. Carby-Hall, (1983), The Contract of Employment: Nature and Formation, In this part it is proposed to discuss five aspects of the contract of employment and matters relating to it. The nature of the contract of employment will be considered first and the discussion will then go on to treat statutory intervention as a factor which regulates the underlying structure of the law of employment. In the second instance the characteristics of the contract of employment will be considered. There will then follow a brief excursus on how a contract of employment is formed. Here only offer, acceptance, consideration capacity, intention to enter into legal obligations and form will feature. Discussions on legality of object and restrictive covenants will be left until later. Following on from this third aspect, the fourth will consist of a detailed examination of the statutory written particulars of employment, i.e. (written statement); the discussion will then go on to examine in what circumstances complaints connected with the written statement may be made to an industrial tribunal. The reader will finally be invited to look at a sample written statement by way of practical exercise.

Rhodri Thomas, David Parsons, John Barry, Valerie Rowe, (2007), Employer cofunded training in the UK: Current practice and policy considerations, Purpose This paper sets out to examine the contribution of employer co-funding of publicly-funded vocational education and training in the UK (i.e. training initiatives that are available to all qualified applicants but funded jointly by the public and private sectors). Design/methodology/approach The paper draws on qualitative research undertaken with more than 30 employers in a cross-section of economic sectors. Findings The evidence from this study suggests that there is no model for how and why employers start to become engaged in co-funding publicly-funded training. Originality/value The paper identifies key issues for public policy-makers.

Carol Atkinson, (2007), Building high performance employment relationships in small firms, elationship in small firms and to examine its link to high performance. A psychological contract framework is adopted, it being argued that this supports a more 54

nuanced analysis than existing perspectives on the small firm employment relationship which are limited and do not give sufficient insight into performance issues. Design/methodology/approach The paper employs a case study approach, carrying out 41 interviews involving both owner managers and employees in three firms. A critical incident technique (CIT) is adopted in the interviews. Findings The paper finds that high performance derives from a relational psychological contract and that transactional contracts impact negatively on performance. It is also demonstrated that, contrary to what is implied in much of the existing small firm literature, small firms are capable of building relational contracts.

Sameer Kumar, Michael McCalla, Eric Lybeck, (2009), Operational impact of employee wellness programs: a business case study, Purpose The purpose of this paper is to investigate the effectiveness of employee wellness programs on employee engagement and the reduction of employee health care costs. The intent of the analysis is to explain the typical costs associated with these programs and the potential benefits to the employer and employee. Design/methodology/approach Due to the paucity of academic literature on the operational impact of employee wellness programs, a case study utilizing an internal company's resources and employee survey were also used to examine business questions related to the efficacy of such programs in businesses. Findings The results of the employee survey showed that there is a correlation between eating a balanced diet and being more productive at work. Also, there is a link between being in good physical health, potentially because employees participate in the wellness program, and being productive at work. On the other hand, it was also found that employees who do not eat a very balanced diet, do not like the company's wellness plan and are not convinced that it would make employees more productive.

Terry Pegg, (2009), Creating engagement through employee benefits, Purpose The potential impact of employee benefits on individuals and their dependants is significant and growing as new products and solutions come on to the market. The aim of this paper is to investigate how benefits impact on employees and the organization as a whole, and how organizations are choosing to inform their people about the type of benefits on 55

offer. Design/methodology/approach Research conducted by AIG UK Benefits seeks to provide an insight into the current employee benefits environment and in particular to the areas highlighted above. The research consisted of a two-stage study undertaken by the AIG UK corporate research and development team between November 2007 and January 2008. Findings The study highlights the differences between the perceptions of employers/HR professionals and employees when it comes to the awareness and understanding of the benefits on offer and asks whether employees are really to blame if they fail to appreciate the true value of their employers' voluntary employee benefits. Originality/value There is an opportunity for HR to improve benefits communications. The study looks at how one UK retailer has successfully implemented a strong communications program and presents steps that employers and reward professionals can take to improve their own benefits communications.

Gary D. Geroy, Philip C. Wright, Laura Jacoby, (2000), Toward a conceptual framework of employee volunteerism: an aid for the human resource manager, The purpose of the research is to provide HR managers with some guidance, as they develop employee volunteer programs to meet specific workforce needs. Structured interviews were conducted with eight employees. The data suggest that employees who volunteer time believe that such experiences benefit them personally and improve their ability to perform their work duties. There were slight differences in program type, with those employees involved in programs characterized by high management support and commitment tending to perceive that they reap high overall rewards for their volunteer activities. The perceived impact of volunteer activities on employees included: an improved ability to cope with job challenges; the development of contacts and skills that can be used on the job; improved self-esteem and a sense of pride. These factors can increase employees ability to be proactive problem solvers on the job.

Judy Pate, Charles Malone, (2000), Post- psychological contract violation: the durability and transferability of employee perceptions: the case of TimTec, This paper is concerned with the role played by the psychological contract in the relationship between an individual and his or her employer. In particular, the research concentrates on a prior 56

perceived violation of an employees psychological contract and the subsequent attitudes towards employers. The aims of the paper are to assess the nature, transferability and durability of outcomes arising from the perceived violations. Draws on the perceptions of 20 employees from a range of employment settings who five years earlier shared a common experience with a previous employer. The evidence suggested that a negative experience with one employer led to negative perceptions of employers in terms of trust, loyalty and commitment. Further, the study suggested that outcomes as a result of perceived violation are durable. Finally, the paper supported the findings of that after violation; the transactional contract assumes primacy over the psychological.

Eric j. Wallach, camille r. Nicodemus, (2002), Employment Law Update on Select Topics, This is a survey of pertinent topics involving employment law issues in the securities industry. The topics include employment agreement (restrictive covenants, enforcement, etc.) issues with registered representatives, and reductions in force (RIFs).

Cynthia J. Guffey, Judy F. West, Charles S. White, (1997), Employer Educational Assistance: An Assessment of the Impact on Organizational Commitment, Successful organizations recognize that employees are their most valuable resource because of employee commitment to the organization. Organizational commitment is a multidimensional variable which is the degree of loyalty to one's job and organization. Employers should strive to increase organizational commitment of employees. One suggested method is employer educational assistance.

Mick Marchington, (1990), Close to the Customer: Employee Relations in Superstores, There is little doubt that the economic, political and legal context within which employee relations takes place has altered substantially over the course of the past decade. What is more interesting is whether or not this has actually produced changes in individual employing organisations and workplaces, and if so why this has occurred. Much of the discussion about the existence of an enterprise culture is highly polemical,

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rather stronger on rhetoric than reality, and is often based on publicised initiatives or interviews with senior managers. Clearly, from such data, it is easy to over-exaggerate the extent of change, and to assume that real and lasting adjustments have been put into effect. What is required therefore are more in-depth investigations of recent developments in specific organisations which can be used to tease out whether policy initiatives have led to changes in practice (see, for example, MacInnes, 1987; Marchington and Parker, 1990).

John Gennard, (2002), Employee relations public policy developments, 1997-2001: A break with the past?, Outlines the new individual and collective rights established for all employees by the first Blair Labour Government. It then discusses the rationale for these developments, namely competitive advantage on the basis of labour market flexibility combined with minimum labour standards and security of employment for employees, the promotion of a partnership, as opposed to adversial, relationship between employers and employees at the workplace and the need to build a political consensus for a legal framework surrounding the UK employee relations system. The article concludes by assessing whether these developments represent a break and/or continuation relative to other twentieth century UK governments.

D.R. Cooper, (1999), Occupational pensions forall employees, Defined benefit occupational pension schemes are a valuable employee benefit. This paper looks at problems in their design and considers whether it is possible to address them. The risk profile of money purchase schemes is described, with particular reference to employees in less secure employment categories. These considerations are set alongside the requirements employers have from occupational pension schemes. The conclusion is that money purchase schemes fail to meet employees needs, in particular at a time when the security and level of state pensions is being progressively eroded. An alternative defined benefit structure is proposed, that is, the revalued career average pension scheme. It is argued that this benefit structure can be made attractive to both employers and employees, as it addresses many of the problems associated with final salary schemes and provides pension scheme members with the security they value. 58

ohn E. Gamble, Robert Culpepper, Meg G. Blubaugh, (2002), ESOPs and employee attitudes: The importance of empowerment and financial value, This paper examines how management approaches to employee stock ownership plan (ESOP) implementation affects such employee work-related attitudes as job satisfaction, ESOP satisfaction, and job involvement. Structural-equation modeling assesses the responses of 321 airline pilots who were employed by one of three major US-based airlines. The results indicated positive linkages between the instrumentally and extrinsically satisfying aspects of employee ownership and ESOP satisfaction, job satisfaction, and job involvement.

Fiona Wilson, (1989), Productive Efficiency and the Employment Relationship The Case of Quality Circles, The argument in this article is put from the standpoint that employers continually need to exercise control in order to realise the capacity of employees at work. One technique for achieving this is the quality circle, a mechanism which is often celebrated in much of the managerial literature. Based on research in a US-owned company in the vehicle industry, a number of the assumptions which underpin the activity of quality circles are unearthed; in particular, whether employees will automatically be willing to contribute their ideas in the context of inequality in the employment relationship is questioned.

Jui-Chen Chen, Colin Silverthorne, (2005), Leadership effectiveness, leadership style and employee readiness, Purpose This study aims to test the Hersey and Blanchard Situation Leadership Theory (SLT) of leadership effectiveness and the impact of the degree of match between leadership style and employee readiness level on a variety of measures of leadership outcomes. Design/methodology/approach The measures used were employee job satisfaction, job performance, job stress, and turnover intention. SLT argues that an effective leader adopts a leadership style according to the ability and willingness of subordinates for a given task. Findings The results did not support SLT predictions that an appropriate match between leadership style and subordinate readiness

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results in higher levels of subordinate job satisfaction and performance and lower levels of job stress and intention to leave. However, the results did partially support SLT in that, the higher the leader's leadership score, the more effective is the leader's influence. However, the leadership score did not predict job performance. There was a positive correlation between ability and willingness, employee job satisfaction, and job performance. Employee willingness positively correlated with job satisfaction and job performance and was negatively correlated with turnover intention.

Andrew Smith, (2006), The development of employer training in Australia, Purpose The purpose of this paper is to examine the statistical evidence for the extent of employer training in Australia and analyse this information in the light of three major qualitative projects that have been undertaken into employer training since the mid1990s. Design/methodology/approach The paper reports an analysis of the major statistical databases on employer training in Australia and also draws evidence from three major projects that used a case study method in their qualitative phases. Findings The paper finds that assumptions about low levels of employer training expenditure in Australia are not supported by the available statistical data. The three qualitative projects examined also support the conclusion that Australian enterprises are increasing both the quality and quality of the training they provide to their employees. during the period 1994-2004. Research limitations/implications The research projects reported in this paper were completed

Lorne Seidman, Robert J. Aalberts, (1993), Managing Employer-Employee Conflict: A Case For Arbitration And The Model Employment Termination Act, The doctrine of employment-at-will has been the rule of law for over 100 years in the United States. Under it an employee can be terminated for a good reason, a bad reason, or for no reason at all. Because of real abuses when firing employees, generally called wrongful termination, all but five U.S. states have now carved out at least one of three exceptions to the rule. They are implied contract, public policy tort, and the implied covenant of

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good faith and fair dealing. Although created with good intentions, all three exceptions have spawned a legal environment of judicial inconsistency and unpredictability and a climate of expensive litigation and monetary judgments. The Model Employment Termination Act, if adopted by all the states, would establish a uniform legal system for managing employee terminations. The Act's major provisions require that an employee can be terminated only for good cause, and, in the preferred version that arbitration be used in settling disputes. However, an employee's remedies are limited and can include reinstatement, back pay, lump-sum severance payments, and reasonable attorneys' fees and costs, but no compensatory or punitive damages.

Orla Gough, Rod Hick, (2009), Employee evaluations of occupational pensions, Purpose The paper aims to examine the role of an occupational pension in employees' psychological contracts, the degree to which such pensions influence decisions relating to employee recruitment and retention, and attitudes of managerial employees to the recent Employment Equality (Age) Regulations. examine the topics described above. Design/methodology/approach Thirty-six in-depth interviews were conducted with managerial employees in order to Findings It is found that the role of an occupational pension in employees' psychological contracts is related to age, and that they play a much greater role in the psychological contracts of older employees. The provision of an occupational pension was found to be more successful in promoting the retention rather than the recruitment of staff. The managerial employees interviewed were overwhelmingly supportive of the introduction of the recent Employment Equality (Age) Regulations, but some expressed scepticism that they would be implemented faithfully by their organisations. Research limitations/implications Further research is needed to examine the impact of the widespread closure of defined benefit pension schemes on employment decisions. The small sample size used in this research means no claims can be made to external validity. Originality/value The original features of the paper are that the authors apply the psychological contract framework in analysing the degree to which employees value their occupational pensions, employees themselves are interviewed rather than their employers in assessing the impact of an occupational pension on recruitment and retention, and the paper provides an early assessment to the recent introduction of age discrimination.

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CHAPTER 3 RESEARCH METHODOLOGY

3.1 RESEARCH TYPE Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. Research is an academic activity and as such the term should be used in a technical sense.

POPULATION The size (in terms of manpower) of the company/division selected for the study refers to the size of the employees in the company.

3.2 SAMPLE DESIGN The sample design is a defined plan determined before any data are actually collected for obtaining a sample from a given population. A sample of 100 associates was selected from the total population of 150 associates on convenient basis.

3.3 RESEARCH DESIGN Research design is a conceptual structure with in which research is conducted. It constituted the blue print for collection measurement and analysis of data. The type of research design used is descriptive research. Descriptive research includes surveys and

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fact finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs, as it exists at present.

The study was conducted in the company to find out the self-perceptual abilities and to ascertain the employer employee relationship in Softech Global Solutions. The subject mainly relays on the primary data, which was obtained through personal interview method.

SAMPLING The method of convenient sampling was adopted for this research. In an organization like Softech Global Solutions, it was not possible to collect the data during the night shifts so hence the data was collected from the available employees/associates in the day shifts from various departments. The total samples interviewed are 100

associates/employees.

SAMPLE SIZE The size of the sample chosen for study is 100 out of 150 associates who are available during the execution of the project survey within the stipulated time.

SOURCES OF DATA The data has been collected from both primary and secondary sources for the research work. PRIMARY DATA The primary data was collected by the research with the use of standard and accepted techniques i.e., through interview methods. A convenient sample has been followed for

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picking up of respondents. As the data cannot be collected during the night shifts so hence this method of convenient sampling is chosen and the data was collected from the available employees during the survey through personal interviews and discussions to understand their perceptions and ascertain the individual stress levels.

SECONDARY DATA Man power Report, companys website as well as other websites and from Animation Express (A Journal).

3.4 RESEARCH INSTRUMENT USED This research encompasses the study on two topics stress and perception, which are most of the time, inter dependent. As the objective of the study is to find out the impact of self-perception on stress, initially the two components self-perception and stress are to be measured. So, this questionnaire was designed in such a way that both the components can be measured at a time. For this, the questionnaire was divided into a total of four parts where,

3.5 STATISTICAL METHODS USED TO ANALYSE THE DATA Percentage Analysis Weighted Average Analysis Chi-Square Analysis

PERCENTAGE ANALYSIS

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Percentage analysis is made basing on the total no. of respondents response to the options for each question. This is a question wise analysis which gives the total percentage of the respondents to that question that helps the researcher to analyze the causes and to find out the influencing factors and contributing components in view of self-perception and as well as stress.

This analysis will be made in tabulating the responses for each question and will be analyzed with the help of graphical charts.

WEIGHTED AVERAGE ANALYSIS: The weighted mean is similar to an arithmetic mean (the most common type of average), where instead of each of the data points contributing equally to the final average, some data points contribute more than others. The notion of weighted mean plays a role in descriptive and also occurs in a more general form in several other areas of mathematics.

CHI- SQUARE TEST Chi- square test is a non-parametric technique, most commonly used by the researcher to test the hypothesis. Generally, it is used to test the hypothesis when distribution of population is not known and when nominal data is to be analyzed. The main object of chi-square test is to determine whether significant difference exits among groups of data, or whether the difference is due to sampling. " Chi - Square (2) = (Oi - Ei)2 /Ei Where Oi = Observed frequency Ei = Expected frequency

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3.6 LIMITATIONS OF THE STUDY

The study is purely of qualitative nature as it depends on the perception of the employees.

As the topic is a sensitive one and purely psychology based data can be collected only through the personal interview method which had been very difficult due to the assigned quotas to the individuals and deadlines of projects.

In order to explain the topic and questionnaire, on an average 15-20 minutes of time should be spared for each interview.

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CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

4.1 ANALYSIS AND INTERPRETATION After data have been collected, the researcher turns to the task of analyzing them. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through tabulation and drawing statically inferences.

Tabulation is the part of technical procedure where in the classified data are put in the form of tables.

After analyzing the data, the researcher should have to explain the findings on the basis of some theory. It is known as interpretation.

The data has been collected from 100 clients of Softech Global Solutions, Chennai, through questionnaire.

The data thus collected was in the form of master table. That made possible counting of classified data easy. From the master table various summery tables were prepared. They have been presented along with their interpretation in this manner.

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TABLE NO: 1 GENDER

S.NO 1 2

GENDER Male Female Total

NO OF RESPONDENTS 65 35 100

PERCENTAGE 65 35 100

CHART 1:

Inference: Most of the respondents 65 % are male and 35% are female.

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TABLE NO: 2 AGE

S.No 1) 2) 3) 4) Total

AGE < 20 21-30 31-40 > 40

NO.OF RESPONDENTS 20 30 40 10 100

PERCENTAGE (%) 20 30 40 10 100

CHART 2:

Inference: The chart shows that 75% of the employees are age between 21-40 years.

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TABLE NO: 3 SATISFACTION LEVEL OF OVERALL BEHAVIOUR OF YOUR EMPLOYER

S.No 1 2 3 4

OPTIONS Very Satisfied Satisfied Somewhat Satisfied Dissatisfied Total

NO.OF.RESPONDENTS 50 15 20 15 100

PERCENTAGE (%) 50 15 20 15 100

CHART 3:

Inference:

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From the above table it is inferred that about 65 % of the respondents are satisfied with management. TABLE NO: 4 OVERALL EMPLOYER OFFERED FACILITIES AT YOUR WORKING PLACE S.No 1 2 3 OPTIONS Yes Reasonably Satisfied No TOTAL NO.OF.RESPONDENTS PERCENTAGE (%) 70 22 8 100 70 22 8 100

CHART 4:

Inference: The study authenticates that most of the respondents 70% are satisfied with the management for provided facilities at workplace.

71

TABLE NO: 5 COMPATIBLE WITH THE EMPLOYER

S.No 1 2 3 4

OPTIONS Very Compatible Compatible Somewhat Compatible Not at all Compatible TOTAL

NO. OF RESPONDENTS 50 25 15 10 100

PERCENTAGE (%) 50 25 15 10 100

CHART 5:

Inference: It is clearly stated that most of the respondents saying very compatible with the employ l prefer training with the organization.

72

TABLE NO: 6 EMPLOYER IS EFFECTIVE TO SORT OUT YOUR OFFICIAL ISSUES

S.No 1) 2) 3)

OPTIONS Yes Not Sure No TOTAL

NO.OF RESPONDENT 72 23 5 100

PERCENTAGE 72 23 5 100

CHART 6:

Inference: Around 72 % of the respondents are saying employer easily solves the problem.

73

TABLE NO: 7 SATISFIED WITH THE OFFERED SALARY AND WORKING TIMINGS

S.No 1) 2) 3)

OPTIONS Yes Not much Happy No TOTAL

NO.OF RESPONDENT 76 14 10 100

PERCENTAGE 76 14 10 100

CHART 7:

Inference: Around 76 % of the respondents are Satisfied with salary and work timings.

TABLE NO: 8

74

SATISFIED WITH THE PROBLEM SOLVING SKILLS OF YOUR EMPLOYER S.NO 1) 2) 3) OPTION Yes May be Yes No TOTAL NO.OF RESPONDENT 60 30 10 100 PERCENTAGE 60 30 10 100

CHART 8:

Inference: 60% of the respondents satisfied with the problem solving skills of the Employer.

TABLE NO: 9 WORK WITH THIS EMPLOYER IN THE FUTURE 75

S.No 1) 2)

OPTION Yes No TOTAL

RESPONDENT 80 20 100

PERCENTAGE 80 20 100

CHART 9:

Inference: Most of the employees prefer to work in future.

TABLE NO: 10 TYPE OF BOSS

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S.NO 1) 2) 3)

OPTION

NO.OF RESPONDENT 60 30 10

PERCENTAGE 60 30 10

Strict Friendly Neither strict nor friendly

TOTAL

100

100

CHART 10:

Inference: 60% of the respondents saying Boss are strict.

TABLE NO: 11 TYPE OF BOSS TO WORK S.NO OPTION NO.OF RESPONDENT PERCENTAGE

77

1) 2) 3)

Strict Friendly Neither Strict nor Friendly TOTAL

30 60 10 100

30 60 10 100

CHART 11:

Inference: 60% of the respondents are willing to work with Friendly Boss.

TABLE NO: 12 SATISFIED WITH THE CURRENT TRAINING MODULE OPTION Yes No TOTAL NO.OF RESPONDENT 60 40 100 PERCENTAGE 60 40 100

78

CHART 12:

Inference: 60% of the respondents are satisfied with the Training Program.

TABLE NO: 13 SATISFIED WITH COMPANY RULES AND REGULATIONS S.NO 1) 2) 3) OPTIONS Highly Satisfied Satisfied Neither Satisfied Nor NO.OF RESPONDENT 54 20 10 PERCENTAGE 54 20 10

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Dissatisfied 4) 5) Dissatisfied Highly Dissatisfied TOTAL 10 6 100 10 6 100

CHART 13:

Inference: 54% respondents are satisfied with the Company rules & regulations.

TABLE NO: 14 SATISFIED WITH COMPANY TRANSPORT FACILITIES S.NO 1) 2) 3) OPTIONS Highly Satisfied Satisfied Neither Satisfied Nor Dissatisfied NO.OF RESPONDENT 54 20 10 PERCENTAGE 54 20 10

80

4) 5)

Dissatisfied Highly Dissatisfied Total

10 6 100

10 6 100

CHART 14:

Inference: 54% respondents are satisfied with the Company Transport Facilities.

TABLE NO: 15 SATISFIED WITH COMPANY CANTEEN FACILITIES

S.NO 1) 2) 3) 4) 5) 6)

OPTIONS Highly Satisfied Satisfied Neither Satisfied Nor Dissatisfied Dissatisfied Highly Dissatisfied Total

NO.OF RESPONDENT 54 20 10 10 6 100 81

PERCENTAG E 54 20 10 10 6 100

CHART 15:

Inference: 54% respondents are satisfied with the Company Canteen Facilities.

CHI-SQUARE TEST Relationship between Job Satisfaction and work Style. Null hypothesis: H There is no significant relationship between Satisfaction level and Employer offered facilities.

82

Alternate hypothesis: H1 There is no significant relationship between Satisfaction level and Employer offered facilities.

Satisfaction Level Very Satisfied Satisfied Somewhat Satisfied Dissatisfied Total

Yes 40 10 10 10 70

Reasonably Satisfied 8 3 8 3 22

No 2 2 2 2 8

Total 50 15 20 15 100

Degree of freedom = (r-1) (c-1) = (4-1) (3-1) = 3*2 =6 So, tabulated value is: 12.592 Where Oi= Observed Frequency Ei= Expected frequency

Observed Frequency (Oi) 40 10 10 10 8 3

Expected Frequency (Ei) 35 10.5 14 10.5 11 3.3

Oi-Ei

(Oi-Ei)2

(Oi-Ei-0.5/Ei)2

5 -0.5 -4 -0.5 -3 -0.3

25 0.25 16 0.25 9 0.09

0.016 0.009 0.010 0.009 0.101 0.058

83

8 3 2 2 2 2

4.4 3.3 4 1.2 1.6 1.2

3.6 -0.3 -2 0.8 0.4 0.8

12.96 0.09 4 0.64 0.16 0.64 Calculated Value: 1.275

0.496 0.058 0.390 0.062 0.004 0.062

RESULT:
Since the Tabulated Value is 12.592 > Calculated Value is 1.275 Hence Null hypothesis (H) is accepted. There is no significant difference between the Job Satisfaction given to the work style of the management.

CHI-SQUARE TEST Relationship between Promotion Policy and Level of Responsibility. Null hypothesis: H There is no significant relationship between Compatibility and sort out official issues. Alternate hypothesis: H1 There is no significant relationship between Compatibility and sort out official issues.

Compatibility Very Compatible

Yes 40

Not Sure 8

No 2

Total 50

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Compatible Somewhat Compatible Not at all Compatible Total

15 10 7 72

9 4 2 23

1 1 1 5

25 15 10 100

Degree of freedom = (r-1) (c-1) = (4-1) (3-1) = 3*2 =6 So, tabulated value is: 12.592 Where Oi= Observed Frequency Ei= Expected frequency

Observed Frequency (Oi) 40 15 10 7 8 9 4 2 2 1 1 1

Expected Frequency (Ei) 36 18 10.8 7.2 11.5 5.75 3.45 2.3 2.5 1.25 0.75 0.5

Oi-Ei

(Oi-Ei)2

(Oi-Ei-0.5/Ei)2

4 7 -0.8 -0.2 -3.5 3.25 0.55 -0.3 -0.5 -0.25 0.25 0.5

16 49 0.64 0.04 12.25 10.56 0.302 0.09 0.25 0.062 0.062 0.25 Calculated Value: 1.26

0.009 0.130 0.014 0.009 0.120 0.228 0 0.120 0.16 0.36 0.111 0

RESULT:
Since the Tabulated Value is 16.919 > Calculated Value is 1.26Hence Null hypothesis (H) is accepted. There is no significant difference between Compatibility and sort out official issues. 85

CHAPTER 5 FINDINGS, SUGGESTIONS AND CONCLUSION 5.1 FINDINGS: Most of the respondents 65 % are male and 35% are female. The chart shows that 75% of the employees are age between 21-40 years. About 65 % of the respondents are satisfied with management. The study authenticates that most of the respondents 70% are satisfied with the management for provided facilities at workplace. It is clearly stated that most of the respondents saying very compatible with the employ l prefer training with the organization. Around 72 % of the respondents are saying employer easily solves the problem. Around 76 % of the respondents are satisfied with salary and work timings. 86

60% of the respondents satisfied with the problem solving skills of the Employer. Most of the employees prefer to work in future. 60% of the respondents saying Boss are strict. 60% of the respondents are willing to work with Friendly Boss. 60% of the respondents are satisfied with the Training Program. 54% respondents are satisfied with the Company rules & regulations. 54% respondents are satisfied with the Company Transport Facilities. 54% respondents are satisfied with the Company Canteen Facilities.

5.2 SUGGESTIONS:

Treat employees like humans first and realize they have a personal life; they get sick themselves or have others in the family that may be sick. Make sure employees know they are approachable regarding these issues (your door is always open) and come to an amicable agreement regarding this or any other problems that may arise. Employees like to know that working hard is noticed so every so often give them a pat on the back for their efforts and show you really appreciate all they do. If our company is highly successful show it by giving out a bonus or raise. Keep your finger on the pulse of the people working for you so you can see trouble (perhaps coworkers not getting alone or a troublemaker in the office) before it's reported to you.

87

 Never

chastise

an

employee

in

front

of

their

coworkers.

5.3 CONCLUSION:

The relative strength or weakness of employment relationships exerts an independent effect on the quality of working life and work organizations. Having sifted through a large volume of data, we now can conclude that employment relationships matter in their own right. They are key ingredients in job satisfaction; they are related to skill use and development; they have a bearing on workplace morale and worker absenteeism; and they play a modest role in support for joining a union among nonunion workers. Beyond this, a composite picture is emerging of workplaces that are good for both workers and employers. It seems to be mutually advantageous to nurture

88

strong employment relationships; important in this regard is creating a healthy, supportive and skilled work environment. In a remarkably consistent fashion, these conditions emerged as having the strongest influence on outcomes desired by both workers and employers, notably the quality of work life, skill and career development, retention, morale and absenteeism.

APPENDIX
BIBLIOGRAPHY:

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[4] Gary Davies, (2008) "Employer branding and its influence on managers", European Journal of Marketing, Vol. 42 Iss: 5/6, pp.667 681. [5] Tor Brodtkorb, (2010) "Employee misconduct and UK unfair dismissal law: Does the range of reasonable responses test require reform?", International Journal of Law and Management, Vol. 52 Iss: 6, pp.429 450. [6] J.R. Carby-Hall, (1991) "ASPECTS OF UNFAIR DISMISSAL LAW", Managerial Law, Vol. 33 Iss: 1/2/3, pp.1 65. [7] Masooma Jaffer, (1999) "Duty of Employers to Disclose Breaches of Contracts: BCCI v Ali and Others", Journal of Financial Crime, Vol. 6 Iss: 4, pp.359 361. [8] Phillip C. Wright, Penny Hartin, (1997) "The Evolution of Employment Rights: The North American Context", Management Research News, Vol. 20 Iss: 5, pp.39 51. [9] J.R. Carby-Hall, (1982) "THE EMPLOYMENT ACT 1982: An updating note", Managerial Law, Vol. 24 Iss: 6, pp.1 9. [10] Carmel Herington, Don Scott, Lester W. Johnson, (2005) "Focus group exploration of firm-employee relationship strength", Qualitative Market Research: An International Journal, Vol. 8 Iss: 3, pp.256 276. [11] Harmut Wchter, Brita Modrow-Thiel, Giselind Rossmann, (1994) "Work Design and Computer-controlled Systems:: Job Analysis under Automation ATAA", Logistics Information Management, Vol. 7 Iss: 5, pp.44 52 [12] Lori A. Muse, Lori L. Wadsworth, (2012) "An examination of traditional versus non-traditional benefits", Journal of Managerial Psychology, Vol. 27 Iss: 2, pp.112 131.

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[13] Annika Lantz, Kin Andersson, (2009) "Personal initiative at work and when facing unemployment", Journal of Workplace Learning, Vol. 21 Iss: 2, pp.88 108 [14] Domingo Ribeiro-Soriano, David Urbano, (2010) "Employee-organization relationship in collective entrepreneurship: an overview", Journal of Organizational Change Management, Vol. 23 Iss: 4, pp.349 359. [15] Ahmad Jamal, Adegboyega Adelowore, (2008) "Customer-employee

relationship: The role of self-employee congruence", European Journal of Marketing, Vol. 42 Iss: 11/12, pp.1316 1345 [16] Alexandros G. Sahinidis, John Bouris, (2008) "Employee perceived training effectiveness relationship to employee attitudes", Journal of European Industrial Training, Vol. 32 Iss: 1, pp.63 76. [17] Lynn M. Shore, William H. Bommer, Alaka N. Rao, Jai Seo, (2009) "Social and economic exchange in the employee-organization relationship: the moderating role of reciprocation wariness", Journal of Managerial Psychology, Vol. 24 Iss: 8, pp.701 721 [18] Ronald J. Burke, Jim Graham, Frank Smith, (2005) "Effects of reengineering on the employee satisfaction-customer satisfaction relationship", The TQM Magazine, Vol. 17 Iss: 4, pp.358 363. [19] Rick Butsch, Brian H. Kleiner, (1997) "NEW DEVELOPMENTS

CONCERNING THE DOCTRINE OF EMPLOYMENT AT WILL", Managerial Law, Vol. 39 Iss: 1, pp.54 59. [20] Sir Hugh Griffiths, Mr. R. Boyfield, Mr. H. Briggs, (1973) "JONES AND ANOTHER v. ASTON CABINET CO. LTD.", Managerial Law, Vol. 14 Iss: 4, pp.413 416

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[21] George Paynter, (1983) "Contracts of Employment", Management Decision, Vol. 21 Iss: 6, pp.11 17. [22] Sir John Donaldson (President), Mr. R. Boyfield, Mr. H. Roberts, (1973) "MIDLAND FOOT COMFORT CENTRE LTD. v. MOPPETT AND ANOTHER", Managerial Law, Vol. 14 Iss: 3, pp.323 329 [23] Bernard Kunerth, Richard Mosley, (2011) "Applying employer brand management to employee engagement", Strategic HR Review, Vol. 10 Iss: 3, pp.19 26. [24] Fiona Edgar, Alan Geare, (2005) "HRM practice and employee attitudes: different measures different results", Personnel Review, Vol. 34 Iss: 5, pp.534 549 [25] Carley Foster, Khanyapuss Punjaisri, Ranis Cheng, (2010) "Exploring the relationship between corporate, internal and employer branding", Journal of Product & Brand Management, Vol. 19 Iss: 6, pp.401 - 409 [26] James Richards, (2012) "Examining the exclusion of employees with Asperger syndrome from the workplace", Personnel Review, Vol. 41 Iss: 5 [27] Judy Pate, Hugh Scullion, (2009) "The changing nature of the traditional expatriate psychological contract", Employee Relations, Vol. 32 Iss: 1, pp.56 73 [28] Gary Davies, (2008) "Employer branding and its influence on managers", European Journal of Marketing, Vol. 42 Iss: 5/6, pp.667 681. [29] J.R. Carby-Hall, (1985) "Statutory Conditions of Employment: Individual Rights and Entitlements", Managerial Law, Vol. 27 Iss: 2, pp.1 28. [30] John Berridge, (1990) "THE EAP EMPLOYEE COUNSELLING COMES OF AGE", Employee Counseling Today, Vol. 2 Iss: 4, pp.13 17.

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[31] Julie Drake, Joanne Blake, Wayne Swallow, (2009) "Employer engagement: the critical role of employee commitment", Education + Training, Vol. 51 Iss: 1, pp.23 42 [32] J.R. Carby-Hall, (1983) "The Status of Employee", Managerial Law, Vol. 25 Iss: 1, pp.1 9 [33] Colin Hales, Orla Gough, (2003) "Employee evaluations of company occupational pensions: HR implications", Personnel Review, Vol. 32 Iss: 3, pp.319 - 340 [34] J.R. Carby-Hall, (1983) "The Status of Employee", Managerial Law, Vol. 25 Iss: 1, pp.1 - 9 [35] Jose Bloemer, Gaby Odekerken-Schrder, (2006) "The role of employee relationship proneness in creating employee loyalty", International Journal of Bank Marketing, Vol. 24 Iss: 4, pp.252 - 264 [36] Laura den Dulk, Pascale Peters, Erik Poutsma, Paul E.M. Ligthart, (2010) "The extended business case for childcare and leave arrangements in Western and Eastern Europe", Baltic Journal of Management, Vol. 5 Iss: 2, pp.156 184 [37] J.R. Carby-Hall, (1983) "The Contract of Employment: Legality of Object and Restrictive Covenants", Managerial Law, Vol. 25 Iss: 6, pp.1 - 16 [38] J.R. Carby-Hall, (1983) "The Contract of Employment: Nature and Formation", Managerial Law, Vol. 25 Iss: 5, pp.1 12. [39] Rhodri Thomas, David Parsons, John Barry, Valerie Rowe, (2007) "Employer co-funded training in the UK: Current practice and policy considerations", Education + Training, Vol. 49 Iss: 2, pp.112 - 125 [40] Carol Atkinson, (2007) "Building high performance employment relationships in small firms", Employee Relations, Vol. 29 Iss: 5, pp.506 - 519

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[41] Sameer Kumar, Michael McCalla, Eric Lybeck, (2009) "Operational impact of employee wellness programs: a business case study", International Journal of Productivity and Performance Management, Vol. 58 Iss: 6, pp.581 597. [42] Terry Pegg, (2009) "Creating engagement through employee benefits", Strategic HR Review, Vol. 8 Iss: 2, pp.5 - 12 [43] Gary D. Geroy, Philip C. Wright, Laura Jacoby, (2000) "Toward a conceptual framework of employee volunteerism: an aid for the human resource manager", Management Decision, Vol. 38 Iss: 4, pp.280 287. [44] Judy Pate, Charles Malone, (2000) "Post- psychological contract violation: the durability and transferability of employee perceptions: the case of TimTec", Journal of European Industrial Training, Vol. 24 Iss: 2/3/4, pp.158 166 [45] ERIC J. WALLACH, CAMILLE R. NICODEMUS, (2002) "Employment Law Update on Select Topics", Journal of Investment Compliance, Vol. 2 Iss: 3, pp.45 51. [46] Cynthia J. Guffey, Judy F. West, Charles S. White, (1997) "Employer Educational Assistance: An Assessment of the Impact on Organizational Commitment", Management Research News, Vol. 20 Iss: 1, pp.12 30 [47] Mick Marchington, (1990) "Close to the Customer: Employee Relations in Superstores", Management Research News, Vol. 13 Iss: 6, pp.10 11. [48] John Gennard, (2002) "Employee relations public policy developments, 19972001: A break with the past?", Employee Relations, Vol. 24 Iss: 6, pp.581 594 [49] D.R. Cooper, (1999) "Occupational pensions forall employees", Employee Relations, Vol. 21 Iss: 2, pp.145 158

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[50] ohn E. Gamble, Robert Culpepper, Meg G. Blubaugh, (2002) "ESOPs and employee attitudes: The importance of empowerment and financial value", Personnel Review, Vol. 31 Iss: 1, pp.9 26 [51] Fiona Wilson, (1989) "Productive Efficiency and the Employment Relationship The Case of Quality Circles", Employee Relations, Vol. 11 Iss: 1, pp.27 32 [52] Jui-Chen Chen, Colin Silverthorne, (2005) "Leadership effectiveness, leadership style and employee readiness", Leadership & Organization Development Journal, Vol. 26 Iss: 4, pp.280 288 [53] Andrew Smith, (2006) "The development of employer training in Australia", Education + Training, Vol. 48 Iss: 4, pp.252 261 [54] Lorne Seidman, Robert J. Aalberts, (1993) "MANAGING EMPLOYEREMPLOYEE CONFLICT: A CASE FOR ARBITRATION AND THE MODEL EMPLOYMENT TERMINATION ACT", International Journal of Conflict Management, Vol. 4 Iss: 3, pp.263 276 [55] Orla Gough, Rod Hick, (2009) "Employee evaluations of occupational pensions", Employee Relations, Vol. 31 Iss: 2, pp.158 - 167

WEBSITES: http://www.mesrianilaw.com/Employer;Employee-Relations.html http://www.ehow.com/how_2108385_improve-employee-employer-relationships.html

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QUESTIONNAIRE: Employee name: Employee I.D : Division & Location: Age: ( ) < 21 yrs () 21-25 yrs Gender: () Male () Female () PG () Professional : (1-3yrs) (3-5 yrs) (5-7 yrs) () 26-30 yrs () 31-35 yrs () 35 yrs > Department: Designation:

Qualification: () UG

Experience in the organization

1. You are a_________ employee:

96

Permanent Temporary Contract basis

2. How satisfied are you with the overall behaviour of your employer? Very satisfied Satisfied Somewhat satisfied Dissatisfied

3. Are you happy with the overall employer offered facilities at your working place? Yes Reasonably satisfied No

4. How compatible are you professionally with your employer? Very compatible Compatible Somewhat compatible Not at all compatible

5. Do you think your employer is effective to sort out your official issues? Yes Not sure No

97

6. Are you satisfied with the offered salary and working timings? Yes Not much happy No

7. Do you feel satisfied with the problem solving skills of your employer? Yes May be yes No

8. Would you like to work with this employer in the future? Yes No

9. What type of boss do you have? Strict Friendly Neither strict nor friendly

10. Which type of boss do you like to work with? Strict Friendly Neither strict nor friendly

98

11. Are you satisfied with company rules and regulations? Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Dissatisfied Highly Dissatisfied

12. Are you satisfied with company transport facilities? Highly Satisfied Satisfied Neither Satisfied Nor Dissatisfied Dissatisfied Highly Dissatisfied

13. Are you satisfied with company canteen facilities? Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Dissatisfied Highly Dissatisfied

14. Kindly state your overall opinion towards the employeremployee relationship at your organization? Very Good

99

Good Neither good nor bad Should improve

15. Are you happy with the retirement benefits implemented in the company? Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Dissatisfied Highly Dissatisfied

100