Industrial Relations & Disputes

A
Project Study Report

On
Training Undertaken at
PARRYWARE ROCA PVT. LTD.

Titled
A CASE STUDY ON INDUSTRIAL RELATIONS &
DISPUTES HANDLING
Submitted in partial fulfillment for the
Award of degree of
Master of Business Administration
Submitted By: Khem singh hada

MBA IIIrd SEM
Submitted To:Faculty name

Designation
2008-2010
Laxmi Devi Institute of Engineering & Technology

Chikani, Alwar (Rajasthan)
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INDUSTRIAL RELATIONS & DISPUTES HANDLING

Parryware Roca Pvt. Ltd.
Plot No 452-454, RIICO Industrial
Area, Chopanki, Tapukara, Distt
Alwar (Raj)
Phone +91 1493 516622, 516624
www.parrywareroca.com
Under the guidance of:

Mr. Anoop Mathur
Executive (M) 09783301912
Anoopmathur@parrywareroca.com
Presented by:
Khem Singh Hada,
MBA IIIrd SEM. HR
31/220, Navabpura, Near Post Office,
Outside Malakhera Gate,
Alwar, (Raj.)
09829527077
Khemhada@gmail.com
Khem_hada1987@rediffmail.com
Institute name:
Mr. Ankur Jain, HOD, MBA Dept.
(M) 09314646224
Laxmi Devi Institute of Engineering & Technology
Chikani, Delhi Road,
Alwar (Raj.)
0144-2883512, 2883473
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PREFACE
Training is an important and inevitable part of MBA. The main objective of
practical training is to develop skill in student by supplement to the theoretical study
of business management in general. Industrial training helps to gain real life
knowledge about the industrial environment and business practices. The MBA
programme provides student with a fundamental knowledge of business and
organizational functions and activities, as well as an exposure to strategic thinking
of management.
In every professional course, training is an important factor. Faculties give us
theoretical knowledge of various subjects in the college but we are practically
exposed of such subjects when we get the training in the organization. It is only the
training through which I come to know that what an industry is and how it works. I
can learn about various departmental operations being performed in the industry,
which would, in return, help me in the future when I will enter the practical field.
Training is an integral part of MBA and each and every student has to
undergo the training in a company and then prepare a project report on the same after
the completion of training.
During this whole training I got a lot of experience and came to know about
the management practices in real that how it differs from those of theoretical
knowledge and the practically in the real life.
In todays globalize world, where cut throat competition is prevailing in the
market, theoretical knowledge is not sufficient. Beside this one need to have
practical knowledge, which would help an individual in his/her carrier activities and
it is true that
Experience is best teacher.
-3-
ACKNOWLEDGEMENT
I express my sincere thanks to my project guide, Mr. ANOOP MATHUR,
EXECUTIVE, TIME OFFICE, PRPL for guiding me right from the inception till the
successful completion of the project. I sincerely acknowledge him for extending
their valuable guidance, support for literature, critical reviews of project and the
report and above all the moral support he had provided to me with all stages of this
project.
I would also like to thank Faculty members of the Department, for their help and
cooperation throughout my project.
KHEM SINGH HADA
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EXECUTIVE SUMMARY
In my summer internship I did project in HR with PARRYWARE ROCA PVT. LTD.
at its manufacturing plant in BHIWADI (Rajasthan). This plant was started on 25th
October 2004. This day has special significance for all in GTPL as it reminds us of a
small step in the journey of quality faucet manufacturing. At present Parryware Roca
Pvt. Ltd. (PRPL) have 5 manufacturing plants in India, among which 4 are of
sanitary ware and this bhiwadi plant is only plant which manufactures taps. This
plant
is
before
collaboration
of
Parryware
and
Roca
was
known
as
GLAMOUROOMS TAPS PVT. LTD. (GTPL). PRPL serves society in terms of

large employer and social citizen.
During my internship, I worked on industrial relations & disputes project in the
organization. In my project I analyzed the overall relations between workers and
management or employer and employees and the ways to make the relations better
by reducing the number of disputes.
I started the project from understanding project, defining its objective and divide it
into steps to achieve defined objective. These steps became helpful to me in timely
completion and acquiring information at required time.
The objective of my project was to:
1. Find out the existing relations between workers and management.
2. Find out the causes of disputes between workers and management.
3. Find out the alternatives to reduce the disputes and make healthy relations to
achieve the goals and objective.
In my project I collected data and information through various internal and external
sources like monthly reports of accidents, incidents, strikes and lockouts, man days
lost, structure and number of members in union and intranet website and magazine
named HI and internet. I made my own plan about research methodology. There
were many problems occurred during the project regarding the resources which
helped me to experience such situations about the organization work culture.
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I did my analysis on workers and staff members of the company. I analyzed the fair
dealing of management with workers on both common and uncommon issues. Also
the workers desire to get in reward of their services rendered to the company. I found
out that demand of workers are unlimited, what ever is given to them is less, as it is
the human nature. The communication level between workers and management is
very satisfactory. Regular meetings between management and workers are
conducted, in which problems are solved and future plans and targets are put in front
of workers.
As in the starting I was told by my guide Mr. Anoop Mathur, executive, PRPL, that
on 1 st Jan. 2008 union was established in the plant, since then the worker dealing has
become a more difficult task because workers collectively stands against various
policies of the company, by reducing the speed of production, saying no to operating
machines, etc. through their union leaders. It was difficult in the starting, but slowly
I cop up with some guidelines with the help of other staff members and colleagues.
After my analysis I found out the way how company can improve the industrial
relations. Firstly, both management and unions should develop constructive attitudes
towards each other. Secondly, all basic policies and procedures relating to Industrial
Relation should be clear to everybody in the organization and to the union leader.
Thirdly, the personnel manager must make certain that line people will understand
and agree with these policies. Fourthly, the personal manager should build a trust in
the worker. .
This summer internship has taught me the basics of Human Resource Management
which is there in the business, what are the purpose and the importance of HR in the
business. After my tenure of working here has benefited me a lot and has given me
confidence in my own work and decisions. My experience here was more than my
expectation. The work environment which I was not used to was made very friendly
by the team with whom I was working. And I would remember their help which they
provided me during my tenure of internship.
Preface..iii
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Acknowledgement...iv
Executive Summary.....v
TABLE OF CONTENTS
1. Introduction to the Industry.8 to 12
2. Introduction to the Organization.13 to 37
3. Research Methodology38 to 47
3.1.
Title of the Study
3.2.
Objectives of the study
3.3.
Duration of the study
3.4.
Type of research
3.5.
Sample Size and Method of Selecting Sample
3.6.
Scope of Study
3.7.
Limitation of the Study
4. Analysis and Interpretation.48 to 59

5. Facts and Findings..60 to 68
6. Conclusion..69
7. Recommendation and Suggestions.70
8. Glossary ..71 to 73
9. Questionnaire ..74 to 79
10.Bibliography...80 to 81
1. INTRODUCTION TO THE INDUSTRY
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Unlike body functions like dance, drama and songs, defecation is considered very
lowly. As a result very few scholars documented precisely the toilet habits of our
predecessors. The Nobel Prize winner for Medicine (1913) Charles Richet attributes
this silence to the disgust that arises from noxiousness and lack of usefulness of
human waste. Others point out that as sex organs are the same or nearer to the organs
of defecation, these who dared to write on toilet habits were dubbed either as erotic
or as vulgar and, thus, despised in academic and social circles. It was true for
example of Urdu poets in India, English poets in Britain and French poets in France.
However, as the need to defecate is irrepressible, so were some writers who despite
social as well as academic stigma wrote on the subject and gave us at least an idea in
regard to toilet habits of human beings? Based on this rudimentary information, one
can say that development in civilization and sanitation have been coterminous. The
more developed was the society, the more sanitized it became and vice versa.
Toilet is part of history of human hygiene which is a critical chapter in the history of
human civilization and which cannot be isolated to be accorded unimportant position
in history. Toilet is a critical link between order and disorder and between good and
bad environment.
SANITARY WARE INDUSTRY IN INDIA:

Sanitary wares Industries in India for the last 6-7 years have shown very dramatic
growth with major players doubling their production capacity. The Companies have
also upgraded their manufacturing system by introducing Battery Casting, Beam
Casting and have gone in for latest imported Fast Firing Cycle Kiln Technology.
These Companies have also upgraded their quality and have introduced high value
range in the market, which has been accepted and appreciated. The demand for high
value Sanitaryware in India is growing very fast. The Companies are trying to meet
the demand as the realization per Metric Ton for high value product is very good
which ultimately results in good profitability. In order to educate the customers in
India to go for quality products and also for higher value sanitarywares, companies
have adopted a very aggressive advertisement campaign. Companies have also
-8-
strengthened their dealer network by offering showroom incentives and some of the
companies have also gone for their own retail outlets in major towns.
The sanitaryware industry in India is divided in two sectors. The organized sector
consisting of 5 companies (M/s. Hindustan Sanitary Industries Limited, M/s. E.I.D.
Parry, M/s. Swastik Sanitarywares Limited, M/s. Madhusudan Ceramics, M/s.
Neycer India Limited), manufacturing sanitaryware for the last 15-20 years and have
established their Brand image. The organized sectors produce fully vitrified
sanitarywares, using latest technology and best of Ceramic Raw Materials available
in India. The unorganized sectors have adopted local Indian technology to
manufacture the basic sanitaryware products. Since the availability of raw material is
in abundance and also very cheap in the state of Gujarat & Rajasthan, various
companies have established their factory in these areas. They are producing the basic
sanitaryware in various brands. Unorganized sector's percentage of production
capacity and also their sales in the local domestic market are higher than that of the
organized sectors' sales. Unorganized sanitaryware manufacturer comes under small
sectors and hence enjoy the benefit of Nil Excise Duty and Sales Tax and hence they
sell their products in the domestic market approximately 70% cheaper than the
organized sector products.
GEOGRAPHICAL PRESENCE OF SANITARY WARE INDUSTRIES IN

INDIA:
-9-
Indicates Presence of Sanitary ware industries

Above map and Locations are not as per scale
INDUSTRY HIGHLIGHTS:
- 10 -
Ceramic Tiles today have become an integral part of home improvement. It can
make a huge difference to the way your interiors and outdoors look and express.
The Indian tile industry, despite an overall slowdown of the economy, continues
to grow at a healthy 15% per annum.
Investments in the last 5 years have aggregated over Rs. 2000 crores and
production during 2006-07 stood at approx. 340 million sq mts.
The Indian sanitary ware industry is divided into organized and unorganized
sector.
The organized sector comprises of approximately 16 players. The current size of
the unorganized sector is about Rs 3000 crores
The unorganized sector accounts for 55% of the total industry bearing testimony
of the attractive returns from this sector. The size of the unorganized sector is
approximately Rs 3500 crores
Revenue earning industry - excise mops up over Rs. 350 crores annually from the
organized sector itself.
Indian ranks in the top 5 list of countries in terms of tile production in the world.
With proper planning and better quality control our exports (presently
insignificant) contribution can significantly increase
MAJOR PLAYERS:
Until the mid 1940s the only Sanitaryware available in India was imported mainly
from UK and was used only in upper class residences in major cities. The first
Sanitaryware manufactured in India was by M/s. Parasuram Pottery Works. In the
1960s, companies like EID Parry, in collaboration with Royal Doulton of UK and
Hindustan Sanitaryware in collaboration with Twyford of UK, started production of
- 11 -
Vitreous China Sanitaryware. Other major players who joined the organized sector
were Madhusudan Ceramics and Neyveli Ceramics. In the 1980s, 7-8 other players
had entered the organized sector, but most of them have since been taken over by the
majors.
Hindware, Cera, Neycer, Raasi, Johnson Pedder are some of the companies engaged
in the business of sanitary ware in India and abroad.
OUTLOOK FOR SANITARY WARE INDUSTRY IN INDIA:

In the next decade, India is expected to be one of the world's fastest growing
countries for sanitaryware consumption. The sanitation penetration has more than
trebled from 8% in 1982 to 18% in 1994 and to 29% in 1999.
The comparative penetration levels in neighboring countries are as follows: Pakistan:
50%, Sri Lanka: 65%, Malaysia: 94% and Thailand: 96%.
The government impetus to improve hygiene and sanitation is likely to increase the
demand for sanitary ware in India. Moreover the increasing urbanization of India and
the consequent requirement for residential and commercial buildings will be a major
driver for growth of sanitary ware. Along with this the focus of the central and state
governments to provide housing facilities to the poor, is also expected to generate
demand
It is estimated that there is currently a demand for 20 million housing units in India.
Further, a significant number of the 115 million housing units across the country will
need reconstruction for improvement. Therefore a replacement market will emerge,
though currently original equipment sanitaryware market accounts for nearly 90% of
the market.
- 12 -
2. INTRODUCTION TO THE ORGANIZATION

An established and trusted leader in bathroom solutions, parryware has been setting
new standards in sanitary industry since its inception in 1952. The company is a joint
venture of Murugappa group and Roca of Spain.
ABOUT MURUGAPPA GROUP:

The murugappa group, head quartered in Chennai, India, is a $1.6 billion
conglomerate with interests in engineering, abrasive, sanitaryware, fertilizers,
finance, bio-products and plantations. It has 29 companies under its umbrella, of
which eight are listed and actively traded on the national stock exchange and the
Bombay stock exchange. Together group has 28,000 employees.
ABOUT PARRYWARE GROUP:

Parryware is a pioneer in sanitary ware making in India and is currently the market
leader. During 1990s, parryware developed the glamourooms lifestyle concept,
which revolutionized the bathroom products marketing. It has since brought out
other leading-edge concepts like stain free, dual flush and anti microbial surfaces. Its
consistently path-breaking efforts were rewarded, as the company was conferred the
Super brand status in 2003.
Apart from being the leading sanitary ware brand in India, Parryware is also has
significant presence in South Africa, Sri lanka and Middle East among other
countries.
With clear focus of now and a strong sense of tomorrow, Parryware to dominate the
industry and maintain its status as the premier bathroom solutions brand.
- 13 -
In its constant endeavor to provide world class products, Parryware has taken a giant
leap by entering into a 50:50 joint venture with Roca of Spain and rechristened as
PARRYWARE ROCA PRIVATE LIMITED (PRPL).
ABOUT ROCA GROUP:

Roca is the leading player in the world business of bathroom solutions industry.
Roca has a commercial presence in 120 countries with a group turnover of
amounting over EURO 1.7 BILLION (8500 crores). Roca is world renouned for its
turnover technology and elegance: innovation and durability; sturdiness and
capability. Rocas original product lines have satisfied even the most discerning
customer.
ABOUT PRPL:
PRPLs vision is to be the most preferred provider of bathroom solutions of good
international standards by offering innovative products, trusted service and good
experience.
The 4 Ps of PRPL:# The Promise of Quality
# The Promise of Innovation
# The Promise of Service
# The Promise of Experience
Parryware is the first organization in its field in India which had ISO 9001
certification in 1998. The product meets the national and international standards. The
company achieved ISO 14001 and OHSAS 18001 in 2004.
- 14 -
PARRYWARE ROCA PRIVATE LIMITED (PRPL) is a Roca Sanitario company,

having monthly turn over of Rs. 207 lacs, Headquartered at Chennai, India.
Parryware is the first and only sanitaryware manufacturer in India to be conferred
Super brand of India status. From being a sanitaryware brand, Parryware is
transforming it self into a total bathroom solutions provider.
In 2006 EID Parry (I) Ltd of Murugappa group and Roca came into 50:50 joint
ventures. In June, 2008 EID Parry ( I ) Ltd of Murugappa group sold its 47% stake
to the ROCA Sanitario for 112 million (717 crores ) ROCA, World's No.1 Sanitary
ware manufacturer, (by "Ceramic World Review" the most widely read magazine in
the global ceramics industry) head quartered at Barcelona, Spain, hardly needs any
introduction. With over 63 factories across the world, Roca brings to us international
expertise, state-of -art technology and unmatched quality standards. The Group has a
sales network of over 150 market s with production in 17 countries and more than
23,000 direct employees across the globe.
Roca Corporation Empresarial is the parent company of a group of firms dedicated to
the design, production and commercialization of bathrooms product s that are meant
for architecture, construction and interior designing. The group, with a wholly
Spanish capital, reached sales for 1,635 million euros in 2006.
Presently ROCA is the trend settler in the bathroom business. Continuously growing
from 1917, the Roca success mantra has been the perfect combination of design,
technology, innovation, quality and environmental stewardship. Roca, the global
leader in sanitary ware has initiated the commercialization of its high range of
product s for bathrooms in India. With this, ROCA presents its high range of
innovative designer bathroom product s for the modern Indian consumer. Roca
produces and sells a wide range of product s for every bathroom need: porcelain
sanitary ware bathtubs (cast iron, steel enamel and acrylic), whirlpool baths, shower
floors, hudrosaunas, hydrotherapy columns and cabins, faucets, bathroom furniture,
screens and bath room accessories. And also make sinks and faucet set for kitchens.
Fore more information please visit: www. rocaindia.com
- 15 -
PARRYWARE, the flagship brand of Parryware Roca is the No.1 bathroom solutions
provider in India, and the world No.9 sanitary ware manufacturer. It broke al l the
rules in the sanitary ware market by introducing contemporary designs, never before
features, and better aesthetics, thereby transforming bathrooms into Glamourooms
Wow! What a bathroom!
The intrinsic band value of Parryware continues to symbolize innovation, quality,
service and experience. What makes a people's brand is its quest in understanding
customer needs and constantly striving to produce innovative products
The company has 5 manufacturing locations spread of Ranipet (Tamil Nadu),
Alwar (Rajasthan), Dewas (Madhya Pradesh), Perundurai (TN) and Bhiwadi
(Rajasthan).
While the Head office is located at Chennai, it has branch offices at Delhi, Mumbai,
Kolkata, Secunderabad, Bangalore and Kochi.
Customer Centricity being the new mantra, Parryware with the first of its own 24 x 7
Customer Care Cent re provides a one stop solution to customers. All that customer s
needs to be calling Parryware at 39892989 a toll free number and enjoy the
parryware service. Its customer care centers are located at Chennai, Mumbai, Delhi,
Hyderabad, Kolkata, Kochi, Pune, Lucknow, Coimbatore, Ahmedabad, Guwahati,
Ludhiana, Patna, Bangalore, and Bhubaneswar. For more information please visit:
RECENT DEVELOPMENTS IN PRPL:

The latest collection from Parryware is its undeniable leadership in the category. A
sheer smorgasbord of designs, the collection ranges from stunning single piece suites
and basis, luxurious shower temples and panels, to chic, sophisticated glass basis.
These products distinguish themselves by simple raising the bar for the entire
category and glamour compared to their competition. This is a collection that
promises to create a whole new echelon for itself in what is rapidly developing and
- 16 -
expanding category. Technology has always been a driving impetus behind

parryware's innovations. Technology that is aimed squarely at the ever evolving
needs of the customer. "Stain free surfaces are special, easy to clean surfaces.
Nano-particle coatings prevent water from collecting on the surface, drastically
reducing the format ion of stains and hard water spots.
Anti microbial products contain a special germ fighting additive that protects s skin
from harmful bacteria and odor -causing organisms. This additive is not a coating,
but is impregnated into the material. As a result, chipping or scratches on the product
does not diminish its effectiveness. Touch free taps and flushes are the last word in
hygiene. These stylish products improve the bathroom experience and raise the level
of hygiene.
THE FOLLOWING ARE THE KEY DIFFRENTIATORS FOR

PARRYWARE:
1. Have got 5 manufacturing units including a plant for CP Fittings and 4 State-of
-art manufacturing facilities for sanitaryware.
2. Only Sanitary ware Company to have their franchisee owned Customer Care
center across 22 locations in India which operates through Dedicated Call Centre.
3. First to introduce concepts like Stains free and Anti Microbial protection
4. Only brand to have Single quality.
5. F irst bathroom brand to get the Super brand Status.
WINNING LAURELS OF PRPL:

List of a few awards as acknowledgement for quality and design
1974 - Special award for Industrial design
- 17 -
1992 - National award for quality

1993 - CEVISAMA (International industrial design and Technological competition)
Award
1994 - Prince felipe award
2002 - National award for design
GLAMOUROOM TAPS PVT LTD. (GTPL)

Glamouroom Taps Pvt Ltd (GTPL) is based out of Bhiwadi, Rajasthan. The plant has a
capability of manufacturing high quality brass faucets and sanitary fittings. This plant started
its operation and had commenced full commercial supplies by beginning of 2005.
The present factory of Glamouroom Taps Pvt Ltd was started as a dedicated Taps
manufacturing plant. It presently has a tie up with Parry ware as a supplier of Parry ware
brass faucets and related products under the Parry ware brand name.
PRPL, BHIWADI. At A Glance

Location
District and Village
ALWAR, CHOPANKI
- 18 -
State
RAJASTHAN
District Head quarter
ALWAR
Land own or lease
LEASE
If on lease, from whom
PARRYWARE ROCA
Area (acre)
30,000 SQ. MTR.
Month/ year of Inception
October 2004
Month/year of acquisition
NA
Installed capacity Products

MT/annum
NA
Pieces/annum
10, 80,000 PCS.
Number of employees
(AS ON 30/06/2009)
Staff/Officer
34
Front Liners
238
Contract Labor
55
Local Language spoken in that area
HINDI
Nearest
Railway Station and distance (KMS)
REWARI, 37 KMS
Airport and distance (KMS)
DELHI, 95 KMS
- 19 -
Postal Address
Parryware Roca Pvt ltd

Plot No 452-454, RIICO Industrial
Area, Chopanki, Tapukara, Distt Alwar (Raj)
Phone +91 1493 516622, 516624
Registered office address
Parryware Roca Pvt ltd

Dare House, 234, NSC Bose Road,
Chennai. (Tamil Nadu)
PRODUCTION PROCESS:
- 20 -
The Tap Manufacturing Process

1. DESIGN:
The design or new product development (NPD) of a range or an SKU starts with the market
requirement which gets converted into few tangible and intangible features. Designs are
developed based on the same, with proper benchmarking, then validated by QA and by
customers. Based on feedback and completion of modifications, the new design is then
productionized and supplied to the market.
- 21 -
1. DIE & CORE BOX (TOOL ROOM) MAKING:

The tool room uses lathes and grinding machines to make the die for the master die and the
core box
2. CORE MAKING:
Core is made either manually using river sand & molasses or by using core shooter
(automatic or manual). Hand made cores are baked in oven at 600 deg. C. Cores are baked at
270 2900 C deg. depending upon the size of the core.
3. CASTING:
Brass is poured into the crucible of furnace. At 980 deg C 1040 deg C temperature brass get
melted. Some cleaning agents are added to purify the brass. Magnesium and Aluminum is
also added to increase the fluidity.
4. MACHINING:
Lathe, Capstan lathe, Drill & Tapping machine are some of the machines that are used to
obtain the required sizes & threading. Casted material moves to machine shop for threading
& turning purpose. Drilling and tapping is done, followed by threading operation Machined
body of each tap is pressure tested at about 6Kg/cm2 using Water & air pressure. Rejected
items are sent back to casting shop and tested parts are sent to grinding & polishing shop.
5. GRINDING & POLISHING:
Grinding and polishing is done at two stages on different machines First, grinding is done
on a 60 grain belt for smoothening the surface. Then the product is again ground on a 200
grain are used for fine finish. For brightness & smoothness Plato & bright bar polish
materials are used. The polishing process also follows the same system as the grinding.
6. NICKEL & CHROME PLATING (ELECTROPLATING):
This is an electrolysis process that consists of several stages of cleaning, nickel plating and
chrome plating.
7. ASSEMBLY SHOP:
Parts are assembled & tested in this shop at 5 bar (Kg /cm2). The flow rate is then checked
which should be between 25 Liters / minute.
- 22 -
ORGANIZATIONAL HIERARCHY:
- 23 -
RANGE OF PRODUCTS:
PRPL manufactures following products:Parryware
-- Sanitary ware
-- Allied Product s
-- Crestia Imported Sanitaryware
-- Parryware Taps
Roca
-- Sanitaryware
-- Taps
-- Tiles
Taps Division
The product range of parryware taps can be divided into 3 groups they are:1. SINGLE LEVER
1.1 Zen
1.2 Cardiff
1.3 Vivo
1.4 Cascade
1.5 Euclid
1.6 Spark
1.7 Topaz
1.8 Beryl
- 24 -
2. QUARTER TURN
2.1 Sapphire
2.2 Agate
2.3 Trio
2.4 New ruby
3. HALF TURN
3.1 Pearl
3.2 Jade
3.3 Coral
4. E Taps/push taps/coventina
5. Coventina
6. Showers
MAIN EQUIPNMENTS IN PLANT:

The main equipments in the plant are:1. TOOL ROOM
CNC machines are the main equipment in the tool room department. The main function of
these machines is to make dies as according to the design of taps automatically. In these
machines the iron piece is put into them and then a blade cutter starts to give it that exactly
same shape designed earlier.
2. CASTING
- 25 -
There are two main machines in the casting department. The first one is FURNISHING
MACHINE, which melts the brass to make the taps. The second important machine is
AUTODIE CASTING MACHINE, in which the melt brass is put into it and the die which is
already fitted gives a shape to the melt brass.
3. MACHINE SHOP
In the machine shop department there are three important machines firstly CNC
MACHINES, second DIDO MACHINES, and third CAPSTEN LATH MACHINES. These
machines are used in performing job work, i.e. making bores, doing threading, holes etc. in
the taps. In these,3 CNC & DIDO MACHINES are automatic machines and CAPSTEN
LATHE MACHINES are manually operated.
HUMAN RESOURCE DEPARTMENT (HRD) IN PRPL:

The Human Resource Department (HRD) forms an integral part of PRPL. This department is
not only responsible for managing the workforce, but also takes charge of maintaining cordial
relations among all its members. The crucial task of the Human Resource Department is to
acquire, maintain, develop, supervise and measure the human assets and the results of their
work (quality, productivity and service). This measurement includes a combination of
strategic and operational measures that reflect the:
1. Efficiency and effectiveness of internal processes,
2. Customer satisfaction,
3. Cost effectiveness
4. Innovation
5. Satisfaction of the employees
The three broad categories of measurement are:
1. Acquisition of human assets
2. Maintaining human assets
3. Supporting human assets
- 26 -
HUMAN RESOURCE VISION:

1. To provide growth and opportunity for all employees, in line with the company's growth
depending upon their ability and merit.
2. To encourage fair dealings both within and outside the company, and maintain highest
standards of honesty and integrity in business and personal dealings.
3. To encourage professional and disciplined working at all levels in the company and to set a
personal example for subordinates.
4. To encourage "teamwork" and "team building, so that the fruits of growth can be shared by
all.
5. To provide training to all the employees so that they become an integral part of the efforts
to achieve excellence in the present working culture.
6. The aim is to be an integral part of the global PRPL family.
INTRODUCTION TO INDUSTRIAL RELATIONS

& DISPUTES
The objective of the project carried out in PRPL on industrial relations & disputes
handling was to initially understand the overall relations between workers & the
management and to find out if there is any differential treatment made to causes of industrial
disputes. A satisfactory survey conducted for the workers & the staff members as to find out
their level of satisfaction and understand the realities and get first hand information to
accomplish our objective.
- 27 -
INUSTRIAL RELATIONS IN A NUTSHELL:

Industrial relations has become one of the most delicate and complex problems of modern
industrial society. Industrial progress is impossible without cooperation of labors and
harmonious relationships. Therefore, it is in the interest of all to create and maintain good
relations between employees (labor) and employers (management).
CONCEPT OF INDUSTRIAL RELATIONS IN PRPL:

The term Industrial Relations comprises of two terms: Industry and Relations. Industry
refers to any productive activity in which an individual (or a group of individuals) is (are)
engaged. By relations we mean the relationships that exist within the industry between
the employer and his workmen.
The term industrial relations explain the relationship between employees and management
which
stem
directly
or
indirectly
from
union-employer
relationship.
Industrial relations are the relationships between employees and employers within the
organizational settings. The field of industrial relations in PRPL looks at the relationship
between management and workers, particularly groups of workers represented by union in
the company. Industrial relations are basically the interactions between employers, employees
and the government, and the institutions and associations through which such interactions are
mediated.
The industrial relations in PRPL have a broad as well as a narrow outlook. Originally,
industrial relations were broadly defined to include the relationships and interactions between
workers and management. From this perspective, industrial relations cover all aspects of the
employment relationship, including human resource management, employee relations, and
union-management (or labor) relations. Now its meaning has become more specific and
restricted. Accordingly, industrial relations pertains to the study and practice of collective
bargaining, trade unionism, and labor-management relations, while human resource
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management is a separate, largely distinct field that deals with non union employment
relationships and the personnel practices and policies of employers. Thus we can say that
human relations and industrial relations are two separate functions in PRPL.
The relationships which arise at and out of the workplace generally include the relationships
between individual workers, the relationships between workers and management, the
relationships employers and workers have within this organization are formed to promote
their respective interests, at all levels. Industrial relations also includes the processes through
which these relationships are expressed (such as, workers participation in decision-making,
and grievance and dispute settlement), and the management of conflict between employers,
workers and trade unions, when it arises.
PARTIES IN I.R.:
An industrial relations system consists of the whole gamut of relationships between
employees and employers which are managed by the means of conflict and cooperation. A
sound industrial relations system is one in which relationships between management and
employees (and their representatives) on the one hand, and between them and the State on the
other, are more harmonious and cooperative than conflictual and creates an environment
conducive to economic efficiency and the motivation, productivity and development of the
employee and generates employee loyalty and mutual trust.
Three main parties are directly involved in industrial relations:
1. Employers: Here employer refers to the PRPL, which provides employment to the
different people on the basis of their qualification, skills, knowledge etc. Employers possess
certain rights vis--vis labors. They have the right to hire and fire them. Management can also
affect workers interests by exercising their right to relocate, close or merge the factory or to
introduce technological changes.
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2. Employees: Workers seek to improve the terms and conditions of their employment. The
workers in PRPL exchange their views with management and voice their grievances. They
also want to share decision making powers of management. This sharing in decision making
is strictly related only to safety measures and canteen facilities in the company. Workers have
formed unions against the management and fully support each other on every issue. .
3. Government: The central and Rajasthan state government influences and regulates
industrial relations through laws, rules, agreements, awards of court etc. It also includes third
parties and labor and tribunal courts.
IMPORTANCE OF I.R.:
Industrial relations are an important part of each and every organization and in the same way
it plays a vital role in smooth functioning of production and other management processes in
PRPL. It is the collection of rules and regulations, set of standards regarding the working
conditions in the PRPL. This term consists a wide variety of practices according to internal
and external environment of the company. The healthy industrial relations are the key to the
progress and success. Industrial relations in PRPL have following significance:
1. Uninterrupted production The most important benefit of industrial relations is that
this ensures continuity of production. This means, continuous employment for all from
manager to workers. The resources are fully utilized, resulting in the maximum possible
production.
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2. Reduction in Industrial Disputes Good industrial relations reduce the industrial

disputes. Disputes are reflections of the failure of basic human urges or motivations to
secure adequate satisfaction or expression which are fully cured by good industrial
relations. Strikes, lockouts, go-slow tactics, gherao and grievances are some of the
reflections of industrial unrest which do not spring up in an atmosphere of industrial
peace. Since from the establishment of the company in bhiwadi there were no strikes,
lockouts, gheraos, but workers has slows down the production process generally. It also
helps in promoting co-operation and increasing production in the company.
3. High morale Good industrial relations improve the morale of the employees.
Employees work with great zeal with the feeling in mind that the main objective of the
company and the workers is the same, i.e. to increase production of taps. Every worker
feels that he is a co-owner of the gains of the company. The company in his turn realizes
that the gains of company are not for him along but they should be shared equally and
generously with his workers. In other words, complete unity of thought and action is the
main achievement of industrial peace. It increases the place of workers in the society
and their ego is satisfied. It naturally affects production because mighty co-operative
efforts alone can produce great results.
4. Mental Revolution The main object of industrial relation is a complete mental
revolution of workers and employees. The industrial peace lies ultimately in a
transformed outlook on the part of both. It is the business of leadership in the ranks of
workers, employees and Government to work out a new relationship in consonance with
a spirit of true democracy. Both think themselves as partners of the company and the
role of workers in such a partnership is always recognized. On the other hand, workers
recognize employers authority. It will naturally have impact on production because they
recognize the interest of each other.
5. Reduced Wastage Good industrial relations are maintained on the basis of
cooperation and recognition of each other. It will help in increase the production.
Wastages of man, material and machines are reduced to the minimum by making good
overall relations between workers and management in PRPL. Thus national interest is
protected.
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INTRODUCTION TO INDUSTRIAL DISPUTES

Conflict, as one of the feature of industrial relations, is a general concept. When it acquires a
concrete and specific manifestation, it becomes an industrial dispute, that is, industrial
conflict is general, and where as industrial dispute is specific. Industrial dispute is said to be
disagreement or controversy between management and labor with respect to wages, working
conditions, other employment matters or union recognition. Such a dispute may include
controversies between rival unions regarding jurisdiction also. There can be as many
industrial may cover many issues of conflict. When issues of conflict are submitted to the
management for negotiation, they take the form of industrial disputes. Therefore, the specific
causes of industrial conflict may be treated as causes of industrial disputes also.
The disputes between employer and employer both and vitiate the industrial atmosphere and
peace. Whether these tactics are successful or unsuccessful, unpleasantness is created
between both the parties. The worst result ins the loss of production and decline in natural
income. Industrial dispute is defined by Section 2 (x) of the Industrial Disputes Act 1947 as
follows:Industrial disputes is Any dispute or difference between the employers and employees, or
between employs workmen, or between workmen and workmen, which is connected with the
employment or unemployment or the terms of employment or with the conditions of labor of
any person. .
* There must be following ingredients of an industrial dispute:
1. there must be a relationship of employer and employee.
2. The worker must be on the roll list of the industry.
3. The demands of the workers must have been rejected by the employer.
4. The dispute may be between two employers or between two employees.
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5. The dispute may be connected with employment or terms of employment or with labor
conditions of any person.
6. The industrial unit must be a going concern. It must not be dead.
SPECIFIC CAUSES OF INDUSTRIAL DISPUTES:

In the background of the general foregoing comments, it would facilitate understanding if the
causes of industrial disputes or industrial conflict were definitely categorized and specified. A
grief illustrative check list of the specific causes of industrial disputes is given below:
ECONOMIC
1. Division of the fruits of the industry
A. Wage structure and demands for higher wages
B. Methods of job-evaluation
C. Deduction from wages
D. Incentives
E. Fringe benefits
2. Methods of production and physical working conditions
A. Working conditions
B. Technology and machinery
C. Layouts
3. Terms of employment
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Hours of work, shift working, promotion, demotion, layoff, retrenchment, job-security,

retirement, etc.
INSTITUTIONAL
A. Recognition of unions
B. Membership of union
C. Subject of collective bargaining
D. Bargaining unit
E. Union security
PSYCHOLOGICAL
A. Clash of personalities
B. Behavioral maladjustments
C. Authoritarian administration
DENIAL OF LEGAL AND CONTACTUAL ROGHTS

A. Non-implementation of labor laws and regulations, standing orders, and so on.
B. Violation of collective bargaining agreements, customer rights and privileges and so
on.
The points of contact between the employer and employees are so numerous that no
exhaustive list can be prepares. Besides, the check list contains the main causes of industrial
disputes but does not indicate their relative importance as causative factors. If industrial
disputes were to be classified on the basis of causes and their relative importance, it would be
found that their relative importance would vary from country to country and in the same
- 34 -
country from time to time. In one country, at one time, wages may constitute the single main
source of industrial disputes, whereas at a different time or in a different country, the relative
importance of wages may decline and some other issue may become more important. In
which country and at what time, which issue will become predominant will depend upon the
importance of the workers attach to their problems, within the prevailing economic and
political climate. In the earlier stages of industrial development, wages were the most
important cause of industrial conflict. In times of unionization, issues relating to recognition
of unions and union security may figure more often in the industrial disputes.
METHODS FOR SETTLING INDUSTRIAL DISPUTES :

The various methods available for settlement of industrial disputes can be broadly classified
into two categories:
1. SETTLEMENT OF DISPUTES WITH STATE INTERVENTION:
The state has stipulated certain methods to resolve industrial disputes. They are:
A. COMPULSORY COLLECTIVE BRGAINING:
It has been enforced by an amendment of the INDUSTRIAL DISPUTES Act of 1947 Made
in 1982. This amendment has made collective bargaining compulsory. I.e. no party; either the
employers or the employees can say no to collectively bargain if the other party is willing to
do so.
B. ESTABLISHMENT OF BI-PARTITE BODIES:
Works Committees are constituted in organizations having more than 100 employees. They
have equal representation of the employers and employees. The employee representation can
be even more than the employer representation in the works committee. The main objective
of the work committee is to promote measures for preserving good relations among
employers and employees.
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C. COMPULSORY CONCILIATION AND MEDIATION:

The main features of this method are:
1. It is a tripartite in nature
2. State sets up the conciliation machinery. Generally the Labor Commissioner is appointed
as the conciliating officer.
3. The conciliating officer would act as a mediator between the two aggrieved parties and
would try to reach an amicable solution between them.
4. On failure of conciliation, the conciliator sends to the industrial relations desk of the
ministry of labor informing it about the failure of conciliation. The state would then refer the
matter to a suitable adjudicator. .
D. COMPULSORY INVESTIGAION:
Under sec 6 (Industrial Disputes Act 1947), both central and state government may constitute
a court of inquiry for enquiring into any matter appearing to be connected with or relevant
to an industrial dispute. The court of inquiry has same powers as are vested in a civil court
under the code of civil procedure.
E. COMPULSORY ARBITRATION OR ADJUDICATION:
When all other matters of resolving conflicts are exhausted the state may refer the matter for
adjudication. The method of adjudication involves two principals based on nature and reward
for the issue under consideration:
1. Compulsory reference but voluntary acceptance of award.
2. Compulsory reference and compulsory acceptance of award.
I.e. the conflicting parties have the option of accepting or rejecting the award given by the
Adjudicator.
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2. SETTLEMENT OF DISPUTES WITHOUT STATE INTERVENTION:

A. COLLECTIVE BARGAINING (WITH / WITHOUT CONCILIATION)
B. VOLUNTARY ARBITRATION
3. RESEARCH METHODOLOGY
A research design is the framework of plan for a study which is used as a guide in collecting
and analyzing the data collected. It is the blue print that is followed in completing the study.
The basic objective of research cannot be attained without a proper research design. It
specifies the methods and procedures of acquiring the information needed to conduct the
research effectively. It is the overall operational pattern of the project that stipulates what
information needs to be collected, from which sources and by what methods.
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3.1 TITLE OF THE STUDY:

The title of the research study is a case study on INDUSTRIAL RELATIONS AND
DISPUTES HANDLING IN PRPL. This topic is selected to know about the industrial
relations in deep and to know the different management activities in an organization where
labor has established their own union.
3.2 DURATION OF THE PROJECT:

The research is undertaken with the objective to evaluate the industrial relations &
disputes between workers and management in PRPL. Also to find out the main
aspects of existing relations between workers and management and how to improve
them. The research is for workers and management and to analyses their relations
with each other in all respect.
I begin my research project on 18 th may 2009 and completed on 25 th June 2009.
During the research period I had to report at 9 am and leave the plant at 6 pm. This is
the general shift in which managers, executives, and officers of different
departments works in the plant. During this period I also completed a project i.e. of
EMPLOYEE HANDBOOK which is a detailed book which contains all the
information about the company. The objective of preparing this handbook is to
reduce the time taken by a new employee in knowing the company as when he joins
PRPL.
3.3 OBJECTIVES OF THE STUDY:

My project was the INDUSTRIAL RELATIONS & DISPUTES HANDLING IN
PRPL.
In this project the covered areas are:1. Main aspects of Industrial relations
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2. Industrial disputes and its causes

3. Communication between workers and management
4. Relations between workers and management.
5. Workers participation in management
6. Union in the organization
The industrial relations
in an organization lie in the employer-employee
relationships. The research is undertaken with the objective to evaluate the

relationship between workers and management and to analyze this relationship. To
find out the areas where generally issues arises. How to maintain a good relationship
between them. These objectives can be summarized in different points as follows:
1. To investigate the structure and main features of industrial relations in PRPL.
2. To safeguard the interest of labor and management by securing the highest level of
mutual understanding and good-will among all those sections in the industry which
participate in the process of production.
3. To avoid industrial conflict or strife and develop harmonious relations, which are
an essential factor in the productivity of workers and the industrial progress of a
country.
4. To raise productivity to a higher level in an era of full employment by lessening
the tendency to high turnover and frequency absenteeism.
5. To establish and nurse the growth of an Industrial Democracy based on labor
partnership in the sharing of profits and of managerial decisions, so that ban
individuals personality may grow its full stature for the benefit of the industry and of
the country as well.
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6. To eliminate, as far as is possible and practicable, strikes, lockouts and gheraos by

providing reasonable wages, improved living and working conditions, said fringe
benefits.
7. Improvements in the economic conditions of workers.
8. Vesting of a proprietary interest of the workers in the company in which they are
employed.
3.4 TYPE OF RESEARCH:

The methodology adopted for present study was focus discussion, interviews, questionnaire
and close observation through in-house study. Since the report is based on action research it
was necessary to build rapport to collect maximum information from the workers and
management. The main focus was to do with the assessing satisfaction level of workers and
explore the possibilities of more sound overall relations between workers and management.
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There are several types of researches, but very few are popular. Those among the popular are:
Descriptive Research
Experimental Research
Exploratory Research
DESCRIPTIVE RESEARCH studies are those studies which are concerned with describing
the characteristics of a particular individual, or of a group. Studies concerned with specific
predictions, with narration of facts and characteristics concerning individual, group or
situation are all examples of descriptive research.
EXPERIMENTAL RESEARCH is that research where the researcher tests the hypotheses of
causal relationships between variables. Such studies require procedures that will not only
reduce bias and increase reliability, but will permit drawing inferences about causality.
EXPLORATORY RESEARCH studies also termed as formulative research studies. The main
purpose of such studies is that of formulating a problem for more precise investigation or of
developing the working hypothesis from an operational point of view. The major emphasis in
such studies is on the discovery of ideas and insights.
My research is to be conducted mainly on exploratory study only. In exploratory research, the
focus is on the discovery of ideas. An exploratory study is generally based on the secondary
data that are readily available. Exploratory research has the goal of formulating problems
more precisely, clarifying concepts, gathering explanations, gaining insights and eliminating
impractical ideas. It doesnt have a formal and rigid design as the researcher may has to
change his focus or direction, depending on the availability of new ideas and relationships
among variables.
SAMPLING TECHNIQUES:
RANDOM SAMPLING METHOD: A sampling process where each element in the target
population has an equal chance or probability of inclusion in the sample is known as sample
random techniques.
- 41 -
ANALYSIS: On the basis of this report I analyze that sample size plays a crucial role.
Sometimes even small sample give correct information because we know that determination
of sample size depends on the research question and the variability within the sample.
I also analyze that we have to take many decisions before framing the actual questionnaire.
Those decisions relate to the information required, the target respondents and the choice of
interviewing techniques because questionnaire is a set of questions to be asked from
respondents in an interview with appropriate instruction indicating which questions are to be
asked and in what order.
STUDY AREA
The sample referred to are the workers and the management personals of PRPL. Workers
include only, on roll workers and not the contract labor. Management includes SR.
MANAGER- HR, MANAGER OF ADMINISTRATION- HR and EXECUTIVE- HR.
3.5 SAMPLE SIZE AND METHOD OF SELECTING SAMPLES

MARKTING RESEARCH is defined as the objective and formal process of collecting
information, analyzing the results and communicating the findings and their implications in
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terms o marketing actions. Research can be defined as a systematic and objective process of
gathering. Recording and analyzing the data that provides information to guide decisions.
All the stages of a research study must be carried out in a logical and analytical manner. The
various stages followed in the research are:
A. RESEACH DESIGN
B. DATA COLLECTION METHODS
C. SAMPLING
A. RESEARCH DESIGN
The first phase in planning the research project is formulating a research design. A research
design is the actual framework of a research that provides specific details regarding the
process to be followed in conducting the research. The research design includes all he details
regarding the research such as where the information should be obtained from, the time, and
budget allotted for conducting the research, the appropriate measurement techniques and the
sampling process.
B. DATA COLLECTION METHODS

All data sources available to the researcher can b classified as either:
PRIMARY SOURCE: Primary data is collected directly from respondent using data
collection methods like survey interview with workers and management, questionnaires,
measurement, discussions with managers and direct observations. Use of internet for
primary data collection is still in its infancy.
SECONDARY SOURCE: Secondary data is the data that already exists which has been
collected by some other person or organization for their use, and is generally made available
- 43 -
to other researcher free or at a confessional rate. Like by companies existing datas, by

brochures, by websites, by books etc.
C. SAMPLING
SAMPLE: A total is a part of the total population. It can be an individual element or a group
of elements selected from the population. Although it is a subset, it is representative of the
population and suitable for research in terms of cost, convenience and time. The sample
group can be selected based on a probability or a non-probability. A size of sample is sample
is represented by n. And for this management thesis I have taken sample size n as 40.
This sample size includes workers from all the three shifts.
Sampling is the act, process, or technique of selecting a representative part of a population
for the purpose of determining the characteristics of the whole population. In other words, the
process of selecting a sample from a population using special technique is called sampling.
3.6 SCOPE OF THE STUDY:
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The scope of the study is extended to the assessment of relations between the
workers and management in PRPL. The study will help in resolving the unnecessary
issues raised by the workers which reduce the production efficiency generally by
slowing down the production. It will also help to find out the area where the
management can make new policies and implement those policies to improve the
relations between workers and management. This project is mainly for fair practicing
of management and workers with each other in the company. This is specifically for
the company and can not be generalized because of customized details. This report
will help in Administration, including overall organization, supervision and co-ordination of
industrial relations policies and programmes. Employee counseling on all types of personnel
problems-educational, vocational, health or behavior problems can also be benefited from
this report.
Due to lack of sufficient knowledge, I had to make a number of assumptions for the
sake of a useful and reasonably accurate project in the field of overall relations
between workers and management. While I believe that all such assumption were
justice and have put in all techniques from wherever they were available some
assumptions and limitations remain to keep every thing honest. I would like to list
them here:
ASSUMPTIONS:
1. The data collected is 100% correct as no personal prejudices are assumed to be
involved relating to the personal interviews and discussions.
2. The provided data by company is authentic and completely reliable.
3. Observations and Interviews were taken to crosscheck the authenticity of the
secondary data.
3.7 LIMITATIONS OF THE STUDY:
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Any study analyzing human factor in the work setting cannot claim perfection in
view of the nature of the subject itself and present one in no exception to it. During
the study, a number of limitations and constraints were faced and it is necessary to
point them out at the very outset.
It is an industrial study. Its scope is limited and excludes deeper enquiry into other
aspects of industrial relations, such as wage structure, employment, job security and
other personal issues such as promotion, training, absenteeism, labor turnover etc.
The non-availability of adequate and reliable statistical information for some years and for
some vital issues has made it difficult to study all the important issues in industrial relations
in proper perspective. For example, detailed statistics for real wages and earnings for all the
labor and staff are not available; this is due to security issues of the company. I would like to
list the limitations of the study here:
1. Considering the fact that nothing is perfect in the world. Every individual bound to make
mistake at some points. Its genuine.
2. Non availability of degree of unionization, this is because of lack of knowledge about
union during the project.
3. The Company cannot disclose the data due to security issues.
4. Limitations of primary data cannot be ruled out, such as unwillingness to disclose certain
information.
5. Limited knowledge of the researcher in the field of research may lead to interpretational
errors.
6. The result has not been tested.
7. A busy schedule of managers and workers also makes the collection of information o
information a very difficult one.
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8. The research was based on primary collection of data through voice interview so there may
be chances of human error and biasness.
4. DATA ANALYSIS AND INTERPRETATION
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The data was collected through questionnaire and following is questionnaire analysis and
interpretation:
Q.1 how would you rate the relationship between employees and management in this
establishment? (Check only one)
FREQUENCY
PERCENTAGE
1 Excellent/Outstanding
15%
2 Very Satisfactory
27
67.5%
3 Satisfactory
17.5%
4 Unsatisfactory
No Response
ANALYSIS:
In the concern of relationship between employees and management in this establishment 15%
of the workers said that relations are excellent, 67.5% of them said they are very satisfactory.
Only 17.5% are in favor of satisfactory relations. A good thing is that none of them are in
opinion that relations are unsatisfactory.
Q.2 what factors were taken into account in making the above rating?
(Check as many as applicable)
1
2
3
4
Number of grievances
Labor turnover
Number of industrial dispute/strikes
Open communication between workers and
management
5 Grade of job done by worker
6 Transparency of management
7 Others, specify ____________
ANALYSIS:
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FREQUENCY
16
No Response
No Response
No Response
PERCENTAGE
40%
0
0
0
20
4
No Response
50%
10%
0
In the concern of basis of the ratings of relationship between workers and management the
response is as follows:
Half of the total i.e. 50% accepts that grade of job done by worker is the basis of relationship
between them; whereas 40% are in view that the basis is number of grievances. Only 10%
thinks that transparency of management is the main factor of rating the relationship between
workers and management.
Q.3 which, if any, of the following methods does management regularly does to
communicate to its employees?
Number of persons, out of 40 samples
1 Regular meetings between senior managers 26
and employees
2 Task forces or working parties
No Response
3 Regular meetings between employees and 30
supervisors or line mgmt
4 Daily walk around the workplace by senior 37
management officials
5 Formal joint consultative union meetings
6 Quality department/productivity
6
18
improvement groups
7 Suggestions schemes for employees
27
8 Employee representatives sitting on board of No Response
directors meetings Regular social functions
ANALYSIS:
In the concern of communication level between workers and management, the response I get
is that 26 workers out of 40 samples accept that there are regular meetings between senior
managers and workers. 30 workers accept that regular meetings between workers and
supervisors results in good communication level. Almost all workers are in view that daily
walk around of the workplace is an effective measure to improve the communication level
between them. Hence this shows that there is a good communication level between
workers and management.
Q.4 Does management consult with employee representatives or union officers on the
following:
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(Encircle appropriate code (1-3) for each area of concern)

ALWAYS
Staffing levels
1
Wage increases
(1)
Occupational health (1)
SOMETIMES
(2)
2
2
NEVER
3
3
3
& safety
Introduction of new (1)
technology
Dismissals
& (1)
disciplinary action
Changes in work (1)
action
Major
change
in (1)
product/services
ANALYSIS:
From the above question it is pretty clear that management consults workers representatives
on almost all the issues at regular time period to make a best decision.
Q.5 which of the following privileges are provided by management to union
officers/members?
1 Access to an office or meeting room
2 Access to secretarial assistance
3 Access to printing or photocopying
Number of person, out of 40 sample

No Response
No Response
26
facilities
4 Access to phone, fax or similar facilities
5 Use of bulletin boards
6 Time off from work for union
32
38
No Response
business/activities
7 None of the above
No Response
ANALYSIS:
In the concern of privileges that are provided by the management of PRPL to union
officers/members, the response received is that the union officers /members cannot enter or
participate in the meeting without prior permission of desired officials. Union members are
permitted to use printing and photocopying facilities. But this facility is provided only to the
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union leaders and officers. Each and every worker cannot use this facility without prior
permission of the related officer or executive. Workers are allowed to use phone facility but
not the fax facility. Fax facility is only be provided when it is very urgent and important
work, if management thinks so. There is a separate notice board for union members or the
workers, on which latest notices and information is pasted. This is done to keep the workers
update and aware of the management activities and policies.
Q.6 how often does the union discuss employee relation matters with management?
FREQUENCY
PERCENTAGE
1 Once a week
No Response
2 Once a month
No Response
3 Once in 3 months
12.5%
4 Only when an issue arises
35
87.5%
5 Never
No Response
ANALYSIS:
In the concern of how often does union discusses employee relation matters with
management, the response is that majority of workers i.e.87.5% is in view that they talk only
when an issue arises and only 12.5% is in view that they talk to management once in 3
months. When ask from management it was found that workers discuss only when an issue
arises. There is no provision of discussion once in three months.
Q.7 what issues were frequently raised by the union with management?
Number of workers out of
40 samples
1 Wage increase
According to settlement
2 Payment of allowances
According to settlement
3 Overtime (Hours/Pay)
29
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4 Leave benefits Dispute settlement procedures
20
5 Working condition/environment
14
6 Hours of work
No Response
7 Occupational safety and health measures
No Response
8 Change in working time arrangements
31
9 Change in work practices
11
10 Management practices
26
11 Introduction of new technology
13
12 Participation in training programs
No Response
13 Introduction of career paths of employees
No Response
14 Change in dispute settling procedures
No Response
15 Dismissal/disciplinary measures
15
16 Individual grievances
17 Others, specify
Revise study of incentive scheme
35
Canteen facility
30
Transportation facility
23
ANALYSIS:
In the concern of the issues that are frequently raised by the union the response from the
workers and the staff is very good. Wage increases and payment of allowances are most
common issues raised by the workers, but in the PRPL, the wages and allowances are paid
according to the settlement. Overtime, changes in working time arrangements leave benefits
dispute settlement procedures, Management practices, Revise study of incentive scheme,
Canteen facility, Transportation facility are also commonly raised issues by the workers.
These are most common because maximum workers most required benefits and facilities for
them. Besides these, working condition/environment, Change in work practices, Introduction
of new technology, Dismissal/disciplinary measures are the issues which are raised by
workers rarely.
PAYMENT OF WAGES:*
1. Workman is required to open a Savings Bank Account in the nearest bank or at any other
place of posting from time to time and all payments that are due to him
including
the
statutory payments, namely, Wages/Allowances, Bonus, etc. shall be deposited into his
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account. No payment whatsoever will be made directly to him at the factory. In the case of
all statutory payments, he will be required to sign in the statutory register(s) maintained for
the purpose at the factory as advised to him by the management. For any administrative
reason, if the amounts that are due and payable to him is not deposited into his account, he
shall intimate the same to the Company within a weeks time to take immediate necessary
action in the matter.
2. Wages will be paid monthly within 7 days of the completion of the wage period.
3. Where the services of a workman are terminated unless the wages are paid to him on the
day of his termination, he shall present him in the factory to receive his wages on the usual
pay day
* STANDING ORDERS
PG NO. 14, POINT NO. 23.
Q.8 which of the following were the subjects of negotiations?
1
2
3
4
5
6
7
8
Wage increases
Payment of allowances
Overtime (Hours/Pay)*
Leave benefits
Working condition/environment
Hours of work
Occupational health and safety measures
Change in working time arrangements
Number of workers out of 40 sample

38
36
As per govt. rules
As per govt. rules
26
No Response
No Response
20
- 53 -

12 Workers education program and
24
37
18
No Response
development
13 Dispute settlement procedures
24
14 Introduction of new career paths
No Response
15 Regularization of casual/contractual No Response
employees
16 Dismissal/Disciplinary measures
17 Organizational structuring
18 Others, specify___
36
No Response
Ventilation
22
Dusting
09
* STANDING ORDERS
PG NO. 15, POINT NO. 25
Q.9 Please indicate the type of industrial action that occurred in this establishment?
(Check as applicable)
1
2
3
4
5
6
Strike
Sympathetic strike
Boycott
Sit down strike
Slowdown
Overtime ban
Number of workers out of 40 samples

No Response
No Response
24
No Response
40
40
ANALYSIS:
In the concern of industrial actions that were occurred in this establishment, the response is
fantastic and a unexpected result is obtained that since the establishment of the plant in
bhiwadi i.e. from 24 oct. 2004, there were no strikes, no mass leave, no lockouts etc. are done
by the workers. But slowdown and overtime ban is a generally occurring industrial action in
the PRPL. Boycott was also once occurred for half an hour in oct. 2008.
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Q.10 during the industrial action, was there any effect on output or service of this
establishment?
YES ****
NO
Q.11 If yes, what efforts were made to offset or recover these effects?
Number of workers out of 40
1 Redirect production or service to sister
samples
24
company/subsidiary
2 Use of overtime
3 Temporary increase in staff
4 Use of management labor
5 Use of contract services
6 Non-striking employees continue working
7 Others, specify
No Response
20
No Response
20
No Response
No Response
ANALYSIS:
In the concern of efforts made to recover these above effects, the response is as follows:
The company tends to outsourcing of the products to complete the production process. The
products are sending to other companies for grinding and polishing, machining etc. the
management occasionally increases the staff by using the housekeeping and contract labor in
production process. Till date there is not even a single non-striking worker continued
working, there is only slowdown of the production process.
Q.12 what method is used in fixing or revising wage and salaries of majority of the
employees? (Check only one)
1 Collective Bargaining Agreement

2 Individual Agreement between employer and
Number of workers out of 40 sample

No Response
No Response
employee
3 Employers decision
4 Agreement between employer and union
No Response
As per settlement with union
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5 Wage restructuring due to minimum wage
No Response
issuances of Regional Tripartite

6 Others, specify
No Response
Q.13 what is the basis of payment for majority of the employees?

In this concern the response received from the workers that payment is done on monthly
basis.
Q.14 Does this establishment grant its employees any of the following?
Leave Benefit
Vacation leave
Sick leave
Privilege leave
Maternity leave
Others, specify
As per govt. act

YES
Not Available
YES
Not Available
Not Available
Employers decision
Not Available
Not Available
Not Available
Not Available
Not Available
Allowances, Bonuses
Cost of living allowances
Productivity bonuses
Transportation allowances
Representation allowances
Incentive pay
YES
Not Available
Not Available
Not Available
Not Available
Not Available
YES
YES
Not Available
YES
Social Security Schemes

Separation/Termination pay
Retirement pay
Pension plan
Life insurance (for staff only)
Accident and sickness insurance
Not Available
Not Available
Not Available
Not Available
Not Available
YES
Not Available
YES
YES
YES
plan
Medicines (for staff only)
Not Available
YES
ANALYSIS:
In the concern of granting leaves, bonuses and social security schemes the response received
was that vacation and privilege leaves are only granted and as per according to the
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governments act where as no sick leaves, maternity leaves are granted neither by government
act nor on employers decision. As there is no female worker, no maternity leaves is granted.
In allowances, productivity bonuses, transportation allowances, and incentive pay are granted
according to employers decision. Whereas only cost of living allowances (for staff only)is
granted as per the government act.
In social security schemes separation/termination pay, life insurance plan (for staff
only), pension plan, accident and sickness insurance plan and medicines (for staff
only) are granted as according to the employers decision. But no retirement pay is
granted neither as per government act nor by employer decision.
Q.15 what management does to improve the relations between superiors & subordinates
in the organization?
In the concern of what management does to improve the relations between superiors and
subordinates in the organization, the response is that the management adopts following
actions to improve the relations and trust of workers on management, which are as follows:
1. TRAINING AND DEVELPOMENT PROGRAMMES:
The management of PRPL takes every possible action to improve the relations between
workers and management because company depends on workers to achieve the goals and
survive in the competitive market. Management tries to make good relations with workers for
this they organizes various training and development programmes for workers at regular time
period whenever required.
2. GET TOGETHER:
Management also arranges get together for workers so that they can enjoy and recharge
themselves to achieve new targets by removing and lowering down the tensions regarding to
the work.
3. FAMILY VISIT:
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Family visit is must to maintain the trust of workers on company. PRPL officers, supervisors,
and managers generally visits the family of the worker. This creates a trust in worker on
management and respect for the management.
4. GIFTS:
Gifts are also given to the workers for achieving a desired work performance, regular present
on working days, etc. this encourages the workers to work hard and motivate them to achieve
the desired target taking less time then the standard so that they may be rewarded for doing
so.
All of the above activities create a good working environment in the company. By which
workers are encouraged and motivated to work hard. This ultimately results into achievement
of goals and objective of firms and individuals. Hence the relation between workers and
management in PRPL are very satisfactory and above analysis of questionnaire proves this.
INTERPRETATION:
These results or survey that about 70%-80% employees are satisfied with the management
activities and this results in a better working environment and building of good relations
between workers and management but rest of the sample had negative attitude towards the
management. This is so they are dissatisfied with the management of PRPL. This early
finding is quite similar to the performance of evidence that has since been reported.
The view that is clearly taken is that the majority of gains and management policies and
practices fully employed tend to have good relations in the company. But still there is lot to
do and improve the communication level and overall relations. this survey indicated that
though the workers and management have good understanding and trust on each other but
there is still a long way to go.
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5. FACTS AND FINDINGS

Following are the findings of the research project:
1. The finding of the study reveals that the relational level of workers is significantly
associated with need satisfaction. The higher the relational level greater is the need
satisfaction.
2. Management policies play a vital role in smoothing the relations. Better and liberal
management policies improve the relations between workers and management. Also it
increases the trust of workers in management of the company.
3. An important finding is that satisfaction varies with the jobs one holds and the level
education of the worker. Because due to low education level, their mentality is also
small. This affects the policy and decision making by the management.
4. It also founded that (by observation and discussions) workers creates issues willingly,
to affect the management functioning, generally in end of the month when the work
load is more both on workers and management to achieve the production target and
make payments of wages and salaries of workers and staff, respectively.
5. The wages and allowances are according to the settlement; hence they have no issue
of dispute relating to increase in wages and allowances.
6.
By observation it was founded that there is a lack of unity among workers to some
extent, and they have to support each other either wrong or right issues, whether one
like it or not, as they are the member of union.
7. Management consults with union leaders or union officers on almost all the issues to
make a best decision.
8. Workers in the PRPL are from different economic, cultural and social background.
This difference of background has a clear effect over the thinking of the workers.
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Hence in PRPL controlling workers of different thinking and background requires a

little extra effort.
9. As PRPL is an MNC and MNCs always recruits employees which are experienced,
specially the managers. In the same way managers in PRPL are very experienced and
they clearly know how to get work done through workers.
INDUSTRIAL RELATIONS IN PRPL:

PRPL is the principle employer which hires a large number of workers for the manufacturing
of taps in the bhiwadi plant as per its requirement time to time. PRPL, BHIWADI has a work
force of 327 workers. Out of this, 55 are contract labor, 238 are front liners and 34 are as staff
members. Thus front liners and contract labors constitute of 72.78% & 16.81 % respectively.
Industrial relations are the relationship between employees and management or between
workers and management, particularly the groups of workers represented by the union. As
for the proper functioning and continuous production of taps in the plant, management tries to
recruit new laborers and controls them according to the plans to achieve the goals and
objective. The management tries to satisfy the need and utilizes effectively the skills and
knowledge of the workers.
The managers emphasizes on building of good relations with workers. They makes various
policies regarding working conditions, working hours, transport facilities, canteen facility etc.
so that the workers working in the organization cannot leave the plant and the new candidates
should attract and apply for the various jobs. In brief we can say that the relations between
employees and management in this establishment are satisfactory, as human needs and
desired cannot be fully satisfied.
There are two dominant aspects of the industrial relations scene in PRPL also as it is modern
industrial society:
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1. COOPERATION: - The modern industrial production is based upon cooperation between

labor and capital. Here, labor stands for the workers who man the factories, mines, and other
industrial establishments or services. Capital stands for the owners of business enterprises
who supply the capital and own the final products. The cooperation between the two is one of
the basic requirements for the smooth functioning in the plant and the growth. In PRPL,
cooperation flows from the pursuit of self-interest both by the owners of capital and the labor
power, i.e. workers. There is a fair degree of give and take in PRPL as it offers employment,
wages and other amenities of life to the workers.
2. CONFLICT: - The second aspect of the system of industrial relations in PRPL is the
existence of conflict. Conflict, like cooperation, is inherent in the industrial relations set up of
today. It becomes apparent when industrial disputes resulting in strikes and lock-outs become
frequent. The prevailing industrial unrest, the frequency of work stoppages resulting either
from strikes or lock-outs and the slowing down of production, are the occasional expressions
of the ever-present and latent conflict between workers and management.
COMMUNICATION BETWEEN WORKERS & MANAGEMENT:

Communication is the process by which information is transmitted between individuals
and/or organization so that an understanding response results can be obtained. It is an
exchange of facts, ideas, opinions, or emotions by two or more persons. In PRPL,
communication between workers and management is very good. There is a continuous two
way flow of information between the management and workers. In PRPL, regular meetings
between senior managers and workers are conducted once in a month. In which the workers
put their problems and issues in front of managers in these meetings. Managers also tries to
solve their problems and fulfills their demand if seems to be relevant. Regular meeting are
also conducted between supervisors and managers, in which the supervisors gives detailed
information about each and every worker working under him.
There is daily walk around of work place by senior management officials. They look the
proper functioning in the each and every department of the plant. They also seek for any new
change which can be bringing in the production process. The quality department of PRPL
also continuously shares workers experience during production process and how to improve
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the quality of the products. The main function of the quality department is to maintain the
quality of the products. M & P department of PRPL studies the workers activity of
performing job. They records the time of doing a particular job in seconds and calculate the
activity and then they compare it from the standard time of performing the same task.
The management also makes various suggestion schemes at regular time period for
employees. The main objective of making these suggestion schemes is to develop the workers
and employees in their all respective fields. The management has put up a union notice board.
All notices concerning workman shall be displayed on the notice board maintained for such
purpose at the entrance or at conspicuous place in the factory. It shall be the responsibility of
each workman always to be acquainted
communications as may be
with
such
orders,
notices,
instructions
or
displayed on the notice board of the company from time to
time.
So the communication between the management and workers are very good in PRPL. All
workers are equally treated by the management, in case having any problem or grievances.
Thats why the good communication between the management and workers results in smooth
functioning of the business. Not only has this it also built a god personal and organizational
relations between them. This collectively results in achievement of organizational and
personal goals and objectives.
Workers and management are like the two tyres of a scooter. Whenever one gets damaged
other gets affected and stops working or when one gets damage other is useless. So both are
needed to work properly and collectively. In the same way, workers and management is
needed to work combined to achieve the goals and objectives of the company. For this, the
management of PRPL consults with union officers about the staffing level of management
sometimes. Management always consults union officers about occupational health and safety.
Health and safety is an important issue for management as well as for workers, because good
health have clear effect on production and during production process precautions are must to
be safe from any casualty.
When a new technology is to be introduced in the PRPL, the management always consults the
workers about their views regarding that new technology, because they are the first person
who faces the problem and has best knowledge about the machines and production process.
So management always consults with the workers about the introduction of new technology.
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Before bringing major changes in products the management always consults with workers.
This is done to know about a rough estimate of time consumed in production of single piece
and material consumed and also a rough idea of cost incurred on production of that single
unit.
OVERALL REALTIONS BETWEEN WORKERS & MANAGEMENT:

As describe earlier in this study report that industrial relations are basically the interaction
between employers, employees and the government and the institutions and associations
through which such interactions are mediated. In this, the relationship that exists within the
industry between the employer and his workmen is studied.
In PRPL, the workers and management cooperates with each other in all respect and activities
to achieve the desired goals and objectives. But there is a lack of full support without any
personal objectives. The communication level in PRPL is very good. There is a two way flow
of information among workers and management and both shows a keen interest in each other
as if one works the another will give the same response as he get.
The workers maintain a good level of discipline in the company. Both support each and every
activity. Increasing and maintaining the level of discipline in the working environment is a
very important and basic need to achieve the targets. The management continuously tries to
maintain the discipline in the company and workers co-operates the management. but still
there is certain issues on which workers creates indiscipline.
PRPL provides number of various facilities like transportation facility, canteen facility, etc. to
the workers and it employees. These facilities are given to maintain the trust of employees on
the company. So that they may not leave the company. Trustworthy ship is also an important
aspect of PRPL family, i.e. the workers and staff members. Lack of trustworthy ship in
workers and management leads to downfall of the company. Each and every organization
makes efforts to increase the level of trust in its employees. In the same way in PRPL also
workers and management enjoys a good level of trust.
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So overall relations in the PRPL are very satisfactory and earlier analysis of questionnaire
proves this.
GRIEVANCE PROCEDURE:
PRPL Grievance Procedure
The PRPL Grievance Procedure identifies the necessary steps for handling Disputes
that have not been resolved through the normal process of reasoned discussion. The
grievance process is intended to define clearly the matters that are at issue; to assure
the staff member that his/her complaint or problem has been presented to and
considered by appropriate companys officials; and to assure the PRPLs community
that decisions affecting staff members work relationships in the workplace are fully
considered.
Any staff member who has a grievance with respect to appointment, promotion,
salary, assignment of duties, academic freedom or working conditions and who has
been unable to resolve the matter with his/her supervisor, or with the project
leader/principal investigator of a grant supporting his/her work, or an officer of the
company, can bring this matter to the attention of the companys Grievance Officer
or any other PRPLs officer. The Grievance Officer or companys officer will
determine (possibly in consultation with other companys management) if the
allegations are related to scientific misconduct or unlawful discrimination or
harassment, in which case other specific policies will be applied. All allegations of
unlawful discrimination or harassment are to be handled under the Laboratories
policy regarding Sexual Harassment. All allegations of misconduct in scholarship
and research are to be handled under PRPLs Policies and Procedures on Research
Misconduct.
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The Grievance Officer or other PRPL officer, within seven (7) days after receiving
the complaint, will inform the staff member under which policy or procedure the
complaint should be addressed and how to proceed. If the allegation falls under the
Grievance Procedure, then the staff member will provide a written summary of the
grievance to the Chief Executive Officer or to the President, if the grievance is
against the action of the Chief Executive Officer or if the Chief Executive Officer
for any other reason is unable to consider the grievance. If a resolution acceptable to
the staff member is not thereby effected, or if the staff member has not received a
response from the Chief Executive Officer or President within thirty days after
having submitted his/her written grievance, the staff member may petition to the
Grievance Officer for formal consideration of the grievance. A petition will set forth
in detail the nature of the grievance and will state against whom the grievance is
directed. It will contain any data that the petitioner deems pertinent to the case. The
individual or individuals against whom the grievance is being alleged will also be
asked to provide a written response to the grievance.
All grievances arising out of or in course of employment shall be resolved by
adopting following grievances procedures:
Step I : The aggrieved workman in the first instance shall submit his
grievance in
writing in person to his immediate supervisor, who would look into the grievances of
the aggrieved workman within 48 hours on receipt thereof and take suitable action, if
felt necessary by him.
Step II : In case the workman is not satisfied with the action taken by his immediate
superior or no action is taken within the above stipulated period, he shall present his
grievances in writing to the Head of the Department within 3 days after the expiry of
48 hours of his grievances having been brought before his immediate supervisor. The
Head of the Department shall investigate and take suitable action within 7 days of
receipt of such grievance. The Labor Welfare Officer or an Officer of the Personnel
Department shall participate actively for settling the grievance.
Step III : In case the grievance remains unsettled with the Head of the Department,
the grievance shall be bought in the notice of General Manager whose decision shall
be final. In no case, recourse to intimidation, violence, threat, unauthorized assembly
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inside / outside the premises, gherao etc. will be adopted for the redressed of
grievances there shall be no slowing down or interruption of work and no industrial
dispute shall be raised before the above procedure is exhausted.
CAUSES OF INDUSTRIAL DISPUTES IN PRPL:

The causes of industrial disputes can be broadly classified into two categories: economic and
non-economic causes. The economic causes will include issues relating to compensation like
wages, bonus, allowances, and conditions for work, working hours, leave and holidays
without pay, unjust layoffs and retrenchments. The non economic factors will include
victimization of workers, ill treatment by staff members, sympathetic strikes, political factors,
indiscipline etc.
1. Wages and allowances: Since the cost of living index is increasing, workers generally
bargain for higher wages to meet the rising cost of living index and to increase their standards
of living. In PRPL, the wages and allowances are fixed as according to the settlements. It was
clearly defined in the settlement about the wages and allowances which are to be given to
workers. So wages and allowances are not major causes of conflict in PRPL, because the
wages and allowances are fixed and cannot be changed till amendment in the settlement.
When the amendments are to be made in the settlements the workers generally opposes the
wages given to them and demands to increase their wages.
2. Indiscipline: Maintenance of discipline in the plant is one among the main objectives of
the management in PRPL. Managers and supervisors emphasizes on creating and maintaining
a disciplinary environment in the plant. They take various actions to maintain the discipline.
But when the demand or need of the workers is not fulfilled by the management, which
management think is irrelevant, then disputes occurs. But it is solved before it creates any
serious problem for the plant.
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3. Overtime: This is also one of the causes of industrial disputes in PRPL. Workers create a
scene on overtime when they know that management will start overtime to achieve the
monthly target of production, for which they ask for overtime.
4. Leave and working hours: Leaves and working hours have not been so important causes
of industrial disputes in PRPL. But still it is a cause of industrial disputes. There is a fixed
settlement procedure for leave benefits in PRPL. The plant is working on shift basis.
Following are the shift timings:
G - 09:00 am to 05:30 pm
A - 06:00 am to 02:30 pm
B - 02:30 pm to 11:00 pm
C - 11:00 pm to 06:00 am
Shift working shall be regulated in accordance with the provisions under the Factories Act.
The Management may regulate shift working or other working of workers taking into
consideration the convenience of working. Employees shall not be change their shifts without
prior permission.
5. Working Conditions/Environment: When a plant is established, its whole map & layout
is first need to be getting registered. It considers various standards like proper space,
ventilation, facilities, emergency exits etc. generally in PRPL, workers raises issues on
ventilation, improper dusting, lighting in certain departments etc.
6. Miscellaneous: The Miscellaneous factors include

i. Work load
ii. Standing orders/rules/service condition/safety measures
iii. Non-implementation of agreements & awards etc.
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iv. Change in working time arrangements

v. Introduction of new technology
vi. Transportations facilities
vii. Canteen facilities
viii. Revise study of incentive schemes
ix. Individual grievances
6. CONCLUSION
Today, many organizations are structured very differently from the way they would have been
10 year ago. There are so many factors for such structural changes like increase in level of
education of the people, performance appraisal, tough competitions, modern researches etc.
In the same way industrial relation also played an important role in bringing out the changes
in the organization. Amendments in various laws time to time, increasing working area of
organization etc. also responsible for these changes.
It can be said that work and behavior forms an essential part of human activity. Work
occupies so much of mans life span, that the satisfaction or dissatisfaction from it can affect
the individual behavior considerably in all walks of life. This sometimes results in
misunderstanding between management and workers on one or more issues. It becomes
extremely important to enquire about the factors that are associated with work in the
organization. The impact of work and working conditions on men cannot be denied. It
operates as a great stabilizing, integrating and ego satisfying, central influence in the pattern
of each person life. For this men have to make certain adjustments, compromises and have to
co-operate the management of the organization to achieve organizational and individual
goals.
When the co-operation is of very high level between workers and management then they
makes a very healthy working environment but on the other hand if management doesnt cooperates with workers and Vic-e-versa then this conditions gives origin to grievances which
results in disputes. Due to this, relations between workers and management gets disturbed
- 68 -
and ultimately the whole process of achieving goals and objectives disturbs. When this
happens the efficiency and effectiveness in workers and management also affected.
In an organization workers and management has significant role to play. Management tries to
satisfy the workers needs and solve their problems as soon as possible because when they are
dissatisfied they generally stops or slow downs the production process. Management never
wants that workers will stop or slow down the production process so it takes appropriate
actions to solve the problems.
7. RECOMMENDATION & SUGGESTIONS

The management can improve the actual relations between workers and management by
utilizing the following tips:
1. Both management and unions should develop constructive attitudes towards each other
2. All basic policies and procedures relating to Industrial Relations should be clear to
everybody in the organization and to the union leader. The personnel manager must make
certain that line people will understand and agree with these policies.
3. The personnel manager should remove any distrust by convincing the union of the
companys integrity and his own sincerity and honesty. Suspicious, rumors and doubts should
all be put to rest.
4. Management should encourage right kind of union leadership. While it is not for the
management to interfere with union activities, or choose the union leadership, its action and
attitude will go a long way towards developing the right kind of union leadership.
5. The management should measure workers satisfaction regularly.
6. Management can also increase in the allowances by making amendments in the settlement.
7. Management can also improve the relations by keeping the job interesting. First, it makes
time go faster and second It keeps the employees challenged. If the employees get bored, they
will pay less attention to their duties.
- 69 -
8. Introduce
a mediator to help both sides to achieve a greater understanding of the underlying
issue as well as provide constructive tools and techniques to avoid further conflicts.
8. GLOSSARY
1. ALLOWANCES:
Payments made to employees that are in addition to their ordinary wage rate to compensate
for some particular disability or aspect of work. Allowances are granted to employees
working in hot, dirty and confined spaces; where clothing is subject to undue wear and tear;
or when an employee has to pay travel or accommodation expenses.
2. BENEFITS:
An important part of your compensation package, and part of the salary negotiation process.
Note that every employer offers a different mix of benefits. These benefits may include paid
vacations, company holidays, personal days, sick leave, life insurance, medical insurance,
retirement and pension plans, tuition assistance, child care, stock options, and more.
3. CONTRACT LABOR:
Where you work for one organization (and its salary and benefit structure) that sells your
services to another company on a project or time basis.
4. EMPLOYEE:
A person working under the control or direction of another, under a contract of employment
in return for a wage or salary.
5. EMPLOYER:
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A person or organization who employs workers under a contract of employment. Employers

exercise some control over their workers and are responsible for the payment of wages or
salaries and for providing a safe working environment.
6. ENTERPRISE UNION:
A union which was created by and for the exclusive representation of employees from a
single enterprise or company.
7. JOB EVALUATION:
A job evaluation scheme is often used to set pay rates. Normally outside experts are used.
They will look at all the different jobs in an organization and rate them by different criteria
such as the responsibilities involved, the skills required, and the knowledge needed. Usually
jobs are given scores.
8. JOB SECURITY:
The degree to which your position is protected from dismissal or retrenchment.
9. OVERTIME:
The time worked before or after your regularly scheduled working hours. When there were
very few rules about how long people were required to work, the trade union movement
campaigned for shorter working hours. Their catch cry was `8 8 8' - that's eight hours work,
eight hours play and eight hours sleep. So began the idea that if you were required to work
more than eight hours in one day you should get paid more for the extra hours.
10. QUALITY CONTROL:

A method of monitoring the quality of a manufactured product, which is often based on
random checks
11. QUALITY ASSURANCE:

Systems used to make sure that work and products are of a suitable standard.
- 71 -
12. RETRENCHMENT:
The permanent dismissal of an employee or employees in order to reduce the workforce in
times of economic hardship.
13. WAGES:
Gross wages is the amount of pay before any deductions are made and net wages the amount
after deductions have been made.
14. WORKER:
A legal term that goes wider than employee. The difference is that an employee either has, or
is entitled to, a contract of employment; someone who is a worker but not an employee works
for someone else but usually on the basis or providing a service. Strictly speaking all
employees are workers, but not all workers are employees. In practice however worker is
often used to describe those who are not employees.
15. WORKING CONDITIONS:

The physical environment in which you work, including the actual space, the quality of
ventilation, heat, light and degree of safety.
16. WORKPLACE:
Any place where people are employed or working.
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9. QUESTIONNAIRE
EMPLOYER:NAME:ADDRESS:LOCATION:UNION:TITLE & LOCAL NO. :NAME & TITLE OF OFFICIAL:ADDRESS & PHONE NO.:Q.1 how would you rate the relationship between employees and management in this
establishment? (Check only one)
1 Excellent/Outstanding
2 Very Satisfactory
3 Satisfactory
4 Unsatisfactory
Q.2 what factors were taken into account in making the above rating?
1 Number of grievances
2 Labor turnovers
3 Number of industrial dispute/strikes
4 Open communications between workers and management
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5 Employees morale
6 Transparency of management
7 Others, specify _______________________
Q.3 which, if any, of the following methods does management regularly does to
communicate to its employees? (Check as many as applicable)
1 Workplace newsletter/staff bulletin
2 Regular meetings between senior managers and employees
3 Task forces, ad hoc joint committees or working parties
4 Regular meetings between employees and supervisors or line mgmt
5 Daily walk around the workplace by senior management officials
6 Formal joint consultative committee meetings
7 Quality circles/productivity improvement groups
8 Suggestions schemes for employees
9 Employee representatives sitting on board of directors meetings Regular social
functions
Q.4 Does management consult with employee representatives or union officers on the
following: (encircle appropriate code (1-3) for each area of concern)
ALWAYS
Staffing levels
1
Wage increases
1
Occupational health 1
SOMETIMES
2
2
2
NEVER
3
3
3
& safety
Introduction of new 1
technology
Dismissals
& 1
disciplinary action
Changes in work 1
action
Major
change
in 1
product/services
Q.5 how many union members are there in this establishment?

Total ______
Female _______
- 74 -
Q.6 which of the following privileges are provided by management to union

officers/members? (Check as many as applicable)
1 Access to an office or meeting room
2 Access to secretarial assistance
3 Access to printing or photocopying facilities
4 Access to phone, fax or similar facilities
5 Use of bulletin boards
6 Time off from work for union business/activities
7 None of the above
Q.7 how often does the union discuss employee relation matters with management?
1 Once a week
2 Once a month
3 Once in 3 months
4 Only when an issue arises
5
Never
Q.8 what issues were frequently raised by the union with management?
1 Wage increase
2 Payment of allowances
3 Overtime (Hours/Pay) Workers education program and development
4 Leave benefits Dispute settlement procedures
6 Hours of work
7 Occupational safety and health measures
12 Participation in training programs
13 Introduction of career paths of employees
14 Change in dispute settling procedures
- 75 -
15 Staffing levels (Hiring/Promotion)

16 Dismissal/disciplinary measures
17 Regularization of casual/contractual employees
18 Individual grievances
19 Others, specify _______________________
Q.9 which of the following were the subjects of negotiations?
1 Wage increases
2
Payment of allowances
3 Overtime (Hours/Pay)
4 Leave benefits
6 Hours of work
7 Occupational health and safety measures
10 Introduction of consultative employee participation arrangements
13 Workers education program and development
14 Dispute settlement procedures
15 Removal of discriminatory clauses in awards/CBA
16 Introduction of new career paths
17 Regularization of casual/contractual employees
18 Dismissal/Disciplinary measures
19 Organizational structuring
20 Company merger
21 Others, specify _________________________________________
Q.10 Please indicate the type of industrial action that occurred in this establishment?
(Check as applicable)
1 Strike
2 Sympathetic strike
- 76 -
3 Sit down strike

4 Slowdown
5 Overtime ban
Q.11 during the industrial action, was there any effect on output or service of this
establishment?
YES_____
NO________
Q.12 If yes, what efforts were made to offset or recover these effects?
1 Redirect production or service to sister company/subsidiary
2 Use of overtime
3 Temporary increase in staff
4 Use of management labor
5 Use of contract services
6 Non-striking employees continue working
7 Others, specify ______________________
Q.13 what method is used in fixing or revising wage and salaries of majority of the
employees? (Check only one)
1
Collective Bargaining Agreement
Individual Agreement between employer and employee
Employers decision
4 Agreement between employer and union

5 Wage restructuring due to minimum wage issuances of Regional Tripartite
6 Others, specify________________________________________________
Q.14 what is the basis of payment for majority of the employees?
- 77 -
__________________________________________________________________________
___________________________________________________________________________
_
Q.15 Does this establishment grant its employees any of the following?
As per
Leave Benefit
govt. act
employers
Decision
Vacation leave
_____
______
Sick leave
_____
______
Privilege leave
_____
______
Others, specify
_____
______
Cost of living allowances
_____
_____
Productivity bonuses
_____
_____
Transportation allowances
_____
_____
Representation allowances
_____
_____
Allowances, Bonuses
Incentive pay
_____
_____
Social Security Schemes

Separation/Termination pay
_____
_____
Retirement pay
_____
_____
Pension plan
_____
_____
Life insurance
_____
______
Accident and sickness insurance plan
_____
______
_____
______
Medicines
(CBA = COLLECTIVE BARGAINING AGREEMENT)
- 78 -
Q.16 what management does to improve the relations between superiors & subordinates
in the organization?
________________________________________________________
________________________________________________________
10. BIBLIOGRAPHY
RELATED BOOKS
1. Industrial Relations. Trade Unions and Labor Legislation.
P.R.N. Sinha, Indu Bala Sinha, Seema Priyadarshini Shekhar,
Pearson Education (Singapore) pte. Ltd. Indian branch, 482 F.I.E. Patparganj, New Delhi,
2004. (PG. NO. 156-160, INDUSTRIAL RELATIONS)
2. Industrial Relations, Trade Unions and Labor Legislation.
P.R.N. Sinha, Indu Bala Sinha, Seema Priyadarshini Shekhar,
Pearson Education (Singapore) pte. Ltd. Indian branch, 482 F.I.E. Patparganj, New Delhi,
2004. (PG. NO. 163-170, INDUSTRIAL DISPUTES)
3. STANDING ORDERS, PRPL, BHIWADI.
(PG NO. 9, 14, 15, 19)
4. EMPLOYEE HANDBOOK, helping to perform
(PARRYWARE ROCA PVT. LTD.) (PG NO. 7-8, 12-15, 19, 27)
WEBSITES
- 79 -
1. www.parrywareroca.com
2. http://www.eparryware.com/product/product.asp?imgName=4&parentid=4&sparentid=49
3. http://industrialrelations.naukrihub.com/
4. www.redgoldfish.co.uk/glosarry.asp
5. http://industrialrelations.naukrihub.com/industrial-disputes.html
6. http://industrialrelations.naukrihub.com/importance.html
SEARCH ENGINES
www.google.com
www.search.com
- 80 -

Industrial Relations &amp; Disputes

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Project Study Report

PARRYWARE ROCA PVT. LTD.

Submitted By: Khem singh hada

Submitted To:Faculty name

Laxmi Devi Institute of Engineering & Technology

INDUSTRIAL RELATIONS & DISPUTES HANDLING

Under the guidance of:

KHEM SINGH HADA

GLAMOUROOMS TAPS PVT. LTD. (GTPL). PRPL serves society in terms of

Title of the Study

Objectives of the study

Duration of the study

Sample Size and Method of Selecting Sample

Limitation of the Study

4. Analysis and Interpretation.48 to 59

1. INTRODUCTION TO THE INDUSTRY

SANITARY WARE INDUSTRY IN INDIA:

GEOGRAPHICAL PRESENCE OF SANITARY WARE INDUSTRIES IN

Indicates Presence of Sanitary ware industries

OUTLOOK FOR SANITARY WARE INDUSTRY IN INDIA:

2. INTRODUCTION TO THE ORGANIZATION

ABOUT MURUGAPPA GROUP:

ABOUT PARRYWARE GROUP:

ABOUT ROCA GROUP:

PARRYWARE ROCA PRIVATE LIMITED (PRPL) is a Roca Sanitario company,

RECENT DEVELOPMENTS IN PRPL:

expanding category. Technology has always been a driving impetus behind

THE FOLLOWING ARE THE KEY DIFFRENTIATORS FOR

WINNING LAURELS OF PRPL:

1992 - National award for quality

GLAMOUROOM TAPS PVT LTD. (GTPL)

PRPL, BHIWADI. At A Glance

District Head quarter

Land own or lease

If on lease, from whom

30,000 SQ. MTR.

Month/ year of Inception

Installed capacity Products

10, 80,000 PCS.

Local Language spoken in that area

Airport and distance (KMS)

Parryware Roca Pvt ltd

Registered office address

Parryware Roca Pvt ltd

The Tap Manufacturing Process

1. DIE & CORE BOX (TOOL ROOM) MAKING:

MAIN EQUIPNMENTS IN PLANT:

HUMAN RESOURCE DEPARTMENT (HRD) IN PRPL:

HUMAN RESOURCE VISION:

INTRODUCTION TO INDUSTRIAL RELATIONS

INUSTRIAL RELATIONS IN A NUTSHELL:

CONCEPT OF INDUSTRIAL RELATIONS IN PRPL:

2. Reduction in Industrial Disputes Good industrial relations reduce the industrial

INTRODUCTION TO INDUSTRIAL DISPUTES

SPECIFIC CAUSES OF INDUSTRIAL DISPUTES:

Hours of work, shift working, promotion, demotion, layoff, retrenchment, job-security,

DENIAL OF LEGAL AND CONTACTUAL ROGHTS

METHODS FOR SETTLING INDUSTRIAL DISPUTES :

C. COMPULSORY CONCILIATION AND MEDIATION:

2. SETTLEMENT OF DISPUTES WITHOUT STATE INTERVENTION:

3.1 TITLE OF THE STUDY:

3.2 DURATION OF THE PROJECT:

Industrial Relations & Disputes

Industrial Relations & Disputes