A SUMMER TRAINING PROJECT REPORT ON

Industrial Relations and Employee Satisfaction

Submitted in partial fulfillment of the requirements

For the award of the Degree of

Master of Business Administration

(2009-2011)
(Mahamaya Technical University)

By
Amrin Wasim
Roll No. 0909470011
MBA II Year
(GIMT, Greater Noida)

Project Undertaken at
Hotel Saket Sheraton, New Delhi.

Report Submitted to:

Mr. Anil Shrivastava
(HR MANAGER)
 PREFACE

As an Essential and obligatory part of my course, I undertook 6 weeks of summer

training at Matura Refinery. This training has helped me to get a practical knowledge,

as an important suffix to the theoretical knowledge into the business environment

.One cannot rely merely upon theoretical knowledge. Classroom lectures make the

fundamentals of the management clear. They also facilitate the learning of practical

things. However, Class lectures must be correlated with the practical training

situations. It is in this sense that the practical training in a company has a significant

role to play in the subject of the business management. To develop healthy managerial

and administrative skills in potential managers and non-managers, it is necessary to

contribute to combine the classroom learning with the practical knowledge of real

business environment.

This report is prepared after having experience of various activities of HRD dep’t. At

MR to get practical know-how before joining any organization.

 ACKNOWLEDGEMENT

No work is considered complete unless due indebtedness is expressed to all those,

who made the work successful. Concentration, dedication, hard work & application

are essential but not the only factors to achieve the desired goal. There must be

supplemented by guidance, assistance and co-operation of people to make it a success.

Every complete successful assignment is the result of many hands joined together.

A formal statement of acknowledgement is hardly sufficient to express my gratitude

towards the personalities who have helped me to undertake this training.

I am highly indebted to cooperative staff of HOTEL SAKET SHERATON, NEW

DELHI who gave me weighty guidance in the study. It was really nice experience to

work in their guidance and helping me in knowing practical things, which was my

main objective, before entering the corporate world. They have provided me an

unconditional support during the project work.

I am highly thankful to Mr. Anil Shrivastava HR. Manager for his Guidance. He has

been a constant source of inspiration and her critical evaluation during our course in

the institute has helped me to complete this project properly.

Through this acknowledgment I would like to grab the opportunity to thank all those

who helped me from the start of my training, to its end. It is warmth and efforts of my

teachers, friends and well wishers who has been a source of strength and confidence

for me in the endeavor. Finally, yet importantly, we would like to thank almighty for

blessing me to do and complete this project.

 CONTENTS

 INTRODUCTION

 Meaning and definition

 Overview

 History

 Theoretical perspective

 Features

 Objectives

 Effect of poor industrial relation

 Shop and commercial establishment act

 Labour law

 Provident fund

 Employee state insurance scheme

 Payment of gratuity act

 COMPANY PROFILE

 OBJECTIVES OF THE STUDY

 INDUSTRIAL RELATION OPERATING IN HOTEL SAKET SHERATON

NEW DELHI

 RESEARCH METHODOLOGY

 DATA ANALYSIS AND INTERPRETATION

 FINDINGS

 CONCLUSION
 SUGGESTION

 FUNTIONAL REQUIREMENT OFSUCESSFUL INDUSTRIAL

RELATION

 ANNEXURE

 BIBLIOGRAPHY

INTRODUCTION
MEANINIG AND DEFINITION

The relationship between Employer and employee or trade unions is called Industrial

Relation. Harmonious relationship is necessary for both employers and employees to

safeguard the interests of the both the parties of the production. In order to maintain

good relationship with the employees, the main functions of every organization

should avoid any dispute with them or settle it as early as possible so as to ensure

industrial peace and higher productivity. Personnel management is mainly concerned

with the human relation in industry because the main theme of personnel management

is to get the work done by the human power and it fails in its objectives if good

industrial relation is maintained. In other words good Industrial Relation means

industrial peace which is necessary for better and higher productions.

DEFINITION

i. Industrial Relation is that part of management which is concerned with the

manpower of the enterprise – whether machine operator, skilled worker or manager

. BETHEL, SMITH & GROUP

ii. Industrial Relation is a relation between employer and employees, employees and

employees and employees and trade unions

OVERVIEW

Industrial relations has three faces:, science building problem solving, and ethical.
In the science building face, industrial relations is part of the social sciences, and it

seeks to understand the employment relationship and its institutions through high-

quality, rigorous research. In this vein, industrial relations scholarship intersects with

scholarship in labor economics, industrial sociology, labor and social history, human

resource management, political science, law, and other areas

In the problem solving face, industrial relations seeks to design policies and

institutions to help the employment relationship work better.

In the ethical face, industrial relations contains strong normative principles about

workers and the employment relationship, especially the rejection of treating labor as

a commodity in favor of seeing workers as human beings in democratic communities

entitled to human rights.

The term human relations refer to the whole field of relationship that exists because of

the necessary collaboration of men and women in the employment process of modern

industry.” It is that part of management which is concerned with the management of

enterprise -whether machine operator, skilled worker or manager. It deals with either

the relationship between the state and employers and workers organization or the

relation between the occupational organizations themselves

Industrial relations scholarship assumes that labor markets are not perfectly

competitive and thus, in contrast to mainstream economic theory, employers typically

have greater bargaining power than employees. Industrial relations scholarship also

assumes that there are at least some inherent conflicts of interest between employers

and employees (for example, higher wages versus higher profits) and thus, in contrast

to scholarship in human resource management and organizational behavior, conflict is

seen as a natural part of the employment relationship. Industrial relations scholars

therefore frequently study the diverse institutional arrangements that characterize and

shape the employment relationship—from norms and power structures on the shop

floor, to employee voice mechanisms in the workplace, to collective bargaining

arrangements at a company, regional, or national level, to various levels of public

policy and labor law regimes, to "varieties of capitalism" (such as corporatism), social

democracy, and neoliberalism)

When labor markets are seen as imperfect, and when the employment relationship

includes conflicts of interest, then one cannot rely on markets or managers to always

serve workers’ interests, and in extreme cases to prevent worker exploitation.

Industrial relations scholars and practitioners therefore support institutional

interventions to improve the workings of the employment relationship and to protect

workers’ rights

The nature of these institutional interventions, however, differ between two camps

within industrial relations. The pluralist camp sees the employment relationship as a

mixture of shared interests and conflicts of interests that are largely limited to the

employment relationship. In the workplace, pluralists therefore champion grievance

procedures, employee voice mechanisms such as works councils and labor unions,

collective bargaining, and labor-management partnerships. In the policy arena,

pluralists advocate for minimum wage laws, occupational health and safety standards,

international labor standards, and other employment and labor laws and public

policiesThese institutional interventions are all seen as methods for balancing the

employment relationship to generate not only economic efficiency, but also employee

equity and voice.in contrast, the Marxist-inspired critical camp sees employer-
employee conflicts of interest as sharply antagonistic and deeply embedded in the

socio-political-economic system.

From this perspective, the pursuit of a balanced employment relationship gives too

much weight to employers’ interests, and instead deep-seated structural reforms are

needed to change the sharply antagonistic employment relationship that is inherent

within capitalism. Militant trade unions are thus frequently supported.

HISTORY
When labor markets are seen as imperfect, and when the employment relationship

includes conflicts of interest, then one cannot rely on markets or managers to always

serve workers’ interests, and in extreme cases to prevent worker exploitation.

Industrial relations scholars and practitioners therefore support institutional

interventions to improve the workings of the employment relationship and to protect

workers’ rights. The nature of these institutional interventions, however, differs

between two camps within industrial relations. The pluralist camp sees the

employment relationship as a mixture of shared interests and conflicts of interests that

are largely limited to the employment relationship. In the workplace, pluralists

therefore champion grievance procedures, employee voice mechanisms such as works

councils and labor unions, collective bargaining, and labor-management partnerships.

In the policy arena, pluralists advocate for minimum wage laws, occupational health

and safety standards, international labor standards, and other employment and labor

laws and public policies.

These institutional interventions are all seen as methods for balancing the

employment relationship to generate not only economic efficiency, but also employee

equity and voice. In contrast, the Marxist-inspired critical camp sees employer-

employee conflicts of interest as sharply antagonistic and deeply embedded in the

socio-political-economic system. From this perspective, the pursuit of a balanced

employment relationship gives too much weight to employers’ interests, and instead

deep-seated structural reforms are needed to change the sharply antagonistic

employment relationship that is inherent within capitalism. Militant trade unions are

thus frequently supported.

Institutionally, industrial relations was founded by John R. Commons when he created

the first academic industrial relations program at the University of Wisconsin in 1920.

Early financial support for the field came from John D. Rockefeller, Jr. who supported

progressive labor-management relations in the aftermath of the bloody strike at a

Rockefeller-owned coal mine in Colorado. In Britain, another progressive

industrialist, Montague Burton, endowed chairs in industrial relations at Leeds,

Cardiff and Cambridge in 1930, and the discipline was formalized in the 1950s with

the formation of the Oxford School by Allan Flanders and Hugh Clegg.Industrial

relations were formed with a strong problem-solving orientation that rejected both the

classical economists’ laissez faire solutions to labor problems and the Marxist

solution of class revolution. It is this approach that underlies the New Deal legislation

in the United States, such as the National Labor Relations Act and the Fair Labor

Standards Act.
 THEORETICAL PRESPECTIVES

Industrial relations scholars have described three major theoretical perspectives or

frameworks that contrast in their understanding and analysis of workplace relations.

The three views are generally known as unitary, pluralist and radical. Each offers a

particular perception of workplace relations and will therefore interpret such events as

workplace conflict, the role of unions and job regulations vary differently. The radical

perspective is sometimes referred to as the "conflict model", although this is

somewhat ambiguous, as pluralism also tends to see conflict as inherent in

workplaces. Radical theories are strongly identified with Marxist theories, although

they are not limited to these

UNITARY PERSPECTIVE

In unitary, the organization is perceived as an integrated and harmonious whole with

the ideal of "one happy family", where management and other members of the staff

all share a common purpose, emphasizing mutual cooperation. Furthermore, unitary

has a paternalistic approach where it demands loyalty of all employees, being

predominantly managerial in its emphasis and application.

Consequently, trade unions are deemed as unnecessary since the loyalty between

employees and organizations are considered mutually exclusive, where there can't be

two sides of industry. Conflict is perceived as disruptive and the pathological result of

agitators, interpersonal friction and communication breakdown.

PLURALIST PERSPECTIVE

In pluralism the organization is perceived as being made up of powerful and divergent

sub-groups, each with its own legitimate loyalties and with their own set of objectives

and leaders. In particular, the two predominant sub-groups in the pluralistic

perspective are the management and trade unions.

Consequently, the role of management would lean less towards enforcing and

controlling and more toward persuasion and co-ordination. Trade unions are deemed

as legitimate representatives of employees; conflict is dealt by collective bargaining

and is viewed not necessarily as a bad thing and, if managed, could in fact be

channeled towards evolution and positive change

RADICAL PERSPECTIVE

This view of industrial relations looks at the nature of the capitalist society, where

there is a fundamental division of interest between capital and labor, and sees

workplace relations against this history. This perspective sees inequalities of power

and economic wealth as having their roots in the nature of the capitalist economic

system. Conflict is therefore seen as inevitable and trade unions are a natural response

of workers to their exploitation by capital.

 FEATURES PERTAINING TO INDUSTRIAL RELATION

1. Industrial Relation do not emerge in vacuum they are born of employment

relationship in an industrial setting. Without the existence of the two parties, i.e. labor

and management, this relationship cannot exist. It is the industry, which provides the

environment for industrial relations.

2. Industrial Relation are characterized by both conflict and co-operations. This is the

basis of adverse relationship. So the focus of Industrial Relations in on the study of

the attitudes, relationships, practices and procedure developed by the contending

parties to resolve or at least minimize conflicts.

3. As the labor and management do not operate in isolations but are parts of large

system, so the study of Industrial Relation also includes vital environment issues like

technology of the workplace, country’s socio-economic and political environment,

nation’s labor policy, attitude of trade unions workers and employers.

4. Industrial Relation also involve the study of conditions conductive to the labor,

managements co-operations as well as the practices and procedures required to elicit

the desired co-operation from both the parties.

5. Industrial Relations also study the laws, rules regulations agreements, awards of

courts, customs and traditions, as well as policy framework laid down by the

governments for eliciting co-operations between labor and management. Besides this,

it makes an in-depth analysis of the interference patterns of the executive and

judiciary in the regulations of labor–managements relations.

In fact, Industrial Relation encompasses all such factors that influence behavior of

people at work. A few such important factors are details below:

• Institution

It includes government, employers, trade unions, unions federations or associations,

government bodies, labor courts, tribunals and other organizations which have direct

or indirect
 • Characters

It aims to study the role of workers unions and employers’ federations officials,

shop stewards, industrial relations officers/ manager, mediator/conciliators /

arbitrator, judges of labor court, tribunal etc.

• Contents

Include matter pertaining to employment conditions , like pay , hours of works, leave

with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc.,

laws relating to such activities, regulations governing labor welfare, social security,

industrial relations, issues concerning with workers’ participation in management,

collective bargaining, etc.

• Methods

Focus on collective bargaining, workers’ participation in the Industrial Relation

schemes, discipline procedure, grievance re-dressal machinery, dispute settlements

machinery working of closed shops, union reorganization, organizations of protests

through methods like revisions of existing rules, regulations, policies, procedures,

hearing of labor courts, tribunals etc.

 OBJECTIVES OF INDUSTRIAL RELATION

 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.

 . 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.

 . To raise productivity to a higher level in an era of full employment by

lessening the tendency to high turnover and frequency absenteeism.

 . 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.

 . 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.

 . To establish government control of such plants and units as are running at a

loss or in which productions has to be regulated in the public interest.

 THREE ACTORS OF INDUSTRIAL RELATION

According to john . t . Dunlop. “ industrial societies necessarily create industrial

relations defined as the complex of interrelations among workers, managers and

government.’’ These major participants or actors of industrial relation viz, workers

and their orhanizations, management and government are identified

• WORKERS AND THEIR ORGANIZATION

The total workers play an important role in industrial relations. The total worker

include s working age, educational background, family background,

psychological factors, social background, culture, skills, attitude towards other

works etc. workers’ organizations prominently known as trade unions. The main

purpose of trade union isto protects the workers’ economic interest through

collective bargaining and by bringing pressure on management through economic

and political tactics. Trade union factors include leadership, finances, activities,

etc.

• EMPLOYERS AND THEIR ORGANIZATIONS

Employer is a crucial factor in industrial relation. He employs the worker, pays the

wages and various allowances, regulates the working relations through various rules,

regulations, and by enforcing labor laws. He expects the workers to follow the rules,

regulations and laws. He further expects them to contribute their resources to the

maximum. The difference between demands of workers and employer results in

industrial conflict. Normally employers have higher bargaining power than the
workers. But their bargaining power in undermined when compared to that of trade

union.

• GOVERNMENT

Government plays a balancing role as a custodian of the nation, government exerts its

influence on industrial relations through its labor policy, implementing labor law, the

process of conciliation and adjudication by playing the role of a mediator, etc.. It tries

to regulate the activities and behavior of both employees organizations and employers

organizations.
 EFFECTS OF POOR INDUSTRIAL RELATIONS

Poor Industrial Relation produces highly disquieting effects on the economic life

of the country. We may enumerate the ill-effects of poor Industrial Relations as

under:

1. Multiplier effects:

Modern industry and for that matter modern economy are interdependent. Hence

although the direct loss caused due to industrial conflict in any one plant may not

be very great, the total loss caused due to its multipliers effect on the total

economy is always very great.

2. Fall in normal tempo:

Poor Industrial Relations adversely affect the normal tempo of work so that work

far below the optimum level. Costs build up. Absenteeism and labor turnover

increase. Plants discipline breaks down and both the quality and quality of

production suffer.

3. Resistance of change:

Dynamic industrial situation calls for change more or less continuously. Methods

have to be improved. Economics have to be introduced. New products have to be

designed, produced and put in the market. Each of these tasks involves a whole

chain of changes and this is resisted bitterly if these are industrial conflict.
4. Frustration and social cost:

Every man comes to the work place not only to earn a living. He wants to satisfy

his social and egoistic needs also. When he finds difficulty in satisfying these

needs he feels frustrated. Poor Industrial Relations take a heavy toll in terms of

human frustration. They reduce cordiality and aggravate social tension.

 INDUSTRIAL RELATIONS PROGRAMME:

Today’s professional industrial relations director, or by whatever title he is

designated, no longer views his job as personalizing management, or that of a

social worker in a factory, or a union buster, he looks upon his department as an

adjunct to management supervision at all levels; he keeps other executives

informed about new discoveries, programmed trends and needs. At the same time,

he provides efficient service in the operation of several centralized services.

A successful industrial relations programmed reflects the personnel viewpoint,

which is influenced by three main considerations:

a) Individual thinking

b) Policy awareness and

c) Expected group reaction

Individualized thinking makes if imperative for the administrator to consider the

entire situation in which the affected individual is placed. Policy awareness

underscores the idea of the consistency of treatment and the precedent value of

any decision which a management takes; while expected group reaction balances

what we know of human nature in groups against an individual’s situation in the

light of the policy that has been formulated and implemented. In all these different

circumstances, reality demands that all the three aspects of the personnel

viewpoint should be considered at once in terms of the past, the present and the

future. This viewpoint is held at all the levels of management from the top to the

bottom, from the top executives and staff to the line and supervisory personnel
 SHOP AND COMMERCIAL ESTABLISHMENT ACT AND

INDUSTRIAL RELATION

About What:

1.To regulate conditions of work and employment in shops, commercial

establishments, residential hotels, restaurants, eating houses, theatres, other places of

public entertainment and other establishments.

2.Provisions include Regulation of Establishments, Employment of Children, Young

Persons and Women, Leave and Payment of Wages, Health and Safety etc.

Applicability & Coverage:

It applies to all local areas specified in Schedule-I

Establishment means any establishment to which the Act applies and any other such

establishment to which the State Government may extend the provisions of the Act by

notification

1. Employee means a person wholly or principally employed whether directly or

through any agency, whether for wages or other considerations in connection

with any establishment

2. Member of the family of an employer means, the husband, wife, son,

daughter, father, mother, brother or sister and is dependent on such employer

Returns:

Form-A or Form-B (as the case may be) {Section 7(2)(a), Rule 5}

Before 15th December of the calendar year, i.e. 15 days before the expiry date
The employer has to submit these forms to the authority notified along with the old

certificate of registration and the renewal fees for minimum one year’s renewal and

maximum of three year’s renewal

1.Form-E (Notice of Change) {Rule 8}

Within 15 days after the expiry of the quarter to which the changes relate in respect of

total number of employees qualifying for higher fees as prescribed in Schedule-II and

in respect of other changes in the original statement furnished within 30 days after the

change has taken place. (Quarter means quarter ending on 31st March, 30th June, 30th

September and 31st December)

Registers:

1. Form-A {Rule 5}

Register showing dates of Lime Washing etc

2. Form-H, Form-J {Rule 20(1)} (if opening & closing hours are ordinarily

uniform)

Register of Employment in a Shop or Commercial Establishment

3. Form-I {Rule 20(3)}, Form-K (if opening & closing hours are ordinarily

uniform)

Register of Employment in a Residential Hotel, Restaurant, Eating-House,

Theatre, or other places of public amusement or entertainment

4. Form-M {Rule 20(4)}

Register of Leave – This and all the above Registers have to be maintained by

the Employer

5. Visit Book

This shall be a bound book of size 7” x 6” containing atleast 100 pages with
every second page consecutively numbered, to be produced to the visiting

Inspector on demand. The columns shall be:

i. Name of the establishment or Employer

ii. Locality

iii. Registration Number

iv. Date and

v. Time
 LABOUR LAW AND INDUSTRIAL RELATION

Labour law (or "labor", or "employment" law) is the body of laws, administrative

rulings, and precedents which address the legal rights of, and restrictions on, working

people and their organizations. As such, it mediates many aspects of the relationship

between trade unions, employers and employees. In Canada, employment laws related

to unionized workplaces are differentiated from those relating to particular

individuals. In most countries however, no such distinction is made. However, there

are two broad categories of labour law

First, collective labour law relates to the tripartite relationship between employee,

employer and union

Second, individual labour law concerns employees' rights at work and through the

contract for work. The labour movement has been instrumental in the enacting of laws

protecting labour rights in the 19th and 20th centuries. Labour rights have been

integral to the social and economic development since the industrial revolution.

CONTRACT OF EMPLOYMENT

The basic feature of labour law in almost every country is that the rights and obligations

of the worker and the employer between one another are mediated through the contract

of employment between the two. This has been the case since the collapse of feudalism

and is the core reality of modern economic relations. Many terms and conditions of the

contract are however implied by legislation or common law, in such a way as to restrict

the freedom of people to agree to certain things to protect employees, and facilitate a

fluid labour market. In the U.S. for example, majority of state laws allow for
employment to be "at will", meaning the employer can terminate an employee from a

position for any reason, so long as the reason is not an illegal reason, including a

termination in violation of public policy.

One example in many countries] is the duty to provide written particulars of

employment with the essential terms to an employee. This aims to allow the employee

to know concretely what to expect and is expected; in terms of wages, holiday rights,

notice in the event of dismissal, job description and so on. An employer may not

legally offer a contract in which the employer pays the worker less than a minimum

wage. There are certain categories that people may simply not agree to because they

are deemed categorically unfair. However, this depends entirely on the particular

legislation of the country in which the work is.

MINIMUM WAGE

There may be law stating the minimum amount that a worker can be paid per hour.

The minimum wage is usually different from the lowest wage determined by the

forces of supply and demand in a free market, and therefore acts as a price floor. Each

country sets its own minimum wage laws and regulations, and while a majority of

industrialized countries has a minimum wage, many developing countries have not.

Minimum wage laws were first introduced nationally in the United States in 1938,

India in 1948, and France in 1950 and in the United Kingdom in 1998. In the

European Union, 18 out of 25 member states currently have national minimum wages.
HEALTH AND SAFETY

Other labor laws involve safety concerning workers. The earliest English factory law

was drafted in 1802 and dealt with the safety and health of child textile workers.

ANTI DISCRIMINATION

This clause means that discrimination against employees is morally

unacceptable and illegal, on a variety of grounds, in particular racial discrimination or

sexist discrimination.

WORKPLACE INVOLVEMENT

Workplace consolation statutes exist in many countries, requiring that employers

consult their workers on issues that concern their place in the company. Industrial

democracy refers to the same idea, but taken much further. Not only that workers

should have a voice to be listened to, but that workers have a vote to be counted.

COLLECTIVE LABOUR LAW

Collective labor law concerns the tripartite relationship between employer, employee

and trade unions. Trade unions, sometimes called "labor unions"

TRADE UNION

Some countries require unions to follow particular procedures before taking certain

actions. For example, some countries require that unions ballot the membership to

approve a strike or to approve using members' dues for political projects. Laws may

guarantee the right to join a union (banning employer discrimination), or remain silent

in this respect. Some legal codes may allow unions to place a set of obligations on
their members, including the requirement to follow a majority decision in a strike

vote. Some restrict this, such as the 'right to work' legislation in some of the United

States.

CHILD LABOUR

Child labor is the employment of children under an age determined by law or custom.

This practice is considered exploitative by many countries and international

organizations. Child labor was not seen as a problem throughout most of history, only

becoming a disputed issue with the beginning of universal schooling and the concepts

of laborers’' and children's rights. Child labor can be factory work, mining or

quarrying, agriculture, helping in the parents' business, having one's own small

business (for example selling food), or doing odd jobs. Some children work as guides

for tourists, sometimes combined with bringing in business for shops and restaurants

(where they may also work as waiters). Other children are forced to do tedious and

repetitive jobs such as assembling boxes, or polishing shoes. However, rather than in

factories and sweatshops, most child lab our occurs in the informal sector, "selling on

the street, at work in agriculture or hidden away in houses — far from the reach of

official inspectors and from media scrutiny.

Some social security provisions for workers

• Provident fund

• Gratuity

• Employee state insurance

• Financial assistance

• Maternity facility to women workers

• Medical treatment and compensation for industrial injury,

accidents, ailments, etc.

• Financial assistance during absence due to ill health or

accidents
 PROVIDENT FUND

Employer Coverage

Establishments employing 20 or more persons and engaged in any of the 180

industries / Classes of Businesses specified.

Co-operative Societies, employing 50 or more persons & working without the aid of

power.

Establishments not coverable statutorily can come under the coverage of the Act

statutorily.

An establishment continues to be covered under the Act, irrespective of the fall in the

employment strength.

Since the Act applies on its own force to the establishments, the employers are

required to file the particulars in the specified format for registration and allotment of

business number.

Financial Obligations:

Contributions:

Statutory rate of contribution is 12% of emoluments (basic wages, dearness

allowance, cash value of food concession and retaining allowances if any,) in the case

of 175 establishments. Rate of contribution shall be 10% in the case of the following:

Brick, beedi, jute, guar gum factories, coir industry other than spinning sector.

Establishments declared as sick undertakings by BIFR. A matching contribution is to

be collected from the emoluments of the employees. Out of 12% (or 10% as the case

may be) of the employer’s share of contribution, 8.33% is to be remitted towards

pension fund.
Employer is also required to pay a contribution of 0.5% of the emoluments towards

EDLIS’1976.

Administrative Charges:

An employer is required to pay administrative charges at 1.10% of emoluments

towards provident fund charges and 0.01% towards EDLI Scheme 1976.

No separate administrative charges for pension scheme

Inspection Charges:

In respect of exempted establishment under P.F. Scheme employer is liable to pay

only inspection charges at the rate of 0.18% of emoluments.

In the case of establishment exempted from EDLI Scheme, the employer is required

to pay only inspection charges at the rate of 0.005% of emoluments.

Interest Liability:

For belated remittances of contributions, administrative / inspection charges interest at

the rate of 12% on such remittances for the period of delay is to be remitted.

Damages:-

For all the belated remittances of contribution and administration/inspection charges

damages are also payable as penalty ranging from 17% to 37% p.a. depending upon

delay.
Duties of Employer

Enroll all categories of employees including the employees engaged by or through

contractors and also piece rated, hourly rated employees. Remit the contributions and

administrative charges before the 15th of the following month.

File the initial returns of Form 9, Form 3(P.S.), form 5A.

File the monthly returns in Form 12A, Form 5, Form 10 and Challans for remitting

the dues. Maintain the contribution card in respect of each employee in Form 3A and

submit the annual returns in Form 3A and 6A after reconciliation with Challans and

form 12A. The employer has to ensure that statutory dues in respect of contractors

employees are remitted and returns filed. Employer should attest the form No.2 and

the claims forms submitted by the member/ legal heirs/ nominees. Make available all

relevant records for inspection of visiting officials with due authorisation.

Exemptions under the Schemes

Provident Fund

An individual member getting Provident Fund benefits on par with or better than

statutory provisions can apply for exemption in Form 1 under para 27.

Employers can apply for exemption in respect of a class of employees getting similar

or better benefits than the statutory P.F. Scheme under P. 27A subject to the

conditions governing grant of exemption. The employer can seek exemption from

P.F. Scheme for the entire establishment if the majority of the employees also consent

for exemption, subject to certain conditions governing grant of exemption and certain

formalities
Pension Scheme

Employer can avail exemption for the establishment as a whole, with the consent of

majority of employees, if an alternative pension scheme is formulated by the

establishment with benefits either on par with or superior to the EPS ’95 and subject

to certification of the viability and long sustenance of the scheme by an independent

qualified actuary and satisfying the other conditions prescribed governing the grant of

exemptions.

There is no provision for exemption of individuals or for class of employees.

EDLI Scheme

The establishment can get exemption from the EDLI Scheme, if the employees

therein are entitled for a benefit in the nature of insurance whether linked to their P.F.

deposit or not and without paying any contributions.

Its very clear that 12% is deducted on allowances other than exempted ones like

Conveyance Rs 800/m , Child allowance Rs 200/m for two children, Medical

allowance Rs 15,000/ per annum & LTA.

Maintain the contribution card in respect of each employee in Form 3A and submit

the annual returns in Form 3A and 6A after reconciliation with Challan’s and form

12A. The employer has to ensure that statutory dues in respect of contractor’s

employees are remitted and returns filed.

Employer should attest the form No.2 and the claims forms submitted by the member/

legal heirs/ nominees. Make available all relevant records for inspection of visiting

officials with due authorization.

Exemptions under the Scheme

The PF contribution is 12% of Basic salary from both employee and employer. For

the calculation the maximum limit of Basic is Rs 6500/-. It means even if the

employee's basic salary is above Rs 6500/- the employer is liable to contribute only

on Rs 6500/-, that is Rs 780. However if an employee so desires he may voluntarily

contribute more than 12%. Apart from it an employer also has to pay some

administration charges. I explain you the various accounts of PF challan.

Employee Employer

A/c No 1: PF contribution Account 12 3.67

A/c No 2: PF Admin account 1.10

A/c No 10: EPS account 8.33

A/c No 21: EDLIS account 0.50

A/c No 22: EDLIS admin account 0.01

12 13.61

PF admin charge = Employer has to pay 1.1 % of basic

EDLIS: Employer has to pay 0.5% of basic

EDLIS admin charge :Employer has to pay 0.01% of basic

Total additional percentage employer has to pay: 1.61% of basic

So employer has actually to pay 13.61 % of Basic and employee has to pay only 12%

of basic. Employees complete 12% goes to PF account while employer contributions'

8.33% goes to Pension fund and 3.67% goes to PF fund.

 EMPLOYEE STATE INSURANCE

SCHEME

The Employees’ State Insurance Scheme is administered by a Corporate body called

the Employees’ State Insurance Corporation (ESIC), which has members representing

employers, employees, the Central Government, State Governments, medical

profession and the Parliament.

E.S.I. Scheme being contributory in nature, all the employees in the factories or

establishments to which the Act applies shall be insured in a manner provided by the

Act. The contribution payable to the Corporation in respect of an employee shall

comprise of employer’s contribution and employee’s contribution at a specified rate.

The rates are revised from time to time. Currently, the employee’s contribution rate

(w.e.f. 1.1.97) is 1.75% of the wages and that of employer’s is 4.75% of the wages

paid/payable in respect of the employees in every wage period. Employees in receipt

of a daily average wage up to Rs.50/- w.e.f. 01-04-2004 are exempted from payment

of contribution. Employers will however contribute their own share in respect of these

employees.

Collection of Contribution

An employer is liable to pay his contribution in respect of every employee and deduct

employees contribution from wages bill and shall pay these contributions at the above

specified rates to the Corporation within 21 days of the last day of the Calendar month

in which the contributions fall due. The Corporation has authorized designated

branches of the State Bank of India and some other banks to receive the payments on

its behalf.
Contribution Period and Benefit Period

There are two contribution periods each of six months duration and two

corresponding benefit periods also of six months duration as under.

Contribution period Corresponding Cash Benefit period

1st April to 30th Sept. 1st January of the following year to 30th June.

1st Oct. to 31st March 1st July to 31st December of the year following

VARIOUS FORMS THAT COMES UNDER ESI

FORM NO. CONTRIBUTION

Form 22 Claim of funeral expenses

{filled after death}

Form 6 For register{complete detail of employee,

name, E.S.I no. ,etc.}

Form 3 E.S.I return

Form 1 Declaration form for E.S.I

{FOR INDIVIDUAL}

Form 5 Half yearly return{april to september,

october To march}
 Form 1 Registration for establishment

Payment of Gratuity Act, 1972

Object: It is an Act to provide for a scheme for the payment of gratuity to

employees engaged in factories, mines, oilfields, plantations, ports, railway

 companies, and shops or other establishments.

Applicability: Any Employer of the above noted establishments where 10 or more

persons are employed or were employed on any day of the preceding 12 months is

liable to pay gratuity to its employees. Once the Act becomes applicable, it continues

even if the number of employees falls below ten.

Entitlement: Gratuity is payable to an employee (nominee - in case of death of

employee) who has rendered continuous service of five years or more on his

termination of employment, superannuation, retirement or resignation. Completion of

continuous service of five years is not necessary where the termination of

employment is due to death of disablement.

Calculation: W x Y x 15/26 where W = Last Wage drawn i.e., basic + DA

Y = number of completed years of continuous service (six months or less to be

ignored and more than six months to be counted as full year.

15 = 15 days salary

26 = No. of working days in a month.

Maximum Limit: Rs.3.5 lacs. (w.e.f 24-09-1997)

Time Limit for application to employer: Employee has to make an application in

Form-I to his employer within 30 days from the date of gratuity becomes payable.
 To calculate the gratuity: it has the formula

Ex. Number of yrs of service x Last salary drawn (Basic+D.A) X 15

26

COMPANY PROFILE
 .

HISTORY

ITC Limited entered the hotel business on October 18, 1975, with the opening of a

hotel in Chennai, which was rechristened Hotel Chola. ITC hotels currently owns and
operates 100 hotels in 75 destinations ITC Hotels have a reputation of playing host to

visiting royalty and world leaders time and again Its restaurants Bukhara (restaurant),

Peshawari, Dakshin, DumPukht and Kebabs & Kurries are well known cuisine brands

today. ITC-Welcomgroup has one of the most extensive art collections in India. A

museum of their collection is being planned in Kolkata

The group today operates under several distinct brands:

• ITC - Luxury Collection Hotels

• WelcomHotel Sheraton Hotels

• Fortune Hotels, which has 54 hotels with 4446 rooms in 41 cities across India

• WelcomHeritage Hotels

List of ITC Hotels by Brand

ITC Hotel Luxury Collection

• ITC Maurya, New Delhi

• ITC Mughal, Agra

• ITC Maratha, Mumbai

• ITC Grand Central, Mumbai

• ITC Sonar, Kolkata

• ITC Kakatiya, Hyderabad

• ITC Windsor, Bangalore

• ITC Royal Gardenia, Bangalore

WelcomHotel / Sheraton properties

• Sheraton Chola, Chennai

 • Sheraton Park Hotel & Towers, Chennai

• Sheraton Rajputana, Jaipur

• Sheraton New Delhi, New Delhi

• WelcomHotel Rama International, Aurangabad

• WelcomHotel Vadodara, Vadodara

List of Fortune Hotels

• Fortune Global Select Gurgaon

• Fortune Select Palms Chennai

• Fortune Select Trinity Bangalor

• Fortune Select Exotica Navi Mumbai

• Fortune Select Manohar Hyderabad

• Fortune Select JP Cosmos [begluru]

• Fortune Park Bella Casa Jaipur

• Fortune Landmark Ahmedabad

• Fortune Landmark Indore

• Fortune Park Center Point Jamshedpur

• Fortune Hotel The South Park Trivandrum

• Fortune Park Calicut Calicut

• Fortune Park Galaxy Vapi

• Fortune Murali Park Vijaywada

• Fortune Park Klassik Ludhiana

• Fortune Pandiyan Hotel Madhurai

• Fortune Park Panchwati Kolkata

• Fortune Fences Tirupati Tirupati

 • Fortune Resort Bay Island Port Blair

• Fortune Resort Sullivan Court Ooty

• Fortune Chariot Resort Mahabalipuram

• Fortune Resort Central Darjeeling

• Fortune Inn Riviera Jammu

• Fortune Inn Jukaso Pune

• Fortune Inn Sree Kanya Vishakapatnam

List of WelcomHeritage Properties

• Bal Samand Lake Palace Jodhpur

• Bal Samand Garden Retreat Jodhpur

• Bandhavgarh Jungle Lodge Bandhavgarh

• Bassi Fort Chittorgarh

• Bijay Niwas Palace Ajmer

• Bob's Place Nathuakhan

• Burra Sahib's Bungalow Jorhat

• Calve Pondicherry

• Camellia Hotel & Resort Shantiniketan

• Chalets Naldehra Naldehra

• Chinnar Plantation Bungalow Elappara, Idukki Dist.

• Connaught House Mount Abu

• Corbett Ramganga Resort Corbett National Park

• Denzong Regency Retreat Gangtok

• Elephant Point Retreat Village Tippi

• Fernhills Palace Ooty

• Golf View Pachmarhi

• Grace Hotel Dharamsala

• Grand Imperial Agra

• Gurkha Houseboat Srinagar

• Hirlicheena Nature Resort Manan Village

• Judge's Court Pragpur

• Kanha Jungle Lodge Kanha

• Kasmanda Palace Mussoorie

• Khazanchand Mansion Almora

• Khimsar Fort Khimsar

• Khimsar Sand Dunes Village Khimsar

• Kikar Lodge Anandpur Sahib

• Koolwal Kothi Nawalgarh

• Lal Niwas Phalodi

• Lallgarh Palace Bikaner

• Maharani Bagh Orchard Retreat Ranakpur

• Mandir Palace Jaisalmer

• Mistry Sahib's Bungalow Jorhat

• Narmada Jackson Jabalpur

• Noor-Us-Sabah Palace Bhopal

• Palace Belvedere Nainital

• Pemaling Dirang

• Pragati Resorts Hyderabad

• Rajendra Villas Palace Mysore

• Ranjit's Svaasa Amritsar

 • Ranthambore Forest Resort Sawai Madhopur

• Raobagh Palace Bundelkhand

• Regency Villas Ooty]]

• Rosaville Shillong

• Royal Camp Nagaur Fort

• Royal Camp Pushkar]]

• Sardar Samand Palace Pali

• Shalini Palace Kolhapur

• Shambha - La Leh Ladakh

• Sheikhpura Kothi Hansi

• Solang Valley Resort Manali

• Taradale Cottage Ramgarh

• Taragarh Palace Palampur

• Thengal Manor Jorhat

• Umed Bhawan Palace Kota

• [Windamere Hotel] Darjeeling

• Windsor Lodge Ranikhet

• Woodville Palace Shimla

• Art collection

Art Collection Since 1975, ITC-Welcomgroup has collected a massive bank of art by

over 50 artists including some of India’s most important contemporary artists like
A.G. Subramanyam, Krishan Khanna, Jatin Das, Ram Kumar, M.F. Hussain, F.N.

Souza, J. Swaminathan, Tyeb Mehta, Anjolie Ela Menon, Akbar Padamsee, A.

Ramachandran, Satish Gujral, Meera Mukherjee, Jamini Roy, Bikash Bhattacharjee,

Sanjay Bhattacharjee, Gopi Gajwani, Biren Dey, Kim Michael, G.R. Santosh and

Arpita Singh.

Awards and recognition

ITC-Welcomgroup

• ‘ITC Green Centre’ certified by the US Green Building Council for

Leadership in Energy & Environmental Design (USGBC – LEED) is the first

largest commercial ‘Platinum Rated’ building in the world.

• ITC-Welcomgroup was adjudged as a Super Brand in the premium hospitality

category in 2003-04.

• ITC-Welcomgroup won Today’s Traveler India’s Best Luxury Chain

Diamond Award in 2008.

• ITC-Welcomgroup was declared Hewitt Best Employer in India & Asia 2009.

Galileo Express Travel World Award

• ITC-Welcomgroup was declared as the Best Premium Hotel Brand for three

consecutive years - 2005-06, 2006-07 & 2007-2008.

• WelcomHeritage won the Award for Best Heritage Chain in India for three

consecutive years from 2005 to 2007.

• Fortune Park Hotels Limited was declared the Best First Class Hotel Chain in

2004.
Economic Times Avaya Global Connect Award

• ITC-Welcomgroup was declared The Most Customer Responsive Company

(Hotels) in 2006.

The NCPEDP - Shell Helen Keller Award

• ITC-Welcomgroup won the NCEDP ‘Shell Helen Keller Award’ 2008 in

the category ‘Companies / Organisations / Institutions who share our vision and

through their policies demonstrate their belief in equal rights and gainful employment

for persons with disabilities’.

EHS Awards

• ITC-Welcomgroup won PATA Gold Award in Corporate Environmental

Category in 2005.

• ITC Maurya, New Delhi - Environment Champion Hotel of the year in 1997

and 2001-02.

• ITC Kakatiya, Hyderabad FHRAI - The Environment Champion award in

2005

• ITC Sonar, Kolkata received Five Star rating in the Environmental

Management System from British Safety Council in 2007

• ITC Mughal, Agra won TERI Corporate Environment Award in 2003-04

• ITC Maratha, Mumbai won FHRAI Green Champion of the year among Large

Hotels in 2004

• ITC Grand Central, Mumbai won FHRAI Award for Green Champion of the

year among Large Hotels in 2008

 • ITC Maurya, New Delhi India declared by Today Travel Plus Toplist Survey

as the Eco Friendly Hotel in 2008-09

Tourism Awards

• Sheraton New Delhi Hotel won The National Tourism Award - Best Eco

Friendly Hotel in 2004-05

• ITC Maurya, New Delhi won National Tourism Award for Best Eco Friendly

Hotel 2008

• ITC Grand Central was recognised as the best Private Public Enterprise

Providing Facilities for Physically Challenged Persons by Ministry of Tourism

in the year 2007-08

 OVERVIEW

Experience a world of warmth and comfort at the five star Sheraton New Delhi Hotel.

Conveniently located in the business district and adjacent to the city centre of South

Delhi, our hotel is also in close proximity to the Max International Healthcare

Hospital and Apollo Hospital. The hotel is an easy 20 minute drive from the

domestic/international airport, and 30 minutes from some of Delhi’s largest

convention centers such as Pragati Maidan and India Expo Centre.

Contemporary colour schemes and soft furnishings fill our 220 guest rooms with

warmth. The rooms offer a spacious environment of 340 sq ft, with Wi-Fi

connectivity, so business travelers can connect to what matters to them. Guests also

have access to our 24-hour business centre facilities. Treat yourself at our four highly

awarded food and beverage outlets which offer a variety of delectable cuisine

spanning Northern and Southern Indian fare, South-East Asian specialties, and both

vegetarian and non-vegetarian cuisine. Our swimming pool, state of the art fitness

centre and shopping arcade are great places to unwind after a busy day. Our round the

clock room service, laundry service, beauty salon, concierge, travel desk and valet .
 FACILITIES

Whether come here for work, play, or a combination of both , we provide all

our guests with spaces , services and helpful connections when and where you need

them.

• Business Centre

• High-speed Internet with Wi-fe option

• Copier/facsimile facilities

• Laptop computers on hire

• Mobile phones on hire

• Multimedia computers

• Secretarial services

• Workstations

• Fresh water swimming pool

• Water sports

• Fitness Centre

• Dart games & shooting

• Cricket

• Football

• Badminton

• Bicycle

• Kite Flying

• Astrologer

• Portrait & tattoo artists

• Video games & movies

• Babysitting

• Beauty parlor

• Cookery classes

• Kids library

• Kids play area

• Live Music

• Magic shows

• Puppet shows

• Shopping arcade

• Spa offering authentic and traditional Indian wellness treatments

• 24-hour room service

• Laundry service/valet

• Doctor-on-call

• Travel assistance

• Car hire service

• Currency exchange

• Florist

• Cultural programmes and theme nights

DINING
 Appealing to international travellers and locals alike, our innovative menus offer

delicious interpretations of cuisine from around the world, alongside traditional

Indian favourites and seasonal choices. Our indigenous chef use fresh and

traditional ingredients to create every dish.

The Baywatch offers an exploration of the senses with friendly service 24 hours a

day. Overlooking the exquisite blue waters of the Blue Bay, it is undoubtedly one

of the city’s most popular dining venues with breakfast, lunch, and dinner buffets,

in addition to a delectable all-day dining menu.

The four states of the southern Indian Peninsula – Andhra Pradesh, Karnataka,

Tamil Nadu, and Kerala – are steeped in a rich culture and Dakshin features

authentic presentations from all four states. It etches the ethos of South India in

tradition, service, and food, recreating the splendour of the southern kitchen with

their distinctive flavour and aroma.

Among the more exciting regions of culinary alchemy is that between the Bay of

Bengal and the South China Sea. Here Indian spices meet Chinese cooking styles

and Malay traditions. At Pan Asian you can explore diverse culinary traditions,

from the hearty fare of Mongolia to the eclectic food of Malaysia, the fiery taste of

Indonesia and Thailand, as well as the delicate flavours of China and Japan.

The Lobby Lounge is a great meeting place for morning coffee and pastries or an

aromatic afternoon tea. During the evening, relax and enjoy a selection of the

finest wines and spirits in the heart of the hotel.

Restaurants & Lounges

PAN ASIAN
 Cuisine: Asian
Hours: 6:30 PM - 12:00 PM
Atmosphere: Interactive Cooking Counters
DAKSHIN SOUTH INDIAN

Cuisine: Indian
hours: 12:30 PM - 3:00 PM; 7:30 PM - 11:45 PM
BAYWATCH COFFEE SHOP

Cuisine: International
Hours: 24 Hours Daily
Atmosphere: Casual
Setting: Poolside
LOUNGE BAR

Atmosphere: Finest Wines and Spirits

Setting: Lobby Level
s

Meetings and events

Six elegant and spacious conference and banqueting suites, complete with High Speed

Internet Access are avaIlable for your meeting needs. Used individually or

collectively, the meeting venues are suitable for business and social events such as

product launches, corporate meetings, business seminars, cocktail parties, weddings,

dinner dances, and small private gatherings. The beautiful and spacious ballroom,

with pre-function area and large wooden doors, is exquisitely decorated with crystal
chandeliers. It is ready to welcome weddings and cocktail dinners for up to 350

guests, theatre-style conferences for up to 250, and receptions for up to 300. The

elaborate Function Hall Dynasty has a separate entrance. While the hall itself covers

an area of 2,379 square feet, it is also features a pre-function area of 504 square feet.

Sketches of ancient monuments adorn the walls of the hall making it a perfect venue

for professional or personal events.

Located on the upper lobby level away from all

disturbances, the Mezzanine Boardroom is easily accessible via the lobby elevators.

The understated style of its pale, wood enhanced décor is conducive to the success of

the top level meetings held across an oval meeting table for 20. Our dedicated team of

conference and banqueting specialists can provide professional assistance to

complement any part of your conference, function, or event. Open 24 hours a day, the

business centre provides a distraction-free work environment and access to business

tools and services. Computers, printers, Internet access, photocopying facilities,

facsimile transmission, as well as full secretarial services are available.

Number of Guest 220

Rooms:
Number of Meeting 6

Spaces:
Largest Meeting Space: 2,379 sq. ft. (221.01 sq.m)
 OBJECTIVES OF STUDY

 To observe industrial relation operation and satisfaction level of the

employees.

 To observe the working condition inside the organization.

 To observe the grievance handling procedure inside the organization.

 Division of work and workers.

 To observe the different welfare scheme given by the organization.

 INDUSTRIAL RELATION PROGRAMMES OPERATING IN

HOTEL SAKET SHERATON

 Stars rating system

 Welfare schemes

 Medical allowance

 Death relief fund

 Marriage anniversary

 Staff birthday celebration

 Grievance handling procedure

 Picnics

 Medical camp facility by dr. Sudhir Gupta

 Star grading system

 Education facilities to staff ‘s children

 Organizing sports day

 Annual function

 Proper leave including 12 casual leave

 Proper work environment

 STARS GRADING SYSTEM

THE NEW STRUCTURE OF LEVEL OF STARS

The flow chart indicating the current S.T.A.R.S. Level is given below

1000 POINTS AND ABOVE M.D’S CLUB

IN SAME FINANCIAL YEAR

250 POINTS AFTER REACHING C.O.O’S CLUB

PALTINUM

250 POINTS WITHIN 6 PLATINUM CLUB

MONTHS OF REACHING GOLD

130 POINTS WITHIN 3 MONTHS GOLD CLUB

OF REACHING SILVER LEVEL


120 POINTS IN 3 MONTHS

EFFECTIVE FROM APRIL SILVER CLUB

MEDICAL ALLOWANCE

Fixed amount of Medical allowance of Rs.100/- is payable to pensioners/Family

pensioner’s w.e.f.1.212.1997 it is notified along with the Original pension based on

the option given by the pensioner and undertaking that he/she is residing in the area

not covered by CGHS scheme. Those who exercise the option will have to give an

undertaking once every year to the PDA that they are residing in such area where no

such facilities are available. The option for fixed Medical Allowance can be changed

only once in lifetime by the pensioner on account of change in residence. In case the

pensioner wants o draw Medical allowance subsequently the same will not be notified

by the PSA/ PCDA (P) .The pensioners should approach the PDA/Bank DPDO etc.

for this purpose.

In the Hotel medical allowance facility is provided to all the employees. Whatever

expenses occured all was given by organization itself. Medical is maximum

upto Rs 15000 PA or Rs1250 PM.

DEATH RELIEF FUND

Under the scheme of EDLI {employee deposit link insurance} 60,000 is given to the

family member. Rs 70000 is paid to dependent of decreased of permanent employee.

An amount has been fixed accordingly to grades and workers contribute at rs 60 at the
time of such mishappening. A sum of Rs 35000 is contributed by the management and

Rs 35000 by the employees.

MARRIAGE ANNIVERSERY

Marriage anniversary for all head of departments and their respective 2 IC are

also celebrated in Hotel Sheraton Delhi. A parity and gift is given to the concerned

employee.

STAFF BIRTHDAY CELEBRATION

A gift with birthday cake is given to the concerned employee and organizes family

dinner.

WEAKLY REST

 weakly rest is given to those employee who attend their duty

three days

availed leave with pay at least for three days. However leave

without pay will

not be counted in three days.

  Newly appointed employees lose their first weekly rest in the

case they jointed their duty and don’t complete above

conditions of rest.

 Compensatory leave should be availed in 30 days against his

weekly rest

Working.

 12casual leave is given to the employee.

SALARY AND WAGES

a) HRA paid to every entitled employee who is not absent more than

seven days , at full rate. . If he absence for more than seven days than HRA is given

on pro-rata basis. HRA to filed staff is given according to posting station. As per

present practice there are some entied where they get 60% extra HRA in addition to

HRA as per grade. Full HRA is given on leave without pay also

b) Basic, DA, CA, CEA, LTA, Medical, WA, special allowance is being

paid

on basis on payable days

 GRIEVANCE HANDLNG PROCEDURE IN HOTEL SAKET

SHERATON

A grievance is a sign of employee’s discontent with job and its nature. The employee

has got certain aspirations and expectations which he thinks must be fulfilled by the

organization where he is working. When the organization fails to satisfy the employee

needs, he develops a feeling of discontent or dissatisfaction. Thus, grievance is caused

due to the difference between the employee expectation and management practices.

Breach defines a grievances as” any dissatisfaction or feeling of injustice in

connection with one’s employment situation that is brought to the notice of the

management.

The Causes of Grievances

The causes of employee grievances include:

  demands for individual wage adjustments,

 complaints about the incentive systems

 Complaints about the job classifications,

 Complaints against a particular foreman

 Complaints concerning disciplinary measures and procedures.

 Objections to the general methods of supervision,

 Loose calculation and interpretation of seniority rules, and

 Unsatisfactory interpretation of agreements

 Promotions

 Disciplinary discharge or lay-off,

 Transfer for another department or another shift,

 Inadequacy of safety and health services / devices

 Non-availability of material in time

 Violation of contracts relating to collective bargaining

 Improper job assignments.

OBJECTIVE

The objective of the procedure is to redress and settle the grievance as early as

possible to its point of origin by creating an environment which share festal a culture

of candidate and faith so that employees can vent their grievance without any fear of

victimization and Reprisal.

In order to achieve the above said objective the following principles shall be
followed –

 Be given a fair hearing by their immediate superiors concerning

any grievance they may wish to raise.

 They can free to appeal to a more senior manager against the

decision made by immediate superior.

 May be accompanied by a fellow employee of their own choice

when raising the grievance or appealing against a decision.

PROCEDURE

 Aggrieved employee shall first present his grievance verbally

to his immediate superior .An answer shall be given by his

immediate superior with in 48 hours of presentation of the

complaint .Employ may bring along with him a fellow employee

 If employee is not satisfied with the redresses from immediate superior with in

the prescribed time .he or she can walk his or her grievance in writing .his or her

complaint shall be redressal with in three days by his HOD.

  In case employee does not get any response from his or her HOD

with in three days of presenting of complaint or he is not

satisfied with the redressal given to him then he may bring

forward his grievance to a grievance committee which may

consist of three head of departments .This shall consist of

personnel head ,concerned department head of employee and

other related department’s HOD the committee shall make

recommendations with in seven days to management regarding

his or her grievance in case of any difference of opinion amongst

members of committee the grievance can be placed before top

management for final decision .the top management has to take

decision on any case regarding grievance presented to it in three

days .Top management can make any amendments to the decision of

the committee .

RESEARCH METHODOLOGY

A research methodology is a sample framework or a plan for study that is used as a

guide for conducting research . It is a blueprint that is followed in processing research

work. Thus in good research methodology the line of action has to be chosen carefully

from various alternatives.

RESEARCH DESIGN
A research design is the arrangement of conditions for the collection of data and

analysis of data. Infact research design is the conceptual structure within which

research is conducted.

Descriptive Research Design has been used by me to solve each and every factor of

given task. In the descriptive research study, the main purpose is that of formulating a

problem for more precise investigation or of developing the working hypothesis forms

an operational point of view. The major emphasis is on the discovery of ideas and in

sights.

DATA COLLECTION METHOD

According to the needed research for the project is both Primary and Secondary data

collection methods. We have used company website, some publications on the net and

information related to broacher for secondary data collection. To ensure

the accuracy of the primary data collection used is the structured

interview method.

DATA ANALYSIS AND INTERPRETATION

1. Are you satisfied with the accommodation facility, provided by the Hotel
 20%

Satisfied
Not Satisfied

80%

This is the first basic need of a human. Accommodation should be situated in a good

environment and should be in a good area where one can survive easily. There are so

many big concerns who does not provide accommodation facility to their employees,

but HOTEL SAKET SHERATON provides accommodation facility to their

employees. HOTEL SAKET SHERATON has its own township. The employees has

no problem for accommodation in HOTEL SAKET SHERATON, New Delhi . This is

the first theory of motivation. The employees of HOTEL SAKET SHERATON, New

Delhi are satisfied with the accommodation facility provided by the company.

2.Are you satisfied with the health care facility?

 35%

Satisfied
Not Satisfied
65%

Health care is one of the important factor life. HOTEL SAKET SHERATON has its

own township, so the company provides Hospital for the employees, with a good

number of doctors for all diseases. There are 11 doctors and 14 nurses available at

Hotel.. The employees are satisfied for a certain limit, they has a complain also and

that is, the health care facility is only for small and normal diseases, if there is a

measure disease arise then there is no arrangements for that.

3.Are you feeling secure about your job?

 20%

Secured
Not Secured

80%

This is another factor of motivational theory. Feeling secure about the increases the

morale of the employee. HOTEL SAKET SHERATON employees are feeling secure

about their jobs. The officers of HOTEL SAKET SHERATON are experienced and

permanent.
4.Does the Hotel provides you efficient grievance handling

procedure?

15%

Satisfied
Not Satisfied

85%

Grievance handling has a very prominent place in the hotel and the

employees problems are very well handled by the management.

The employees of HOTEL SAKET SHERATON are very much satisfied

with the grievance handling procedure provided by the company.

5.Are you satisfied with your team members at your work place ?

35%

Satisfied
Not Satisfied

65%

Team work exaggerates the morale of the employees and they puts heir best effort.

The employees of HOTEL SAKET SHERATON, New Delhi are very much satisfied

with there team members, all the employees are co-operative with each other. All the

employees at here shares there information relating their work, divides there work

properly. They gives respect to each other and they makes fun with each other also.

All the employees are very much co-operative with the outside people also.
6.Are you satisfied with the training and development programs which are

provided by the company ?

30%

Satisfied
Not Satisfied

70%

Training and development program this is one of the factor which every employee

needs at the very first time in an organization and this is a continuous process. The

employees of HOTEL SAKET SHERATON are not fully not satisfied with this

factor. There are 70% employees are satisfied and 30% are not. The unsatisfied

employees says that, this is not a continuous process at HOTEL SAKET

SHERATON, New Delhi. Some of them complains that the training and development

programs which are provided by the company are not enough for them.
7. Are you satisfied with the welfare facilities which are provided to you at the

working area ? (eg. Canteen, AC’S ,Etc.

15%

Satisfied
Not Satisfied

85%

The employees of Hotels are satisfied with the welfare facilities which are provided to

them. Every rooms of the office are AC(air condition) fitted, well furnished rooms

with good lighting facility, the cost of the foods in the canteen are very low, such as,

Lunch (veg)=Rs.3 Lunch (non-veg,egg)=Rs.4

Breakfast or evening food items =1 rupee (samosha,bara,piazi,etc)

Tea=1 rupee Etc.. There is no charges for accommodation, electricity and water for

employees. HOTEL SAKET SHERATON, New Delhi employees are satisfied with

the welfare facilities.

8. Are you satisfied with your salary package?

30%

Satisfied
Not Satisfied

70%

This is the question on which no one will give true answer. Because every person

wants more and more money than he/she gets and that’s why everyone mustn't

satisfied with their salary packages. But when I ask the employees of HOTEL SAKET

SHERATON about their salary package according to their performance, and

performance wise they are satisfied with the salary package. But there are a few

young employees are working there, who are not satisfied with the salary package

which they are getting. When I ask about those unsatisfied employees to employees

who spends their long period of time in HOTEL SAKET SHERATON said that, if

they (unsatisfied employees) are not satisfied, then why do they working at here. They

must work at there where they gets the right salary according to there performance

and should leave HOTEL SAKET SHERATON.

9. Does the company co-operates and helps you at any emergency time?

20%

Satisfied
Not Satisfied

80%

HOTEL SAKET SHERATON co-operates with there employees in an emergency

time. All the employees are very much satisfied with the emergency helping facility.

The facilities are like, if one of the employees family member or the employee itself

suddenly suffers from a measure disease, company helps them by providing sufficient

money.
10. Do you get recognition for your individual/group performance?

15%

Satisfied
Not Satisfied

85%

Near about 85% HOTEL SAKET SHERATON employees of the survey gets

recognition for their individual/group performance. The rest employees don’t get any

recognition because they are new. This is another motivational factor which motivates

the employees to give their best again and again towards the company.
11. Are you associated with any social activity ?If yes then, what is that ?

40%
Associated
Not Associated
60%

There are a less number of employees who are associated with any social activity,

near about 40% of employees are associated. Some are associated with temple

committee, and organizes festivals. Some are associated with the

community centre and organizes occasional festivals (new year

parties), etc.
12. Which one you possess in life style?

10%

Rich LifeStyle
Average Life Style

90%

This question reflects the quality of life of the employees of Hotel Saket Sheraton.

Above 90% of employees has their own house, own car, own AC’s, own

computer/laptop, and all those necessary items which are needed in today’s life style.

The rest of employees has their own house.

13. Are you happy with the followings?

Social climate

Political climate

Economical climate

Industrial climate

Most of the employees are happy with the above factors.

The following statistical analysis shows how much the employees

are satisfied with the company according to questionnaire survey.

 FINDINGS

1) Working conditions are satisfactory

2) Majority of Employees are aware about the welfare schemes provided by the

Hotel Saket Sheraton.

3) Majority of Employees are satisfied with the salary and incentives provided by

the Hotel Saket Sheraton.

4) Majority has a mutual understanding on employees and organization relationship .

5) Majority of Employees are satisfied with the drinking water facility provided by

the Hotel Saket Sheraton.

6) Majority of Employees are satisfied with their job profile.

7) Majority of employees are satisfied with medical facilties provided by the

organization.

8) Grievance handling procedure is followed properly.

CONCLUSION

Hotel Saket Sheraton is growing at a very good pace. As from observation and study

it is clear that the industrial relation in Hotel Sheraton effective one. There are

different kind of welfare schemes like weekly off , medical allowance, death relief

fund are provided by the company to the employees to maintain the industrial relation

better one. Over and above there is also a effective grievance handling machinery for

maintaining Hotel Saket Sheraton is doing well in satisfying its employees and the

employee and management relations are quite harmonious both contributing towards

the welfare of the company.

 Welcome group of Hotels is one of the best company of India as well as of world.

HOTEL SAKET SHERATON knows for its best TQM and HR policies in the world.

The employees are very much satisfied, who are working for HOTEL SAKET

SHERATON. All the employees are motivated and work together to achieve

company’s goal. Because of high motivated employees HOTEL SAKET

SHERATON increases its sales every year from the employees are very lucky, who

are working and who will work for HOTEL SAKET SHERATON.. Earning of more

and more money is not enough for live the life, if an employee wouldn’t able to give

time to his/her family, then he/she must be disturbed at the working duration. If the

employee gives his/her best effort to the company, then the next responsibility is of

the company to provide a better quality of life in return.

SUGGESTION

Suggestions to Improve Industrial Relation:-

a. Both management and unions should develop constructive attitudes towards each

other

b. All basic policies and procedures relating to Industrial Relation should be clear to

everybody in the organization and to the union member. The personnel manager must

make certain that line people will understand and agree with these policies.
c. The personnel manager should remove any distrust by convincing the union of the

company’s integrity and his own sincerity and honesty. Suspicious, rumors and

doubts should all be put to rest.

d. The personnel manager should not vie with the union to gain workers‘loyal to both

the organization. Several research studies also confirm the idea of dual allegiance.

There is strong evidence to discard the belief that one can owe allegiance to one group

only.

e. 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. “Management gets the union it deserves” is not just an empty phrase.

FUNCTIONAL REQUIREMENTS OF A SUCCESSFUL

INDUSTRIAL RELATIONS PROGRAMME

The basic requirements on which a successful industrial relations programme is based

are:-

a) Top Management Support:

Since industrial relations is a functional staff service, it must necessarily derive its

authority from the line organization. This is ensured by providing that the industrial

relations director should report to a top line authority to the president, chairman or

vice president of an organization.

b) Sound Personnel Policies: -

These constitute the business philosophy of an organization and guide it in arriving at

its human relations decisions. The purpose of such policies is to decide, before any

emergency arises, what shall be done about the large number of problems which crop

up every day during the working of an organization. Policies can be successful only

when they are followed at all the level of an enterprise, from top to bottom.

c) Adequate Practices should be developed by professionals: -

In the field to assist in the implementation of the policies of an organization. A

system of procedures is essential if intention is to be properly translated into action.

The procedures and practices of an industrial relations department are the “tool of

management” which enables a supervisor to keep ahead of his job that of the time-

keeper, rate adjuster, grievance reporter and merit rater.

d) Detailed Supervisory Training :-

To ensure the organizational policies and practices are properly implemented and

carried into effect by the industrial relations staff, job supervisors should be trained

thoroughly, so that they may convey to the employees the significance of those

policies and practices. They should, moreover, be trained in leadership and in

communications.
e) Follow-up of Results: -

A constant review of an industrial relations programme is essential, so that existing

practices may be properly evaluated and a check may be exercised on certain

undesirable tendencies, should they manifest themselves. A follow up of turnover,

absenteeism, departmental morale, employee grievances and suggestion; wage

administration, etc. should be supplemented by continuous research to ensure that the

policies that have been pursued are best fitted to company needs and employee

satisfaction. Hints of problem areas may be found in exit interviews, in trade union

demands and in management meetings, as well as in formal social sciences research.

The purpose of such policies is to decide, before any emergency arises, what shall be

done about the large number of problems which crop up every day during the working

of an organization. Policies can be successful only when they are followed at all

thelevel of an enterprise, from top to bottom.

 APPENDIX

QUESTIONNAIRE

PERSONAL PROFILE:

NAME (OPTIONAL):

AGE:

NATURE OF JOB:

DESIGNATION:

YOU ARE REQUESTED TO GIVE YOUR OPINION ON EACH QUESTION

ON THE LEVELS MENTIONED.

LEVEL FULLY PARTIALLY CAN’T SOMEWHAT TOTALLY

SATISFIED SATISFIED SAY DISSATISFIED DISSATISFIED

POINTS 1 2 3 4 5

INDUCTION PROCESS 1 2 3 4 5

TRAINING PROVIDED TO YOU 1 2 3 4 5

TECHNOLOGY USED AT T&D: 1 2 3 4 5

TRAINERS AT HOTEL: 1 2 3 4 5
ARE YOU AWARE OF THE WAY YOUR PERFORMANCE IS APPRAISED:

YES or NO

PROCESS OF PERFORMANCE APPRAISAL: 1 2 3 4 5

WORKING CONDITIONS

 OFFICE ACCOMODATION 1 2 3 4 5

 CHECK AND CHANGE ROOM 1 2 3 4 5

 SUPPORT/ GUIDANCE FROM SENIORS 1 2 3 4 5

 OFFICE EQUIPMENTS & TOOLS 1 2 3 4 5

 WORKING ATMOSPHERE 1 2 3 4 5

REMUNERATION & ALLOWANCES: 1 2 3 4 5

WELFARE ASPECT: 1 2 3 4 5

CANTEEN:

 QUALITY OF FOOD 1 2 3 4 5

 VARIETY OF FOOD 1 2 3 4 5

 DRINKING WATER FACILITIES 1 2 3 4 5

 CATERING SERVICES 1 2 3 4 5
  DISTRIBUTION OF COUPONS 1 2 3 4 5

 TIME SCHEDULE OF SERVICES 1 2 3 4 5

MEDICAL FACILITIES:

 AVAILABILITY OF SPECIALIST 1 2 3 4 5

 No. OF QUALIFIED DOCTORS 1 2 3 4 5

 AVAILABLITY OF MEDICINES 1 2 3 4 5

 OPD 1 2 3 4 5

 INDOOR FACILITIES 1 2 3 4 5

 HOUSE KEEPING OF HOSPITALS 1 2 3 4 5

RESIDENTIAL ACCOMODATION

 MAINTENANCE OF QUARTERS 1 2 3 4 5

 RATE OF ELECTRICITY, WATER, 1 2 3 4 5

& RENT

 SPACE AVAILABLE IN QUARTERS 1 2 3 4 5

 GRADE BASIS OF ALLOTMENT 1 2 3 4 5

RECREATION:

 RECREATION FACILITIES AT 1 2 3 4 5

EMPLOYEES CLUB 1 2 3 4 5
  INDOOR AND OUTDOOR GAMES 1 2 3 4 5

TRANSPORT:

 CONDITION OF BUSES 1 2 3 4 5

 No. OF BUSES 1 2 3 4 5

 SCHEDULE & ROUTE 1 2 3 4 5

EDUCATION PROVIDED TO THE

EMPLOYEE CHILDREN IN TOWNSHIP 1 2 3 4 5

CONVEYANCE

 CONVEYANCE ADVANCE 1 2 3 4 5

 CONVEYANCE ALLOWANCE 1 2 3 4 5

FURNITURE LOAN SERVICE:

1 2 3 4 5

HOUSE BUILDING ADVANCE: 1 2 3 4 5

LATEST TECHNOLOGY USED AT HOTEL:

1 2 3 4 5
PROCEDURE OF HANDLING GRIEVANCES: 1 2 3 4

BIBLOGRAPHY

Manual and books:

Personnel Manual by Hotel Saket Sheraton.

Industrial Relations & Labour laws (fourth edition) by S C Srivastava

Personnel Management by S.K. Gupta

Human Resource Management (second edition) by V.S.P. Rao

website:

www.the itcwelcomegrouphotel.com