CHAPTER 1

INTRODUCTION

Human resource is considered to be the most valuable asset in any organization. It is the
sum-total of inherent abilities, acquired knowledge and skills represented by the talents and
aptitudes of the employed persons who comprise executives, supervisors and the rank and file
employees. It may be noted here that human resource should be utilized to the maximum possible
extent, in order to achieve individual and organizational goals. It is thus the employee’s
performance, which ultimately decides, and attainment of goals. However, the employee
performance is to a large extent, influenced by motivation and job satisfaction
Employees are among an organization's most important resources and coined as most valuable
assets. The nature and amount of work performed by them have a direct impact on the
productivity of an organization. So maintaining healthy employee relations in an organization is a
pre-requisite for any organization in order to achieve growth and success.

According to CIPD (Chartered Institute of Personnel & Development) Employee relations

is a broad term that incorporates many issues from collective bargaining, negotiations,
employment legislation to more recent considerations such as work-life balance, equal
opportunities and managing diversity. It comprises of the practices or initiatives for ensuring that
Employees are happy and are productive. Employee Relations offers assistance in a variety of
ways including employee recognition, policy development and interpretation, and all types of
problem solving and dispute resolution. It involves handling the pay–work bargain, dealing with
employment practices, terms and conditions of employment, issues arising from employment,
providing employees with a voice and communicating with employees. Employee relations is
concerned with maintaining employee-employer relation, which contributes to satisfactory
productivity, increase in employee morale and motivation.

Once there was a time when "Employee Relations" meant labor relations that fragmented
into Negotiate. Orchestrate. Dictate. HR professionals helped negotiate collective bargaining
agreements. The provisions of the contract defined the relationship between management, unions,
and workers.

Today, Employee Relations is a much broader concept. It involves maintaining a work

environment that satisfies the needs of individual employees and management. Improving
employee morale, building company culture, conveying expectations. An effective employee

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relation involves creating and cultivating a motivated and productive workforce. It’s necessary to
keep the dynamics of employer-employee relationship in mind. It covers all the relations between
employers and employees in industry. Employee relations also includes giving scope for
employee participation in management decisions, communications, policies for improving
cooperation and control of grievances and minimization of conflicts.

People are generally motivated from within, but HR and organization focus should be on
what they can do to help foster the type of environment where employees thrive to give their best
performance. Motivated employees have higher level of work engagement, reduced turnover and
better performance as compared to disengaged employees. Since the organization success is
directly linked with the performance of its employees the companies maintaining strong employee
relations initiatives will benefit because their workforce is highly motivated to put their best
efforts. Hence managing these relationships becomes important for business success, as strong
and healthy relationships can lead to greater employee happiness and even increased productivity.

Employee Relations is a set of organizational functions and practices that deals with issues
related to people as staffing, compensation and benefits, performance management, organization
development, health and safety, communication and administration. Employee Relation Practices
are viewed as ambiguous over the past years. Competition forced Employee Relations to perform
a strategic role as a business partner instead of adopting ER practices only to take disciplinary
actions and advocating employees.

Michael (2005) defined that Employee Relations is to manage relationship between

employer and employees with ultimate objectivity of achieving optimum level of productivity in
terms of goods and services, employee motivation taking preventive measures to resolve problems
that affect adversely the working environment. Employee Relation Managers exercise their
expertise to provide guidelines to the line managers how to improve performance and behavior of
the employees. Employee Relation Managers provide assistance to the Business Managers in
resolving employee grievances, disputes and legal matters. This is one of the basic responsibility
of Employee Relations Department to provide information to internal customers about rules,
regulations, policies, goals and targets of the organizations to communicate vision and mission of
the Management. Companies provide best quality services enjoy high level of customer retention
and comparatively good rate of employee retention. Customers Retention leads to good business
and ultimately increases employee retention level. Retention of employees refers to satisfied
employees that results loyal customers. Employees are considered as internal customer as they
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require the same level of satisfaction against their services rendered for the company as the
customer of corporate services or corporate products requires. Employee Relations deal its
employees as its customer because ER Managers run their day to day business with the help of its
employees and for these employees. Satisfied customers exhibit revenue growth and firm’s level
of performance.
Progressive Employee Relations practices are found behind success of leading organizations. ER
practices are commonly known by the traditional titles but it is up to the management that chooses
the best fit practices to fulfill the requirements matching to the culture of the organization.
Organizations implement Employee Relation Practices to polish skills of its employees which
ultimately lead to better organizational performance.

ER practices impart a significant role to enhance performance of organizations indirectly.

Performance of employee depends upon job satisfaction, compensation and benefits structure,
reward plans, promotions, motivation, environment, training and succession planning. Along with
this, modern tools, techniques and sophisticated technology used by organizations for Employee
Relations create competitive advantage over competitors.

Performance Management of Employees is a complex and integrated process of setting up

a common employees‟ understanding about targets to be achieved in an organization and aligning
the corporate objectives with the measures like skills, competencies required for a job, employee
development plans and the ultimate results delivered by them. The main focus of performance
management is on continuous improvement, learning advanced and new technologies and skill
development to achieve set targets through overall corporate strategy and to construct a workforce
that can perform with the highest standards. The responsibilities of Employee Relations
Department have been viewed as ambiguous over the past years. By the evolving Information
Technology and arising need for new management techniques ER professionals were given
importance. ER department enriches organization from Job Identification to Exit Interviews. It
was not clear to intellectuals whether to assign manpower handling duty to Accounts or to Admin
Managers. ERD was not clear in its responsibility whenever established. ERM was called on to
develop systems to increase performance. Since the evolution of modern ER Management,
motivated employees and employee turnover in an organization have been the core issues for ER
Managers. Business managers need motivated employees and want to retain experienced
employees but did little to find real time solutions.

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 This study has been conducted to explore practices and theories to retain experienced
employees and to motivate them at work stations. Issue of employee retention affects the
performance of the entire company. Organizations are realizing that their people are, by far, their
most important asset. Motivation creates passion leading to performance. We came up with some
useful rewards that cost less but resulted significantly. The most effective were Appreciation
Letters, paid Time off from work, Self-respect, Flexible timing and lunch hours and performance
review meetings. Organizations motivate employees by investing in them financially and
emotionally and in return they result positively. This study is an attempt and aimed to find the
Impact of Employee Relations Practices on Employee Performance in the IT industry of India.
These Employee Relation Practices include Conflict handling, Unions, Discipline, Participative
Leadership, Benefits and Training.

THE ORETICAL FRAMEWORK

Human Resource Management

Human Resource Management is an integral part of management. It helps the management

in taking a strategic view of a very important resource i.e. Human Resource. It helps management
in identifying key skill sets, knowledge, values required in the employee and the rewards that are
needed to be given to the employees so that the organization goals are fulfilled. Also like other
management functions, it has to ensure that these resources are available at an optimal cost. It has
to look into various training and development activities to ensure this. This is a key area for
Human Resource Management as it shows their contribution in terms of money. The money here
would be the opportunity cost incurred due to appointing of new employees instead of developing
current employees for the task in hand.

Functions

From recruiting to orienting new employees, from writing job descriptions to tracking
vacation and sick leave, and from instituting and monitoring policies to monitoring benefits, there
has been a need for an HR generalist to assist senior management in both establishing a
"structure" to holding down costs of administration.

HRM is a function that helps manager’s recruit, select, train and develops employees for an
organization.

1. Human Resource Planning: is understood as the process of forecasting an organizations

future demand for, and supply of, the right type of people in the right number.
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2. Job INTERPRETAION: is the process of studying and collecting information relating to the
operations and responsibilities of a specific job. The immediate products of this
INTERPRETAION are job descriptions and job specification.

3. Recruitment: is the process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applicants from which new employees are selected.

4. Selection: is the process of differentiating between applicants in order to identify (and hire)
those with greater likelihood of success in a job.

5. Placement: is understood as the allocation of people to jobs. It is the assignment or re-

assignment of an employee to a new or different job.

6. Training and development: It is an attempt to improve current or future employee

performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge. The need for
training and development is determined by employee’s performance deficiency, computed as
follows: Training and development need = Standard performance – Actual performance

7. Remuneration: is the compensation an employee receives in return for his or her contribution
to the organization.

8. Motivation: is a process that starts with a psychological or physiological deficiency or need

that activates behavior or a drive that is aimed at a goal or an incentive.

9. Participative management: Workers participation may broadly be taken to cover all terms of
association of workers and their representatives with the decision making process, ranging
from exchange of information, consultations, decisions and negotiations to more
institutionalized forms such as the presence of workers members on management or
supervisory boards or even management by workers themselves as practiced in Yugoslavia.
((ILO)

10. Communication: may be understood as the process of exchanging information, and

understanding among people.

11. Safety and health: Safety means freedom from the occurrence or risk of injury or loss. In
order to ensure the continuing good health of their employees, the HRM focuses on the need
for healthy workers and health services.

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12. Welfare: as defined by ILO at its Asian Regional Conference, defined labour welfare as a
term which is understood to include such services, facilities, and amenities as may be
established in or in the vicinity of undertakings to enable the person employed in them to
perform their work in healthy, congenial surroundings and to provide them with amenities
conducive to good health and high morale.

13. Transfer: involves a change in the job (accompanied by a change in the place of the job) of an
employee without a change in the responsibilities or remuneration.

14. Separations: Lay-offs, resignations and dismissals separate employees from the employers.

15. Employee Relations: is concerned with the systems, rules and procedures used by unions and
employers to determine the reward for effort and other conditions of employment, to protect
the interests of the employed and their employers, and to regulate the ways in which
employers treat their employees.

16. Disputes and their settlement: Industrial disputes mean any dispute or difference between
employers and employers, or between employers and workmen, or between workmen and
workmen, which is connected with the employment or non-employment or terms of
employment or with the conditions of labour of any person.

EMPLOYEE RELATION

People in organisations interact with each other during work, formally and officially as
well as socially and informally. During the course of interaction, relationships develop, which are
invisible connecting links, colored by emotions of love, hate, repulsion, respect, fear, anxiety and
so on. These are usually mutual but not necessarily reciprocal. If A hates B, it does not follow that
B hates A. It is possible that B loves A and even sympathizes with his thoughts.

Relationships imply feelings for each other. They may be positive (friendly, wanting to be
close) or negative (unfriendly, wanting to be distant). Relationships always exist between
interacting persons. There is no neutral point. Indifference is not neutral. Indifference tends to be
negative.

Relationships influence behaviours at work. Expectations of each other, perceptions of the

intentions of either, distributions of assignments, readiness to conform or to rebel, enthusiasm to
contribute, etc., are to some extent outcomes of these relationships. Attitudes and motivations
influence, and are influenced by, the nature of these relationships.

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

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

Once there was a time when "Employee Relations" meant labor relations everywhere
around the world. Negotiate. Orchestrate. Dictate. HR professionals helped negotiate collective
bargaining agreements. The provisions of that contract defined the relationship between
management, unions, and workers.

Today, Employee Relations is a much broader concept. It involves maintaining a work

environment that satisfies the needs of individual employees and management. Improving
employee morale, building company culture, conveying expectations

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

“Employee Relations” starts with determining the type of workplace the company wants.
It starts by considering what the company wants its employees to say about working for the
company. In a competitive market, it is important to that employees don’t feel that they might be
treated more fairly elsewhere. After all retention is one of the major functions of HRM.

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

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

Also, an essential step in building effective Employee Relations is to evaluate the human,
financial and other resources available that reinforce the values and guiding principles the

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company wants echoed throughout the organization. For example, what type of supervisors and
managers does it believe can bring out the best in people and projects?

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

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

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

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

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

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

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Advantages of Maintaining good Employee Relation

The study proved that a more engaged employee is also a more productive employee. The
research also proved, that a more engaged employee is also a more profitable employee, a more
customer-focused employee, a safer employee, and an employee who is more likely to withstand
temptations to jump ship and in turn it is also true that the longer employees stay with an
organization, the less engaged they become.

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

 Reduced Absenteeism

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

 Improved Morale And Motivation

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

 Harmony in The Organization

Increase in the level of job satisfaction has a direct relation with the smooth workflow. There will
be lesser arguments and more discussions. Employees will be ready to share information and help
each other out.

A good relation with the employee also inculcates discipline. Thus harmony is maintained.

 Attract Good Talent

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

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

Responsible For Increase In Productivity

As the saying goes, a happy worker is a productive worker. Thus a satisfied worker will take
lesser breaks, spend lesser time in the canteen gossiping and more time working for the company.
There will be Greater commitment which means quality output.

There will be loyalty and less wastage of company resources. The employee will seek for
opportunities for intensifying the business and look out for new chances of expanding the
company. They identify themselves with the work and this leads to an improved performance.
Finally, the act of participation in itself establishes better communication, as people mutually
discuss work problems.

 Open To Organizational Changes

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

 Shared Learning and Continues Improvement

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

1.1 INDUSTRY HISTORY

The Indian textile industry is one of the largest in the world with a massive raw material
and textiles manufacturing bases. Our economy is largely dependent on the textile manufacturing
and trade in addition to other major industries. About27% of the foreign exchange earnings is on
account of export of textiles and clothing alone.

The textile and clothing sector contributes about 14% to the industrial production and 3 %
to the gross domestic product of the country. Around 8 % of the total revenue excise collection is
contributed by the textile industry. So much so, the textile industry accounts for as large as 21 %

10
of the total employment generated in the economy. Around 35 million people are directly
employed in the textile manufacturing activities. Indirect employment including the manpower
engaged in agricultural based raw material production like cotton and related trade and handling
could be stated to be around another 60 million.

This industry is poised to meet the increased global competition in the post 2005 trade
regime under WTO. The consequent effects of unleashing a flood of imported textiles into India
and also making the export markets far more competitive are being felt from now onwards. The
textile industry in India has a strong multi-fiber raw material production base vast pool of skilled
personnel, entrepreneurial talent, and good export potential and low import content. Protection
systems are flexible, dynamic and vibrant.

However the industries’ above strengths get substantially diluted on account of production
process disadvantages in certain areas in terms of technology and supply chain management
deficiencies. It is high time the adequate corrective measures were taken to prepare a technology
to meet the challenges ahead.

The ongoing globalization process is replete with threats from our competitors,
particularly the export-led economies like China to de-stabiles our export and local markets. At
the same time, one should also release that it offers unlimited opportunities. In order to withstand
the competition both in international and domestic markets and accelerate our export growth, it is
imperative to identify the strengths and weaknesses of the textile industries hindering its growth.
Considering the inherent strengths of this industry in terms of a strong raw material base, skilled
man power and low wage costs, this industry has immense potential in the globalised textile
economy.

However, given the nature and extent of the fragmentation technology obsolescence in the
decentralized sector, it calls for a focused action plan and programs to accelerate and sustain the
growth level of the different segments of the industry. The textile industry or apparel industry is
primarily concerned with the production of yarn, and cloth and the subsequent design or
manufacture of clothing and their distribution. The raw material may be natural or synthetic using
products of the chemical industry. After agriculture, is the only industry that has generated huge
employment for both skilled and unskilled labor in textiles? The textile industry continues to be

11
the second largest employment generating sector in India. It offers direct employment to over 35
million in the country

The Indian Textile Industry counts among the leading textile industries in the world. Apart from
providing the basic necessities of life, its role in the country’s economic growth is significant.
India’s textile industry contributes about 14 per cent to industrial production; 4 per cent to the
country’s gross domestic product (GDP); 17 per cent to its export earnings; and is a source of
direct employment for over 35 million people, which makes it the second largest provider of
employment after agriculture. Abundant raw materials, healthy foreign direct investments (FDI)
and a government willing to invest ensures a bright future for India’s textile sector.

India has the advantage of abundant resources of raw materials. It is one of the largest producers
of cotton yarn in the world and there are good resources of fibres such as polyester, silk, viscose,
etc. The country is also home to a wide range of cotton fibre and has a rapidly developing
synthetic fibre industry. The most significant change in the Indian textile industry has been the
advent of man-made fibres (MMF). India’s innovative range of MMF textiles finds presence in
almost all the countries across the globe.

Production of textile

India is the second largest producer of fibre in the world and the major fibre produced
is cotton. Other fibres produced in India include silk, jute, wool, and man-made fibers. 60% of the
Indian textile Industry is cotton based.

 Man Made Fibers: These includes manufacturing of clothes using fiber or filament synthetic
yarns. It is produced in the large power loom factories. They account for the largest sector of
the textile production in India.This sector has a share of 62% of the India's total production
and provides employment to about 4.8 million people.[7]
 The Cotton Sector: It is the second most developed sector in the Indian Textile industries. It
provides employment to huge amount of people but its productions and employment is
seasonal depending upon the seasonal nature of the production.
 The Handloom Sector: It is well developed and is mainly dependent on the SHGs for their
funds. Its market share is 13%.[7] of the total cloth produced in India.
 The Woolen Sector: India is the 7th largest producer. [7] of the wool in the world. India also
produces 1.8% of the world's total wool.

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 The Jute Sector: The jute or the golden fiber in India is mainly produced in the Eastern states
of India like Assam and West Bengal. India is the largest producer of jute in the world.
 The Sericulture and Silk Sector: India is the 2nd largest producer of silk in the world. India
produces 18% of the world's total silk. Mulberry, Eri, Tasar, and Muga are the main types of
silk produced in the country. It is a labor-intensive sector.

Denier:

Is the gram weight of 9000 m of thread. This thread numbering system is used for
continuous filament threads and is called the direct numbering system.

Doubling:

The process of winding two or more single yarns or filaments parallel to one another on
the bobbin used for Two - for - one twisting machine.

Drawing:

A process used to blend 6 to 8 ends of sliver and draft the sliver down to the appropriate
grain weight fr the next operation.

Edge finishing:

Refers to a class of seams where a single ply of fabric is either folded on the edge
(hemming) or serged.

Elasticity:

Refers to how much a seam will stretch before the thread ruptures. Usually the threads
with higher elongation will give greater seam elasticity. Also stitch formations that use more
threads will have greater elasticity like overedge or coverstitch seam construction. The number of
stitches per inch and the stitch balance can also affect seam elasticity.

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Elongation:

Refers to how and when a thread stretches which is usually measured at the breaking point
of the thread. Threads that stretch excessively under normal sewing tension can cause excessive
skipped stitches and thread breakage.

Embroidery:

The sewing thread with small and numerous stitches for identification or for decoration. If
a high sheen is required, either a filament polyester or rayon is generally used. Care should be
taken when using 100% cotton threads which might bleed on the fabric unless the thread has
"AA" specification.

Fadeometer:

A lab testing machine used to test the long - term effect of light on sewing thread color and
strenth.

False twist:

The process where continuous filaments of polyester or nylon are entangled usually by
pin, disc or belt texturing machines.

Felling:

This term usually refers to a double - lapped seam used on jeans; or it refers to blind
stitching operaions used on tailored garments.

Finishes:

Usually refers to the thread lubricant that is applied to the thread to protect it form needle
heat and to give it good lubricity characteristics. Two methods are used to apply lubrication: "lick
- roll" lubrication and "exhaust lubrication". We use both the processes depending upon the thread
type and size.

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Flammability:

Usually refers to an OSHA requirement on children wear where the seam should not
support combustion.

Flagging:

Refers to a sewing problem caused by the fabric moving up with the needle as the needle
rises to forma needle loop. Flagging can cause poor loop formation and skipped stitches.

Flatlock:

606 coverstitch machine using 4 needles, 4 loopers and a top cover thread. Usually right
twist cotton or spun polyester are recommended in the needle positions on this feed - off - the -
arm machine.

Flatseamer:

607 coverstitch machine using 4 needles, 1 looper and a top cover thread. Usually textured
or spun polyester are used for this type of feed - off - the - arm machine.

Folder:

A work - aid used on a sewing machine to help fold the fabric as it is being sewn.

Garment dyeing:

Generally refers to as process where 100% cotton garments are dyed after they are
assembled to minimise finished good inventories.

Gassing:

The process where spun cotton thread is passed through one or more flames at high speed
to reduce the hairs on the surface of the thread.

Gimp:

Refers to the buttonhole gimp which is used in eyelet buttonhole machines to give the
buttonhole better strength and a more defined appearance.
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STATEMENT OF THE PROBLEM

This study seeks to bring out the various employee relations practices in IT Industry and
the various practices needed to increase its productivity and contribute its quota in the economic
development of the communities which it operates, and the country at large. This study will
therefore help enlighten management of various organizations of the various effects of
relationship practices between employers and employees in an organization. The study will also
bring out specifically, the employee relations practices which various organizations use.

1.3 OBJECTIVES OF THE STUDY

 To study the relationship between employer and the employees in ROSE FABRICS.
 To identify the employees attitude towards the management.
 To study the importance of employer employee relation.

To study the different aspects including in employer employee relation

1.4 SCOPE OF THE STUDY

1. The study is mainly to analyze the relationship between the employees and management.
2. The scope of the research was very vast however the total time period available was very
limited for the purpose of the study, observation, INTERPRETAION and conclusion.
3. This study helps to ascertain the employee relationship and to improve the relationship to
the great extent.
4. This study as a feedback to the management enabling the m to take appropriate action to
stand a good relation among its employees.
5. Employee relation has become major goal of the organization.
6. The study has a scope for further research.

1.3 LIMITATIONS OF THE STUDY:

1. This study is only limited to this company.

2. Limited time duration for the study was the major limiting factor.
3. Cost factor was another limiting factor.
4. To create good image respondents may give the responses vary from the fact.
5. This being a sample study the INTERPRETAION may not be a true picture of the target.
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 CHAPTER – 2

2.1 REVIEW OF LITERATURE

Rai, 2013

The employees are the pillars for the companies building of relationship with the
customers, a deliberate and well thought – out initiative is required but the companies to build
foundation for a strong relationship of employees with the organization.

Kehoe and Wright 2013

The ability to persuade others and influence their behavior, attitude, opinion and
beliefs(Kehoe and Wright 2013). Business owners are encouraged to use the authority and
systems they have in their organization to persuade and influence staff to work efficiently and
effectively to ensure that the organizational goals are met and good relationships are maintained.

Bhattacharya et al. 2012

Bhattacharya states there are a number of employee retention strategies that organization
can utilize in order to maintain the good relationship they have with the employees. Several
sources including Kleinalten-Kamp and Ehret (2006), Strohmeier (2013) and Yan and
Stafford(2011) outline relationship strategies targeted at workers might include amongst others
motivating, providing incentives, delegating important responsibilities, being open and
transparent, team building and so on.

Singh & Kumar, 2011

The need for an ERM within the enterprise is sine quo non for every enterprise operating
in a competitive environment. ERM aims to produce successful, world class, organization through
relationship building with and amongst its employees.

Jones and Sinnett, 2011

The ability to communicate and get your message across(Jones & Sinnet 2011). Good
communication skills will enable business owners to convey important information. They should
never be tongue tied, know what to say, and say it.

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Pfeffer 2009

The ability to use power (Pfeffer 2009), business owners must use the power they have to
influence staff but not act in an intimidating manner.

Buttle, 2009

ERM strives to build long-term relationships with valued employees. ERMs two main
internal user groups are employees and managers. Managers can use ERM to help them with a
number of people management task: recruitment, training, performance management and
remuneration. ERM enables managers to communicate with their teams, align employees with the
overall goals of the business, share information and build a common understanding. ERM also
offers support to employees through wok flow modeling that depict how tasks should be
performed, provision of job related information and collaboration with colleagues.

Henry Ongori (2007)

The conclusion in this study that employees are the long term investments in an
organization and as such management should encourage job redesign, task autonomy, task
significance and task identity, open book management, empowerment of employees, recruitment
and selection must be done significantly with the objective of retaining employees and decreasing
employee turnover.

Mohanty (2006)

The performance management roadmap of Mohanty (2007) stipulates that performance

management is a strategic and integrated approach in delivering sustained success to organizations
by improving the performance of people who work in them and by developing the capabilities of
individual contributors. He defines performance management as the real concept of human
relations management (HRM), which is associated with an approach to creating a shared vision of
the purpose and aims of the organization, helping each employee understanding and recognize his
or her part in contributing to the organization.

Kevin et al.(2004)

Kevin et al.(2004) have stated that although, there is no standard framework for
understanding the employees turnover process but a wide range of factors are useful in predicting
employee turnover.

18
Robbins (2003)

Defined attitudes as evaluative statements and they can be either favorable or unfavorable
– concerning objects, people, or events. Therefore they reflect how one feels about something.
The favorable statements may provide positive effects regarding the concerned objects, person or
event whereas unfavorable statements may provide negative effects. An attitude is a positive or
negative feeling or mental state of readiness, learned and organized through experience that exerts
specific influence on a person’s response to people, objects and situations. This definition of
attitude has certain implications for managers. First, attitudes are learned. Second, attitudes define
one’s predispositions towards given aspects of the world. Third, attitudes provide emotional basis
of one’s interpersonal relations and identification with others. And fourth, attitudes are organized
and are closed to the core of personality.

Zuber, (2001)

Found that employees are more likely to stay when there is a predictable work
environment and vice versa. Zuber also stated that instable organization have a high degree of
employee turnover.

Susskind at el., (2000)

From the point of view of turnover problem should be dealt with careful strategies
exclusively concentrating on human resource problems.

Gibson, Ivancevich and Donnelly, (1991)

Teen ages seek approval by sharing similar attitudes or by modifying to comply with those
of a group (Gibson, Ivancevich and Donnelly, 1991) stated that values and attitudes develop from
early childhood onward as a result of upbringing, education and experience of life. He further
declares that some people’s attitudes set by their late twenties/early thirties and other seem to be
able to retain certain flexible throughout their life.

Chruden(1980), Testa(2008)

Chruden(1980), Testa(2008) in their studies have found that high turnover rates of skilled
professionals can pose as a risk to the business or organization, due to human capital (such as
skills, training and knowledge) cost. Notably, given the natural specialization of skilled

19
professionals, these employees are likely to be reemployed within the same industry by a
competitor.

2.2. RESEARCH METHODOLOGY

INTRODUCTION
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the various
steps that are generally adopted by a researcher in studying his research problem along with the
logic behind them. It is necessary for the researcher to know not only the research
method/technique but also the methodology. Researchers also need to understand the assumptions
underlying various techniques and they need to know the criteria by which they can decide that
certain techniques and procedures will be applicable to certain problems and others will not. All
this means that it is necessary for the researcher to design his methodology for his problem as the
same may differ from problem to problem.

RESEARCH

According to Clifford Woody, “Research comprises of defining and redefining problems,

formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making
deductions and reaching conclusions; and at last testing the conclusions to determine whether they
fit the formulating hypothesis.

Research is thus an original contribution to the existing stock of knowledge making for its
advancement. It is the pursuit of truth with the help of study, observation, comparison and
experiment. In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.

RESEARCH DESIGN

A research design is the arrangement of conditions for collection and INTERPRETAION

of data in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research design is the conceptual structure within which research is
conducted; it constitutes the blueprint for the collection, measurement and INTERPRETAION of
data. Research design stands for advance planning of the methods to be adopted for collecting the
20
relevant data and the techniques to be used in this INTERPRETAION. Decisions regarding what,
where, when, how much, by what means concerning an inquiry or a research study constitute a
research design.

DESCRIPTIVE RESEARCH

Descriptive research is usually a fact finding approach generalizing a cross-sectional

study of the present situation. Descriptive research studies are those studies which are concerned
with describing the characteristics of a particular individual, or of a group. In a descriptive study
the first step is to specify the objectives with sufficient precision to ensure that the data collected
are relevant. If this is not done carefully, the study may not provide the desired information. In
descriptive studies the researcher takes out sample(s) and then wishes to make statements about
the population on the basis of the sample INTERPRETAION.

SAMPLING

Sampling involves selection of a small number of element from a large group of element
and expecting that the information gathered from the small group will allow judgments to be
made about the large the group (population)

SAMPLING METHOD

The sampling method used for this study is probability sampling . Convenient sampling
is one of the types of non-probability sampling technique in which the sample.

SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some sampling
units from which inferences about the population is drawn. Sampling design is determined before
any data are collected.

POPULATION:
The population of this study is 130
21
SAMPLE SIZE

Sample is a subset of population. Sample size is the actual number of subject chosen as a
sample to represent population characteristics. In this research, sample size is 100.Therefore the
sample size was selected based on Krejcie Morgan table.

SAMPLING TECHNIQUE: In probability sampling Random sampling technique was adopted.

METHODS OF DATA COLLECTION

The data are collected from two major sources:

1. Primary data
2. Secondary data

RESEARCH INSTRUMENT

A well structured questionnaire was prepared to take survey among the employees.

QUESTIONNAIRE DESIGN

A questionnaire is a research instrument consisting of a series of questions for the purpose

of gathering information from respondents.

1. Open ended question.

2. Close ended question.

STATISTICAL INTERPRETAION

TOOLS FOR DATA INTERPRETAION:

Statistical tools were used to find inference between the variable and INTERPRETAION the
result. The following tools are used.

 Chi-square INTERPRETAION

22
 2.2 LIMITATIONS OF THE STUDY

As far as the LIMITATION of the project is concerned, I faced many a problem and
adversities in course of my project duration.

 It is very time consuming process.

 Samples are not true representative of the total workforce.

 Difficulty in getting information from secondary sources.

 Because of the size of the industry, the population of employee was large. Therefore it was very

tough on my part to conduct the survey by going to them personally.

 It was also very disappointing for me at times when the feedback given by the employees were

below expectation.

23
 CHAPTER – 3

3.1PROFILE OF THE STUDY AREA

AREA OF THE STUDY

Karur is a town in Indian state of Tamil Nadu. Karur is the administrative headquarters of
Karur district. It is located on the banks of River Amaravathi, It is situated at about 395 kilometres
(245 mi) southwest of the state capital Chennai and 297 kilometres away from Bengaluru

ETYMOLOGY

Karur is mentioned in inscriptions and literature by two names, Karuvoor and Vanji.
Additionally, it has been referred as: Adipuram, Tiruaanilai, Paupatheechuram, Karuvaippatinam,
Vanjularanyam, Garbhapuram, Thiruvithuvakkottam, Bhaskarapuram,
MudivazhanguViracholapuram, Karapuram, Aadagamaadam, Cheramanagar and
ShanmangalaKshetram. Among them, the name Adipuram, meaning the first city seems to
indicate that it was held as the foremost city by the medieval writers. It was also called
Vancimoothur, the ancient city of Vanji. In the foreign notices of Ptolemy, it was called Karoura -
an inland capital of the Cheras.

History of Karur district:

HISTORY Karur is one of the oldest towns in Tamil Nadu and has played a very
significant role in the history and culture of the Tamils. The history dates back to the Sangam

24
period when it was a flourishing trade centre. Karur was built on the banks of river Amaravathi
which was called Aanporunai during the Sangam days. According to Hinduism, Brahma began
the work of creation here, which is referred to as the "place of the sacred cow." Epigraphical,
archaeological and literary evidence indicate that Karur was the capital of early Chera kings of
Sangam age. The names of early Chera kings who ruled from Karur have been found in the rock
inscriptions in AaruNattarMalai close to Karur. The Tamil epic Silapathikaram mentions that the
famous Chera King Senguttuvan ruled from Karur. The archaeological excavations undertaken in
Karur resulted in the excavation of mat-designed pottery, bricks, mud-toys, Roman coins, Chera
coins, Pallava coins, Roman Amphorae, Rasset coated ware and rare rings. Karur might have been
the center for old jewellery-making and gem setting (with the gold imported mainly from Rome),
as seen from various excavations. In 150 CE, Greek scholar Ptolemy mentioned "Korevora"
(Karur) as a very famous inland trading center in South India. It was ruled by the Cheras, Western
Gangas, Cholas, the VijayanagaraNayaks, Tipu Sultan and the British successively.

Karur municipality was constituted in 1874. It was upgraded to a I grade municipality on

24.10.69, upgraded to selection grade municipality on 24.05.1988, and upgraded to a special
grade municipality on 07.04.1988. The city is very expanded now, with 48 wards, much like a city
corporation

GEOGRAPHY AND CLIMATE

Karur is located at 10°57′N 78°05′E / 10.95°N 78.08°E / 10.95; 78.08 and has an average
elevation of 101 metres (331 feet). The town is located in Karur district of the South Indian state,
Tamil Nadu, at a distance of 370 km (230 mi) from Chennai. Karur is located on the banks of
Amaravathiriver. The topography is almost plain, with no major geological formation. There are
no notable mineral resources available in and around the town. The soil types are black and red
that are conducive for common crops in the Cauvery delta. The temperature ranges from a
maximum of 39 °C (102 °F) to a minimum of 17 °C (63 °F). Like the rest of the state, April to
June are the hottest months and December to January are the coldest. Karur receives an average of
590–600 mm (23–24 in) annually, which is lesser than the state average of 1,008 mm (39.7 in).
The South west monsoon, with an onset in June and lasting up to August, brings scant rainfall
since karur being a rainshadow region. The bulk of the rainfall comes during summer months (late
April, May) and the North East monsoon in the months of October, November and December.
The prevailing climate in Karur is known as a local steppe climate. According to Köppen and
Geiger, this climate is classified as BSh. The average temperature in Karur is 28.7 °C. The

25
average annual rainfall is 590–600 mm. The driest month is March. There is 8 mm of precipitation
in March. Most precipitation falls in October, with an average of 166 mm. The precipitation varies
158 mm between the driest month and the wettest month. The average temperatures vary during
the year by 5.9°C. With an average of 31.5 °C, May is the warmest month. In December, the
average temperature is 25.6°C

DEMOGRAPHIC

Karur City or Urban Area divided in to three divisions Karur, Inamkarur and Thanthoni
Region. Due to population increase. Currently Karur City population has population about
2,34,506. Karur urban area is the 15th biggest city in the state of Tamil Nadu. Karur region has a
population of 70,980 with a sex-ratio of 1,032 females for every 1,000 males, much above the
national average of 929. A total of 6,147 were under the age of six, constituting 3,162 males and
2,985 females. Scheduled Castes and Scheduled Tribes accounted for 12.11% and .08% of the
population respectively. The average literacy of the city was 81.71%, compared to the national
average of 72.99%. The city had a total of 49344 households. There were a total of 30,216
workers, comprising 125 cultivators, 181 main agricultural labourers, 469 in house hold
industries, 26,660 other workers, 2,781 marginal workers, 24 marginal cultivators, 82 marginal
agricultural labourers, 140 marginal workers in household industries and 2,535 other marginal
workers. As of 2001, 13 slums were identified in the town. As per the religious census of 2011,
Karur (M) had 91.41% Hindus, 5.62% Muslims, 2.88% Christians, 0.01% Sikhs, 0.01%
Buddhists, 0.07% following other religions and 0.01% following no religion or did not indicate
any religious preference. The city covers an area of 30.96 square kilometres (11.95 sq mi). More
than 8% of the total population of the Karur district and 25% of the total urban population in the
district resides in the town. The town has a large floating population. Out of the total area, 86.85%
of the land is marked developed and 37.63% of the city remains undeveloped. Residential areas
make up 39.41% of the town's total area while commercial enterprises and industrial units make
up 4.72% and 1.99% respectively. The population density of the city in the 2001 census was 128
persons per hectare and the average household size was 3.95 as of 2001. Hindus form the majority
of the urban population, followed by Muslims and Christians. Tamil is the main language spoken
in the city, but the use of English is relatively common; English is the medium of instruction in
most educational institutions and offices in the service sector

26
LAW AND ORDER

Law and order in the city in maintained by the Karur sub division of the Tamil Nadu
Police headed by a Superintendent of Police. There are 4 police stations for law and order, 2 for
traffic and 1 all women police station and more than 10 police outpost in the city, . There are
special units like prohibition enforcement, district crime, social justice and human rights, district
crime records and special branch that operate at the district level police division headed by a
Superintendent of Police

ARTS, SOCIETY AND CULTURE

KARUR PASUPATEESWARAR TEMPLE

The town formed a part of the traditional Chera and Chola empires and has a number of
exquisitely sculpted temples. Karuvurar born in medieval Karur is one among the nine devotees
who sung the divine Music Thiruvichaippa, which is the ninth Thirumurai. He is the single largest
composer among the nine authors of Thiruvichaippa. He lived during the reign of the Chola king
Raja RajaChola I. In addition to the Pasupatheeswarar Siva temple, there is a Vishnu temple at
Thiruvithuvakkodu suburb of Karur, sung by famous Kulasekaraazhvaar (7th-8th century). The
same temple is presumably mentioned in epic Silappadikaram as AdahamaadamRanganathar
whose blessings CheranSenguttuvan sought before his north Indian expedition.

27
TNPL, KARUR

The town has about 19% of its total area under agricultural land use. The major crops are rice,
cotton, sugar cane and oil seeds, while the major horticultural crops are coconut, banana, betel and
mango. The town is the commercial centre for trading of agricultural commodities from the
nearby towns and villages. Karur, being the headquarters of the district, has registered growth in
tertiary sectors, with a corresponding decrease in the primary Sector. Approximately 80 per cent
of the workforce is employed in tertiary sector, 17 per cent in primary sector and 4% in secondary
sector activities. Karur is a major home textile centre and has five major product groups — bed
linens, kitchen linens, toilet linens, table linens and wall hangings. The town generates around
₹6000 crores[More than one Billion US$ in foreign exchange through direct and indirect exports.
Major importers are Wallmart, Sears in USA and other major retailers in UK. Allied industries
like ginning and spinning mills, dyeing factories and weaving employ around 300,000 people in
and around Karur. Hand-loom Exports from Karur began on a modest scale with just 15 exporters
in 1975.Karur is also home to an integrated textile park, ₹130 croreKarur Textile Park Limited
(KTPL) a premier facility of its kind in the country for its technical and ancillary facilities.

Bharat Petroleum Corporation formed a joint venture with Petronet CCK and has installed
a pipeline facility from Cochin to Karur for transporting petroleum products. The petroleum

28
products received at the BPCL-Karur terminal is supplied to more than 20 districts of Tamil Nadu
through tanker trucks. TNPL promoted by the Government of Tamil Nadu with loan assistance
from the World Bank, located near Karur, is the largest producer of bagasse (sugarcane waste
from Sugar mills) based paper in the world and the second largest paper producer in Asia. The
firm produces 230,000 tonnes of printing and writing paper and consumes 1 million tonnes of
bagasse every year. Chettinadu group has established a wet process cement plant at Puliyur near
Karur with a capacity of 1.7 MTPA. Karur is a hub for bus body building in South India. The total
business turnover from building bus coaches is estimated to be around ₹1000 crore per ann

BANKING

29
KarurVysya Bank and Lakshmi Vilas Bank, Nationalised private banks, have their headquarters in
Karur. Other than that, all major government and private banks had setup their branches at Karur.

3.2 COMPANY PROFILE

Rose fabrics is a Private incorporated on 16 July 2015. It is classified as Non-govt

company and is registered at Registrar of Companies, . Its authorized share capital is Rs.
50,000,000 and its paid up capital is Rs. 46,600,000. It is inolved in Manufacture of other textiles

Our company has a sound infrastructure that consists of manufacturing unit, R&D unit,
in-house quality division, design unit, which work in synchronization with each other to offer
quality proven home furnishing products. We have gain the advantage of having our own weaving
and stitching departments. The panel of selected technicians and experts work for high
performance results and thus the company has earned a unique distinction in its field of operation.
Further, our machines are efficiently managed and regularly upgraded by our workforce to ensure
smooth production.

We have a sophisticated and well maintained warehouse that is spread over a large area.
This warehouse helps us to provide adequate storage space to keep our end products safely. The
warehouse is well segregated in different sections, for storage and retrieval of products. Our
warehouse keepers have good contrail over the various processes of our warehouse.

Further, our packaging unit also emphasize on the good packaging of our products to ensure safe
and secure delivery of our range. We use quality material like polythene wraps, foam boxes and
wooden boxes and other packaging materials. This helps us in providing damage free products to
our clients thus satisfying them.

30
INFRASTRUCTURE FACILITIES

Weaving
At Rose fabrics have our in-house weaving unit having 20 power looms . 50% of the total
production is woven in our looms and balance will be sent to outsources those who are having the
latest high speed looms.
Fabric Cutting
The process of fabric cutting is done in a modern cutting unit and the unit is technically
supported with high speed cutting machines. The workmanship of the unit is upto the mark of
expectation that enables us to meet the timely requirement of our production.
Stitching
Experienced workers with a careful and close supervision of Technically qualified
Supervisors are doing the fabric checking activities. Stitching unit is supported with motorized
modern high speed Sewing, Over locking and Rib Cutting machines.
Checking
The products are passed through various inspections of the QC department before and
after stitching. Professional having sound technical knowledge about stitching back the QC
department.
All the individual pieces are examined thoroughly to avoid the iron particles inside the products
such as Cushions, Chair Pads, Glove, Mitten, etc.
Before the completion of packing all the carton boxes are checked and then sealed.
Random Checking will be done from the sealed carton boxes and we are practicing this.
Packing
Packing is done in our own premises with the help of a packing team who are well trained
and experienced.
The packing of carton boxes is being done with box strapping machines.
Working Environment
We at Rose fabrics Exports always maintaining a pleasing relationship among our
employees. A pleasing and hygienic environment helps our employees to improve the

31
productivity. Tamil & English are the languages used in our Factory. ESI, PF facilities are
arranged for employees. No child labour practiced.

Manpower

Supervisors : 3 Male

Operators : 20 Male + 5 Female

Asembling : 25 Male + 8 Female

Quality : 12 Male + 32 Female

Order : 5 Male + 1 Female

Processing

R&D : 4 Male

32
PRODUCTS

Cleaning cloth

33
 CHAPTER 4

DATA INTERPRETAION AND INTERPRETATION

Table 4.1: Age of the respondents

S. No Options No. of respondents Percentage (%)

1. Below 25 9 18

2. 25 to 35 29 58

3. 36 to 40 5 10

4. 41 and above 7 14

Total 50 100

INFERENCE:

The above table inferred the age of the respondents. 58% of the employees fall under the age

group of 25-30, 18% of the employees fall under 25, 14% of employees fall under 41 and above and 10%

employees fall under the age group of 36-40.

34
 Chart 4.1: Age of the respondents

30

25

20

15

10

0
Below 25 25 to 35 36 to 40 41 and above

Table 4.2: Experience of the respondents

S. No Options No. of respondents Percentage (%)

1. Below 1 year 4 8

2. 1 to 4 year 25 50

35
 3. 5 to 10 year 13 26

4. Above 10 years 8 16

Total 50 100

INFERENCE:

The above table shows the experience of the respondents. 50% of the employees have attained 1-4 year of

experience , 26% of the employees have attained 5-10 years of experience, 16% of employees are have

experience above 10 years and 8% of them are below 1 year.

36
Chart 4.2: Experience of the respondents

Above 10 years

5 to 10 year

1 to 4 year

Below 1 year

0 5 10 15 20 25

Table 4.3 Education of the respondents:

S. No Options No. of respondents Percentage (%)

1. UG 23 46

2. PG 24 48

37
 3. Others 3 6

Total 50 100

INFERENCE:

The above table inferred the education of the respondents. 48% of the respondents have completed PG,

46% of the respondents have completed UG, 6% of the respondents have not completed.

38
Chart 4.3: Education of the respondent

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
UG PG Others

Table 4.4 do enjoy your work?

Responses Percentage No. of respondent

Highly satisfied 8% 4

39
Satisfied 40% 20

Neutral 30% 15

Dissatisfied 12% 6

Highly dissatisfied 10% 5

INFERENCE:

Out of 50 respondents 4 were highly satisfied or enjoy their work, 20 were satisfied, 15 were
neutral regarding their response, 6 were dissatisfied whereas 5 were highly dissatisfied. Majority
of respondents were satisfied with the nature of work assigned to them.

Chart 4.4

40
 10% 8%

12%

Highly satisfied
Satisfied
Netural
Disstisfied
40%
Highly dissatisfied

30%

Table 4.5 Are you satisfied with the infrastructure provided by your company?

41
Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 30% 15

Neutral 50% 25

Dissatisfied 6% 3

Highly dissatisfied 4% 2

Total 100% 50

Interference:

Out of 50 respondents 5 were highly satisfied with the infrastructure, 15 satisfied, 25 gave neutral
response, 3 were dissatisfied whereas 2 were highly dissatisfied. Majority of respondents were
neither satisfied nor dissatisfied.

42
 Chart 4.5

4%
6% 10%

Highly satisfied
satisfied
Netural
30%
Dissatisfied
Highly dissatisfied

50%

Table 4.6 Do you find your HOD/superiors as being helping and supportive?

43
Responses Percentage No. of respondent

Highly satisfied 4% 2

Satisfied 14% 7

Neutral 20% 10

Dissatisfied 58% 29

Highly dissatisfied 4% 2

Total 100% 50

INTERPRETAION:

Out of 50 respondents 2 were highly satisfied with the supportiveness of their HOD/superior, 7
were satisfied, 10 were neutral regarding their response, 29 were dissatisfied whereas 2 were
highly dissatisfied. Majority of respondents were neutral with HOD/superior supportiveness.

Chart 4.6

44
 4% 4%

14%

Highly satisfied
Satisfied
Neutral
Dissatisfied
20% Highly dissatisfied

58%

Table 4.7 Do you get sufficient opportunities to improve your skills?

45
Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 20% 10

Neutral 40% 20

Dissatisfied 18% 9

Highly dissatisfied 12% 6

Total 100% 50

INTERPRETAION:

Out of 50 respondents 5 were highly satisfied by getting sufficient opportunities to

improve their skills, 10 were satisfied, 20 were neutral regarding their response, 9 were
dissatisfied whereas 6 were highly dissatisfied. Majority of respondents were satisfied.

46
 Chart 4.7

40%

35%

30%

25%

20%
40%
15% Sales

10% 20%
10% 18%
5%

0% 12%

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

47
TABLE 4.8 DOES YOU GET REGULAR FEEDBACK FROM YOUR SUPERVISOR
REGARDING YOUR PERFORMANCE?

Responses Percentage No. of respondent

Highly satisfied 30% 15

Satisfied 20% 10

Neutral 32% 16

Dissatisfied 12% 6

Highly dissatisfied 6% 3

Total 100% 50

INTERPRETAION:

Out of 50 respondents 15 were highly satisfied by getting regular feedback from their
superiors, 10 were satisfied, 16 were neutral regarding their response, 6 were dissatisfied whereas
3 were highly dissatisfied.

48
 Chart 4.8

35%

30%

25%

20%

15% 30%
32% Sales
10% 20%

5%
12%
0%
6%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

49
TABLE 4.9 WHETHER YOUR ORGANIZATION TAKES YOUR SUGGESTION
SERIOUSLY?

Responses Percentage No. of respondent

Frequently 6% 3

Rarely 30% 15

Occasionally 64% 32

Total 100% 50

INTERPRETAION:

Out of 50 respondents 32 confirmed that their organization takes your suggestion

seriously, 15 responds for Rarely and 3 responds for Frequently.

50
 Chart 4.9

70%
64%
60%

50%

40%
30%
30% Sales

20%
6%
10%

0%
Frequently
Rarely
Occasionally

51
TABLE 4.10 DOES THE MISSION AND VISION OF THE ORGANIZATION RELATED
TO YOUR INDIVIDUAL MISSION AND GOAL?

Responses Percentage No. of respondent

Always 6% 3

Mostly 24% 12

Sometimes 40% 20

Rarely 30% 15

Not at all 0% 0

Total 100% 50

INTERPRETAION:

Out of 50 respondents 3 said there mission & vision of organization is always related to
their individual mission and goal, 12 said mostly, 20 said sometimes, 15 said rarely.

52
 Chart 4.10

Not at all 0%

Rarely 30%

Sometimes 40%
Sales

Mostly 24%

Always 6%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

53
TABLE 4.11 DOES YOUR MANAGER PROMOTE INNOVATION AT JOB?

Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 40% 20

Neutral 30% 15

Dissatisfied 16% 8

Highly dissatisfied 4% 2

Total 100% 50

INTERPRETAION:

Out of 50 respondents 5 were highly satisfied; they said their manager promote innovation
at job, 20 were satisfied, 15 were neutral regarding their response, 8 were dissatisfied whereas 2
were highly dissatisfied

54
 CHART 4.11

4%
10%
16%

Highly satisfied
Satisfied
Neutral
Dissatisfied
40% Highly dissatisfied
30%

TABLE 4.12 DO YOU AGREE THE REGULAR FAMILY PROGRAMMES SHOULD BE

ORGANIZED?

55
Responses Percentage No. of respondent

Highly agree 42% 21

Agree 34% 17

Neutral 12% 6

Disagree 16% 8

Highly disagree 8% 4

Total 100% 50

INTERPRETAION:

Out of 50 respondents 9 were highly satisfied by the nature of work, 40 satisfied, 29 were
neutral regarding their response, 15 were dissatisfied whereas 7 were highly dissatisfied. Majority
of respondents were satisfied by the nature of work assigned to them.

56
 Chart 4.12

45%

40%

35%

30%

25%
42%
20%
34% Sales
15%

10%

5% 12% 16%
0%
8%
Highly agree
Agree
Neutral
Disagree
Highly disagree

TABLE 4.13 DO YOU FATIGUE WHILE PERFORMING YOUR JOB?

57
Responses Percentage No. of respondent

Yes 42% 21

No 58% 29

Total 100% 50

INTERPRETAION:

Out of 50 respondents 9 said yes they get fatigue while performing their job & 29 said no
they don’t get fatigue

CHART 4.13

58
 42%

Yes
No
58%

59
TABLE 4.14 HAVE YOU EVER UNDERTAKEN ANY TRAINING MODULE?

Responses Percentage No. of respondent

Yes 100% 50

No 0% 0

Total 100% 50

60
 CHART 4.14

100%

90%

80%

70%

60%

50% 100%
Sales
40%

30%

20%

10%

0% 0%
Yes No

INTERPRETAION:

Out of 50 respondents 50 said yes they have undertaken training module. It means
company provides training to everyone.

61
TABLE 4.15 RATE THE SATISFACTION LEVEL TOWARDS TRAINERS OF YOUR
ORGANIZATION?

Responses Percentage No. of respondent

Highly satisfied 8% 4

Satisfied 80% 40

Neutral 12% 6

Dissatisfied 0% 0

Highly dissatisfied 0% 0

Total 100% 50

62
 CHART 4.15

8%
12%

Highly satisfied
Satisfied
Netural
Dissatisfied
Highly dissatisfied

80%

63
TABLES 4.16 ARE YOU SATISFIED WITH THE LEVEL OF TRUST THE MANAGER
SHOWS TOWARDS THE TEAM?

Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 46% 23

Neutral 26% 13

Dissatisfied 16% 8

Highly dissatisfied 2% 1

Total 100% 50

INTERPRETAION:

Out of 50 respondents 5 were highly satisfied with the level of trust the manager shows
towards the team, 23 were satisfied, 13 were neutral regarding their response, 8 were dissatisfied
whereas 1 was highly dissatisfied

64
 Chart 4.16

2%

10%
16%

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
26%
46%

65
TABLE 4.17 . ARE YOU SATISFIED WITH THE RESOURCES PROVIDED BY YOUR
MANAGER TO COMPLETE YOUR WORK EFFICIENTLY?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 40% 20

Neutral 20% 10

Dissatisfied 14% 7

Highly dissatisfied 6% 3

Total 100% 50

INTERPRETAION:

Out of 50 respondents 10 were highly satisfied with the resources provided by the
manager to complete their work, 20 were satisfied, 10 were neutral regarding their response, 7
respondents were dissatisfied whereas 3 were highly dissatisfied.

66
 CHART 4.17 .

6%

20%
14%

Highly satisfied
Satisfied
Netural
Dissatisfied
Highly dissatisfied
20%

40%

67
TABLE 4.18. IN TOTALITY ARE YOU SATISFIED WITH YOUR JOB?

Responses Percentage No. of respondent

Highly satisfied 22% 11

Satisfied 34% 17

Neutral 28% 14

Dissatisfied 16% 8

Highly dissatisfied 0% 0

Total 100% 50

INTERPRETAION:

Out of 50 respondents 11 were highly satisfied by the nature of job, 17 were satisfied, 14
were neutral regarding their response, 14 were dissatisfied whereas 0 were highly dissatisfied.

68
 CHART 4.18

16%
22%

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
28%

34%

69
4.19 DO YOU FEEL CONNECTED TO YOUR CO WORKERS:

responses
no.of respondent percentage
%

Yes 64 71

No 26 29

Total 90 100

Source: Primary Data

INTERPRETAION:

Above table 4.9 highlight that 71% of the respondent are Yes, 29% of the respondent are No .

The majority (71%) of the respondent are Yes.

70
 CHART4. 19

CO WORKER
80 12

70
10
60
8
50

40 6

30
4
20
2
10

0 0
NO

CO WORKER Column2 Column1

71
4.20 STRONG WORK PLACE RELATION BETWEEN EMPLOYEES AND MANAGER

Employee relation No of respondent Percentage

%
Yes 35 39
No 15 17
Motivated employee 18 20
Job statisfication 22 24
Total 90 100
Source: primary Data

INTERPRETAION:

Above table 4.4 indicates that 39% of the respondents are yes, 17% of the respondent are no, 20% of
the respondents are motivated employee, 24% of the respondents are job statisfaction .The majority
(39%) of the respondents are yes.

72
 CHART 4.20

EMPLOYEE RELATION

Yes no motivated employee job statisfication

73
 TABLE 4.21 THE EMPLOYEE RESPONSIBILITY OF THE RESPONDENT ARE
CLASSIFIED LIST THREE GROUP SUCH AS

TABLE NO.4.3

RESPONSIBILITY

Percentage
Number of employee No.of respondent

Working time 29 32

Working errors 21 23

Report units 40 44

total 90 100

INTERPRETAION:

Above table 4.9 highlight that 32% of the respondent are working time , 23% of the
respondent are working errors and 44 of the respondants are report units .The majority (44%)
of the respondent are report unit.

74
 CHART 4.21

RESPONSIBILITY
50
45
40
35
30
25
20
15
10
5
0
working time working errors report units

Series 1 Series 2 Series 3

TABLE 4.22 PAY AND ALLOWANCE

ALLOWANCE NO OF PERCENTAGE
RESPONDENT %

Petrol 15 17

ESI 40 44
PF 30 33
OTHERS 5 6
Total 90 100

75
INTERPRETAION:

Above table 4.4indicats that 17% of the respondents are perol, 44% of the respondent are ESI, 33% of
the respondents are PF, 6% of the respondents are Others .The majority (44%) of the respondents are
ESI .

76
 CHART NO.422

PAY AND ALLOWANCE

petrol ESI PF Others

77
Table 4.23 FOOD SUPPLY RESPONSIBLE IN YOUR COMPANY

Food supply NO OF RESPONDENT PERCENTAGE

%

Neutral 35 39
Agree 15 17
Disagree 25 27
Conflict 15 17
Total 90 100

INTERPRETAION:

Above table 4.4indicats that 39% of the respondents are netural, 17% of the respondent are agree,
27% of the respondents are disagree, 17% of the respondents are conflict, 22% of the respondents .

The majority (39%)of the respondents are netural.

78
 CHART 4.23

40

35

30

25

20

15

10

0
neutral agree disagree conflict
Axis Title

CHAPTER 5

79
 FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS

• 40% of the respondents are satisfied they enjoy their work.

• 50% of the respondents are neither satisfied nor dissatisfied regarding infrastructure of
the organization.

• 58% of the respondents are dissatisfied regarding supportiveness of their HOD/superiors.

• 40% employees gave neutral response of getting sufficient opportunities to improve their
skills.

• 30% employees are highly satisfied with getting regular feedback from their superior and
32% gave neutral response.

• 64% of the respondents said organization takes their suggestion occasionally.

• 40% employees said that mission & vision of organization is sometimes related
individual mission & goal.

• 40% of the respondents they said there manager promote innovation at job.

• 42% of the respondents are highly agree of having regular family programmes.

• Majority of the employees does not get fatigue while performing their job.

• Company provides training to all the employees.

• Majority of the employees are satisfied with trainers.

• 40%of the respondents are satisfied with the resources provided by manager to complete
their work & 14 % are dissatisfied.

• No one is highly dissatisfied with their job. 34% respondents are satisfied.

SUGGESTIONS

80
 To motivates the employees mostly suggestion should be taken from them.
 Innovation should be provided by the manager to improve employee’s skills.

 To avoid the fatigueless of employees the manager should take some extra activities.

 External training /seminar related to technical development should be introduced in organisation to

increase effectiveness of training programmed.

 HOD/superiors should support to employees.

 Sufficient opportunities should be given to employees to improve their skills.

CONCLUSION

81
 The study revealed that majority employees of IT Industry have agreed that resources
were provided by the company and has direct impact on their work efficiency. Availability of
ample resources to employees leads to completion of work in time. It enhanced their
performance. In addition, it was also found that performance of employees was related to other
factors apart from resources provided such as

Effective communication of work related information – makes employee aware of the work
related responsibilities and expectations.

Motivation by work recognition – employee is encouraged to perform consistently and put

their best effort in work.

Fair policies and practices exhibited by the management of organization- creates equal
opportunities and provide equal treatment to employees without any bias which promotes
positive attitude towards organization and work among employees.

Job satisfaction in terms of salary, growth opportunities and work environment

provided by the company – satisfied workers are happy workers and are more productive

BIBLIOGRAPHY

82
  Aborisade F. Industrial Relations: Ideological perspectives. Theories of industrial relations,
Paper delivered at the conference organised by the World Federation of Trade Union
(WFTU) in collaboration with ASSBIFI, NUATE, ATSSAN, NACOISAN and NUHPSW
of Nigeria at Lagos Airport Hotel, 14-15th November, 2008.

 Armstrong M. A Handbook of Human Resource Management Practice, London, Kogan

Page Limited, 2008.

 Blyton P, Turnbull P. The Dynamics of Employee Relations. (3rd edn). Basingstoke:

Macmillan, 2004.

 Cully M, O’Reilly A, Millward N, Forth J, Woodland S, Dix G, et al. The Workplace

Employee Relations Survey

 Mamoria C.B., “Personnel Management”21st revised and enlarged edition 2001.

 Kothari C.R. “Research Methodology”

 Flippo B Edwin, Personnel Management”

 Aswathappa K. , “ Human resource Management”

Journals:

Human resource management (hrm) practices on. Employee performance (a case

of telekom malaysia). ananthalakshmi mahadevan.

Internet Website

 Google.co.in

 Managementstudy.com

 citehr.com

 slideshare.com

ANNEXURE

83
 QUESTIONNAIRE

1. Gender: 1) Male 2) Female

2. Age: 1) 15-30 2) 30-50 3) 50 above

3. Education:
1) Under Matriculation
2) Intermediate
3) Graduate
4) Post Graduate
5) Other________

4. Do you enjoy your work?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly Dissatisfied
5. Are you satisfied with the infrastructure provided by your company?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly Dissatisfied
6. Do you find your HOD/superiors as being helping and supportive?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly Dissatisfied

7. Do you get sufficient opportunities to improve your skills?

84
 a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly Dissatisfied

8. Do you get regular Feedback from your supervisor regarding your performance?
a. Highly satisfied
b. Satisfied
c. Neither satisfied nor dissatisfied
d. Dissatisfied
e. Highly Dissatisfied

9. Whether your organization takes your suggestion seriously?

a. Frequently
b. Rarely
c. Occasionally

10. Does the mission and vision of the organization related to your individual mission and
goal?
a. Always
b. Mostly
c. Sometimes
d. Rarely
e. Not at all

11. Does your manager promote innovation at job?

a. Highly satisfied
b. Satisfied
c. Neither satisfied nor dissatisfied

85
 d. Dissatisfied
e. Highly Dissatisfied

12. Do you agree the regular family programmers should be organized?

a. Highly agree
b. Agree
c. Neither agree nor disagree
d. Disagree
e. Highly Disagree

13. Do you fatigue while performing your job?

a. Yes
b. No

14. Have you ever undertaken any training module?

a. Yes
b. No

15. Rate the satisfaction level towards trainers of your organization?

a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly Dissatisfied

16. Are you satisfied with the level of trust the manager shows towards the team?
a. Highly satisfied
b. Satisfied
c. Neutral

86
 d. Dissatisfied
e. Highly Dissatisfied

17. Are you satisfied with the resources provided by your manager to complete your work
efficiently?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied

18. In totality are you satisfied with your job?

a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
19. Do you feel connected to your co workers:?

a. Yes
b. No

20. Do feel strong work place relation between employees and manager?

a. Yes
b. No
c. Motivated employee
d. Job statisfication

21. The employee responsibility of the respondent are classified list three group such as?

a. Working time
b. Working errors

87
 c. Report units

22. Did you getting pay and allowance?

a. Petrol
b. ESI
c. PF

23. Food supply responsible in your company

a. Neutral
b. Agree
c. Disagree
d. Conflict

88