TABLE OF CONTENTS

General Training 1. History of the Organization and Objective 2. Organization Structure 3. Financial Performance & Position 4. Personnel: Recruitment Process, Personal Policies, Training & Development, Welfare Activities (If any) 5. Production/Operation: Services Offered 6. Marketing: Areas of Operation, Competitors, Market Share, Advertising & Sales Promotion 7. Strength & Weakness of Organization 8. Suggestion 9. Any other point observed Special Project Under Taken Chapter 1: Introduction Chapter 2: Objectives of the Study Chapter 3: RESULT AND DISCUSSION Chapter 4: SUGGESTION AND IMPLICATION OF THE STUDY Chapter 5: CONCLUSION Chapter 6: References Annexure

GENERAL TRAINING

History of the organization & objectives

SRF began as Shri Ram Fibres in 1970 when its parent company DCM decided to set up a separate entity to manufacture nylon tyre cord fibres. Its formation was a result of the foresight that nylon was the future material for tyre cord fibres.

The company established its first plant in Manali near Chennai in 1973. With an initial annual capacity of 2000 tonnes of nylon cords, the plant started operations in 1974. Shri Ram Fibres thus became one of the first companies in India to start manufacturing nylon tyre cords. Over the years, the company expanded its product line in technical textiles and also diversified into other businesses like Chemicals, Packaging Films and Engineering Plastics. The company was no longer manufacturing fibres alone, a fact that necessitated the change in the name of the company. Shri Ram Fibres thus became SRF in 1990.

In between, the company made a tryst with unrelated business diversifications as well. It entered into a Joint Venture with Denso of Japan, a supplier of auto components to Toyota. The commercial production at SRF Nippondenso started in 1986. The same year, SRF also started a new venture SRF Finance. In 1995, the company entered into health care segment by setting up a Vision Care project to manufacture plastic lenses at Bangalore. All the three units were eventually divested, pursuant to a decision by the board to concentrate on its core businesses only.

Company History - SRF Ltd.

1970 - The Company was incorporated on 9th January at New Delhi. It manufactures nylon - 6 tyres yarn and fabric and industrial yarns, shipping and leasing. - The Company was promoted by Cloth and General Mills Company Limited, (DCM). - The Company entered into technical collaboration agreement with Chemtex Fibre Inc. U S A and Chemtex Engineering of India Limited Mumbai for basic engineering of the Plant and detaled engineering respectively. - The knowhow was obtained from Unitika Limited Japan through Chemtex, Fibres Inc. U S A. Shriram Bearings Limited and Shriram Needle Bearing Industries Limited became subsidiaries of the Company.

1980 - The name of the company was changed from Shri Ram Fabrics Limited to SRF Limited with effect from 2nd May.

1993 - The company is setting up a pilot plant for the production of Halons.

1995 - SRF Overseas Limited was set up as a wholly owned subsidiary company in British Virgin Islands to implement the project for the processing of Synthetic Industrial Yarn at United Arab Emirates; SRF Emirates Limited became a subsidiary during the year and is engaged in trading activities in Middle East.

1996 - SRF Overseas Limited set up in Jebel Ali Free Trade Zone for converting tyre yarn into tyrecord fabric commenced trial production in time. - The performance of the wholly owned trading subsidiaries i.e. SRF Americas Inc. SRF International (Emirates) Limited and SRF International (BVI) Limited.

1997 - The company's plants at Manali and Viralimalai (T.N.) obtained ISO 9000 certification during the year. - The Company's wholly owned subsidiary investment companies entered into an agreement with GE Capital (Mauritius) Investment Ltd. - The Company's wholly owned subsidiary investment companies i.e. SRF Calgary Holdings Ltd., SRF Superior Holdings Ltd. and SRF Promenade Holdings Ltd. - SRF Overseas Ltd, Dubai, a wholly-owned subsidiary of SRF Ltd has recently received ISO 9002 certification from KPMG Peat Marwick LLP. - SRF Ltd, setting up of a joint venture with Paris-based Eassilor to market advanced ophthalmic lenses in the domestic market.

1998 - SRF Ltd has signed a joint venture agreement with Essilor International SA, the world leader in plastic ophthalmic lenses, to market advanced ophthalmic lenses in India. - SRF Ltd has recently launched R-23, a hydrofluorocarbon (HFC), through in-house development and has become the first manufacturer in the country. - The Company has entered into technology agreement with Ms. Trelleborg Industri AB, Sweden, for Providing technology for manufacture of Dipped EP Belting Fabrics.

1999 - SRF Ltd has entered into a tie-up with Bharti BT, to inter-link its business operations on a WAN based on V-Sats. - SRF and DuPont will set up a 50:50 joint venture to manufacture nylon yarn. - SRF has launched an employee stock purchase scheme (ESPS) for officers with more than three years of service.

2000 - The company issued 28,43,600 equity shares to the employees under the ESPS at an issue price of Rs. 15 per share.

- NRB Bearings Ltd. entered into an agreement with SRF Ltd and its associates to acquire its entire shareholding in Shriram Needle Bearing Industries Ltd (SNBL). - The Company has entered into an agreement with NRB Bearing Ltd. for sale of 12,50,000 fully paid up equity shares of Rs. 10/- each of Shriram Needle Bearing Ltd. acquired by the company under a scheme framed by the BIFR.

- SRF Ltd., Arun Bharat Ram's group company, has embarked on a major acquisition plan to emerge as the third-largest player in the world in the tyre cord market by 2004-05. - The Company proposes to preferentially issue equity shares worth Rs 10.75 crores to E.I. DuPont de Nemours of the US and E.I. DuPont India Ltd. as part of a deal to acquire DuPont Fibers Ltd.

- The Company appoint Mr. K. Ravichandra as Wholetime Director of the company. - The Company issuance of equity shares in one or more tranches, up to a maximum of Rs. 12,33,635 No. of equity shares of Rs. 10 each by way of preferential allotment at a premium, provided the total consideration shall not be lower than Rs. 10.75 crores calculated at the issue price of Rs. 87.14 per share or the price computed in accordance with SEBI guidelines.

2001 - All shareholders of the Rs 815.95-crore SRF Ltd are to receive one equity share of Rs 10 each of SRF Chemicals Ltd (SRFCL), credited as fully paid-up, for every 10 shares of Rs 10 each of SRF held by them. - The board of directors of SRF Ltd on July 27, approved a restructuring scheme that envisages the merger of Tyrecord Fabrics Ltd (TFL), a 100 per cent subsidiary of SRF.

2002 - SRF Ltd has informed that Shri Arvind N. Lalbhai has resigned from the Board of Directors of the Company with effect from January 09, 2002. This was noted by the Board of Directors at their meeting held on January 24, 2002.

2002

- SRF Ltd has informed that Mr Bhiku Ram Jain and Mr J B Dadachanji have ceased to be Directors.Mr M V Subbiah, Mr Satish K Kaura, Mr Analjit Singh and Mr Vinayak Chatterji have been appointed as additional Directors on the Board.

2003 -Bharat Ram appointed as new CEO -SRF Board approves sale of SRF Infotel -Srf Ltd. has informed that the shares of the Company have been delisted from The Stock Exchange - Ahmedabad w.e.f. December 08, 2003.

2004 -Srf Ltd. has informed that the Madras Stock Exchange Ltd. has approved the delisting of equity shares of the Company wef January 07, 2004. --Srf Polymers Ltd. (acquirer) has acquired 16,92,192 Equity Shares (2.62%) of SRF Limited - Medusind Solutions, healthcare business service provider, has acquired SRF Infotech, a healthcare outsourcing business of SRF Ltd, for Rs 3 crore. - SRF granted patent by US Patent & Trademark Office

2007 - SRF establishing Rs 250-cr polyester yarn unit in Tamilnadu. -Registered Office of the Company has been shifted From A-16, Aruna Asaf Ali Marg, Qutab Institutional Area, New Delhi 110 067 To C-8, Commercial Complex, Safdarjung Development Area, New Delhi 110 016

2008 - SRF - Acquisition of a Thai based tyre cord company - SRF Appointed Karvy Computerschare Pvt. Ltd as Registrar and Share Transfer Agent (RTA) - SRF Ltd has approved a proposal to acquire Engineering Plastic business and Industrial Yarn business from SRF Polymers Ltd.

2009

- SRF declared interim dividend @ 70% i.e. Rs. 7/- per share on the equity capital of the Company.

2010 - SRF investing Rs 1,000 cr on specialty chemicals plant in Gujarat. - SRF declared interim dividend 70 % i.e. Rs, 7/- per share on the equity capital of the Company. 2011 - SRF - SRF Board approves Rs. 665 cr capex projects, interim dividend and buy back - The company witnessed an increase in the net profit by 51% from Rs. 5,478 lakh to Rs. 8,281 lakh 2012 - SRF Chemicals Business of SRF wins the prestigious Deming Prize - SRF Commissioning and capitalization of project approved by Board of Directors an aggregate cost of Rs. 8.28 Crores.

Awards & Recognitions

In 2004, SRF became the first tyre cord company in the world to win the prestigious Deming Application Prize for Total Quality Management

SRF's Chemical Business awarded with Responsible Care Logo by Indian Chemical Council (ICC), Mumbai

SRF conferred with the prestigious Greentech Safety Platinum Award 2006-07 SRF conferred with the prestigious Greentech Environment Excellence Platinum Award 2007

SRF developed processes to manufacture HFC 134a, HFC 32 (different varieties of new generation refrigerant gases) through in-house R&D efforts

SRF holds a process patent for HFC 32, issued by the United States Patent and Trademark Office

SRF's Chemicals Business received 'Commendation Certificate' under the prestigious CII ITC Sustainability Award for the year 2008 in the Independent Category for 'Strong Commitment' towards sustainable development of the country and again bagged the same award for 'Significant Achievement' for the year 2009

Chairman, Mr. Arun Bharat Ram, conferred with the prestigious Jamshetji Tata Award from the Indian Society for Quality (ISQ) in the year 2006

Chairman honoured with the prestigious Officer's Cross of the Order of Merit , presented by the Federal Government of Germany in August 2008

International Labour Organisation (ILO) bestowed a rare honour on SRF for its relentless contribution in the area of creating awareness on HIV AIDS since 2005.

Objectives of the organization

To promote cooperation between organisations in their preparation for response to a major emergency;

To promote joint training and exercising and integrate this as part of the preparations of the individual organisations;

To provide a forum for the consideration of emergency response issues where there are implications for more than one agency;

To support agreed courses of action where mutual benefit has been identified; To provide an opportunity for the exchange of information; and To risk assess hazards within and to Suffolk.

ORGANIZATION STRUCTURE

FINANCIAL PERFORMANCE
SRF Limited (SRF) is a multi-business firm in manufacture of chemical based industrial intermediates. The company is one of the worlds leading manufacturers of Nylon 6 tire cord fabrics and belting fabrics and also one of the domestic market leaders in refrigerant gases, engineering plastics and industrial yarns. SRF operates through three business segments namely, Technical Textiles business, Chemicals and Polymers business and Packaging Film Business. The company's business portfolio includes, Technical Textiles, Chemicals, Packaging Films and Engineering Plastics. SRF operates a global workforce of around 5500 across UAE, Thailand, South Africa, and India. The company is headquartered in Gurgaon, India.

This comprehensive SWOT profile of SRF Limited provides you an in-depth strategic SWOT analysis of the companys businesses and operations. The profile has been compiled by GlobalData to bring to you a clear and an unbiased view of the companys key strengths and weaknesses and the potential opportunities and threats. The profile helps you formulate strategies that augment your business by enabling you to understand your partners, customers and competitors better.

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- Business description A detailed description of the companys operations and business divisions. - Corporate strategy Analysts summarization of the companys business strategy. - SWOT Analysis A detailed analysis of the companys strengths, weakness, opportunities and threats. - Company history Progression of key events associated with the company. - Major products and services A list of major products, services and brands of the company. Key Key competitors employees A A list list of of the key key competitors executives to of the the company. company.

- Executive biographies A brief summary of the executives employment history. - Key operational heads A list of personnel heading key departments/functions.

- Important locations and subsidiaries A list and contact details of key locations and subsidiaries of the company.

- Detailed financial ratios for the past five years The latest financial ratios derived from the annual financial statements published by the company with 5 years history. - Interim ratios for the last five interim periods The latest financial ratios derived from the quarterly/semi-annual financial statements published by the company for 5 interims history.

Note: Some sections may be missing if data is unavailable for the company

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BALANCE SHEET Yearly Results of SRF ------------------- in Rs. Cr. -------------------

Mar '13 Mar '12 Net Sales/Income from operations Other Operating Income Total Income From Operations EXPENDITURE Consumption of Raw Materials Purchase of Traded Goods Increase/Decrease in Stocks Power & Fuel Employees Cost Depreciation Excise Duty Admin. And Selling Expenses R & D Expenses Provisions And Contingencies Exp. Capitalised Other Expenses P/L Before Other Inc. , Int., Excpt. Items & Tax Other Income P/L Before Int., Excpt. Items & Tax Interest 1,913.74 2,021.16 9.02 -22.50 336.53 202.44 184.28 -----289.24 409.80 43.75 453.55 84.65 6.40 -6.52 266.99 164.05 161.68 -----274.55 641.94 28.02 669.96 104.10 3,312.77 3,512.73 9.78 17.52

Mar '11 3,063.28 -3,063.28

Mar '10 2,193.85 ---

Mar '09 1,812.70 ---

3,322.55 3,530.25

1,635.90 --44.80 213.23 150.62 151.71 -----237.56 719.06 14.79 733.85 83.92

1,127.10 --26.17 166.33 112.51 131.26 -----216.25 -9.07 -68.05

926.72 -32.96 137.95 92.58 99.41 -----232.40 -6.39 -51.11

P/L Before Exceptional Items & Tax 368.90 Exceptional Items P/L Before Tax Tax P/L After Tax from Ordinary -16.31 352.59 108.88 243.71 14.80 -258.51 57.42 Revaluation

565.86 -565.86 174.01 391.85 -4.47 -387.38 57.42

649.93 -649.93 194.00 455.93 -0.04 27.55 483.44 60.50 1,522.38 --

407.59 --143.34 --1.15 46.32 309.42 60.50 1,149.98 --

245.96 --82.69 ---163.27 60.69 857.40 --

Activities Prior Year Adjustments Extra Ordinary Items Net Profit/(Loss) For the Period Equity Share Capital Reserves Reserves Equity Dividend Rate (%) EPS Before Extra Ordinary Basic EPS Diluted EPS EPS After Extra Ordinary Basic EPS Diluted EPS Public Share Holding No Of Shares (Crores) Share Holding (%) Promoters Shareholding a) Pledged/Encumbered - Number of shares (Crores) and Promoter Excluding

1,924.46 1,807.54 ---

45.02 45.02

65.55 65.55

79.90 79.90

---

---

45.02 45.02

65.55 65.55

79.90 79.90

---

---

2.83 49.29 Group

2.87 50.05

3.18 52.56

3.19 52.75

3.33 53.80

--

---

---

---

---

- Per. of shares (as a % of the total --

sh. of prom. and promoter group) - Per. of shares (as a % of the total Share Cap. of the company) b) Non-encumbered - Number of shares (Crores) - Per. of shares (as a % of the total sh. of prom. and promoter group) - Per. of shares (as a % of the total Share Cap. of the company) Notes 2.91 100.00 2.87 100.00 2.87 100.00 ----------

50.71

49.95

47.44

--

--

Personal: Recruitment Process, Personnel Polices, training & development , welfare activities
The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled

 Number of persons Duties to be performed Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc).

Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making

1. Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy 4. Managing the response 5. Short-listing 6. Arrange interviews

7. Conducting interview and decision making The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

Realising that need identification is not an isolated sub-set of the performance management system for an organisation, we derive focused needs from a variety of sources that enable SRF to arrive at the real developmental needs. These are addressed through customised design, delivery of training programs and other developmental initiatives. The development loop is closed through a scientific system of measuring training effectiveness that feeds in to the next design cycle. At SRF, we believe that leadership is a quality that can be developed. We follow a strengthbased methodology of identifying and developing leaders within the organisation. Emphasis is paid on developing leaders adept at the SRF Management Way, and appropriate opportunities are provided to them to utilise their leadership skills. We are in the process of instituting a Leadership Cadre where we will create a pipeline of individuals to man our key leadership positions. Being a market leader in technology, we understand that technical and domain capabilities need to go hand-in-hand with managerial skills. Our technical training initiatives are designed to enhance the technical skills of our employees, thus allowing us to retain a dominant position in the highly competitive marketplace. Our developmental activities don't stop at the managerial levels, but percolate down to our 'Non Management Staff'. We have implemented a one year long Management Education Program for our employees for their overall development. In all, our People Development methodology is a combination of developmental assignments, instructor led training, coaching, on the job modules, development centres and participation in special project teams to enable employees to continuously learn and develop.

Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to feel comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" &m dash; an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names. Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. Thefacilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these

groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." [1] Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

Production/ Operations:
Production

SALES INSTALLED PRODUCT NAME UNITS CAPACITY PRODUCTION QUANTITY SALES QUANTITY VALUE (Rs Cr.)

Nylon

Tyre

Cord Metric Tonnes 71384.00 50225.76 49874.91 1442.6817

Fabric Indus. Yarn Fabric

Metric Packaging Film Tonnes 59500.00 59816.66 60160.62 721.2527

Fluorochemicals

N.A.

0.00

0.00

11359.80

687.2416

Synthetic Yarn &

Filament Industrial Metric Tonnes 68040.00 11455.43 11464.85 222.0615

Yarn/Tyre Cord

Metric HFC -134a Tonnes 5000.00 3725.67 3736.90 168.3222

Nylon Compounding Chips

Metric Tonnes 14500.00 8634.60 8795.57 158.6733

Metric Speciality Chemicals Tonnes 1800.00 1501.77 1451.38 140.6686

Lakhs Laminated Fabric Metres

Sq 480.00 432.05 441.52 126.5329

Metric Chloromethanes Tonnes 40000.00 21074.49 20399.17 73.3201

Waste

N.A.

0.00

0.00

0.00

13.3789

Metric Hydrochloric Acid Tonnes 77220.00 73023.20 72791.08 8.0220

Traded Goods

N.A.

0.00

0.00

0.00

7.7492

Scrap

N.A.

0.00

0.00

0.00

7.2350

Other Revenue

Operating N.A. 0.00 0.00 0.00 5.4193

Metric Gypsum Tonnes 44550.00 37514.30 37440.95 3.2998

Other Fiscal Benefits

N.A.

0.00

0.00

0.00

1.8365

Yarn

N.A.

0.00

0.00

0.00

0.0000

Polyester Films

N.A.

0.00

0.00

0.00

0.0000

Metric Hydrofluoric Acid Tonnes 12000.00 0.00 0.00 0.0000

Gases

Refrigerant

Metric Tonnes 25000.00 11311.67 0.00 0.0000

(Fluorocarbons)

Others

N.A.

0.00

0.00

0.00

0.0000

Conversions Income

N.A.

0.00

0.00

0.00

0.0000

The multi-business corporate group SRF with head quarters in Gurgaon, India has over the years expanded its footprints beyond the national boundaries. Today it enjoys the status of a global entity with operations in four countries; eight manufacturing plant locations in India and one each in UAE, Thailand and South Africa. The market leader in most of its businesses in its home market in India, SRF is the world's 2nd largest manufacturer of both the Nylon 6 tyre cord as well as the belting fabrics. SRF strives to ensure faster integration of people, procedures and practices across global entities to build synergies and create value for its stakeholders. To know more about its global operations, select a country.

Milestones

Over the years SRF has grown and diversified into a multi-business entity achieving global leadership for most of its products.

1970 Incorporated as Shri Ram Fibres

1974 commenced operations of nylon tyre cord at Manali

1977 production of fishnet twines started

1979 commences production of nylon engineering plastics

1983 commissioning of Belting Fabrics at Viralimalai

1986 commissioning of coated fabrics at Viralimalai

1986 commencement of operations at SRF Nippondenso Ltd

1986 set up SRF Finance Ltd

1989 entered Chemicals Business with production of refrigerants

1990 Shri Ram Fibres renames as SRF Ltd

1993 divested SRF Nippondenso

1995 commercial production Chloromethanes

1995 ventured into Packaging Films Business

1995 started Vision Care Division at Bangalore

1996 set up the company's first overseas plant (tyre cord) in Dubai

1997 divested SRF Finance Ltd. to GE Capital

1997 divested Vision Care Division

2002 polyester films, fishnet twines and engineering plastics businesses spun off as a separate entity, SRF Polymers Ltd

2009 purchased of two businesses of SRF Polymers Ltd., the Engineering Plastics and the Industrial Yarn Business

LIMITATIONS Every study suffers from certain limitations and so does this. Following are the limitations to this study: Shortage of time duration for the research work. Employees at SRF Group. Being very busy in their own work, so they did not get much time to give responses in a relaxed mood because the training period was scheduled in the peak season. Respondents were reluctant to fill up the questionnaire. Hiding of some true facts by the respondents due to the fear of the management. Sample size taken was very small because of time boundation. Some of the responses given by the respondents were not legible and clear. Some of the inappropriate respondents may have been included in the sample.

THE NAME OF CEO/MD/ DEPARTMENT HEAD

CEO
Roop Salotra President & CEO (CB & PFB)

MD
Ashish Bharat Ram MD, SRF Overseas Ltd

DEPARTMENT HEAD

LOCATIONS
CORPORATE OFFICE Block - C, Sector - 45, Gurgaon - 122 003, Haryana, India. Tel: +91-124-4354400 Fax: +91-124-4354500 REGISTERED OFFICE C-8, Safdarjung Development Area, New Delhi - 110 016, India. TECHNICAL TEXTILES BUSINESS National Operations Malanpur Industrial Area, Bhind 477116, Madhya Pradesh, India. Tel: +91-7539-283164 Fax: 91-7539-283427

CHAPTER 1 INTRODUCTION OF THE TOPIC

INTRODUCTION OF LABOUR RELATIONS

Employee & Labour Relations is a much broad concept. It is one of the most important function of the management that is take care by HR department. ER department takes care of employee grievances, employee recognition, and boosting the morale of employees to make the working environment more healthy, live and at the same time fulfills the managements expectations and maintain the work culture and ethics. 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, coloured by emotions of love, hate, repulsion, respect, fear, anxiety and so on. 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.

Employee & Labor

Relations influence behaviors at work. Expectations of each other,

perceptions of the intentions of either, distributions of assignments, readiness to conform or to rebel, enthusiasm to contribute, etc., are to some extent outcomes of these relationships. Attitudes and motivations influence, and are influenced by, the nature of these relationships. Employees are among an organization's most important audiences with the potential to be its most effective ambassadors. Employee & Labour Relations are practices or initiatives for ensuring that Employees are happy and are productive. Employee & Labour 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 & Labour 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 & Labour 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

Industrial Relations, Employee Relations and Employment Relations IR traditionally concerned with the institutions of job regulation (Flanders and Clegg 1954) and the generation of employment rules

Led to a focus on trade unions and collective bargaining CB fulcrum of industrial relations

Not unique to Britain see US, and Western Europe High point of traditional IR in Britain 1970s collectivist, concern with reform of collective bargaining 55% of the workforce were trade union members, 75% covered by collective agreements

HRM and the individualisation of employment relations Focus on the individual worker and relationship with management Mainstream HRM concern with involvement and commitment and relationship to business performance (Guest et al. 2000) Business-model of HR dominant But concern over the costs of both business model and of de-regulation and individualisation and how the employment relationship is regulated New Labour

Also concerns that limited evidence for more involved and engaged workers

Increased concern with both individual and collective aspects of employment Re-focusing on how the employment relationship is regulated see work of Work Foundation (Coats, Edwards 2006) and of EU flexicurity agenda. See also Sisson (2005) Theoretically, this marks a return to a focus on power and authority relations in employment

Employee relations may be defined as those policies and practices which are concerned with the management and regulation of relationships between the organisation, the individual staff member, and groups of staff within the working environment. In 1986 an advisory committee, the Industrial Relations Management Committee (IRMC) was constituted by Council to consider all matters related to current and future industrial relations at the University. In 1998 this Committee changed its name to the Employee Relations Management Committee (ERMC). In 2000 the committee was again reconstituted as the Labour Relations Management Committee (LRMC). The LRMC is advisory to the Vice-Chancellor, and through the Vice-Chancellor to Council and Council's sub-committee on remuneration. Consequent to the AIMS recommendations and with respect to HR and the subsequent restructuring process, from the beginning of 2002, the LRMC was renamed the Employee Relations Management Committee (ERMC). The membership of the LRMC is determined by GPC from time to time. Current membership is included in the membership of committees booklet, which is published biannually. The employee relations section of the Human Resources Department is responsible for liaison with employee representative bodies, monitoring procedures, and developing proposals for the ERMC's consideration.

MPORTANCE OF EMPLOYEE & LABOUR RELATIONS

To creates healthy and balanced relationship within the organization as well as among the employer & employees.

To fosters work culture that is live, challenging and dynamic. To boost the confidence, morale level, encourages labours to give their 100%. To bring out inner potentials, creativity and make employees come out with new innovative ideas and opinions.

To treat all the employees & labour fairly without any discrimination and favoritism. To develops more coordination and better communication to avoid conflicts in the organization.

To encourages employees & labour participation in decision making, seminars, learning and culture programs.

To makes employees & labour more responsible and focused towards their task and make them feel their importance and their contribution towards the organization.

To make employees & labour more productive, efficient, skilled and proficient in their work.

To help employees & Labour to be more flexible so that they are ready to take extra additional responsibilities as an when need arises.

To maintain work culture where employees & Labour feel that work place is their Second Home which is stress free, with better infrastructure and other additional facilities like Gym, food courts, music while having coffee in rack room.

To maintain health of employees & Labour by providing free medical facilities, health check ups on regular basis so that they feel that special attention and care is given to them.

CHAPTER - 2

OBJECTIVE OF THE STUDY The key process that defines the HR strategy is ensuring an effective and efficient organization through appropriate people-job-organization fit.

Each and every HR plans thus focuses on: Productivity Performance Satisfaction, to further the business objectives of the organisation through the optimal utilization of the human resources.

Following are the Objectives of maintaining good relations between the Employees & Labour.

1. To know how employees and labour relations Reduced Absenteeism One reason, outside of illness, that Labours are absent is stress, and the number one reason Labours 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

To know how good relation Improved Morale & Motivation. Maintaining good Employee & Labour Relations creates an environment of trust and increases morale. This improves the motivation of the employee & Labour. A motivated employee & Labour is contagious and is beneficial for the growth of the company

2. To ensure 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 & Labour will be ready to share information and help each other out. A good relation between the employee & Labour also inculcates discipline. Thus harmony is maintained.

3. To ensure Lesser attrition - reduced cost on training, less cost of retention through employee and labour relation 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.

4. How it Attracts 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 & Labour 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.

5. To ensure that it is 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 & Labour 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.

7. To know how it helps in Shared learning and Continuous improvement. A satisfied employee & Labour 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 & labour relation management will share their new learnings and wisdom with his colleagues.

NEED & IMPORTANCE OF THE STUDY

Relationship influences behavior at work place. People interact with each other formally, informally, officially and socially that may leads to love, hate, respect, disrespect, fear, insecurity, anxiety among each other. Attitude and perception differs from person to person and it leaves impact on the relationship if the message is miss communicated.

An effective Employee & Labour Relations involves making work culture, employee & Labour relationship, more healthy by motivating and raising their morale by giving positive feedback, monetary benefits, challenging work environment, gift vouchers, holidays trips, education concession, and recognition in front of all the staff members. The Labour should feel their importance in the organization and not be treated as machine. Labours Ideas, suggestion, feedback and they should also be included in decision making which can help the management to have varied opinions.

CHAPTER 3 RESULT & DISCUSSION

RESEARCH METHODOLOGY

RESEARCH DESIGN A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research design is a plan that specifies the sources and types of information relevant to the research problem. It is a strategy specifying which approach will be used for gathering and analyzing the data. In fact research design is the conceptual structure within which research is conducted. It constitutes the blue print for the collection, measurement and analysis of data.

Types of Research Design Research Design is mainly of three types:1. Exploratory Research 2. Descriptive or Conclusive Research 3. Experimental Research 1. Exploratory Research: It is often the initial step in the series of studies designed to

supply information for decision-making. The main purpose of this research is that of formulating a problem for more precise investigation or of developing the working hypothesis from an operational point of view. The major emphasis in such studies is on the discovery of ideas and insights.

2.

Descriptive Research: Descriptive Research includes surveys and fact-finding enquiries.

The descriptive research is typically concerned with determining the frequency with which something occurs or determining the degree to which variables are associated. It is guided by an initial hypothesis.

3.

Experimental Research: In experimental research some variables are manipulated to

observe their effect on other variables. Experimentation is defined as a process where events occur in a setting at the discretion of the experimenter and controls are used to identify the source of variation in the subject. Thus, experimental researches are those where the researcher tests the hypothesis of casual relationships between variables.

The research undertaken by me in this dissertation is descriptive research.

METHODS OF DATA COLLECTION

The key for useful systems is the selection of the method for collecting data and linking it to analysis and decision issue of the action to be taken. The accuracy of the collected data is of great importance for drawing correct and valid conclusions from the detailed investigations. There are two types of data viz., primary and secondary. 1. Primary Data. The primary data are those which are collected afresh and for the first time, and thus happen to be original in character. There are several methods of collecting primary data, particularly in survey and descriptive researches. Some important ones are: Observation Method Interview Method Questionnaire Schedules, etc.

2. Secondary Data. Secondary data means data that are already available i.e. they refer to the data which have already been collected and analyzed by someone else and which have already been passed through the statistical process. Secondary data may either be published data or unpublished data.

In this study I have used both Primary and Secondary data. The following have been the sources for collecting secondary data: Books, magazines. Reports, websites INTERNET website of company INTRANET website of company HR journals

Sample:

Employees of SRF

Sampling size: The total number of members participated in filling the questionnaire are 50 and they all were the employees of SRF . They all belongs to the Personal & Administration Department of JRC (SRF Rewa Cement) and because of their help, I am able to prepare my questionnaire properly and correctly. Sample Technique: Probability A Probability sampling method is any method of sampling that any method of sampling that utilizes some form of Random Selection.

DATA INTERPRETATION AND ANALYSIS

Q.1. What are your criteria of measuring employee & labor relations?

60 50 40 30 20 10 0 1 Quantity of work Job Knowledge Time conciousness Quality of output

Among all employees, 49% insist that measuring of employee & labor relations should be based on quality of output, 19% agreed that it should be based on time consciousness, again 19% think it should be based on job knowledge and only 13% employees give importance to quantity of output. Thus we can say that majority of the employees think that quality of output is the most important criteria for measuring employee & labor relations.

2. What do you feel about the employee & labor relations Programme at SRF ?

70 60 50 40 30 20 10 0 1

Lengthy and tough Tough but very reliable Easy and reliable Unreliable

60% employees of SRF are comfortable with employee & labor relations program and find easy and reliable. While only 12% find it unreliable another 12% found it tough but very reliable and 16% of them find it lengthy and tough. This shows that all most all the employees believe in the relationship of employee & labor but some are uncomfortable with its procedure.

Q.3. Which feature is missing in employee & labor relationship Programme at SRF ?

50 40 30 20 10 0 1

Communication with press Feedback from associate Its perfect Any other, pls specify

43% employees believe that there should be a column for Feedback from associate himself in the employee & labor relationship Programme, while 20 % demand for the Communicati on with press column , 28% employees feel that employee & labor relationship is perfect and only 9% feel as any other. Q.4. How do you choose the associates for special assignments?
Analysing his past records Analysing his behaviour Analysing his present performance Anyother please specify...

80 70 60 50 40 30 20 10 0 1

. 68% of employees choose there associates for special assignments on the basis of analyzing his present performance. Only 18% analyses the past records. 7% analyses the behavior before choosing their associates for special; assignments while another 7% of the employees, analyze the analytical capacity and achievements and targets achieve but consist of only and to of the whole employee bases.

Q.5. What is the reaction of the employee when they are assigned grades on the basis of employee & labor relationship?

60 50 40 30 20 10 0 1 Highly satisfied Satisfied Neutral Dissatisfied

49% employees replied that they are satisfied with the assigned grades on the bases of employee & labor relationship. While 31% does not care for it and are neutral but 12% of the employees replied that they are highly satisfied and rest 8% of the employee show mare dissatisfaction towards the grade assigned in the basis of employee & labor relationship. Q.6. Is feedback is important for deciding whether the employee & labor relationship in the organization is good or not?

60 50 40 30 20 10 0 1 Promptly Agree Agree Neutral Disagree

Out of 50 members, It was found that 52% of them are agree (i.e. it should be there) and 40 % of them are agree and strongly agree with the feedback, because it shows importance. 4% of them are neutral and another 4% were disagree because they think that it is very much time consuming.

Q.7. Under employee & labor relationship motivation should be there, It should be in the form of?

80 70 60 50 40 30 20 10 0 1

Monitory Position Both

Out of 50 members, According to 71% employees replied that motivation should be in the form of both i.e. Monitory and Position. 20% of them replied that it should be in the form of Monitory while rest 9% of them replied that it should be in the form of Position. Q.8. Employee & labor relationship in SRF is effective mechanisms for communication and participation?

70 60 50 40 30 20 10 0 1

AGREE PARTLY AGREE

DISAGREE

Out of 50 members, Almost 59% of the employees are agree with the above statement while 31% of them are partly agree with the statement and rest 10% of the employees are totally disagree with it.

Q.9. Which according to you is the most important parameter in measuring the knowledge of employees under employee & labor relationship?

35 30 25 20 15 10 5 0 1

Theoretical Knowledge Learning Ability Analytical skill Practical knowledge

Out of 50 members, 9% of them answered that knowledge should be measure on the bases of Theoretical Knowledge while 31% of them replied that it should be on the bases of Learning Ability. 27% answered that on the bases of Analytical Skill knowledge should measure, remaining 33% of them replied that to measure knowledge on the bases of Knowledge will be much better. Practical

Q.10. Which is the most important ingredient of employee & labor relationship ?

40 35 30 25 20 15 10 5 0 1

Contribution Openness Awareness of his own role Conflict resolution power

Out of 50 members, According to 39% of employees, Contribution is the most important ingredient of employee and labor relationship. 21% of employees replied that Openness is the most important ingredient while 33% of employee liked to go with Awareness of his own rule and rest 7% employees answered that Conflict resolution power is the most important ingredient of employee and labor relationship.

Q.11. Which is the most important parameter to rank the employees commitment to work?

60 50 40 30 20 10 0 1

Staying beyond scheduled time Task conciousness Attitude

Out of 50 employees, According to 9% of employees Staying beyond scheduled time is the most important parameter to rank the employees commitment to work. 58% of them replied that the most important parameter to rank the employees commitment to work should be on the bases of Task consciousness. Remaining 33% of them replied that it should be on the bases of Attitude. Q.12. On what bases enthusiasm to work should be ranked?

50 40 30 20 10 0 1

Performing work before time Communicating with peers Activity

Any other,

Out of 50 members,

According to 45% of employees, enthusiasm to work should be based on performing work before time. According to 19% employees enthusiasm to work should be ranked with communicating with peers. 33% replied that it should be on the bases of Activity while

remaining 3% replied that it should be in any other way.

Q.13. In your opinion, what type of relation should take place under employee and labor relationship?
60 Evaluate only set goals

50 Be interested in personal problem of the subordinates Be interested in factual and impersonal way Be interested in the relation among subordinate Provide both positive and negative feedback

40

30

20

10

0 1

Out of 50 employees, According to 16% of employees, the relation should be formal and should evaluate only set goals. While in the opinion of 9% of employees the relation should be little bit informal also so that the personal problems also get into consideration. 11% of employee replied that it should be in factual and impersonal way. While another 11% employees replied that there should be interest in the relation among subordinate. And the remaining 53% employees answered that in the relationship of employee and labour, both positive and negative feedback should take place..

Q.14. Are you happy with the system of your organization?

60 50 40 30 20 10 0 1 Yes No Can't say

Out of 50 employees, 29% of employees replied positively and say Yes. While 25% of them are not happy with the system of their organization and replied negatively, hence, said No. And the remaining 46% of them did not comment over it. Q.15. What is the level of business in the system of employee and labor relationship?

50 40 30 20 10 0 1 Very high High Moderate Low No reply

Out of 50 employees, 9% of them believe that the level of business in the system of employee and labor relationship is very high. While in the opinion of 11% employees, the level of business in the system is high. 45% of them replied that the level of business is Moderate in this system. 15% believes that the level of business is Low in this system and the remaining 20% employees did not want to react on this question and hence they didnt replied.

Q.16. Does the employees get appreciated on his/her work, under the system of employee and labor relationship?

50 40 30 20 10 0 1 Yes, in full Yes, in part No

Out of 50 employees, 31% of them replied positively and said that they get appreciated in full. While 25% of employees are partly agreed with it and replied that they get appreciation but in part and the remaining 44% of employees replied that they have not get appreciation on their work.

Q17: Do you want any change in the employee and labor relationship system adopted by the company?

70 60 50 40 30 20 10 0 1 Yes No

Out of 50 employees, 60% of the employees are satisfied with the system of employee and labor relationship adopted by the company and does not want any change in it but the remaining 40% of employees want change in the system adopted by the company.

FINDINGS
After completing my dissertation, I was supposed to learn about the Employee & Labor Relations at SRF . And to learn about various other functions of the HR Department. With the fast changing world the skill of man is exploited yet he has been used as commodity. We should always remember that it is the human being who is always indispensable. Hence the Human Resources are always and will be invaluable forever. Gone are the days when the things were done by the men himself. The men were than replaced by machinery. In the present context, most of the jobs are done by the machines only. But we should not forget that it is the man who invented these so called superficial machines. You need a man behind each machine to command it. Any industry cannot run by itself. After so much automation has taken place around the world, the success of every industry lies in the hands of its employees (i.e. manpower). At SRF , contribution, creativity and learning are respected as well as expected. I had an excellent experience working with SRF , no matter for a small period. I have learned a lot by interacting with senior and junior staff working out there. And I realized that machines cannot replace the people and success of this organization is because of its employees. For the employees to give their optimum output, the organizations have to be well versed with the needs of its employees. If the performance of the employees are evaluated correctly, their weak points can be identified hence as per their requirements, corrective actions can be taken. By making arrangements of training and development programs in the organization the skill and efficiency of the employees can be increased which in turn contributes to the production of the company. It is good on the part of the management of SRF that every small aspect of the employees is taken care of. I had a wonderful experience during my training period when the birthdays and anniversaries of employees were celebrated by giving them bouquet, thus giving them recognition. These small things are much appreciated which I found while working in SRF . The company has also made the arrangement of transport facility (bus) at different shifts for the employees. This enables them to save both their time and money and besides this it also helps them to reach the company on time.

 The management is doing its best for the growth of its employees, because they know the success of their employees is their own success. In the organization the management have been able to use the hands of their employees. Now the organization must use their hearts and one of the best ways to reach the hearts is by proper Employee & Labor Relationship. It has been a privilege to apply my theoretical knowledge into practical. As a result of my, I observed that there are certain gaps in the current relationship of employee and labor process that need to be filled in order to improve the relations of employee and labor and on the basis of such findings I have given certain recommendations. I have been able top experience the actual work settings and to know about the various functions that fall in the HR department. I value this experience and consider this to be the foundation of my career in HR

CHAPTER 4 SUGGESTION AND IMPLICATIONS

SUGGESTION AND IMPLICATIONS

Certain recommendations can be made after interviewing various employees at different levels with the help of my questionnaire. Some recommendations are as follows: The existence of an atmosphere of confidence and trust so that both supervisor and employee may discuss matters frankly and offer suggestions which may be beneficial for the organization or for an improvement of the employee. The supervisor should try to analyze the strengths and weaknesses of an employee and advise him on correcting the weaknesses. The process of appreciation program should be less time-consuming and less costly. It should also bring the maximum benefits. The result of the observations, particularly when they are negative, should be immediately communicated to the employees, so that they may try to improve themselves. The meeting should be arranged so that employees may be supplied with feedback and the organization may know the difficulties under which employees work, so that their training needs may be discovered. The standards of employee and labor relationship can be improved by training the evaluators. To make employee and labor relationship more potential, SRF should include some more steps. Each and every individual should be provided with his or her feedback from all points of view. I suggest there has to be certain parameter that can judge and analyze the individuals overall personality as this would help a lot in their potential evaluation. Training provided to the individual should be regular intervals and also the pre-training program and post-training program should be analyzed for a effective overall system.

 The organizational culture should be more transparent as per the most of the respondent. Employees function should be extended with proper reasons. Feedback shouldnt be ambiguous. In other words certain fixed parameter should be set to evaluate feedback on the basis of which their work done. Better working environment with the help of co-ordination & team work.

CHAPTER 5 CONCLUSION

CONCLUSION

After working on my dissertation report, I can conclude that Human Resource Functions are the strategic and coherent approach to the management of an organizations most valued assets- the people working there who individually and collectively contribute to the achievement of the objectives of the business. The term Human Resource Function (HRF) and Human Resource has largely replaced the term employee and labor relationship as the description of the processes involved in managing people in organizations. In simple sense, HRF means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

QUESTIONNAIRE Q.1. What are your criteria of measuring employee & labor relations? a. Job knowledge b. Time consciousness c. Quality of output d. Quantity of output Q .2. What do you feel about the employee & labor relations Programme at SRF ? a. Lengthy and tough b. Tough but very reliable c. Easy and reliable d. Unreliable Q.3. Which feature is missing in employee & labor relationship Programme at SRF ? a. Communication with press b. Feedback from associate himself c. Its perfect d. Any other, pls specify............ Q.4. How do you choose the associates for special assignments? a. Analyzing his past records. b. Analyzing his behaviour c. Analyzing his present performance. d. Any other, pls specify..............

Q.5. What is the reaction of the employee when they are assigned grades on the basis of employee & labor relationship? a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied Q.6. Is feedback is important for deciding whether the employee & labor relationship in the organization is good or not? a. Promptly agree b. Agree c. Neutral d. Disagree Q.7. Under employee & labor relationship motivation should be there, It should be in the form of? a. Monetary b. Position c. Both Q.8. Employee & labor relationship in SRF is effective mechanisms for communication and participation? a. Agree b. Partly Agree c. Disagree

Q.9. Which according to you is the most important parameter in measuring the knowledge of employees under employee & labor relationship? a. Theoretical knowledge b. Learning ability c. Analytical skill d. Practical knowledge Q.10. Which is the most important ingredient of employee & labor relationship ? a. Contribution b. Openness c. Awareness of his own work d. Conflict resolution power Q.11. Which is the most important parameter to rank the employees commitment to work? a. Staying beyond scheduled time b. Task consciousness c. Attitude Q.12. On what bases enthusiasm to work should be ranked? a. Performing work before tome b. Communicating with peers c. Activity d. Any other

Q.13. In your opinion, what type of relation should take place under employee and labor relationship? a. Evaluate only set goals b. Be interested in personal problems of the subordinates c. Evaluate in factual and impersonal way d. Provide both positive and negative feedback

Q.14. Are you happy with the system of your organization? a. YES b. NO c. CANT SAY

Q.15. What is the level of business in the system of employee and labor relationship? a. Very High b. High c. Moderate d. Low e. No reply

Q.16. Does the employees get appreciated on his/her work, under the system of employee and labor relationship? a. Yes, in full b. Yes, in part c. No

Q17: Do you want any change in the employee and labor relationship system adopted by the company? a. Yes b. No

BIBLIOGRAPHY
BOOKS / JOURNALS 1. Chhabra T.N., Human Resource Management Concepts and Issues, Dhanpat Rai and Co. 2. Mamoria C.B., Personnel Management. 3. Gupta Dr. C.B., Human Resource Management, Sultan Chand and Sons Publication, New Delhi, 6th edition. 4. Prasad L.M., Principles and Practices of Management, Sultan Chand and Sons Publication. 5. Kothari C.R., Research Methodology, Vishwa Publications, New Delhi

OTHER RESOURCES:

Magazine Through Questioners Various SRF and Industries Journals & Newspapers.

Websites: o www.citehr.com o www.hrlinks.com o www.google.com o www.srfs.com