Employee Relation

A RESEARCH REPORT
ON
HUMAN RESOURCE MANAGEMENT- EMPLOYEE
RELATIONS
FOR
PARTIAL FULLFILLMENT OF THE
REQUIREUNMENT OF THE DEGREE
OF
S.D. COLLEGE OF MANAGEMENT STUDIES,
MUZAFFARNAGAR
MASTER OF BUSINESS ADMINISTRATION
Dr. A.P.J Abdul Kalam Technical University, Lucknow

Submitted To : Submitted By:
Mrs. Ritu Mittal Shivani Goyal
MBA 4th Sem.
Roll no- 1408570103
DECLARATION
I Shivani Goyal hereby declare that the project report on “Employee Relation” is my original
work and has not been submitted by any other person to APJAKTU, LUCKNOW or elsewhere.
Further, I also declare that I have tried my best to complete this project with my sincerity and
accuracy even than if any mistake or error has crept in, I shall most humbly request the readers
to point out those errors or omission and guide me for the removal of these errors in the
future.
(Shivani Goyal)
ACKNOWLEDGEMENT
The successful completion of this project has been accomplished with the invaluable guidance
and support of numerous people. I take opportunity to express my profound sense of gratitude
to all of them. First, I thank to almighty God for enabling me to complete the project on time
and in it’s entirely.
I would like to thank our (HOD) Dr. Alok Kumar Gupta who, providing me an opportunity to
carry out the project. I also thank my project guide Mrs. Ritu Mittal for her support and
encouragement all throughout the project work.
Further I would specially like to thank Mr. ASHISH KUMAR and MR. AMIT BINDRA without
whose kind co-operation; this report would have been incomplete.
Last but not the least I thank my parents and family members for their continuous and great
support encouragement throughout this project work.
Shivani Goyal
PREFACE
A good professional course must include in its curriculum practical training. This happens to be
true in case of MASTER OF BUSINESS ADMINISTRATION (MBA) at. MUZAFFARNAGAR In this
institute each student has to undergo summer training in business/ industrial Organization for a
period of 8 weeks. This report consists of the profile of the company, which includes its mission,
objectives, company’s product profile and their application. Showing loan disbursed and
approved by , calculating different ratios to evaluate the financial position of the company.
The next section includes findings/suggestions, which are made during the
analysis/interpretation.
Shivani Goyal
Introduction
The objective of this study was to have an overview of HRM and Employee relations
in manufacturing sector in KISHORE PUMPS Pvt. Ltd, GREAVES COTTON Ltd., KINETIC
ENGINEERING Ltd. The objective was to study the employee relations in manufacturing sector.
The Human Resources Management (HRM) Function Includes A Variety Of Activities,

And Key Among Them Is Maintaining Amicable Relations With The Workforce. Both The
Sectors Are Such Where Employees Become The Crux Of All Operations. For The Plant
(Factory), It Is The Employee Who Works On The Machine. Even At KINETIC, Where Most Of
The Operations Are Automated, Workers Need To Operate The Machines.
The goal of Employee Relations is to end up with a productive and motivated employee
that will help effectiveness. According to me, HR department gets concerned in 3 types of
relations. First the employer to the employee, second employees to employer and third is
amongst the employees. There is comprehensive information on all 3 and how it benefits the
company.
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 organisation 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 develop 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.
2. Job Analysis: is the process of studying and collecting information relating to the
operations and responsibilities of a specific job. The immediate products of this analysis
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.
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
Introduction
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. 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 lo
ves 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.
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
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 centralised
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.
Advantages Of Maintaining good Employee Relation
The Kishore Pump Organisation 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.The absenteeism rate at GREAVES COTTEN is 8 % and increases by
3 % reaching to 11 % during the summer holidays.
 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.
 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.
Kishore Pumps spends around Rs.5 Lakhs on training every year with the attrition rate
being less than 2 %.
At Kinetic Engineering, it seems the employees are not interested in leaving at all. The
attrition rate is a minimal at 2-3% for staff, and between 1-2% for its workers.
 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.
Employer and employee relations
When an employer hires a new employee, he is not just bringing a new member of the
workforce aboard, he is also starting a new relationship. Because employers and employees
often work in close quarters, they necessarily develop relationships. Managing these
relationships is vital to business success, as strong relationships can lead to greater employee
happiness and even increased productivity. To reap these benefits, keep the dynamics of your
employer-employee relationship in mind.
Employer/employee relations refer to the communication that takes place between

representatives of employees and employers. Much of the employee relations involve
employees and employers working together. Indeed, part of the aim of the European Union's
social policy today is to create a system of shared responsibility of employers and employees
for working practices, conditions and other areas of working life. This shared responsibility is
called co-determination.
Employee relations, industrial relations and labour relations are all terms that refer to
those aspects of HRM where employees are dealt with as group through collective agreements
with trade unions. It covers all the relations between employers and employees in industry.
Some scholars however see employee relations which are a more recent term as broader and
include employee participation in management decisions, communications, policies for
improving cooperation and control of grievances and minimization of conflicts. The philosophy
of HRM has led to a shift towards individualism rather than collectivism due to increased
competition hence leaner and more efficient organizations, restucturing, the market economy
and free enterprise are changing trade union legislation. This relationship is complex and multi-
dimensional – e.g. it is influenced by the economic, social, political, psychological, ethical and
legal factors.
Employee relations cover the following issues:
 Development, negotiation and application of formal systems of rules and procedures for
collective bargaining, handling disputes and grievances, and regulating employment.
 Concerned with the formal and informal processes, which take the form of continuous
interactions between managers and shop stewards, trade unions etc,.
 The bargaining structures, recognition of trade unions and procedural agreements and
practices, i.e. the collective relations between employers and trade unions.
Importance of employee relations
• Improves cooperation between employers and employees

• Minimize unnecessary conflict
• Enable employees to play a part in decision making
• Keep employees informed of decisions that concern them
Organizations interests – those things employees would rather avoid e.g.
 Meeting high output standards

 Accepting managerial decisions
 Disciplinary actions
 Working long hours
Employees’ interests – those which organizations are reluctant to provide e.g.
• Increased wages
• Safe working conditions
• Time off with pay
• Shorter working hours per week
• Pay for overtime etc
Discussions between employers and employees typically cover the following areas:
 pay
 bonuses
 the work environment
 disputes
 work schedules
 grievances
 health and safety
 hours of work
 Production targets.
The Advisory, Conciliation and Arbitration Service (Acas) was set up in 1974 to try and
create more harmonious working relationships in this country. It negotiates in disputes
between employers and employees as well as establishing codes of practice and principles for
harmonious relationships. It has been tremendously successful in its work because today there
are relatively few major employment relations disputes in this country. Where problems start
to arise in a company, it is an easy process to consult with Acas to find ways of improving
relationships. Because Acas has experience of dealing with so many workplaces it is able to
suggest guidelines for harmonious relationships in nearly all situations.
Successful employer/employee relations involve striking a balance of interests. From the

employer's point of view, industrial relations is about having the right to manage - the ability to
plan for the future so that a company can continue to be a success, to make profits for its
shareholders and to keep its employees motivated. From the employee's point of view, it is all
about securing the best possible conditions and living standards for employees.
High labour turnover
Where employees are not happy with working conditions this frequently leads to high
labour turnover, bad timekeeping, and high levels of absenteeism. It may also occur in the form
of slackness by individuals, poor working, and deliberate time wasting and similar practices.
Other evidence of discontent will be revealed in complaints, friction, ignoring rules and apathy.
There are a number of forms of organized trade union action, including:
 withdrawal of goodwill
 a go slow
 working strictly to the rules set out in work rulebooks and sticking rigidly to only doing tasks set
out clearly in a job description
 refusing to work overtime
 Going on strike.
All of these actions are undesirable:
 They reduce company profitability, and its' ability to fulfill orders

 They harm employment prospects, and reduce wages of employees
 They lead to festering discontent
 They cause problems for customers and the economy as a whole.
Thus it is very important to create harmonious workplaces for the benefit of all
concerned. The work of Acas therefore is primarily concerned with outlining good practice and
models of harmonious working practice.
A trade union is an organized group of employees who have joined together in an

officially recognised organization to further their common interests. These employees may have
in common a skill, a trade, an industry, an employer or an occupation. Some unions (general
unions) are made up of workers in several industries. Trade unions are formed, financed and
run by their members.
Relationship Basics
Generally, employer and employee relationships should be mutually respectful. The

degree of closeness in these relationships will depend on both the employer and the employee.
Some employers opt to keep their employees at a distance and, in doing so, ensure that there is
no confusion as to the hierarchy that exists between them. Others elect to become friendlier
with their employees, seeing this as a way to amp up employee happiness. While neither option
is entirely right or wrong, it is wise to avoid getting too close to employees, as doing so can
cause the line between employer and employee to become blurred.
Mutual Reliance
The employer-employee relationship should be one of mutual reliance. The employer is

relying upon the employee to perform her job and, in doing so, keep the business running
smoothly. Conversely, the employee is relying upon the employer to pay her and enable her to
support herself, and potentially her family, financially.
Relationship Building
Just as with all relationships, the employer and employee relationship is one that must
develop over time. Employers can promote the building of relationships by speaking candidly
with their employees about their lives, asking them about their families and learning about
their interests. Similarly, employees can promote the building of this relationship by being open
with their employer and sharing information about themselves and their lives.
Boundaries
Though the type of employee and employer relationship that is considered appropriate
varies from company to company, boundaries exist at almost all companies. Generally, it is
unwise for employers to develop romantic relationships with their employees. Similarly,
employers should exercise care to ensure that the relationship they develop with one employee
isn't notably closer than the relationships they develop with others, as this can lead to concerns
regarding favoritism or similar issues of unfairness within the workplace.
Employer-Employee relationship identification:
Common law principles
Although the terms employer and employee are defined in the EHT Act, the Act does
not define the circumstances under which an employer-employee relationship exists. It is
necessary to establish whether the worker is hired under a contract of service or a contract for
service.
A contract of service, or employer-employee relationship, generally exists when a

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

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

require not only what work is to be done, but also how it is to be done. Generally, in an
employer-employee relationship, the employer controls, directly or indirectly, the way the work
is to be done and the work methods used. The employer assigns specific tasks that define the
real framework within which the work is to be done. The payer exercises control if he/she has
the right to hire or fire, and decide where, when and how the work will be done. If such is the
case, then the hirer clearly exercises control over the worker, who may then be considered to
be an employee for EHT purposes. It is not necessary that control actually be exercised, only
that it can be exercised.
Ownership of tools
In an employer-employee relationship, the employer generally supplies the equipment
and tools required by the employee. In addition, the employer covers the following costs
related to their use: repairs, insurance, transport, rental, and operation. The main points to
consider are:
 The amount invested

 The value of equipment and tools
 The rental and maintenance of equipment and tools.
Ownership of the tools, however, is not always a determining factor. The fact that a
worker uses his or her own equipment when performing the work is not sufficient to conclude
that the person is self-employed, as all factors must be considered. In certain occupations (e.g.
auto mechanics, carpenters, photographers) it is customary for employees to use their own
tools.
Chance of profit/risk of loss
Generally, if an employer-employee relationship exists, the employer alone assumes the

risk of loss. The employer also generally covers operating costs, which may include office
expenses, employee wages and benefits, insurance premiums, and delivery and shipping costs.
The employee assumes little or no financial risk and is entitled to his or her full salary or wages
regardless of the financial health of the business.
Integration or organization test
The integration or organization test examines whether the tasks performed by an

individual form an integral part of the business (i.e. an employer-employee relationship exists)
as opposed to merely being accessory to the business (i.e. the individual is an independent
contractor).
The test will also determine whether the individual is in business in his or her own right and
provides services to another business as an independent contractor.
Part-time or casual workers

The fact that an individual may be employed on a part-time or casual basis has no effect
on whether the individual is considered to be an employee or a self-employed individual for
EHT purposes.
Duty of Employers
A person’s job, like a person’s business, is a highly valued possession that pervasively
affects the lives of the employee and his or her family. With stakeholders everywhere, the
relationship is laden with moral responsibilities.
In addition to the employer’s more obvious obligation to advance and protect the
reputation and financial well-being of the company, the employer has a moral obligation to
make business decisions in a manner that demonstrates concern for and seeks to advance the
welfare of employees.
This includes but goes beyond a duty to treat employees respectfully, to pay them fairly
and provide good working conditions. An ethical employer does not think of employees only as
a means to an end. Employees must be treated as a major stakeholder group. Ethical employers
consciously and consistently treat the promotion and protection of the well-being of employees
as an important business obligation and objective.
Companies should be loyal to workers as well as shareholders. Layoffs, plant closings,

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

employer were secretly to look for a replacement for an employee by conducting interviews
behind the employee’s back, most employees would consider that an act of betrayal. “Why
didn’t you tell me my job was at risk?” “Why didn’t you tell me that you were unhappy with my
work so I had a chance to improve?” Does the employee owe the employer less? When an
employee, without any notice to an employer secretly looks for a new job, often covering up
interviewing time with deceptions or lies, is the conduct any less untrustworthy?
When an employer decides to let an employee go, it is generally thought that the
employer should give the employee ample notice or severance pay. But what of the ethics of
the employee who walks into the boss’ office and says, “I have an opportunity I can’t turn down
and they need me to start this Friday”? Because of the disparity in power, many employees
adopt a double standard that gives them more leeway than they afford the employer. One
aspect of this attitude draws on the doubtful assertions of necessity. Another is the implicit
belief that if an offer is too good to refuse, there is no moral obligation to refuse. It doesn’t take
much scrutiny to see that these are self-serving rationalizations. The moral obligations of an
employee include loyalty, candor, caring and respect. The mismatch in economic strength
between the employer and the employee does not change that.
People of character take into account their moral obligations to their employer before
they interview for another job. If they know that their departure will jeopardize the
organization, co-workers, or customers they should make it clear at the job interview that they
are not available until they have provided a reasonable transition. If we are not certain how
much hardship departure may cause, the principle of respect suggests that the parties most
affected be given an opportunity to participate in a discussion to suggest the least harmful
alternative. Because the employee-employer relationship operates in the context of business,
there is a tendency to play by different rules dictated by who has the leverage, and principles of
expediency — what you can get away with — rather than moral principle.
Employers are required to pay Employer Health Tax based on remuneration paid to
employees who report for work at a permanent establishment in Ontario, and to employees who
do not report for work at a permanent establishment but who are paid from or through the
employer's permanent establishment in Ontario.
In making a determination regarding the existence of an employer-employee relationship,
many factors have to be taken into consideration. In addition to considering the terms and
conditions of the worker's employment, the Client Services Branch will consider rulings issued
by Canada Revenue Agency (CRA) regarding Canada Pension Plan and Employment Insurance,
CRA's guidelines for specified industries, and common law principles (based on precedents set
by court decisions).
Although the terms employer and employee are defined in the EHT Act, the Act does not
define the circumstances under which an employer-employee relationship exists. It is necessary
to establish whether the worker is hired under a contract of service or a contract for service.
A contract of service, or employer-employee relationship, generally exists when a worker
agrees to work for an employer, on a full-time or part-time basis, for a specified or indeterminate
period of time, in return for wages or a salary. The employer has the right to decide where, when
and how the work is to be done.
A contract for service, or business relationship, generally exists when a worker agrees to
perform specific work for a payer in return for payment. The self-employed worker is not
normally required to perform the services personally.
In order to determine whether a worker is an employee under a contract of service or self-
employed under a contract for service, reference must be made to common law principles. The
terms and conditions of the worker's employment are examined and analyzed as they relate to the
following four factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and (d)
integration. It is important to note that one factor alone is not conclusive in the determination.
PROBLEM STATEMENT:
This project helps the management any problem arising during the time of employment
in the organisation relationship between employee and employer and includes a personal
grievance or a dispute about the meaning or application of any provision of this
agreement/contract.
NEED FOR THE STUDY:
 To identify the effectiveness of Employee-Employer relationship in the

organisation.
 To know the employees view towards the management concern on
welfare.
 To understand the extent of participative management practiced in the
organisation.
 To find out the employees opinion towards the flexibility of HR policies in
the organisation.
 To know the opinion towards the leadership style adopted in the
organisation.
SCOPE OF THE STUDY:
The study focuses on the understanding the need for good relationship
between the employer & employee in the organization and to strengthen or
improve the work in progress.
OBJECTIVES OF THE STUDY:
 To study the importance of employer-employee relation.

 To study different aspects including in employer-employee relation.
 To study its impact on the performance of the employees.
 To Suggests the different steps for making employer – employee relation
effective if there is any deviation.
LIMITATIONS OF THE STUDY
• The study is purely of qualitative nature as it depends on the perception of the

employees.
• As the topic is a sensitive one and purely psychology based data can be collected
only through the personal interview method which had been very difficult due to
the assigned quotas to the individuals and deadlines of projects.
• In order to explain the topic and questionnaire, on an average 15-20 minutes of
time should be spared for each interview.
Worldwide Employee Relations
1 UK
The British were once notorious for industrial disputes and walkouts. In fact, they were
daily occurrences in the 1960s and 1970s, such that industrial relations were perceived as a
'problem' which brought down governments. Weak management and intransigent unions
produced industrial chaos, manifested by low productivity, hostility towards change and highly
publicized disputes, fundamentally weakening the UK as an economic power.
The reputation of British personnel managers was not enhanced during this period. When
HRM came on the scene in the 1980s, personnel management had become bogged down in a
form of industrial relations characterized by 'firefighting' - undermining any claim to being
strategic or proactive (Hendry, 1995:12).
The situation changed dramatically during the 1980s and 1990s. Recessions, New Right
politics, restrictive legislation on industrial action and massive restructuring in many
organizations considerably reduced the power and role of unions.
The Employment Relations Act (1999) revised trade union recognition and a number of
other rights.
Since the signing of the Treaty of Rome in 1958 there have been several attempts to
develop community-wide initiatives on employee participation and corporate industrial relations.
Progress in harmonizing this area has been slow but there has been a considerable convergence
of employment conditions.
The Government embarked on a 12-week consultation on long hours working and the
operation of the individual opt out in the UK. The Government believes that the statutory
recognition procedure should be a “fall back”, only turned to when voluntary efforts have been
tried, but have failed to reach agreement. It therefore does not consider the issues covered for
collective bargaining under the statutory procedure should exceed those typically covered by
voluntary collective bargaining recognitions. For this reason, the statutory procedure does not
currently cover training and pensions. The 1998 Workplace Employment Relations Survey
(WERS) showed that whereas 36% of employee representatives said they were consulted over
training, only 7% said they negotiated over it.
UK has a statutory law for every aspect of Employee Relations. One thing that USA lacks
is security of the job. The pink slip system which is very prevalent is a cause of concern for the
employee.
Employees have the right to join or not join a trade union of their choice. Their employer
may not dismiss them, select them for redundancy or make them suffer detriment for being or
proposing to become a union member, nor for taking part in the union's activities at an
appropriate time. They are similarly protected if they choose not to belong to a union or refuse to
join one.
Dismissals which infringe these rights may be taken to an employment tribunal regardless
of the employee's length of service. Employees who claim to have been unfairly dismissed in this
way (except those complaining of unfair selection for redundancy) can also apply to the tribunal
for an order of interim relief (which requires the employer to continue their contract of
employment or to re-employ them pending the final outcome of the case).
An employee may not be dismissed, selected for redundancy (when others in similar
circumstances are not selected) or subjected to any detrimental action for taking certain types of
action on health and safety grounds. These rights apply to all employees, regardless of their
length of service
Workers are entitled to be accompanied at certain disciplinary and grievance hearings by
a fellow worker or a trade union official of their choice, provided they make a reasonable request
to be accompanied. They also have the right to a reasonable postponement of the hearing, within
specified limits, if their chosen companion is unavailable at the time the employer proposes.
Workers have the right to take paid time off during working hours to accompany fellow
workers employed by the same employer.
These rights apply to workers including agency workers and home workers, though not to
those who are in business solely on their own account.
Complaints to an employment tribunal must normally be made within 3 months of the
date of the infringement of the right. Exceptions to this general rule are detailed in the documents
about the particular individual rights.
2 JAPAN
Japanese Employee Relations methods have relevance in two contexts: Japan itself and
transplant factories in the Pacific area, North America and Europe. Nissan, for example, has been
particularly active in overseas expansion and - in common with many other Japanese
corporations - has a specific attitude towards trade unions. Effectively, independent unions and
multiple union representations are resisted in favour of 'staff association' and tame single-union
representation
More intensive efforts are being made to unify and realign industrial labor unions at
Japan. The nation's labor union organizations are three-layered - consisting of the independent
unions at the lowest level (enterprise unions are the mainstream), industry-level organizations
and national centers. The enterprise union remains the basic unit for organization. There are
more than 100 industry-level labor organizations, five have over 500,000 members. Many of
these organizations do not satisfactorily function as industry-level bodies. They are unable to
adequately survey their members, to formulate industrial policy or to unionize the labor force.
Many are understaffed and inadequately financed.
Following the end of World War II there was a long period when four national centers
competed. They were particularly divided ideologically and in terms of their support for political
parties. One result was the creation of competing organizations within the same industry.
However, with the formation of Rengo (Japanese Trade Union Confederation) in 1989, a move
was made to unify and to realign union organizations at the industry level under the umbrella of
one national center.
In 1993, the Japan Institute of Labour (JIL) began a research project on industrial
relations and decisions on working conditions at companies without labor unions (Head: Prof.
Tsuyoshi Tsuru of Hitotsubashi University).
According to the report, More than 60 percent of companies without unions have an in-
house employee organization, of which 80 percent have a "fraternity-type" organization, and
fewer than 20 percent have an organization in which "employees have a say." The organization
in which "employees have a say" means those who replied that they have "labor talks with
management on revision of wages and matters pertaining to such working conditions as working
hours, holidays and vacation and welfare provisions" or "labor discusses production plans and
management policy."
As for an individual voicing body, a high of 47 percent of companies without unions
adopt a self-appraisal system, followed by the proposal system (34.2%) and a round table
discussion by those responsible for personnel management (26.1%). Even among companies
without unions, 42.2 percent stress employees' participation in decisions on working conditions,
and 44.7 percent stress their participation in formulation of strategies, thus showing an emphasis
on employees' overall participation in both areas. This, it seems, is the background for
introducing a variety of in-house organizations where employees can have a say, the report
analyzes.
The Japanese employment system has often been referred to as a "lifetime employment"
system. Firms compete with each other every spring to recruit the best of the new university and
high school graduates as regular employees normally determined as much by the prestige
attached to their university or school as by academic record. Regular employees enter the firm
with the expectation that they will be kept on until they reach the mandatory retirement age of
60.
The traditional Japanese wage system was based on seniority. However, in recent years,
Japanese companies increasingly have shifted towards a wage system that is linked to
performance because of increasing global competition and need to further motivate their
workers.
Participation in the Worker's Compensation Insurance System is mandatory for all firms
in industry and commerce. All medical expenses are paid for injured workers. Japan has a
universal health insurance system, under which all citizens can receive medical attention if they
become ill or injured. Businesses with at least five workers must provide their employees and
their families with government-managed health insurance or comprehensive insurance obtained
from a health insurance association. As of March 1999, 37.6 million workers participated in
government-managed plans, while 32.6 million had comprehensive insurance.
Collective bargaining is practiced widely in Japan. In the private sector, most aspects of
labor management relations are determined through collective bargaining. However, issues
affecting management and production, such as new plant and equipment and subcontracting
usually are resolved through regular consultations between the unions and management.
Government workers have limited collective bargaining rights. The Government determines the
pay of public sector employees based on a recommendation by the independent National
Personnel Authority (NPA). The NPA recommendation is based on wage surveys.
Standards are set by the MHLW and issued after consultation with the Standing
Committee on Safety and Health of the Central Labor Standards Council. Japan has a total of
343 Labor Standards Inspection Offices, whose staff carry out safety inspections and accident
investigations and provide judicial punishment for serious violations of the law.
As for recreation is concerned, Overtime accounted for 9.8 working hours per month in
the year 2000. In addition, Japanese workers utilized roughly half of the paid holidays and
vacation days to which they were entitled. The Government of Japan has set a goal to shorten the
number of working hours to 1,800 per annum by 2009. To attain its target, the Government is
attempting to make Japanese businesses adhere to the 40-hour workweek, is encouraging
workers to use their vacation days, and is trying to reduce the number of overtime hours.
3 USA
Labour unions date back to the late 18th century in the USA, although it was not until the
late 19th century that the 'modern' labour movement was born.
Unions were organised primarily at the level of the workplace, and it was at this level or
the employer level that their main activities took place, with unions seeking to 'take wages out of
competition' and hence maximize membership gains by co-coordinating settlements across
workplaces and employers.
Despite these relatively conservative goals, unions were initially able to gain employer
recognition and engage in meaningful collective bargaining only where their members had skill
levels sufficient to effectively shut-down an employer without fear of being replaced.
The abundant supply of qualified college graduates and experienced workers should
create keen competition for jobs. Overall employment of human resources, training, and labor
relations managers and specialists is expected to grow faster than the average for all occupations
through 2012. In addition to openings due to growth, many job openings will arise from the need
to replace workers who transfer to other occupations or leave the labor force.
Legislation and court rulings setting standards in various areas—occupational safety and
health, equal employment opportunity, wages, health, pensions, and family leave, among others
—will increase demand for human resources, training, and labor relations experts. Rising
healthcare costs should continue to spur demand for specialists to develop creative compensation
and benefits packages that firms can offer prospective employees. Employment of labor relations
staff, including arbitrators and mediators, should grow as firms become more involved in labor
relations, and attempt to resolve potentially costly labor-management disputes out of court.
Additional job growth may stem from increasing demand for specialists in international human
resources management and human resources information systems.
Personal Observation
Sponsorships of MBAs or engineering programmes are successful retention tools. There are a
couple of popular models. Managers can take short on-campus courses. Some companies pay for
courses with the rider that managers return to the company once the course is over. For instance,
Coke has started an internal cadre-building programme that promotes the executive (graduates
and technical trainees) cadre to the management cadre through a two-month course in XLRI.
It has also started the Pegasus programme where high-fliers interact with the CEO at an
off-site location. Cadbury and HLL have also ramped up the process of identifying HIPOs in
their respective companies. IT companies are re-training managers in new software, which is
working as an important retention tool.
Prominent banks, IT companies, BPOs and FMCG companies in Bangalore, Mumbai and
Delhi share the angst of their employees in a different way. They are on the donors’ lists of many
prestigious schools, which reserve some seats for them. Since donations are unaffordable for
most employees, this becomes a huge add-on for them. A few MNCs also provide children
scholarships to some prestigious foreign universities.
Some companies are even altering work schedules. Pepsi has told its employees in the
north to pack up at 6.30 every Wednesday. According to Sanjay Luthra, director of Mumbai-
based BPO 3 Global Services, “We also try and build a very creative work environment with a
multi-cuisine canteen, which is converted into a discotheque once a week. It has an array of
recreational facilities including a video game parlour, and library.”
Gaurav Lahiri, head of Indian operations in HR consultancy Hay Group, says, “The key to talent
management is to identify top executives and treat them differently. Cross functional training is a
must for such employees. Plus, the strategy is to create such a dominant work culture that
employees find it difficult to adjust in some other organisation.” ICICI is one such company
which follows this strategy.
When Kumar Mangalam is concerned, any Birla story is about people. He just can’t take
his mind off people issues; this is one CEO who looks at himself and his group through people-
focused glasses, there are a select few CEOs who act as enablers in the business, by identifying
the leaders in individual businesses and set goals, giving freedom through explicit decision
making rights and a set of values and principles based on which decisions are to be made.
Explains Maira (HR - Executive), “It’s about moving from being tacit to being explicit
“My objective has been to build a meritocracy and there are lots of nuances about it,”
says Birla and adds,”You are not talking about an object, an organisation is about people who
make it and it would continue to be my focus in days to come.” Getting the right people on board
was a priority, and Birla was willing to do everything to grab them. Internally it raised eyebrows,
not because scores of senior managers working for the group for decades had been asked to put
in their papers, but because a company which had never invested much on HR was suddenly
spending Rs 16-17 crore on management development programmes which would later be called
Gyanodaya.
For Birla, people issues continue to attract maximum attention. One of the most
important functions he has cornered for himself is a regular performance appraisal for people
who directly report to him. Senior employees confide that it’s something he spends hours on.
Being the employer of choice is an objective that’s dear to his heart, but Birla feels that there’s
still way to go on this front. On his short list of immediate priorities, the one that is most
prominent is, “We need to spend much more time grooming our brightest stars.”
It seems simple. However, balancing employee expectations with those of the company is
easier said than done. Employee Relations in my view is an ongoing activity. It starts from the
day the employee is recruited, with the training, induction process, and goals and norms that are
expected out of the employee. Explaining the vision and core values of the company so that the
goals for the future are set straight.
In the site greatplacetowork.com, there seems to be one common factor in all 100
companies which got them to this reputation. The universal cause was that all of them cherished
and nurtured their human resource. Wegmans Food Market’s (#1 on 2005 "100 Best" list,
Supermarket Chain) Robert Wegman, says "No matter how much we invest in our employees,
they give us more in return."
As per Hertzberg theory of motivation, the first three needs are already met by our
parents and guardians. The monetary needs, social needs of communication, and are
physiological needs are fulfilled by our parents, society or friends. The fourth need to be
recognized and rewarded, this is where the employer comes in. The desire to be renowned by the
employer is the prime motivating factor. Motivation then initiates a cycle of development for the
employee. The employer achieves this by engaging the employee decision making and other
activities.
RESEARCH METHODOLOGY
RESEARCH TYPE
Research in common parlance refers to a search for knowledge. One can also define research as
a scientific and systematic search for pertinent information on a specific topic. In fact, research
is an art of scientific investigation.
Research is an academic activity and as such the term should be used in a technical sense.
POPULATION
The size (in terms of manpower) of the company/division selected for the study refers to the
size of the employees in the company.
SAMPLE DESIGN
The sample design is a defined plan determined before any data are actually collected for
obtaining a sample from a given population. A sample of 100 associates was selected from the
total population associates on convenient basis.
RESEARCH DESIGN
Research design is a conceptual structure with in which research is conducted. It constituted

the blue print for collection measurement and analysis of data. The type of research design
used is descriptive research. Descriptive research includes surveys and fact finding enquiries of
different kinds. The major purpose of descriptive research is description of the state of affairs,
as it exists at present.
The study was conducted in the company to find out the self-perceptual abilities and to
ascertain the employer – employee relationship in Agro Bio Tech, Kottayam. The subject mainly
relays on the primary data, which was obtained through personal interview method.
SAMPLING
The method of convenient sampling was adopted for this research. In an organization like “Agro
Bio Tech, Kottayam”, it was not possible to collect the data during the night shifts so hence the
data was collected from the available employees/associates in the day shifts from various
departments. The total samples interviewed are 100 associates/employees.
SAMPLE SIZE
The size of the sample chosen for study is 100 associates who are available during the execution
of the project survey within the stipulated time.
SOURCES OF DATA
The data has been collected from both primary and secondary sources for the research work.
PRIMARY DATA
The primary data was collected by the research with the use of standard and accepted
techniques i.e., through interview methods. A convenient sample has been followed for picking
up of respondents. As the data cannot be collected during the night shifts so hence this method
of convenient sampling is chosen and the data was collected from the available employees
during the survey through personal interviews and discussions to understand their perceptions
and ascertain the individual stress levels.
SECONDARY DATA
Man power Report, company’s website as well as other websites and from Animation Express
(A Journal).
RESEARCH INSTRUMENT USED
This research encompasses the study on two topics stress and perception, which are most of
the time, inter dependent. As the objective of the study is to find out the impact of self-
perception on stress, initially the two components self-perception and stress are to be
measured.
So, this questionnaire was designed in such a way that both the components can be measured
at a time. For this, the questionnaire was divided into a total of four parts where,
STATISTICAL METHODS USED TO ANALYSE THE DATA
• Percentage Analysis
PERCENTAGE ANALYSIS
Percentage analysis is made basing on the total no. of respondents response to the options for
each question. This is a question wise analysis which gives the total percentage of the
respondents to that question that helps the researcher to analyze the causes and to find out
the influencing factors and contributing components in view of self-perception and as well as
stress.
This analysis will be made in tabulating the responses for each question and will be analyzed
with the help of graphical charts.
DATA ANALYSIS & INTREPRETATION
TABLE NO: 3.1
Satisfied with the relationship between you and your Employer
Criteria No. Of Respondents % of Respondents
Yes 80 80
No 20 20
Total 100 100
Source: Primary data
INTERPRETATION
From the above table it is clear that the majority of the employees are satisfied with the
employer.
Chart No. 3.1
Relation Ship Between Employee & Employer

Chart Title
No. Of Respondents % of Respondents
100 100
80 80
20 20
Yes No Total
TABLE NO: 3.2
Support Given By the Employer to The Employee
Excellent 60 60
Good 20 20
Average 10 10
Poor 10 10
Total 100 100
INTERPRETATION
From the above table it is clear that the 60% of the employees are agreeing with the fact that Employer
provides support to their problems.
CHART 3.2
Support By Employer to Employee
No. Of Respondents
Excellent
30%
Total
50%
Good
10%
Average
Poor 5%
5%
TABLE NO: 3.3
Encouragement Given by the Employer
Yes 75 75
No 25 25
Total 100 100
INTERPRETATION
From the above table it is clear that the majority of the respondents are of the opinion that the
employers encourage the employee
CHART 3.3
ENCOURAGEMENT BY THE EMPLOYER

Chart Title
100
90
80
70
60
50
40
30
20
10
0
Yes No Total

TABLE NO:
3.4
GIFT PROVIDED BY THE EMPLOYER ON SUCCESSFUL COMPLETION OF WORK
Increment 50 50
Tour Package 30 30
Appreciation 10 10
Other Benefits 10 10
Total 100 100
INTERPRETATION
From the above table it is clear that the respondents are of the opinion that they are provided
increment, 20% of the respondents are of the opinion that they are provided tour packages, 10 % of the
respondents are of the opinion that they are provided Appreciation and 10 % are of the opinion they are
provided with other benefits.
CHART 3.4
GIFT PROVIDED BY THE EMPLOYER ON SUCCESSFUL COMPLETION OF WORK
No. Of Respondents
Increment Tour Package Appreciation Other Benefits Total
25%
50%
15%
5%
5%
TABLE 3.5
SATISFACTION WITH THE GIFT PROVIDED
Yes 85 85
No 15 15
Total 100 100
INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the gifts provided by
the company.
Chart 3.5
SATISFACTION WITH THE GIFT PROVIDED

No. Of Respondents
Yes
43%
Total
50%
No
8%
Table 3.6
WORK ENVIRONMENT PROVIDED BY THE EMPLOYER
Excellent 60 60
Good 20 20
Average 10 10
Poor 10 10
Total 100 100
INTERPRETATION
From the above table it is clear that the respondents are of the opinion that they are provided excellent,
20% of the respondents are of the opinion that they are good, 10 % of the respondents are of the
opinion average and 10 % are of the opinion they are of the opinion poor working conditions.
Chart 3.6
WORK ENVIRONMENT PROVIDED BY THE EMPLOYER
No. Of Respondents
Excellent
30%
Total
50%
Good
10%
Average
Poor 5%
5%
Table 3.7
SUPPORT FROM THE CO - WORKERS
Yes 75 75
No 25 25
Total 100 100
INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the support from
the co- workers and 25 % are not at all happy the co workers attitude.
Chart 3.7
SUPPORT FROM THE CO - WORKERS

No. Of Respondents
Yes
38%
Total
50%
No
13%
Table 3.7
INCENTIVES PROVIDED BY THE EMPLOYER
Excellent 70 70
Good 20 20
Average 10 10
Poor 0 0
Total 100 100
INTERPRETATION
From the above table it is clear that the 70% respondents are of the opinion that they are provided
excellent incentives, 20% of the respondents are of the opinion that they get good incentives and the
remaining 10 % of the respondents are of the opinion they are provided with only average incentives
Chart 3.7
INCENTIVES PROVIDED BY THE EMPLOYER

No. Of Respondents
Excellent Good Average Poor Total
35%
50%
10%
5%
Table 3.8
EMPLOYERSUPPORT INCREASES PRODUCTIVITY
Yes 90 90
No 10 10
Total 100 100
INTERPRETATION
From the above table it is clear that the majority of the respondents are of the opinion that employer
support will definitely increase productivity while 10% of the respondents are of the opinion that it
doesn’t matter.
Chart 3.8
EMPLOYERSUPPORT INCREASES PRODUCTIVITY

No. Of Respondents
Yes
Total 45%
50%
No
5%
Table 3.09
PRODUCTIVITY RATED BY THE EMPLOYER
Excellent 70 70
Good 10 10
Average 10 10
Poor 10 10
Total 100 100
INTERPRETATION
From the above table it is clear that the 70% respondents are of the opinion that they are excellent, 10%
of the respondents are of the opinion that they good, 10 % of the respondents are of the opinion
average and the 10 % of the respondents are of the opinion poor.
Chart 3.9
PRODUCTIVITY RATED BY THE EMPLOYER

No. Of Respondents
Excellent
35%
Total
50%
Good
5%
Average
Poor 5%
5%
Table 3.10
SUPPORT BY THE EMPLOYER IN PERSONAL MATTER
Highly Satisfied 40 40
Satisfied 40 40
Dissatisfied 20 20
Total 100 100
INTERPRETATION
From the above table it is clear that the 40% respondents are of the opinion they are given support in
family matters, 40 % are of the satisfied with the support while the 20% are not all satisfied with the
support given to them in their personal matters.
Chart 3.10
SUPPORT BY THE EMPLOYER IN PERSONAL MATTER

Chart Title
100
40 40
20 100
40 40
20
Highly Satisfied Satisfied Dissatisfied Total
Table 3.11
Measures Adopted by the Concern to check the relation Between You and
Employer
Yes 80 80
No 20 20
Total 100 100
INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the measures
adopted by the concern.
Chart 3.11
Measures Adopted by the Concern to check the relation Between You and
Employer
Chart Title
200
180
160
140 % of Respondents
120 No. Of Respondents
100
80
60
40
20
0
Yes No Total
Table 3.12
Supervisors to check the Employee Employer Relationship
Yes 75 75
No 25 25
Total 100 100
INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the measures
adopted by the concern to check the relationship.
Chart 3.12
Supervisors to check the Employee Employer Relationship

No. Of Respondents
Yes No Total
38%
50%
13%
Table 3.13
PERFORMANCE OF THE SUPERVISORS
Highly Satisfied 65 65
Satisfied 25 25
Dissatisfied 10 10
Total 100 100
INTERPRETATION
From the above table it is clear that the 65% respondents are of the opinion they are highly satisfied
with the supervisors, while 25% are satisfied with the performance of supervisors and the remaining
10% are not at all satisfied with the supervisors.
CHART 3.13
PERFORMANCE OF THE SUPERVISORS

Chart Title
65 25 10 100
65 25 10 100
Highly Satisfied Satisfied Dissatisfied Total

Table 3.14
HAVE YOU EVER MISUSED THE SUPPORT BY EMPLOYER
Yes 30 30
No 70 70
Total 100 100
INTERPRETATION
From the above table it is clear that the majority of the respondents are of the opinion that they have
not misused the support of the employer.
Chart 3.14
HAVE YOU EVER MISUSED THE SUPPORT BY EMPLOYER

No. Of Respondents
Yes No Total
15%
50%
35%
Table 3.15
PERFORMANCE AFTER GETTING APPRECIATION / ENCOURAGEMENT
Work More 75 75
Work Less --- ----
Work as Before 25 25
Total 100 100
INTERPRETATION
From the above table it is clear that the 75% respondents are of the opinion that they work more, 25 %
of the respondents are of the opinion that they don’t change their work style.
Chart 3.15
PERFORMANCE AFTER GETTING APPRECIATION / ENCOURAGEMENT
Chart Title
Work as Before Total
100 100
25 25
Table 3.16
MEASURES ADOPTED BY THE CONCERN TO CHECK
THE EMPLOYEES PERFORMANCE
Internal Control System 55 55
Internal Audit 10 10
Labour Audit 35 35
Total 100 100
INTERPRETATION
From the above table it is clear that the 55% respondents are of the opinion that their concern
check the employee performance through Internal Control System 10% feel that internal audit
will help, while the remaining 35 feel that the labour audit will be helpful

Chart 3.16

No. Of Respondents
Internal Control
System
28%
Total
50%
Internal Audit
Labour Audit 5%
18%
Table 3.17
Internal Control System 55 55
Internal Audit 10 10
Labour Audit 35 35
Total 100 100
INTERPRETATION
From the above table it is clear that the 55% respondents are of the opinion that their concern
check the employee performance through Internal Control System 10% feel that internal audit
will help, while the remaining 35% feel that the labor audit will be helpful
Chart 3.17

Chart Title
100
90
80
70
60
50
40
30
20
10
0
Internal Control Internal Audit Labour Audit Total
System

Table 3.17
MEASURES MISUSED BY THE EMPLOYEES
Fully Detected 75 75
Partly Detected 25 25
Not Detected --- ---
Total 100 100
INTERPRETATION
From the above table it is clear that the 75% of the employees feel that its fully detected, while
25% feel that its partly detected.
Chart 3.17
Total
Total
100 100
Fully Detected 75 75
Partly Detected 25 25
Not Detected --- ---
Total 100 100
INTERPRETATION
From the above table it is clear that the 75% of the employees feel that its fully detected, while
25% feel that its partly detected.
Total
100
90
80
70
60
50
40
30
20
10
0
Total
PUNISHMENT GIVEN BY THE EMPLOYER
Suspension 50 50
Dismissal 25 25
Recover the amount 25 25
Total 100 100
INTERPRETATION
From the above table it is clear that the 55% of the employees feel that they are given suspension
25% feel that they will be given dismissal and the remaining feel that amount will be recovered
from them.
PUNISHMENT GIVEN BY THE EMPLOYER
Chart Title
100
50
100
25 25
50
25 25
Suspension Dismissal Recover the amount Total

Relationship Quality of work with the support of your employer
Yes 100 100
No 0 0
Total 100 100
INTERPRETATION
From the above table it is clear that the all the respondents are of the opinion that quality of work will
be according to the support given by the employer.
Relationship Quality of work with the support of your employer
Chart Title
100 100 100 100
0 0
Yes No Total
In Support of your employer quality of work will ……
Increase 90 90
Not Change 10 10
Decrease 0 0
Total 100 100
INTERPRETATION
From the above table it is clear that majority of the respondents are of the opinion that work will
increase while the 10% have the opinion that it will not change.
In Support of your employer quality of work will ……
No. Of Respondents
Increase
Not Change
45% Decrease
50% Total
5%
Employer Performance
Excellent 90 90
Good 10 10
Average 0 0
Total 100 100
INTERPRETATION
From the above table it is clear that majority of the respondents are of the opinion that the
performance of the employer is excellent.

Employer Performance
Chart Title
100
90
90 100
10 0
10
Excellent Good Average Total
FINDINGS AND SUGGESTIONS
4.1 FINDINGS
 it is clear that the majority of the employees are satisfied with the employer.
 it is clear that the 60% of the employees are agreeing with the fact that Employer provides
support to their problems
 it is clear that the majority of the respondents are of the opinion that the employers encourage
the employee
 it is clear that the respondents are of the opinion that they are provided increment, 20% of the
respondents are of the opinion that they are provided tour packages, 10 % of the respondents
are of the opinion that they are provided Appreciation and 10 % are of the opinion they are
provided with other benefits.
 it is clear that the majority of the respondents are happy with the gifts provided by the company
 it is clear that the respondents are of the opinion that they are provided excellent, 20% of the
respondents are of the opinion that they are good, 10 % of the respondents are of the opinion
average and 10 % are of the opinion they are of the opinion poor working conditions.
 it is clear that the majority of the respondents are happy with the support from the co- workers
and 25 % are not at all happy the co workers attitude.
 it is clear that the 70% respondents are of the opinion that they are provided excellent
incentives, 20% of the respondents are of the opinion that they get good incentives and the
remaining 10 % of the respondents are of the opinion they are provided with only average
incentives
 it is clear that the majority of the respondents are of the opinion that employer support will
definitely increase productivity while 10% of the respondents are of the opinion that it doesn’t
matter.
 it is clear that the 70% respondents are of the opinion that they are excellent, 10% of the
respondents are of the opinion that they good, 10 % of the respondents are of the opinion
average and the 10 % of the respondents are of the opinion poor.
 it is clear that the 40% respondents are of the opinion they are given support in family matters,
40 % are of the satisfied with the support while the 20% are not all satisfied with the support
given to them in their personal matters.
 it is clear that the majority of the respondents are happy with the measures adopted by the
concern.
 table it is clear that the majority of the respondents are happy with the measures adopted by
the concern to check the relationship.
 it is clear that the 65% respondents are of the opinion they are highly satisfied with the
supervisors, while 25% are satisfied with the performance of supervisors and the remaining 10%
are not at all satisfied with the supervisors.
 it is clear that the majority of the respondents are of the opinion that they have not misused the
support of the employer.
 it is clear that the 75% respondents are of the opinion that they work more, 25 % of the
respondents are of the opinion that they don’t change their work style.
 table it is clear that the 55% respondents are of the opinion that their concern check the
employee performance through Internal Control System 10% feel that internal audit will help,
while the remaining 35 feel that the labour audit will be helpful
 it is clear that the 55% respondents are of the opinion that their concern check the
employee performance through Internal Control System 10% feel that internal audit will
help, while the remaining 35% feel that the labor audit will be helpful
 it is clear that the 75% of the employees feel that its fully detected, while 25% feel that its partly
detected.
 it is clear that the 75% of the employees feel that its fully detected, while 25% feel that its
partly detected.
 it is clear that the 55% of the employees feel that they are given suspension 25% feel that
they will be given dismissal and the remaining feel that amount will be recovered from
them.
 it is clear that the all the respondents are of the opinion that quality of work will be according to
the support given by the employer.
 it is clear that majority of the respondents are of the opinion that work will increase while the
10% have the opinion that it will not change.
it is clear that majority of the respondents are of the opinion that the performance of the employer is
excellent
SUGGESTIONS:
 Treat employees like humans first and realize they have a personal life;
they get sick themselves or have others in the family that may be sick.
Make sure employees know they are approachable regarding these issues
(your door is always open) and come to an amicable agreement regarding
this or any other problems that may arise.
 Employees like to know that working hard is noticed so every often give
them a pat on the back for their efforts and show you really appreciate all
they do. If our company is highly successful show it by giving out a bonus or
raise.
 Keep your finger on the pulse of the people working for you so you can see
trouble (perhaps coworkers not getting alone or a troublemaker in the
office) before it's reported to you.
 Never chastise an employee in front of their coworkers.
Conclusion
Each company that I interviewed was from Same sector but had different modus operandi. In
manufacturing sector a very important tool of Employee Relations is communication. It plays a
crucial role in Employee Relations. It is important to motivate the employee and make him aware
of the policies.
Employee Relations is necessary in an organisation as salt to food. As one can’t imagine eating
food without salt, a company cannot run without maintaining Employee Relations.
I noticed that internal recruitment plays a very important role in employee relations. Internal
recruitment is when the company recruits someone from within the organisation to fill the
vacancies, as opposed to external recruiting i.e. recruiting from the open market.
Internal recruitment helps with the industrial relations since external recruitment can be
seen as depriving the workforce of opportunity.
Greaves Cotton has mixed recruitment. It follows internal as well as external. It has a Database
of People who want to seek employment. It is prepared on the basis of resumes left by job-
seekers.
Kinetic engineering is strong follower of Natural succession. It strongly believes in
internal recruitment. If the company is looking at improving Employee Relations, then internal
resources should be the first considerations when planning for recruitment.
This is a very effective means as many qualified people can be reached at a very low cost
to the company. The other advantages are that the employees would bring only those referrals
that they feel would be able to fit in the organization based on their own experience. The
organization can be assured of the reliability and the character of the referrals. In this way, the
organization can also fulfill social obligations and create goodwill.
BIBLIOGRAPHY
1)Carver .C.S., On the self-regulation of behavior, Cambridge University Press,

2001
2)Charles .N., Employee - Employer relationship: Theory and Research, New York,

1967
3)Baumeister.R.F., Handbook of self-regulation, Research, theory, and

applications, 2004
WEBSITE
www.google.com
www,Wikipedia.com
ANNEXURE
Name :
Age :
1. How long do you work in this organization?
3-5 Years 5 – 10 years 10 – 15 years
more than15 years
2.Do you have a good relation with your employer ?
Yes No
3.How will you rate the support given by your employer in your problem?
Excellent Good Average Bad
4.whether the employer encourage helps the organisation?
Yes No
5.What gift will be given by your employer if you done good for the organization?
Increment in salary provide tour package
other monitary benefit appreciation
none of these
6.Are you satisfied with the gift provided by our employer for good service?
Yes No
7.How will you rate the work environment provided by your employer?
Excellent Good
Average Bad
8.Will you get support from other workers?

Yes No.
9.How will you rate the incentives provided by your employer?
Excellent Good
Average Bad
10.Do you feel that the support from your employer will increase your productivity?
Yes No.
11.How the productivity of the employee is rated by the employer ?
Excellent Good
Average Bad
12.Are you satisfied with the support given by your employer in your family problem?
Highly Satisfied Satisfied
Dissatisfied
13.If any measures have been adopted by the concern to check the relation between you and
your employer
Yes No
14.If supervisors are appointed to check the above relations?
Yes No
15.Are you satisfied with the performance of your supervisors?
Highly Satisfied Satisfied
Dissatisfied
16.Do you misuse the support given by your employer?
yes no
17.At the time of getting an appreciation / encouragement-you will
work more lessen the work

work as before
18.What are the measures adopted by the concern to check
the employees performance?
Proper Internal Control System Internal Audit
Labour Audit
19. Whether these measure misuse by the employees?
Fully Detected Partly Detected
Not Detected
20.What punishment given by your employer to the detect misuse made by the employee?
Suspension Dismissal
Recover the amount
21.Do you feel the quality of your work relate the support of your employer?
Yes No.
22.In support of your employer the quality of your work will…
Increase Decrease
Not Change
23.How will you rate the overall performance of your employer?
Excellent Good
Average
Your suggestions to increase the employer - employee relationship
....……………………………………………………………………………………
…………………………………….…………………………………………………

Employee Relation

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Employee Relation

Uploaded by

Copyright:

Available Formats

A RESEARCH REPORT

Dr. A.P.J Abdul Kalam Technical University, Lucknow

The Human Resources Management (HRM) Function Includes A Variety Of Activities,

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

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

4. Selection: is the process of differentiating between applicants in order to identify (and

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

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

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

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

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

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

 Improved Morale And Motivation

 Harmony in The Organization

 Attract Good Talent

 Lesser attrition - reduced cost on training, less cost of retention

 Responsible For Increase In Productivity

 Shared Learning And Continues Improvement

Employer/employee relations refer to the communication that takes place between

• Improves cooperation between employers and employees

 Meeting high output standards

Successful employer/employee relations involve striking a balance of interests. From the

High labour turnover

 They reduce company profitability, and its' ability to fulfill orders

A trade union is an organized group of employees who have joined together in an

Generally, employer and employee relationships should be mutually respectful. The

The employer-employee relationship should be one of mutual reliance. The employer is

Employer-Employee relationship identification:

Common law principles

A contract of service, or employer-employee relationship, generally exists when a

In order to determine whether a worker is an employee under a contract of service or

The control test is used to determine whether a person is in a position to order or

 The amount invested

Chance of profit/risk of loss

Generally, if an employer-employee relationship exists, the employer alone assumes the

Integration or organization test

The integration or organization test examines whether the tasks performed by an

Part-time or casual workers

Companies should be loyal to workers as well as shareholders. Layoffs, plant closings,

Employees have moral duties to the organization, co-workers, and customers. If an

 To identify the effectiveness of Employee-Employer relationship in the

 To study the importance of employer-employee relation.

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

Research design is a conceptual structure with in which research is conducted. It constituted

of the project survey within the stipulated time.

RESEARCH INSTRUMENT USED

STATISTICAL METHODS USED TO ANALYSE THE DATA

TABLE NO: 3.1

Satisfied with the relationship between you and your Employer

Criteria No. Of Respondents % of Respondents

Total 100 100

Source: Primary data

Relation Ship Between Employee & Employer

Support Given By the Employer to The Employee

Criteria No. Of Respondents % of Respondents

Total 100 100

Source: Primary data

Support By Employer to Employee

Encouragement Given by the Employer

Criteria No. Of Respondents % of Respondents

Total 100 100

Source: Primary data