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    Employees Participation in Management

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    This document provides an introduction to management and human resource management. It defines management as coordinating individual efforts to efficiently accomplish goals. Key characteristics of management include being goal-oriented, involving groups, distinguishing management from ownership, and being a continuous process. Human resource management aims to maximize both organizational and personal goals. Its functions include managerial activities like planning, organizing, directing and controlling as well as operational activities like recruitment, training, compensation and employee integration and maintenance. The document also discusses employee participation in management, including its meaning, scope, features and methods like board participation, ownership, staff councils and collective bargaining.

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    Employees Participation in Management

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    613 views110 pages
    This document provides an introduction to management and human resource management. It defines management as coordinating individual efforts to efficiently accomplish goals. Key characteristics of management include being goal-oriented, involving groups, distinguishing management from ownership, and being a continuous process. Human resource management aims to maximize both organizational and personal goals. Its functions include managerial activities like planning, organizing, directing and controlling as well as operational activities like recruitment, training, compensation and employee integration and maintenance. The document also discusses employee participation in management, including its meaning, scope, features and methods like board participation, ownership, staff councils and collective bargaining.

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    This document provides an introduction to management and human resource management. It defines management as coordinating individual efforts to efficiently accomplish goals. Key characteristics of management include being goal-oriented, involving groups, distinguishing management from ownership, and being a continuous process. Human resource management aims to maximize both organizational and personal goals. Its functions include managerial activities like planning, organizing, directing and controlling as well as operational activities like recruitment, training, compensation and employee integration and maintenance. The document also discusses employee participation in management, including its meaning, scope, features and methods like board participation, ownership, staff councils and collective bargaining.

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    613 views110 pages

    Employees Participation in Management

    Uploaded by

    richard_jam12345
    This document provides an introduction to management and human resource management. It defines management as coordinating individual efforts to efficiently accomplish goals. Key characteristics of management include being goal-oriented, involving groups, distinguishing management from ownership, and being a continuous process. Human resource management aims to maximize both organizational and personal goals. Its functions include managerial activities like planning, organizing, directing and controlling as well as operational activities like recruitment, training, compensation and employee integration and maintenance. The document also discusses employee participation in management, including its meaning, scope, features and methods like board participation, ownership, staff councils and collective bargaining.

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    of 110

    INTRODUCTION TO MANAGEMENT

    MEANING:
    Management is a process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. One of the most important human activities is managing. Ever since people began forming groups to accomplish aims they could not achieve as individuals, managing has been essential to ensure the coordination of individual efforts.

    DEFINITION:
    F.W.Taylor defined management as ,management is the art of knowing what you want your men to do and then seeing that they do it in the best way and cheapest way. C.S.George views, management consist of getting things done through others; a manager is one, who accomplishes objective by directing the efforts of others.

    CHARACTERISTICS OF MANAGEMENT
    We can establish the following characteristics of management after taking into consideration of management experts towards defining management as follows:

    Management Is Goal Oriented Activities:


    Management executes the policies and decision of the administration to achieve the

    objectives of the enterprise. Every organization aims at maximum production at minimum cost, therefore the management has to concentrate and direct its activities to cherish this activities.

    Management Is Group Activates:


    It may perhaps be possible to succeed alone in very small organization, in big enterprise.

    The word I is substituted by the word V. The success of management lies in getting in employees contribution and cooperation to full extend.

    Management Is Different From Ownership:


    Both management and ownership are different from each other. The ownership gets

    profit or loss for its risk involved in business, whereas management gets remuneration for its service. These days management recognized and accepted as profession and therefore, assumes responsibility towards shareholders, employees and consumers.

    Management Is A Profession:
    Management is a specialized body of knowledge. There is arrangement for its training in

    the specialized management institution. The big organization makes the selection of management trainees and after the successful completion of extensive training, candidates is appointed as executives.

    Activating Employees:
    According to drucker, management is an activating organ of the business. Management

    has to supervise workers and their work. It is management, who designs the course of actual operations and creates conditions for workers to work hard and show their maximum worth. Guidance, rewarding, incentives, job security and control are essential to manage the workers and enable them to work efficiently.

    Management Is An Continues Process:


    Management is a team work and group activity, so as long as group efforts are required

    to complete the work, management will be there. Management is always involved in the planning, organizing, staffing, directing, controlling the business. This is why; management is rightly said as unending activity.

    INTRODUCTION TO HRM:
    Meaning of HRM:
    Human resources management may be defined as a set of policies, practices and programmes designed to maximize both personal and organizational goal. It is the process of binding people and organizations together so that the objectives of each are achieved

    Definition of HRM :
    According to Flippo, human resources management is the planning, organizing, directing and controlling of procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished.

    Objectives of HRM:
    The objectives of human resources management may be summarized as follows: To help the organization attain its goal by providing well - trained and Well- motivated employees. To help to maintain ethical policies and behavior inside and outside the Organization. To employ the skills and knowledge of employees efficiently and effectively, to Utilize human resource effectively. Top manage change to mutual advantage of individuals, groups, the organization and the society. 3

    To bring about maximum individual development of member of the organization by providing opportunities for training and advance.

    FUNCTIONS OF HRM
    These functions are common to all organization though every organization may have its own. These function of human resource management may broadly classified into two categories they are Managerial function: Operating function

    Managerial Functions:
    Managing people is the essence of being a manager. The human resource manager performs the function of:

    Planning:
    The first and foremost function of management is planning. planning is deciding in advance what should be done in future. It helps to work in a systematic manner with proper planning of the activities of the enterprise.

    Organizing
    After planning comes the organizing function of management. Organizing is the process of bringing together the necessary resources for the accomplishment of the objectives of the enterprise men,machines,material and money are the resources necessary for any organization.

    Directing
    The directing function is concerned with the following activities undertaking supervision, issuing orders and instructions pertaining to work, proper communication relationship between the management and the employees leadership to guide employees

    Controlling

    Controlling enables a business enterprise to know whether the plan has been successfully implemented and its goal has been achieved.

    OPERATIVE FUNCTION:
    The operative functions of human resource management are the tasks which are entrusted to the human resource department these function are concerned with specific activities of:

    Procurement function.
    This function consists of following activities: Job analysis, HR planning, recruitment, selection, placement, induction.

    Development function.
    This function comprises the following activities: performance appraisal, training, development, career planning and development.

    Compensation function.
    This function consists of following activities: Job evaluation, wages and salary administration, bonus and incentives, payroll.

    Integration function.
    This function involves in motivation, job satisfaction, grievance, collective bargaining, conflict management, participation of employees, discipline.

    Maintenance function.
    Maintenance function concerned with health, safety, social security, welfare schemes, human resource records, human resource research and human resource audit.

    EMPLOYEES PARTICIPATION IN MANAGEMENT Meaning:


    Employees participation in management is an essential ingredient of industrial democracy. The concept of employee participation in management is based on human relations approach to management which brought about a new set of values to employees and management .Employees participation in management implies mental and emotional involvement of employees in the management of enterprise. It is considered as a mechanism where workers have a say in the decision-making.

    Definition:
    According to Keith Davis, participation refers to the mental and emotional involvement of a person in a group situation which encourages him to contribute to group goals and share the responsibility of achievement. According to Walpole, participation in management gives the worker a sense of importance, pride and accomplishment; it gives him the freedom of opportunity for self-expression; a feeling of belongingness with the place of work and a sense of workmanship and creativity.

    Scope Of Employees Participation In Management


    One view is that workers or the trade unions should, as equal partners, sit with the management and make joint managerial decisions. The through their other view is that workers should only be given an opportunity, representatives, to influence managerial decisions at various levels. It provides scope for employees in decision-making of the organization The participation may be at the shop level, departmental level or at the top level. The participation includes the willingness to share the responsibility of the organization by the employees.

    Features Of Employees Participation In Management:


    Participation means Emotional and mental involvement rather than physical presence. Employees participation in management not as individuals but collectively as a group through their representatives. Employees participation in management may be formal or informal. In both the cases it is a system of communication and consultation whereby employees express their opinions and contribute to managerial decisions. Share responsibilities of an organization

    Methods
    The participation of workers can take place by one or all the methods listed below: Board level participation Ownership participation Complete control Staff or work councils Joint councils and committees Collective Bargaining Job enlargement and enrichment Suggestion schemes Quality circles Empowered teams TQM Financial participation

    Participation At The Board level:


    This would be the highest form of industrial democracy. The employees representative on the Board can play a useful role in safeguarding the interests of workers. 7

    Participation Through Ownership:


    This involves making the workers shareholders of the company by inducing them to buy equity shares. In many cases, advances and financial assistance in the form of easy repayment options are extended to enable employees to buy equity shares.

    Participation Through Complete Control:


    Workers acquire complete control of the management through elected boards. The system of self-management in Yugoslavia is based on this concept. Self-management gives complete control to workers to manage directly all aspects of industries through their representatives.

    Participation Through Staff And Works Councils:


    Staff councils or works councils are bodies on which there presentation is entirely of the employees. There may be one council for the entire organization or a hierarchy of councils. The employees of the respective sections elect the members of the councils. Such councils play a varied role.

    Participation Through Joint Councils And Committees:


    Joint councils are bodies comprising representatives of employers and employees. Work committees are a legal requirement in industrial establishments employing 100 or more workers. Such committees discuss a wide range of topics connected to labour welfare.

    Participation Through Collective Bargaining:


    Through the process of Collective Bargaining, management and workers may reach collective agreement regarding rules for the formulation and termination of the contract of employment, as well as conditions of service in an establishment.

    Participation Through Job Enlargement and Job Enrichment:


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    Excessive job specialization that is seen as a by-product of production in industries, leads to boredom and associated problems in mass employees. Two methods of job designing ,job enlargement and job enrichment.

    Participation Through Suggestion Schemes:


    Employees views are invited and reward is given for the best suggestion. With this scheme, the employees interest in the problems of the organization is aroused and maintained. Progressive managements increasingly use the suggestion schemes. Suggestions can come from various levels.

    Participation Through Quality Circles:


    Concept originated in Japan in the early 1960s and has now spread all over the world. A QC consists of seven to ten people from the same work regularly to define, analyze, and solve quality and related area who meet problems in their area. Training in problem-solving techniques is provided to the members.

    Empowered Teams:
    Empowerment the employees who occurs when authority and responsibility are passed on to then experience a sense of ownership and control over their jobs. Employees may feel more responsible, may take initiative in their work, may get more work done, and may enjoy the work more.

    Total Quality Management:


    TQM refers to the deep commitment, almost obsession, of an organization to quality. Every step in companys processes is subjected to intense and regular scrutiny for ways to improve.TQM is called involving every employee in the participative because it is a formal programmed organization; making each one responsible for improving quality everyday.

    Financial Participation:
    This method involves less consultations or even joint decisions. Performance of the organization is linked to the performance of the employee. The logic behind this is that if the

    organization, he/she is likely to be an employee has a financial stake in more positively motivated and involved. Some schemes of financial participation: Profit-linked pay Profit sharing and Employees Stock Option schemes. Pension-fund participation.

    LEVELS OF PARTICIPATION:
    Employees participation is possible at all levels of management.generally this depends on the nature of the functions that are performed,the strength of the workers,the number of employee and variety of departments in an organization.

    Broadly ,there are four levels of participation .


    Informative and associative participation. Consultative participation. Administrative participation. Decisive participation.

    Informative And Associative Participation:


    Informative participation is at the initial level, where members are entitled to receive information and give opinion on matters of general economic importance, like (i)the state of market (ii)production and sales program (iii)reorganization of production methods and processes (iv)the annual balance sheet ,profit and loss statement and connected documents,(v)policy changes concerned with production schedules,production .

    Consultative Participation:
    In consultative participation the representative of the workers are consulted by the management on matters relating to administration of the standing orders and their amendment, introduction of new methods and techniques of production, fixation of production norms of men and machines at the unit as a whole.

    Administrative Participation:

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    Though administrative participation a greater degree of share in the authority and responsibility in the management functions is provided in matters like administration of welfare measures, supervision of safety measures, fines and welfare funds, operation of vocational training and apprenticeship schemes for valuable suggestions received from the workers, and any other matter as may be agreed upon by two parties.

    Decisive Participation:
    It the highest level of participation, where workers are given an opportunity to take part in decision-making activities. Thus participative management means participation by all class of employees in all functions of an industry right from the stage of policy making till the final stage of implementation. The participation at different levels will be of different types.at the execution level, all the workers connected with the job will participate in the formulating a plan for its efficient execution. in the middle level different groups of workers will be represented by their duly elected representatives while at the highest level the workers will be represented by the man or group of men selected by different groups at all the levels.

    Objectives Of The Employees Participation In Management:


    According to Gossip, workers participation may be viewed as: An instrument for increasing the efficiency of enterprises and establishing harmonious relations; A device for developing social education for promoting solidarity among workers and for tapping human talents; A means for achieving industrial peace and harmony which leads to higher productivity and increased production; A humanitarian act, elevating the status of a worker in the society; An ideological way of developing self-management and promoting industrial democracy. To improve the quality of working life (QWL) by allowing the workers greater influence and involvement in work and satisfaction obtained from work;

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    To secure the mutual co-operation of employees and employers in achieving industrial peace; greater efficiency and productivity in the interest of the enterprise, the workers, the consumers and the nation.

    NEEDS OF THE STUDY


    Study shows how far the Employee become involved in decision-making acquires communication and analytical skills and improves efficiency of the work place. Employees may feel more responsible, may take initiative in their work, may get more work done, and may enjoy the work more. To improve the participation level of the employees to wards the management. Workers may work more intelligently if they are informed about the reasons for and the intention of decisions that are taken in a participative atmosphere. To find out the general opinion of employee towards the management of the organization with respect to their level of satisfaction.

    SCOPE OF THE STUDY


    The study shows the various facilities to bring participation among the employees . The study shows the level of participation of the employees in management. The study helps to understand the organization and the general opinion of employees towards the management. The major findings of the survey provide valuable information to the organization 12

    The study helps the organization to take necessary steps to improve the participation level of employee towards management.

    OBJECTIVE OF THE STUDY


    PRIMARY OBJECTIVE
    To determine the level of worker participation in management at Airport Authority of India

    SECONDARY OBJECTIVE:
    To Ascertain employees level of involvement in the decision making process of their Work places; To establish the general attitude of employee towards employee participation in management. To improve the employees performance by increasing the level of participation in their job. To provide the valuable suggestion to management regarding the implication of new forms of employees participation in management.

    LIMITATION
    The study is confined only to Airport Authority of India. Because of the busy schedule of the employees they were not able to provide enough

    information. Employees dont have time to communicate with us due to their work pressure. 13

    Due to short span of time I was not able to collect more information. Some employees were not giving full information because of the fear of identity being released.

    INDUSTRY PROFILE
    The Indian aviation industry is one of the fastest-growing aviation industries in the world with private airlines accounting for more than 75 per cent of the sector of the domestic aviation market (as of 2006). With a compound annual growth rate (CAGR) of 18 per cent and 454 airports and airstrips in place in the country, of which 16 are designated as international airports, Union Civil Aviation Minister Mr.Praful Patel has stated that the aviation sector will witness revival by 2011.With an increase in traffic movement during December 2009 and increase in revenues by almost US$ 21.4 million, the Airports Authority of India seems set to accrue better margins in 2009-10, as per the latest estimates released by the Ministry of Civil Aviation. This is being primarily attributed to increase in the share of revenue from Delhi International Airport Limited (DIAL) and Mumbai International Airport Limited (MIAL). Passengers carried by domestic airlines from January-February 2010 stood at 8,056,000 as against 6,761,000 in the corresponding period of 2009a growth of 19.2 per cent, according to a report released by the Ministry of Civil Aviation. The Hyderabad International Airport has been ranked amongst the world's top five in the annual Airport Service Quality (ASQ) passenger survey along with airports at Seoul, Singapore, Hong Kong and Beijing. The Hyderabad International Airport is managed by a public-private joint venture consisting of the GMR Group, Malaysia Airports Holdings Berhad and both the State Government of Andhra Pradesh and the Airports Authority of India (AAI). The US Ambassador to India Timothy J Roemer has said that the US will work with the Indian government and the domestic private sector to make the country an aviation hub. Speaking at India Aviation 2010, Roemer said that the public-private initiative, US-India Aviation Programme, would work together with the Directorate General of Civil Aviation on helicopter aviation security.

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    The Airports Authority of India (AAI) is set to spend over US$ 1.02 billion in 2010, towards modernization of non-metro airports. AAI is planning the city-side development of 24 airports, including those at Ahmedabad and Amritsar. Additionally, 11 new Greenfield airports have been identified to reduce passenger load on existing airports, according to Praveen Seth, memberoperations, AAI.

    Airport Is Presently Classified In The Following Manner:

    International Airport:
    These airports are available for scheduled international operations by Indian and foreign

    carriers. presently Mumbai, delhi, Chennai, Calcutta, and thirvanthpuram are under this category.

    Customs Airports:
    These airports have customs and immigration facilities for limited international operations by national carriers and for foreign tourists and cargo charter flights.

    Model Airport
    These are the domestic airport which have minimum runway length of 7500 feet and

    inadequate terminal capacity to handle airbus 320 type of air craft.

    Other Domestic Airports:


    All other airports are covered under this category.

    Civil Enclaves
    There are 28 civil enclaves in defense airports.

    The main Activities of AAI are:


    Control and management of the Indian airspace extending beyond the territorial limits of the country, as accepted by ICAO Design, Development, Operation and Maintenance of International and Domestic Airports and Civil Enclaves 15

    Construction, Modification and Management of Passenger Terminals Development and Management of Cargo Terminals at International and Domestic airports Provision of Passenger Facilities and Information System at the Passenger Terminals at airports Expansion and strengthening of operation area viz. Runways, Aprons,Taxi way,etc. Provision of visual aids.

    Development Of Cns/Atm Infrastructure


    AAI is entrusted with the responsibility for provision of Air Navigational Services (ANS) Infrastructure and Air Traffic Services (ATS) over the designated air space. AAI is also responsible for providing ATS at Greenfield airports developed by private operators and limited navigation services at defense airfields in India. To provide efficient ATS over designated airspace, various CNS/ATM (Communication, Navigation, Surveillance/Air Traffic Management) systems have been implemented as well as planned to meetthe future requirement. The three major components of CNS infrastructure are communication, navigation and surveillance. AAI has draw AAI is entrusted with the responsibility for provision of Air Navigational Services (ANS) Infrastructure and Air Traffic Services (ATS) over the designated airspace. AAI is also responsible for providing ATS at Greenfield airports developed by private operators and limited navigation services at defense airfields in India. To provide efficient ATS over designated airspace, various CNS/ATM (Communication, Navigation, Surveillance/Air Traffic Management)systems have been implemented as well as planned to meet the future requirement. AAI has drawn the concept of Future Indian Air Navigation (FIAN) and a paper in this regard has been submitted in ICAO. The following initiatives have been undertaken to enhance the standards of air traffic services: ILS CAT-II Procedures are been framed to permit aircraft operations under poor visibility conditions at Amritsar, Jaipur and Lucknow Airports. Instrument Approach Procedures are been framed for all the civil Airports in India, to permit aircraft operations under reduced visibility Conditions. Automation of ATM system at Chennai and Kolkata airports is being taken up.

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    A modern ATM automation system including radars has been commissioned at the new airports of Hyderabad and Bangalore. Automation System is planned to be implemented at all the Control Towers and connected with the main ATC centre throw data link and voice capability. Dedicated clearance delivery system through voice and data link is planned to be implemented at major airports.

    GAGAN Project
    In order to further improve the CNS/ATM services and to be at par with the world, AAI and ISRO have jointly undertaken GPS Aided Geo Augmented Navigation (GAGAN) system. GAGAN is an augmentation system to enhance the accuracy and integrity of GPS signals to meet precision approach requirements in Civil Aviation and is been developed/implemented jointly be AAI and ISRO in three phases. Technology Demonstration System will be upgraded to a full operational capability system in the second and third phase. GSAT IV being fabricated by ISRO will carry GAGAN pay load. The footprint of the satellite will cover a vast geographical area from Africa to Australia and would, therefore, facilitate expansion of the service area of GAGAN far beyond the Indian air space. When implemented, this would replace most of the ground based navigational aids and it wound be possible to provide precision approach and landing guidance up to Category-I to aircraft hitherto not available due to terrain conditions precluding the provision of Instrument Landing System. The GAGAN system is a project of national pride and India will be the fourth country in the world to have such a system. The Technology Demonstration system phase of the project has been successfully completed and action has been initiated for the Final Operation Phase (FOP).

    AAIs In House Capability For Flight Calibration


    AAI has its own flight calibration unit which is equipped with ground laboratory for testing and calibration of on-board flight inspection equipment and a fleet of aircraft i.e. King Air (Beech craft- B350 and two Dornier DO-228).The aircraft are fitted with the fully automatic Flight Inspection Unit

    Development Of Chennai And Kolkata Airports By AAI


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    Development of Metro airports at Chennai and Kolkata have been undertaken by the Airports Authority of India. The work has begun at both the airports. These projects involve as expenditure of about Rs.2000crorefor each airport.At Chennai, a new domestic modern terminal building with an annual handling capacity of 10 million passengers and extension of international terminal with an annual handling capacity of 4 million passengers have been under taken. The new infrastructure will be integrated with the existing terminals over a period of time, thereby providing the handling capacity of 7million international passengers and 16 million domestic passengers per year. The key silent features of the upcoming infrastructure at Chennai including Terminal Building of an area measuring more than 140,000 sq.m.,140 Check-in counters, 60 immigration Counters,7 Security Gates,4 Conveyor Belts, 7 Aerobridges, 8 Travelators etc.At Kolkata, AAI has taken up development of a modern integrated passenger terminal building to handle 20 million passengers. The key salient features of the upcoming infrastructure at Kolkata including Terminal Building of an area measuring 180,000 sq.m., 104 Check-in counters, 44 Immigration Counters,25 Security Gates , 5 Conveyor Belts, 15 Aerobridges etc.

    Development Of 35 Non Metro Airports By AAI


    AAI has undertaken development and modernization of 35 Non Metro Airports by providing world class infrastructure facilities at these airports. The 35 Non Metro Airports recognized are Ahmedabad, Amritsar, Guawahati,Jaipur, Udaipur, Trivandrum, Lucknow, Goa, Madurai, Manglore, Agatti,Aurangabad, Khajuraho, Rajkot, Vadodara, Bhopal, Indore, Nagpure, Trichi,Vizag, Bhubaneswar, Coimbatore, Patna, Port Blair, Varanasi, Agartala,Dehradun, Imphal, Ranchi, Raipur, Agra, Chandigarh, Dimpaur, Jamu andPune.The development works for the Terminal Buildings Airside have already begun at most of the airports. The work is scheduled to be completed at 24 airports by 2009 and 11 airports by 2010.

    Development Of Additional 13 Non Merto Airports By Aai


    AAI has also undertaken the development of 13 other Non Metro Airports. These airports are Akola, Belgaum, Calicut, Cooch Behar, Dibrugarh (Mohanbari), Gondia, Hubli, Kullu(Bhuntar), Mysore, Rajahmundry, Surat, Srinagar and Vijayawada airports.

    Operationalization Of 32 Non-Operational Airports


    18

    AAI has appointed a consultant to study and submit its report for the operationalization of 32 non-operational airports. These airports are Akola,Asansol, Balurghat, Behala, Bilaspur, Charkulia, Cuddapah, Deesa, DonaKondi, Hadapasar, Hassan, Jhansi, Jharsuguda, Jogvani, Kailashahar, Kamalpur, Khandwa, Khowai, Lalitpur, Maldah, Muzaffarpur, Mysore, Panna, Passighat, Rasaul, Rupsi, Satna, Shella, Sholapur, Turial(Aizwal), Vellore, Warangal.

    Training
    AAI imparts training through its own dedicated training institutions i.e. Civil Aviation Training College, Allahabad for various operational areas such as Air Traffic Control, Radars, Communication etc. and National Institute of Aviation Management and Research (NIAMAR) at Delhi for imparting various aviation management training programmes and refresher courses. In addition, there are two dedicated institutes for training of fire personnel i.e. Fire Service Training School at Narayanpur near Kolkata and the Fire Training Centre at New Delhi.

    Development Of Modern Training And Management Infrasturcture


    AAI has undertaken development of modern training and management infrastructure particularly in the field of aircraft maintenance and air craft flying at National Institute of Aviation Training and Management (NIATM) at Gondia, National Flying Training Institute (NFTI) at Canada.

    AAIs Global Participation


    AAI is a member of the global bodies i.e. ACI (Airport Council International)and CANSO (Civil Air Navigation Services Organization).AAI has also signed international cooperation MOUs with a number of international organizations such as FFA (USA), Air Services Australia, NATS (UK), CAAS (Singapore),Aero Thai (Thailand), USTDA, EU.AAI envisages taking up consultancy work abroad. AAI has a full-fledged Consultancy and Coordination Wing and has signed MOU for technology cooperation for taking up turkey consultancy projects abroad.

    KALYANMAYEE
    19

    Kalyanmayee is an Airports Authority of Indias Womens Welfare Association established in 1987.Over a period of time, Kalyanmayee has grown and its branches have spread far and wide. It has dedicated itself towards the social, economic, cultural and educational causes of the downtrodden and less privileged of the society. Kalyanmayee has also undertaken projects in the field of adult literacy and child welfare programmed and has also extended its help to the Old Age Homes and SOS Villages. Kalyanmayee has contributed towards fostering oneness amongst AAI families by organizing various cultural programmer and other social activities. Kalyanmayee has undertaken promotion of creativity by organizing painting competition, baby show etc. Some of the current activities include conduct of yoga classes, running up of Wellness Center at INA Colony, health awareness camp, eye care camp, blood donation camp etc.

    AAI In Sports
    Sports activities in the Airports Authority of India are conducted under the aegis of the AAI Sports Control Board. The Sports Policy of AAI, introduced in2006, is being implemented in a phased manner. Action on all the four major components of AAIs Sports Policy.

    Sponsorship of leading national tournaments in the games promoted by the Authority; AAI Sports Scholarship Scheme; AAI Sports Talent Search and Training Scheme and Recruitment of outstanding sportspersons initially on contract basis, is in progress.
    Inter-AAI tournaments are conducted annually in the games viz., Cricket, Foot ball, Badminton, Table Tennis and Volleyball and once in two years in Athletics, Chess, Carom and Womens Throw ball. AAI is actively involved in organizing All India Public Sector Tournament every year.AAI is also affiliated with the All India Public Sector Sports Promotion Board (AISPSSPB), Table Tennis Federation of India (TTFI) and Badminton Association of India (BAI) and participated in the tournaments conducted by these Bodies.

    Implementation Of Integaity Pack (Ip) In AAI

    20

    The Integrity Pact has been implemented in AAI w.e.f. 1st April 2008.The Integrity Pact has been signed between AAI and Transparency International, India. The IP has been made mandatory for all tenders and contracts of values Civil/electrical/composite projects more than Rs.50crores CNS/electronic projects more than Rs.25crores Land/electronic projects more than Rs.25crores (annual rental).

    Promotion Of Performance Culture


    To further promote a culture of performance and recognize extraordinary innovative work done by officials, AAI has introduced the Chairmans Award for Innovative Excellence. The scheme covers giving away the three awards every year for outstanding innovative conservation which is sustainable, extendable and brings benefits to the AAI in achieving its mission the word comprise of a trophy, a citation and a cash amount of Rs.50000/- to an individual or Rs.2.5lakhs to a team.

    ACTIVITIES:
    Passenger Facilities:
    Improvement of passenger facilities is a continuous process. AAI has to cater to very demanding customers who in the wake of globalization have the exposure to the best of facilities are available at other international airports in the world over and the airlines operators who by virtue of their nature of operation are exposed to the best f facilities and services available at other International Airport.AAI has been continuously striving to meet these challenges. Customer satisfaction surveys conducted periodically by outside agencies has been a vital source of feedback on the deficiencies of the system as also the expectations of the traveling public. It ahs been our endeavor in AAI to address these issues on priority.

    Air Navigation Services


    In tune with global approach to modernization of Air Navigation infrastructure for seamless navigation across state and regional boundaries, AAI has been going ahead with its plans for transition to satellite based Communication, Navigation, Surveillance and Air Traffic Management. A number of co-operation agreements and Memoranda of Co-operation have been

    21

    signed with US Federal Aviation Administration, US Trade and Development Agency, European Union, Air Services Australia and the French Government, co-operative projects and studies initiated to gain from their experience.

    Airport Security
    The continuing security environment has brought into focus the need for strengthening security of vital installations. There was thus an urgent need to revamp the security at airports not only to throughout any misadventure but also to restore confidence of the traveling public in the security of air travel as a whole, which was shaken after the 9/11 tragedy. With this in view, a number of steps were taken including induction of CISF for air port security, CCTV surveillance system at sensitive airport, latest and state-of-the-art X-Ray baggage inspection systems.

    Aerodrome Facilities
    In Airports Authority of India, the basic approach to planning of air port facilities has been to create capacity ahead of demand. In our efforts towards implementation of this strategy, a number of projects for extension and strengthening of runway, taxi track and aprons at different airports has been taken up.

    HRD Training
    A large pool of trained and highly skilled manpower is one of the major assets of Airports Authority of IndiaAAI has a number of training establishments, viz, NIAMAR in Delhi, CATC in Allahabad, Fire Training Centres at Delhi and Kolkata for in-house training of its engineers, Air Traffic Controllers, Rescue and Fire fighting personnel, etc. Both CATC and NIAMAR has contributed a number of STPs to the Central pool under ICAO TRAIN AIR program. Foreign students have also been participating in the training programs being conducted by these instructions.

    It Implementation

    22

    Information Technology holds the key to operational and managerial efficiency transparency and employee productivity. AAI initiated a program to inculcate IT culture among its employee and this most powerful tool to enhance efficiency in the Organization. AAI website with domain name www.airports india.org.in or www.aai.aero is a popular website giving a host of information about the organization.

    VISION
    To be a world-class organization providing leadership in air traffic services and airport management and making a major hub in Asia pacific region by 2016.

    MISSION
    To achieve highest standards of safety and quality in air traffic services and airport management by providing state-of-the-art infrastructure for total customer satisfaction, to economic growth and prosperity of the nation.
    23

    COMPANY PROFILE
    Airports Authority of India (AAI) was constituted by an Act of Parliament and came into being on 1st April, 1995 by merging erstwhile National Airports Authority and International Airports Authority of India. The merger brought into existence a single Organization entrusted with the responsibility of creating, upgrading, maintaining and managing Civil Aviation infrastructure both on the ground and air space in the country. Chennai international airport is located in Meenambakkam, 19km south of Chennai. It is the third most important international Gateway into the country after Mumbai and Delhi, and the main air hub for south India. It is also important cargo terminal for the country. Chennai is also the hub airport for the jet airways, Indian airlines, Air Deccan, Air Sahara and international for Air India. Chennai is one of the first airports in India, and was the final destination of Air India's first flight from Mumbai via Belgium in 1954.The first passenger terminal was built at the northeast side of air field, which lies in the suburb of Meenambakkam due to which it was referred as Meenambakkam airport. A new terminal complex was subsequently near Pallavaram to which passenger operations were shifted. The old terminal building is now used as cargo terminal. Chennai international airport consist of three terminals. Meenambakkam is used for cargo while the new passenger terminals consist of the domestic and international terminal is interconnected by link building, which houses administrative offices and a restaurant. Although the complex is one continuous structure it was built at different periods, the airport has the honour of being the first ISO 9001-2000 certified airports into country which it received in 2001. AAI is partner in joint venture companies for the development of Delhi and Mumbai airports where its stake is 26%, AAIs stake in each of the two Greenfield airports recently developed at Bangalore and Hyderabad is 13%.Atthese airports, AAI is providing CNS-ATM services. AAI has also drawn plans for the development of modern CNS-ATM and airport infrastructure in the country. The 11th plan period outlay amounts to Rs. 12434.34crores.Theoutlay for financial year 2008-2009 is Rs.3433crores. 24

    AAI TODAY
    AAI manages 126 airports, which include 11 international airports, 89 domestic airports and 26 civil enclaves at Defence airfields. AAI also provides Air Traffic Management Services over entire Indian Air Space and adjoining oceanic areas with ground installations at all airports and 25 other locations to ensure safety of aircraft operations. The airports at Ahmedabad, Amritsar, Bangalore, Goa, Guwahati, Hyderabad and CIAL (Pvt.), in addition to those at Mumbai, Delhi, Calcutta, Chennai and Thiruvananthapuram, are today International Airports open to operations even by Foreign International Airlines. Besides the International flights by National Flag Carriers operate from Calicut, Coimbatore, Tiruchirappalli, Varanasi, Jaipur and Gaya airports too. Tourist Charters now touch Agra, Coimbatore, Jaipur, Lucknow, Patna airports etc. The specific training focus on improving employee response and professional skill up gradation has been manifested. AAI's four training establishments viz. Civil Aviation Training College - Allahabad, National Institute of Aviation Management and Research - Delhi and Fire Training Centres at Delhi and Kolkata are expected to be busier than ever before during 2001 SALIENT FEATURES OF CHENNAI INTERNATIONAL AIRPORT First International Airport to get ISO 9001-2000 certification First to have international domestic terminals adjacent to each other. First to have aerobridge at domestic terminal. First to use domestic terminal for international flight on wheels First to supply free mineral water through designated water coolers at both Kamaraj domestic terminal and Anna international. First to introduce paper cups at airport to make it environment friendly. Exclusive sub-urban airport railway station to airport. Adjudged " Best Airport-Domestic Terminal" by Indian guide of professional architects. The president of India gave the award.

    25

    MODERN AIRPORTS
    AAI has identified 12 important domestic airports which developed as model airports based on the traffic potential and important of the city potential and coverage of all the regions in the country. The runways at these airports are designed to cater for A-320 operation is with standard approach and landing aids, modern communication and also navigation facilities. The modern airports are jaipur, lucknow, nagpur, vadodara, Calicut, Coimbatore, Patna, Hyderabad and Impal. Apart from this AAI is developing some of the cardinal airports which generate tourist traffic.

    MODERNISATION
    Developing world class navigation, infrastructure to effectively manage air traffic is an identified thrust area. As a part of this drive: The authority is in the process of implementing a VSAT based satellite communication Satellite navigation is also been of the initiatives for enhancing the A phase induction of ATC automation systems and also induction of the The government of India has also conveyed its approval of the development of Chennai The Chennai airport has been stated for modernization and expansion. The expansion works will involve the acquisition of land in nearby areas. The government would provide suitable compensation to 947households in these areas The rehabilitation of the households would be done in the first phase of the expansion As per the modernization plan, the secondary runway will be built over the Adayar river.

    network to connect 80 airports in the country. accuracy and reliability of GPS signal which could be gainfully used by other transport sectors. new facilities to improve standards of safety at airports. international airport at an estimated cost of Rs.1808crores.

    and also rehabilitation of them. work itself.

    26

    A bridge will be built over the runway to accommodate the runway and the taxi way. This makes Chennai airport the only international airport in India to have runway across

    the river.

    Role Of Airport Infrastructure In National Economy:


    Airports being nuclei of economic activity assume a significant role in the national economy. The quality of airport infrastructure, which is a vital component of the overall transportation network, contributes directly to a country's international competitiveness and the flow of foreign investment. While cargo carried by air in India weighs less than 1% of the total cargo exported, it accounts for 35% of the total value of Exports. Better cargo handling facilities lead to enhanced levels of importation, especially of capital goods and high-value items. Likewise, 97% of the country's foreign tourists arrive by air and tourism is the nation's second largest foreign exchangeearner.

    AIRPORT INFRASTRUCTURE POLICY Objectives:


    While the government is separately developing a policy frame work for the entire civil aviation sector, this policy relates to use and development of airport infrastructure. objective of policy is To provide a boost to international trade and tourism and enhance the country image in the community of nations. To provide airport capacity ahead of the demand in order to handle an increasing volume of traffic and together the maximum share of traffic in the region. To enhance the airport facilities to make the airport user friendly and achieve higher level of customer satisfaction. To ensure total safety and security of air craft operations by the introduction of state of art air traffic, security and related services. To provide multi modal linkages

    27

    To foster the development of strong airport infrastructure, maintaining a balance between the needs for economic viability and the objective of equitable regional dispersal of infrastructure facilities. To lay the special emphasis on the development of infrastructure for remote and inaccessible areas. To encourage transparency and clarity.

    Modernization And Upgradation of Airport Infrastructure


    In keeping with the ICAO standards and recommended practices the requirements of upgrading airports to the level of international and regional hubs, detailed master planned for the development of selected airports will be prepared or revised by operating agency. All the future up gradation and modernization is done with the future plans.Priority will be according to the safety, passenger facilities, air craftand cargo handling, while deciding the allotment of funds among different up gradation and modernization schemes. Air transport serves a time sensitive market. The surface access to airports should therefore be efficient and city planners should keep the airport-linked requirements constantly in the view while designing surface transport development plans. There is special need to emphasis the aspect of rail links with airports, in view of its near absence in India as contrasted with other countries.The helicopter provides a direct and rapid means of transport over short-haul routes and is therefore, particularly attractive for business men.

    GREENFIELD AIRPORTS:
    A Greenfield airport may be permitted where an existing airport is Unable to meet the projected requirements of traffic or new focal point of traffic emerges with sufficient viability.It can be allowed both as are placement for an existing airport or for simultaneous operation. This aspect will have to be clearly spelt out in the notice inviting tenders.No Greenfield airport will be formally allowed within the area distance of 150km of existing airport in the same city or close vicinity, the parameters for distribution of traffic between the two airports will be clearly spelt out.

    28

    FUNCTIONS:
    Control and management of the Indian air space extending beyond the territorial limits of the country, as accepted by ICAO. Design, development, operation and maintenance of international and domestic airports and civil enclaves. Construction, modification and management of passenger terminals at airports. Provision of passenger facilities and information system at the passenger terminals at airports. Expansion and strengthening of operation area viz. runways, taxiway etc. Provision of visual aids. Provision of communication and navigational aids viz. ILS, DVOR, DME, and RADAR. Development and management of cargo terminals at international and domestic airports.

    VARIOUS FUNCTIONING DEPARTMENTS AUTHORITY OF INDIA


    Personnel department Fire department Administration department Project department Operational department Law department Commercial department Land management Engineering department 29

    IN AIRPORT

    Planning department Finance department Architecture planning Cargo department

    ORGANISATION STRUCTURE:
    BOARD MEMBERS OF AAI
    V.P. Agrawal WHOLE -TIME MEMBERS Shri P.Seth Shri K.K.Jha Shri S.C. Chhatwal Shri V.P Agrawal PART-TIME MEMBERS Dr.Nasim Zaidi Director General For Civil Aviation Member (Operations) Member (Pers & Admin) Member (Finance) Member (Planning) Chairman

    and Ex-Office Member Shri E.K. Bhart Bhushan, IAS Joint Secretary and Financial Advisor

    Ministry of Civil Aviation

    Shri Arun Mishra, IAS

    Joint Secretary, Ministry of Civil Aviation

    30

    Shri Deepak Parekh, Shri Arun.L Bongirwar Shri sajjan jindal

    Part Time Member (Non-Official) Part Time Member (Non-Official) Part Time Member (Non-Official)

    31

    32

    Review of literature
    Review of literature 1

    ABSTRACT : Encouraging employees to become involved in schemes within the workplace environment is found to help increase performance and productivity although the individual nature of organizations appears to result in some schemes being more successful than others. Organizations where consultation is widespread tend to favour representative participation which involves employees playing an equal role in incentive schemes. Large, high-tech firms favoured schemes which resulted in a financial bonus for participants. AUTHOR : Author: McNabb, Robert, Whitfield, Keith

    PUBLICATION : International Journal of Human Resource Management SOURCE LINK : http://www.faqs.org/abstracts/Human-resources-and-labor-relations/The-

    distribution-of-employee-participation-schemes-at-the-workplace.html

    33

    Review of literature 2

    ABSTRACT : Employee participation is now considered a key element in the successful implementation of new management strategies in manufacturing industry. Relevant literature on the various forms of employee participation is reviewed with emphasis on its role in Total Quality Control (TQC). The complexity of the relationship between employee participation and satisfaction and some of the change processes associated with the introduction of TQC are also discussed. This information provides the background for a subsequent article, also published in this special issue of IJQRM, which presents a longitudinal study of the effects on employee participation and job satisfaction when TQC was implemented in a large Australian manufacturing organization. AUTHOR : Doug Harber, Fern Marriott, Nirwan Idrus

    PUBLICATION : MCB UP Ltd SOURCE LINK : http://www.emeraldinsight.com/journals.htm?articleid=839998

    34

    Review of literature 3

    ABSTRACT : There is much discussion in modern management, and in Extension, about "pushing decisions down to the lowest level." However, there is also much cynicism among employees in Extension about executive decisions and how employees are involved in decisions. A "ladder of decision making" is offered as a typology of seven levels of decisions. From highest to lowest, the ladder incrementally shifts the responsibility to make the decision from the executive to employees. Potential benefits of the ladder include improving the quality of Extension employees participation and reducing their cynicism. AUTHOR : Thomas J. Gallagher

    PUBLICATION : Journal of extension SOURCE LINK : http://www.joe.org/joe/2002october/comm2.php

    35

    Review of literature 4

    ABSTRACT : Academic research on employee participation has lost some of the radicalism and commitment to progressive practice that was evident through much of the 20th century, becoming more detached and coldly evaluative. While idealistic concerns are still apparent in the regular condemnation of inauthentic participation, the focus of scholarly activity is largely restricted to analysis and explanation, without following through to an explicit logic of practice. Recalling how value commitments influenced the work of earlier generations of theorist practitioners, this article aims to reinvigorate debate about role definitions and the scope of academic contributions. By engaging with recent, though rare, examples of practically focused output in the traditions of socio-technical systems thinking and critical management studies, it argues for a grounded idealism that anchors applied research to local rather than `top driven' insights and priorities. AUTHOR : Martin Beirne

    PUBLICATION : SAGE journals online SOURCE LINK : http://wes.sagepub.com/content/22/4/675.abstract

    36

    Review of literature 5

    ABSTRACT : This paper sets out to explore employee participation in the Victorian public health system, specifically in the Melbourne metropolitan major health services and Victoria's community health centres from the perspective of senior health management. We analyse the views of key health sector managers such as the chief executive officers, human resource directors and general functional managers concerning their experiences and perceptions of employee participation and extent of participatory practices in their organisations. Findings suggest that community health centres reported higher means on the presence of employee participation practices relative to their larger health service counterparts, including the metropolitan health services. However, all levels of managers across the entire health sector reported the absence of formal employee participation practices such as a formal joint consultative committee and employee suggestion schemes at the organization. AUTHOR : Stanton, Pauline,Bartram, Timothy O'Donoghue, Peter

    PUBLICATION : Informit SOURCE LINK: http://search.informit.com.au/documentSummary;dn=154466738943643;res=IELBUS

    37

    Review of literature 6

    ABSTRACT : Organizations considering having their employees participate in workplace decision making are faced with significant decisions about the nature and extent of activities in such programs. In general, the managerial literature provides mixed reviews on the success of these types of programs. The present study examines, by means of Rasch model analysis, the experiences of a large sample of organizations undertaking a variety of participation-related activities. The results suggest that there is an underlying relationship among differing employee participation activities, and, consequently, attention must be given to the processes used to choose and implement those activities. AUTHOR : David E. Drehmer,James A. Belohlav,Ray W. Coye

    PUBLICATION : SAGE journals online SOURCE LINK : http://gom.sagepub.com/content/25/4/397.abstract

    38

    Review of literature 7

    ABSTRACT : Organizations considering having their employees participate in workplace decision making are faced with significant decisions about the nature and extent of activities in such programs. In general, the managerial literature provides mixed reviews on the success of these types of programs. The present study examines, by means of Rasch model analysis, the experiences of a large sample of organizations undertaking a variety of participation-related activities. The results suggest that there is an underlying relationship among differing employee participation activities, and, consequently, attention must be given to the processes used to choose and implement those activities. AUTHOR : Belohlav, James A. ,Drehmer, David E.,Coye, Ray W.

    PUBLICATION : get cited SOURCE LINK : http://www.getcited.org/pub/103415291

    39

    Review of literature 8

    ABSTRACT : The effects of having employees participate in the design of a base pay plan for a small manufacturing firm were studied. Attitudinal and behavioral data were collected before and after the development and installation of the pay plan from 58 employees. Job satisfaction, pay satisfaction, understanding of the pay plan, and trust in management all increased. A base-free change analysis indicated that these changes, as well as others, could be partially attributed to the effects of participation. It was concluded that under certain conditions, participation in pay plan development can lead to more effective pay plans as well as to a better overall relationship between employees and their organizations. AUTHOR : G. Douglas Jenkins, Jr. , and Edward E. Lawler

    PUBLICATION : science direct SOURCE LINK : http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B7J20-

    4D5WKJR28&_user=10&_coverDate=08/31/1981&_rdoc=1&_fmt=high&_orig=search&_origin =search&_sort=d&_docanchor=&view=c&_searchStrId=1575

    40

    Review of literature 9
    ABSTRACT : Using a sample of Indian IPOs over the period 2000-2008 the paper examines employee participation by testing selecting the winners hypothesis. We find statistically significant evidence of high employee participation in IPOs which perform well both inshort and the long run. Firms with high employee participation also exhibit better post IPO operating performance. The findings confirm that a relatively small section of employees participate in IPOs and these almost exclusively appear to belong to senior management level that has privileged information about the firms prospects. The findings suggest that information about employee participation can be used by uninformed investors to selectively participate in high quality Indian IPOs. AUTHOR: Suman Neupane and Sunil S. Poshakwale PUBLICATION : Social science research network SOURCE LINK : http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1459018

    41

    Review of literature 10

    ABSTRACT : This paper presents a brief overview of academic debates within UK employee relations literature identified with the concepts of indirect employee involvement and participation. By using the literature, the writer will suggest that the current system of voluntarism does not encourage the exercise of indirect employee participation schemes as forums for employee representation. By so doing the paper then suggests that, as voluntarism is replaced by incoming EU legislation affording rights to information and consultation in UK workplaces, this process will promote a new dawn in employee participation within UK organisations. The paper also suggests that the processes of non-union representation synonymous with indirect employee representation, such as non-statutory company works councils, might be included within a model or typology of indirect participation and therefore be used to distinguish Continental EU systems from UK systems of representation. AUTHOR : Jereme Snook

    PUBLICATION : International Management Journals SOURCE LINK : http://www.managementjournals.com/journals/hrm/article21.htm

    42

    RESEARCH METHODOLOGY
    INTRODUCTION: Meaning Of Research:
    The term research refers to a critical, careful, and exhaustive investigation or inquiry or experimentation or examination having as its aim the revision of accepted conclusions, in the light of newly discovered facts.

    Definition of Research:
    According to ROBERT ROSS, Research is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.

    RESEARCH METHODOLOGY: Meaning:


    The procedures by which researchers go about their work of describing, explaining and predicting phenomena are called methodology; the study of methodology facilitates understanding of social scientific inquiry. By understanding we mean describing, analyzing and evaluating of various methods, specifying their assumptions, identifying their strengths and weakness and suggesting new applications.

    Definition:
    Methodology is defined as the study of methods by which we gain knowledge and it deals with the cognitive processes imposed on research by the problems arising from the nature of its subject-matter.

    43

    RESEARCH DESIGN:
    Meaning of Research Design:
    It is a systematic plan of what is to be done, how it will be done and how the data will be analyzed. Research basically shows what the major topics in the research are and their details. It provides an outline of how the research will be carried out and the methods that will be used. It includes an abstract of the, descriptors of the research design, dependent and independent variables, the assumptions and limitations of the research, research question hierarchy, sampling design and a format for the dummy data showing how data will be presented.

    Definition:
    According to Pauline v.young , a research design is the logical and systematic planning and directing a piece of research. In his book titled designed research prof.miller has defined it as the planned sequence of the entire process involved in conducting a research study.

    Data Collection:
    There are two types of data collection namely, Primary data Secondary data

    Primary data:
    The primary data is define as a the data, which is collected for the first time and fresh in nature, happen to be original in character through field surveys such data are collected with specific setup objective to asses the current status of any variable .

    44

    Secondary data:
    The secondary data are those which have been already collected by someone else and which have been passed through statistical process. The secondary data for this study are already available in the firms records.

    Research instruments:
    Questionnaire was used to collect the data from the respondents. a respondents . Questionnaire is a

    form prepared and distributed to secure responses to certain questions and it will be filled by

    Sample design: Meaning:


    A sample design is theoretical bases and the practical means by which we infer the chrematistics of some population by generalizing from the charastists of relatively few of the unit comprising the population.

    Population:
    There are 1300 employees are working at AAI

    Sample unit:
    The sample unit chosen for the study was 100 employees

    Sampling procedure:
    Random sampling:
    Random sampling refers to the sampling techniques in which each and every item of the population is given an equal chance of being included in the sample. The selection is free from personal bias because the investigator does not excises his discretion or preference in the choice of items. 45

    Definition:
    A random sampling can be defined as A sampling with or without replacement will give useful results only if the population is homogeneous.

    Contact method:
    The employees were contacted directly for the purpose of collecting questionnaires. Respondents were contacted personally.

    TABULATION:
    One of the simplest and most reveling devices for summarizing data and presenting them in a meaningful fashion is the statistical table. The purpose of a table is to simplify the presentation and to facilitate comparison.

    Definition:
    Tabulation is defined as the orderly or systematic presentation of numerical data in rows and columns, designed facilitate the comparison between the figures.

    Scaling Techniques:
    Scaling describes the procedures of assigning number s to various degrees of opinion, attitude and other concepts.

    Period Of Study:
    The project is being done for a period of 45 days from November 22nd 2010 to 4th January 2011.

    46

    TOOLS USED FOR ANALYSIS:


    Sample Percentage Analysis:
    It refers to a special kind of rates, percentage that are used in making comparison between two or more series of data percentage analysis is used to determine the relationship between two series. No of opinion No of respondents = total no of respondents x100

    CASE STUDY RESEARCH DESIGN:


    The case study method means a careful and complete observation of a social unit, be that unit a person, a family, an institution, a cultural group or even the entire community. This is a very popular method of collecting information about personal life of an individual or a group of persons.

    CHI-SQUARE TEST:
    Chi- square is an important non-parametric test and the degrees of freedom for using this test are required. This test is used as a test of goodness of fit. And as a test of independence. As a test of goodness of fit, chi-square helps us to know how well the assumed theoretical distribution, such as binominal distribution, Poisson distribution, position distribution, fit to the observed data, chi-square test is

    47

    TO FIND OUT THE RELATIONSHIP BETWEEN EMPLOYEES PARTICIPATION IN MANAGEMENT WITH GENDER. NULL HYPOTHESIS: There is no relationship between the employees participation and
    gender. ALTERNATIVE HYPOTHESIS: There is a relationship between the employees participation and gender

    GENDER

    MALE FEMALE

    Total

    Observed Expected Observed Expected Observed Expected

    LEVEL OF PARTICIPATION HIGH MODERATE LOW 26 34 7 28.1 30.8 8.0 16 12 5 13.9 15.2 4.0 42 46 12 42.0 46.0 12.0

    Total 67 67.0 33 33.0 100 100.0

    Chi-Square Tests Asymp. Sig. Pearson Chi-Square Value 1.895(a) df 2 (2-sided) .388

    Chi-square value =1.895 P value-0.388 -0.05

    INFERENCE:
    Hence p> ,we reject null hypothesis and conclude that there is a relationship between the employees participation and gender

    TO FIND OUT THE RELATIONSHIP BETWEEN LEVEL OF OPPORTUNITIES WITH AGE.

    48

    NULL HYPOTHESIS: There is no relationship between the level of opportunities and age.
    ALTERNATIVE HYPOTHESIS: There is a relationship between the level of opportunities and age. LEVEL OF OPPORTUNITY HIGH MODERATE LOW Total 5 9 3 17 7.0 7.1 2.9 17.0 RESPONDENTS PERCENTAGE 13 18 5 36 14.8 15.1 6.1 36.0 17 17% 16 11 4 31 36 36% 12.7 13.0 5.3 31.0 7 4 5 16 31 31% 6.6 6.7 2.7 16.0 41 42 17 100 16 16% 41.0 42.0 17.0 100.0 100 100% Chi-Square Tests Asymp. Sig. Pearson Chi-Square Chi-square value =6.522 P value-0.637 -0.05 Value 6.522(a) df 6 (2-sided) .367

    AGE AGE below 25 25-35 35-45

    BELOW 25 25-35 35-45 ABOVE 45

    above 45 Total TOTAL

    Observed Expected Observed Expected Observed Expected Observed Expected Observed Expected

    INFERENCE:
    Hence p> ,we reject null hypothesis and conclude that there is a relationship between the level of opportunities and age.

    TABLE - 4.1

    TABLE SHOWING THE AGE OF RESPONDENTS

    49

    INFERENCE:

    The above table shows the age of respondents. it is observed that 17% belongs to the age group less than 25 years,36% belongs to 25-35, 31 % belongs to 35-45 and 16% are above 45 years.

    CHART - 4.1 CHART SHOWING THE AGE OF RESPONDENTS

    50

    40% 35% 30% 25% AGE 20% 15% 10% 5% 0% 17%

    36% 31% b e lo w 2 5 16% 2 5 -3 5 3 5 -4 5 abov e 45

    b e lo w 2 5 2 5 - 3 5

    3 5 -4 5

    above 45

    RESPO NDENTS

    TABLE - 4.2

    TABLE SHOWING THE GENDEROF RESPONDENTS

    51

    GENDER Male Female TOTAL

    RESPONDENTS 67 33 100

    PERCENTAGE 67% 33% 100%

    INFERENCE:
    The above table shows the gender of respondents. it shows that 67% of male employee and 33% is female employee.

    CHART - 4.2 CHART SHOWING THE GENDEROF RESPONDENTS

    52

    FEMALE 33%
    MALE

    MALE 67%

    FEMALE

    TABLE - 4.3 TABLE SHOWING EDUCATIONAL QUALIFICATION OF RESPONDENTS

    53

    EDUCATIONAL QUALIFICATION 12th DIPLOMA U.G P.G OTHERS TOTAL

    RESPONDENTS 15 19 21 34 11 100

    PERCENTAGE 15% 19% 21% 34% 11% 100%

    INFERENCE:
    The above table shows the educational qualification of respondents. it is observed that 15% belongs to the level of 12th ,19%belongs to the level of diploma,21%belongs to the level of UG,34% belongs to the level of PG and 11% are falling under the level of others.

    CHART - 4.3 CHART SHOWING EDUCATIONAL QUALIFICATION OF RESPONDENTS

    54

    34% 35% 30% 25% EDUCATIONAL QUALIFICATION 20% 15% 10% 5% 0% 1 2 th D IP L O M A U .G P .G OTH ER S R ESP ON D EN TS 19% 15% 11% 1 2 th D IP L O M A U .G P .G OTH ER S 21%

    TABLE - 4.4 TABLE SHOWING THE YEAR OF EXPERIENCE OF RESPONDENTS

    55

    YEAR OF EXPERIENCE BELOW 5 YEARS 5-10 YEARS 10-15 YEARS ABOVE 15 YEARS TOTAL

    RESPONDENTS 22 36 23 19 100

    PERCENTAGE 22% 36% 23% 19% 100%

    INFERENCE:

    The above table shows the year of experience of respondents. it is observed that 22% are working less than 5 years,36%are working between 5-10 years,23% are working between 10-15 years and 19% are working above 15 years.

    CHART - 4.4 CHART SHOWING THE YEAR OF EXPERIENCE OF RESPONDENTS

    56

    40% 35% YEAR OF EXPERIANCE 30% 25% 20% 15% 10% 5% 0% 22%

    36% 23% 19%

    B E L O W 5 Y E AR S 5-10 Y E AR S 10-15 Y E AR S AB O VE 15 Y E AR S

    B E L O W 5 5-10 Y E AR S10-15 Y E AR SAB O VE 15 Y E AR S Y E AR S RESPO NDENT S

    TABLE - 4.5 TABLE SHOWING THE SALARY STRUCTURE PREVAILING IN THE ORGANIZATION

    57

    OPINION satisfied highly satisfied dissatisfied highly dissatisfied TOTAL

    RESPONDENTS 18 51 21 10 100

    PERCENTAGE 18% 51% 21% 10% 100%

    INFERENCE:

    The above table shows the salary structure prevailing in the organization . it is observed that 18% are satisfied,51%are highly satisfied ,21% are dissatisfied and 10% are highly dissatisfied.

    CHART - 4.5 CHART SHOWING THE SALARY STRUCTURE PREVAILING IN THE ORGANIZATION

    58

    60% 50% RESPONDENTS 40% 30% 20% 10% 0% satisfied 18%

    51%

    21% 10%

    satisfied highly satisfied dissatisfied highly dissatisfied

    highly satisfied

    dissatisfied

    highly dissatisfied

    OPINION

    TABLE - 4.6 TABLE SHOWING THE INVOLVEMENT IN THEIR WORK ENVIRONMENT

    59

    OPINION full involvement some extent no intrest TOTAL

    RESPONDENTS 54 46 0 100

    PERCENTAGE 54% 46% 0% 100%

    INFERENCE:

    The above table shows the respondent involvement in the work environment. it is observed that 54% of the respondents full involvement ,46%of respondents said that involvement is to some extents, no respondents said that they have no interest.

    CHART - 4.6 CHART SHOWING THE INVOLVEMENT IN THEIR WORK ENVIRONMENT

    60

    60% 50% RESPONDENTS 40% 30% 20% 10% 0%

    54% 46%

    full involvement some extent no intrest 0% full involvement

    some extent OPINION no intrest

    TABLE - 4.7 TABLE SHOWING THE LEVEL OF EMPLOYEES PARTICIPATION

    61

    OPINION high moderate low TOTAL

    RESPONDENTS 42 46 12 100

    PERCENTAGE 42% 46% 12% 100%

    INFERENCE:

    The above table shows the level of employees participation. it is observed that 42% of respondents participation level is high,46% of respondents said moderate,12% of respondents said low.

    CHART - 4.7 CHART SHOWING THE LEVEL OF EMPLOYEES PARTICIPATION

    62

    42%

    46%

    50% RESPONDENTS 40% 30% 20% 10% 0% high moderate OPINION low

    12%

    high moderate low

    TABLE - 4.8 TABLE SHOWING THE PARTICIPATIVE MANAGEMENT HELPS IN MAINTAINING A GOOD INDUSTRIAL RELATIONSHIP

    63

    OPINION agree strongly agree disagree strongly disagree TOTAL

    RESPONDENTS 36 43 10 11 100

    PERCENTAGE 36% 43% 10% 11% 100%

    INFERENCE:

    The above table shows participative management helps in maintaining a good industrial relationship. it is observed that 36% of respondents are agreed,43% of the respondents are strongly agree,10% of respondents are disagreed,11% of respondents are strongly disagreed .

    CHART - 4.8 CHART SHOWING THE PARTICIPATIVE MANAGEMENT HELPS IN MAINTAINING A GOOD INDUSTRIAL RELATIONSHIP

    64

    strongly disagree

    11%

    disagree

    10%

    OPINION

    strongly disagree disagree strongly agree 43% agree

    agree

    strongly agree

    36%

    0%

    10%

    20%

    30%

    40%

    50%

    RESPONDENTS

    TABLE - 4.9 TABLE SHOWING THE EDUCATION PLAYS A VITAL ROLE IN EFFECTIVE PARTICIPATION.

    65

    OPINION agree strongly agree disagree strongly disagree TOTAL

    RESPONDENTS 42 29 12 17 100

    PERCENTAGE 42% 29% 12% 17% 100%

    INFERENCE:
    The table shows the education plays a vital role in effective participation it is observed that 42% of respondents are agreed, 29% of respondents are strongly agreed,12% of respondents are disagreed,17% of the respondents are strongly disagreed.

    CHART - 4.9 CHART SHOWING THE EDUCATION PLAYS A VITAL ROLE IN EFFECTIVE PARTICIPATION.

    66

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

    42%

    29%

    17% 12%

    agree strongly agree disagree strongly disagree

    agree

    strongly agree

    disagree

    strongly disagree

    OPINION

    TABLE - 4.10 TABLE SHOWING THE OPPORTUNITIES TO SHARE IDEAS/SUGGESTION

    67

    OPINION Yes No TOTAL

    RESPONDENTS 67 33 100

    PERCENTAGE 67% 33% 100%

    INFERENCE:

    The above table shows the opportunities to share ideas/suggestion .67% respondents were said yes and 33% respondents said no.

    CHART - 4.10

    68

    CHART SHOWING THE OPPORTUNITIES TO SHARE IDEAS/SUGGESTION

    No 33% Yes 67% Yes No

    TABLE - 4.11 TABLE SHOWING THE FREQUENT OPPORTUNITY TO SHARE IDEAS


    69

    WITH THE MANAGEMENT.

    OPINION high moderate low TOTAL

    RESPONDENTS 35 47 18 100

    PERCENTAGE 35% 47% 18% 100%

    INFERENCE:

    The above table shows the frequent opportunity to share ideas with the management.35%of the respondents were said high ,47% respondents were said moderate and 18 %respondents were said low.

    CHART - 4.11 CHART SHOWING THE FREQUENT OPPORTUNITY TO SHARE IDEAS WITH THE MANAGEMENT.

    70

    47% 50% 45% 40% RESPONDENTS 35% 30% 25% 20% 15% 10% 5% 0% high moderate OPINION low 18% high moderate low 35%

    TABLE - 4.12 TABLE SHOWING THE LEVEL OF PARTICIPATION WITH IN THE DEPARTMENT.

    71

    OPINION high moderate low TOTAL

    RESPONDENTS 39 47 14 100

    PERCENTAGE 39% 47% 14% 100%

    INFERENCE:
    The above table shows the level of participation with in the department. it is observed that 39% of respondents were said high,47% of respondents were said moderate and 14% of respondents said low.

    CHART - 4.12 CHART SHOWING THE LEVEL OF PARTICIPATION WITH IN THE DEPARTMENT.

    72

    14%

    low

    OPINION

    high 47% moderate moderate low

    39%

    high

    0%

    10%

    20%

    30%

    40%

    50%

    RESPONDENTS

    TABLE - 4.13 TABLE SHOWING THE RIGHTS TO TAKE A DECISION IN ORDER TO FINISH THE WORK.

    73

    OPINION yes no TOTAL

    RESPONDENTS 32 68 100

    PERCENTAGE 32% 68% 100%

    INFERENCE:

    The above table shows the rights to take a decision in order to finish the work. it is observed that 32% of the respondents said yes and 68% of respondents said No.

    CHART - 4.13 CHART SHOWING THE RIGHTS TO TAKE A DECISION IN ORDER TO FINISH THE WORK.

    74

    yes 32%

    yes no

    no 68%

    TABLE - 4.14 TABLE SHOWING THE INTRODUCTION OF EMPLOYEES PARTICIPATION IN MANAGEMENT

    75

    OPINION improve quality improve skill's improve morale reduce conflict TOTAL

    RESPONDENTS 46 22 18 14 100

    PERCENTAGE 46% 22% 18% 14% 100%

    INFERENCE:
    The above table shows the introduction of employees participation in management . it is observed that 46% of respondents were said to improve quality,22% of respondents were said improve skills,18% of respondents were said to improve morale and 14% of respondents said to reduce conflict.

    CHART-4.14 CHART SHOWING THE INTRODUCTION OF EMPLOYEES PARTICIPATION IN MANAGEMENT

    76

    50% 45% 40% RESPONDENTS 35% 30% 25% 20% 15% 10% 5% 0%

    46%

    22% 18% 14% improve quality of service improve skill's improve morale improve quality of service improve skill's improve morale reduce conflict reduce conflict

    OPINION

    TABLE - 4.15 TABLE SHOWING THE PARTICIPATION SYSTEM ARE IN EXISTENCE IN THE ORGANIZATION.

    77

    OPINION quality circle suggestion schemes trade union committee's TOTAL

    RESPONDENTS 0 0 78 22 100

    PERCENTAGE 0% 0% 78% 22% 100%

    INFERENCE:

    The above table shows the participation system is in existence in the organization. it is observed that 78% of the respondents said trade union and 22% of the respondents were said committees.

    CHART - 4.15 CHART SHOWING THE PARTICIPATION SYSTEM IS IN EXISTENCE IN THE ORGANIZATION.

    78

    78% 80% 70% RESPONDENTS 60% 50% 40% 30% 20% 10% 0% quality circle suggestion schemes trade union committee's 0% 0% quality circle 22% suggestion schemes trade union committee's

    OPINION

    TABLE - 4.16 TABLE SHOWING THE SATISFIED WITH THE RESPONSIBILITY GIVEN TO THE RESPONDENTS

    79

    OPINION satisfied highly satisfied dissatisfied highly dissatisfied TOTAL

    RESPONDENTS 46 33 13 8 100

    PERCENTAGE 46% 33% 13% 8% 100%

    INFERENCE:

    The above table shows the satisfied with the responsibility given to the respondents. it is observed that 46% of the respondents are satisfied,33% of respondents are highly satisfied,13% of respondents are dissatisfied and 8% of the respondents are highly dissatisfied.

    CHART - 4.16 CHART SHOWING THE SATISFIED WITH THE RESPONSIBILITY GIVEN TO THE RESPONDENTS

    80

    50% 45% 40% RESPONDENTS 35% 30% 25% 20% 15% 10% 5% 0%

    46%

    33% satisfied 13% 8% highly satisfied dissatisfied highly dissatisfied satisfied highly satisfied

    dissatisfied

    highly dissatisfied

    OPINION

    TABLE - 4.17 TABLE SHOWS RELATIONSHIP WITH COLLEAGUE AND SUPERIOR.

    OPINION

    RESPONDENTS 81

    PERCENTAGE

    Very good good fine bad TOTAL

    32 35 24 9 100

    32% 35% 24% 9% 100%

    INFERENCE:
    The above table shows the relationship with their colleague and superior. it is observed that 32% of the respondents were said very good,35% of respondents were said good,24% of respondents were said fine and 9% of the respondents were said bad.

    CHART - 4.17 CHART SHOWING THE RELATIONSHIP WITH COLLEAGUE AND SUPERIOR

    82

    bad

    9%

    fine OPINION

    24% bad

    good

    35%

    fine good Very good

    Very good

    32%
    RESPONDENTS

    TABLE - 4.18 TABLE SHOWING THE SUGGESTION RECOGNIZED BY THE MANAGEMENT.

    83

    OPINION yes no TOTAL

    RESPONDENTS 79 21 100

    PERCENTAGE 79% 21% 100%

    INFERENCE:
    The above table shows the suggestion recognized by the management. it is observed that 79% of the respondents were said yes and 21% of the respondents were said No.

    CHART - 4.18 CHART SUGGESTION RECOGNIZED BY THE MANAGEMENT.

    84

    no 21%

    yes no

    yes 79%

    TABLE - 4.19 TABLE SHOWING THE OPINION IS TAKEN IN TO CONSIDERATION WHEN MAJOR CHANGES ARE MADE

    85

    OPINION agree strongly agree disagree strongly disagree TOTAL

    RESPONDENTS 38 23 26 13 100

    PERCENTAGE 38% 23% 26% 13% 100%

    INFERENCE:

    The above table shows the respondent opinion is taken in to consideration when major changes are made. it is observed that 38% of the respondents were agreed,23% of the respondents were strongly agreed,26% of the respondents were disagreed,13% of the respondents were strongly disagreed.

    CHART - 4.19 CHART SHOWING THE OPINION IS TAKEN IN TO CONSIDERATION WHEN MAJOR CHANGES ARE MADE
    86

    strongly strongly agree disagree disagree

    13%

    26% strongly disagree disagree 23% strongly agree agree 38%

    OPINION

    agree 0%

    10%

    20% RESPONDENTS

    30%

    40%

    87

    TABLE - 4.20 TABLE SHOWING THE PARTICIPATION IN MANAGEMENT ACTIVITIES ENCOURAGED IN THE ORGANIZATION

    OPINION agree strongly agree disagree strongly disagree TOTAL

    RESPONDENTS 37 29 15 19 100

    PERCENTAGE 37% 29% 15% 19% 100%

    INFERENCE:
    The above table shows the participation in management activities is encouraged in the organization. it is clear that 37% of the respondents were agreed,29% of the respondents were strongly agreed,15% of the respondents were disagreed and19% of the respondents were strongly disagreed.

    88

    CHART - 4.20 CHART SHOWING THE PARTICIPATION IN MANAGEMENT ACTIVITIES ENCOURAGED IN THE ORGANIZATION

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

    37% 29% agree 15% 19% strongly agree disagree strongly disagree

    agree

    strongly agree

    disagree

    strongly disagree

    OPINION

    89

    TABLE - 4.21 TABLE SHOWS WHETHER THE RESPONDENTS GET FULL SUPPORT FROM THE SUPERIOR.

    OPINION yes no TOTAL

    RESPONDENTS 77 23 100

    PERCENTAGE 77% 23% 100%

    INFERENCE:

    The above table shows the whether the respondents get full support from the superior. it is observed that 77% of the respondents were said yes and 23% of the respondents were said No.

    90

    CHART - 4.21 CHART SHOWS WHETHER THE RESPONDENTS GET FULL SUPPORT FROM THE SUPERIOR.

    no 23%

    yes no yes 77%

    91

    TABLE - 4.22 TABLE SHOWS THE ENOUGH PARTICIPATION FROM ALL LEVEL OF EMPLOYEE.

    OPINION yes no TOTAL

    RESPONDENTS 61 39 100

    PERCENTAGE 61% 39% 100%

    INFERENCE:

    The above table shows the enough participation from all level of employee. It is clear that 61% of the respondents were said yes and 39% of the respondents were said No.

    92

    CHART - 4.22 CHART SHOWS THE ENOUGH PARTICIPATION FROM ALL LEVEL OF EMPLOYEE.

    no 39%

    yes yes 61% no

    93

    TABLE - 4.23 TABLE SHOWS WHETHER THE RESPONDENTS GET FULL SUPPORT FROM THE SUPERIOR FOR THE SUGGESTION.

    OPINION yes no TOTAL

    RESPONDENTS 68 32 100

    PERCENTAGE 68% 32% 100%

    INFERENCE:

    The above table shows the whether the respondents get full support from the superior for the suggestion. It is observed that 68% of the respondents were said yes and 32% of the respondents were said no.

    94

    CHART - 4.23 CHART SHOWS WHETHER THE RESPONDENTS GET FULL SUPPORT FROM THE SUPERIOR FOR THE SUGGESTION.

    80% 70% 60% respondents 50% 40% 30% 20% 10% 0% yes opinion no 32% yes no 68%

    95

    TABLE - 4.24 TABLE SHOWS WHETHER THE RESPONDENTS GET MOTIVATION FOR GIVING SUGGESTION/IDEAS TO MANAGEMENT.

    OPINION agree strongly agree disagree strongly disagree TOTAL

    RESPONDENTS 41 38 14 7 100

    PERCENTAGE 41% 38% 14% 7% 100%

    INFERENCE:
    The above table shows whether the respondents get full support from the superior for the suggestion. It is clear that.41% of the respondents were agreed, 38% of the respondents were strongly agreed, 14% of the respondents were disagreed and 7% of the respondents were strongly disagreed.

    96

    CHART - 4.24 CHART SHOWS WHETHER THE RESPONDENTS GET MOTIVATION FOR GIVING SUGGESTION/IDEAS TO MANAGEMENT

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

    41%

    38%

    agree 14% 7% strongly agree disagree strongly disagree

    agree

    strongly agree

    disagree

    strongly disagree

    OPINION

    97

    TABLE - 4.25 TABLE SHOWING THE MANAGEMENT TAKES INTEREST IN IMPLEMENTING THE IDEAS WHICH GIVEN BY RESPONDENTS.

    OPINION agree strongly agree disagree strongly disagree TOTAL

    RESPONDENTS 46 32 14 8 100

    PERCENTAGE 46% 32% 14% 8% 100%

    INFERENCE:
    The above table shows whether the respondents get motivation for giving suggestion/ideas to the management. It is clear that.46% of the respondents were agreed, 32% of the respondents were strongly agreed, 14% of the respondents were disagreed and 8% of the respondents were strongly disagreed.

    98

    CHART - 4.25 CHART SHOWING THE MANAGEMENT TAKES INTEREST IN IMPLEMENTING THE IDEAS WHICH GIVEN BY RESPONDENTS.

    strongly disagree

    8%

    disagree

    OPINION

    14%

    strongly disagree disagree strongly agree agree

    strongly agree

    32%

    agree

    46%
    RESPONDENTS

    99

    TABLE - 4.26 TABLE SHOWING THE DISCUSSION WITH THE UNION MEMBERS HELPS TO IMPROVE THE ORGANIZATION.

    OPINION yes no TOTAL

    RESPONDENTS 79 21 100

    PERCENTAGE 79% 21% 100%

    INFERENCE:

    The above table shows the management takes interest in implementing the ideas which given by respondents. It is clear that 79% of the respondents were said yes and 21% of the respondents were said No.

    100

    CHART - 4.26 CHART SHOWING THE DISCUSSION WITH THE UNION MEMBERS HELPS TO IMPROVE THE ORGANIZATION.

    no 21%

    yes no

    yes 79%

    101

    TABLE - 4.27 TABLE SHOWS WHETHER THE ORGANIZATION ACT IMMEDIATELY AFTER THE FEED BACK.

    OPINION yes no TOTAL

    RESPONDENTS 68 32 100

    PERCENTAGE 68% 32% 100%

    INFERENCE:
    The above table shows the discussion with the union members helps to improve the organization. it is observed that 68% were said yes and 32% are said no.

    102

    CHART - 4.27 CHART SHOWS WHETHER THE ORGANIZATION ACT IMMEDIATELY AFTER THE FEED BACK.

    no 32%

    yes no yes 68%

    103

    TABLE - 4.28 TABLE SHOWS WHETHER THE RESPONDENTS CAN APPROACH SUPERIOR AT ANY TIME TO ANSWER THEIR QUERIES.

    OPINION yes fixed time no TOTAL

    RESPONDENTS 37 51 12 100

    PERCENTAGE 37% 51% 12% 100%

    INFERENCE:

    The above table shows whether the respondents can approach superior at any time to answer their queries. It is clear that 37% of the respondents were said yes, 51% of the respondents were said they have to fix a time and 12% of the respondents were said No.

    104

    CHART- 4.28 CHART SHOWS WHETHER THE RESPONDENTS CAN APPROACH SUPERIOR AT ANY TIME TO ANSWER THEIR QUERIES.

    60% 50% RESPONDENTS 37% 40% 30% 20% 10% 0% yes

    51%

    yes fixed time 12% NO

    fixed time OPINION NO

    105

    FINDINGS
    It is observed that 51% of the respondents are satisfied with the salary structure which is provided to the employee. It is clear that 54% of the respondents were having a full involvement in their work environment. It is clear that 42%of the respondents said that the level of employees participation in management is high. It is clear that 43% of the respondents were strongly agreed that participative management helps in maintaining a good relationship. 42% of the respondents were agreed that education playa a vital role in effective participation. 67% of the respondents were said yes that they get opportunities to share their ideas with the management. 35% of the respondents said that they get a frequent opportunity to share their ideas with the management. 39% of the respondents said that they have a high level of participation their department. 32% of the respondents were said yes that they have rights to take a decision in order to finish the work. 46% of the respondents said that the introduction of employees participation in management is to improve the quality of service. 78% of the respondents said that trade union is a employees participative system that followed in the organization. 106

    46% of the respondents were satisfied with the responsibility that given to them. 35% of the respondents were having good relationship with their colleague and superior. 79% of the respondents were said yes that their suggestions are recognized by the management. 38% of the respondents were agreed that their opinion is taken into consideration when major changes are made. 37% of the respondents were agreed that their participation in management activities is encouraged in the organization. 77% of the respondents were said yes that they get full support from the superior. 61% of the respondents were said yes that there is enough participation from all level of employee. 68% of the respondents were said yes that they get full support from the superior for the suggestion. 41% of the respondents were agreed that they get motivation for there suggestion /ideas to the management. 46% of the respondents were agreed that management takes interest in implementing the ideas/suggestion which given by respondents. 79% of the respondents said yes that the discussion with the union member helps to improve the organization. 68% of the respondents were agreed that organization take immediate action after the feed back given by employees.

    107

    51% of the respondents said that they have to fix a time to approach the superior to answer their queries.

    SUGGESTION

    The employee problems can be solved when needed in order to satisfy them. The management can form a quality circle which is to solve the day today problems faced by the employee. Suggestion box can be implemented so that employees can share their views and give their feed back. Management can motivate the employee who effectively participating in the decision making. Management can organize a common meeting for all the employees it should be participative from both the side. Management can inform latest information and implementation to employees through proper channels. Management can implement many innovative schemes and make the entire employee to participate in the schemes. Management can take steps to make the lower level employees to be participative in management while taking a decision. Management can implement more employees participation system so that there will be a effective participation from all the level.

    108

    CONCLUSION

    The ultimate aim of every organization is to earn profit in the long run while providing quality of service and satisfaction to its customers and most importantly, its employees. Since, it is the employees who constitute an organization, their efficient performance is necessary to improve productivity. Their efficient performance in turn depends on how satisfied they are with their workplace. An organization is like a home with various personnel as family members. Just like the happiness of a home depends on the unity between its various members, in the same way efficiency of an organization depends on the unity between its various personnel. Our study was concerned with evaluating and analyzing employees participation in management. And upon survey with the help of questionnaires and also with the help of personal interview with various departments, we have come to know that they share a very cordial relationship with their colleagues as well as the superiors and subordinated. This study helped in realizing that employees participation in management is just as important to enhance service, satisfaction, productivity and success of the organization in the long run.

    109

    BIBLORGRAPHY L.M.Prasad Pattanayak J.Jayasankar S.S.Khanka P.C. Tripathi L.M.Prasad C.B.Mamoria Human Resource Management Human Resource Management Human Resource Management Human Resource Management Personnel management and industrial relation Principles and practices of management Personal management

    WEBLIOGRAPHY
    www.aaiaero.com www.chennaiairport.com www.google.com Www .books.google.co.in www.humanresourcedevelopment.com www.scribd.com www.hrzone.com www.Citehr.com www.citiman.com www.en.wikipedia.org www.airportsindia.org.in 110

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