employees behavior

8/12/2019 Employees Behavior

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Chapter 1

INTRODUCTION

In todays environment of stiff competition within the country and

globally it is a must for every Organisation to achieve excellence and proved

that without excellence in its work sphere.

It is now well established and proved that without excellence, the

Organisation has to remain prepaid to be dumped any time.

Any Organisation consists of individual at the cooperate level

as well as at the operating level. The concept of excellence has to start with

the individuals desire to excel. It is a drive/move from inside and not much

from outside. Thus if each individual at every level, nurtures the desire to

excel, the total Organisation excels.

In the preamble of Ramcharit Manas, Tulsidas questions himself as

to why he should undertake the project of writing of this book. He said,

nobody else can write the story of Rama better then Valmiki. During

those days, there were no rewards or incentives to write Granthas.

But ultimately he justified himself saying Swantah - Sukhaya Tulsi

Raghunatha Gatha (Tulsi is undertaking the writing the story of Ram for his

own internal satisfaction).

There are numerous other instance in books which amply prove

this theory that it is the inner or innate desire to excel with the individuals

which can bring transformation in the Organisation. Individuals should have

identify with pride in their work., This leads to group identity and

subsequently to Organisation identity.

Henry Ford once said, Take out my building, take out my machine and

all capital but leave my men with me and I will become Henry Ford again.

From above quotation it is amply clear than Man is the most

important of all the Ms. For any Organisation Human resource is the most vital

and valuable of all the resource. Human resource is very dynamic hence they

should be; handled in tactful way. Human resource if groomed and developed


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properly they can lead the Organisation to the path of glory and prosperity. To

bring out the best in man is the essence of Human Resource Development

(HRD). Here resource does not! refer to the man but refers to his function or

operation with which a certain objective; is attained. Thus resource is purely

functional.

Human Resource Management (HRM), in the organizational:

context, is a process by which employees of an Organisation are

continuously helped in a planned way.

1) To acquire capabilities (Knowledge perspectives, attitudes values

and skills) required to perform various task or functions associated

with their present or future expected roles.

2) To developed their general capabilities as individuals so that they

are able to discover and utilize their own inner potential for their own as

well as organizational development purposes.

3) To develop an organizational culturewhere Superior -

Subordinate relationship team work and collaborating among

different sub-units are strong and contribute to the organizational

health dynamism and pride of employees.

CONCEPT OF EMPLOYEE PARTICIPATION:

Twentieth century has witnessed several drastic and revolutionary

changes in the field of industries. The concept of workers participation in man-

agement is widely use but indistinctly defined. Nevertheless it is

frequently misunderstood. As a matter of fact it is a principle of attaining

industrial democracy by ensuring the total involvement of the workers inachieving the organizational goal of 1 the enterprise. This is the reason why

Danis defines the concept of participation as the mental and emotional

involvement of person in a group situation, which encourages him to identify

himself with group goals and share responsibilities in them.


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management commit themselves to the Organisation in accord. Hence the

success of workers participation largely depends upon mutual understanding,

faith and trust. Similarly workers participation cannot be limited to the formal

participation of one or a few trade union leaders. It should aim at achieving

the whole hearted involvement of each worker concerned with his or her area

of competence and concern.

Workers participation can be defined as a principle of ensuring

industrial democracy through mutual understanding, faith trust and

co-operation of workers and the management by establishing an

effective communication system for attaining the whole hearted involvement

of each worker in the area of his competence and concern with a view to

maximising result in regard.

INTRODUCTION TO TOPIC:

The role of employee participation in smooth functioning of

Organisation. I have select this topic because it is closely concern to the

employees feeling, their motive power their way of thinking towards the

Organisation.

As a human being that every employees wants his opinion man-

agement of the Organisation in which he is working workers take it as

equivalent to decision. Employees participation in management is ensure

effective consolation with workers an points of their concern. Employees

fell that they have better understanding of industrial process in which they

take part. They feel that they have to make a positive contribution towards the

goal of business Organisation. Employee participation meets thepsychological needs of the employee brings them closer to the management,

promotes their interest in self education, gives them as insight into the

economic and technical condition.

Workers management co-operation as been in practice in different

countries in different form. Thats why this topic is selected.


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NEED OF STUDY:

Merits of Workers Participation

Workers participation in management is a tool which promotes

better industrial relations and establish industrial peace. It is important

concept for both management and workers. The need is to implement it

honestly to reap its merits in the form of mutual understanding increased

efficiency of workers, increased production etc. Workers participation in

management have several advantage.

1) Mutual understanding :

The employees and employers nurture two different conflicting

interest. Surprisingly both lack the knowledge of the problems faced by them.

Workers participation in management brings both the parties together. This

togetherness enables them to understand each others problem. This mini -

mizes conflicts and promotes mutual understanding.

2) Eff ic iency of Workers increases :

The workers become the partner in decision making process. Whatever

decisions are taken, they are their own and hence they have to abide by

them. They become enthusiastic and put lot of hard work while working. This

helps in increasing the overall efficiency of workers.

3) Increase in Produ ct ion :

Increase in efficiency of workers, better understanding between

workers and employers lead to mutual cooperation which result in increased

productivity and increase in total production of the enterprises.

4) Establ ishes indu str ia l peace :

Workers participate in decision making process. Whatever decisiongood or bad taken, workers are the party to it and hence they cannot evade

the responsibilities. Employers and workers understand each other better and

conflicts are minimized. Each dispute is solved with mutual understanding. In

this way disputes are eliminated and industrial peace is restored.


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5) Promot ion of Indus t r ial democracy :

Participation of all the parties employees and employers in the

management of the industries which works to safeguard the interest and

betterment of all in industrial helps in promoting industrial democracy workers

participation in management helps in prmotiong industrial democracy.

6) Welcomes Changes :

Some if not all the changes are resisted by the workers. But workers

management helps in arriving at a unanimous decision whether to accept or

reject any change, The change which bring more benefits them the costs

incurred on them, are accepted. Hence the changes are welcomed by the

employees.

7) Personal Developm ent :

Participation helps workers to express their creative instinct and they

respond favourably to the challenges at the workplace as regards

performance of the job. They feel in doing so. It is possible as participation

brings industrial democracy.

8) Reduce misun derstand ing :

Participation reduces misunderstanding regarding the managementoutlook. This increase the organizational balance.

9) No outsid e help to Sort out disp utes:

Employees themselves are participating in the decision making with the

employers. They therefor realize workers as well as managements

problem better hence disputes are resolved by understanding the difficulties

of each other. So in case of industrial disputes no outside help in taken they

are sorted out with in the plant itself by the employees and employersthemselves.


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FUNCTIONS OF MANAGEMENT:

As the term implies personal management is the management of

human resources in an Organisation and is concerned with the creation of

harmonious working relationships among its participants and bringing about

their outmost individual development such management in concerned with

leadership in both group and individual relationship in and labour relations

and personal management. It effectively describe the process of planning and

directing the application, development and utilization of human resource in

employment. In fact personal management undertakes all those activities

which are concerned with human elements or relations as well as with

material elements in an Organisation. Whatever functions are listed therein,

the main objective of these function is to bring together expertise in a

scientific way and to create attitude that motivate a gfBBp to achieve its goals

economically effectively and speedily.

On the basis of various functions which the personal management

generally undertakes the functional area of personal management may be set

forth as below.

1) Organizational planning, Development and Task Specialization

2) Staffing and Employment

3) Training and Development

4) Compensation, Wage and Salary Administration

5) Motivation and Incentives

6) Employee Services and Benefits

7) Employee Records

8) Labourer Industrial Relation and9) Personal Research and Personal Audit


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1) Organizat ional plannin g and Developm ent:

Organizational planning is concerned with the division of al the tasks

to be performed into manageable and efficient units and with providing for

their integration. Both differentiate and integration are vital for the

achievement of pre-determined goals.

a) A determination of the needs of an Organisation in term of a

companys short and long term objectives, utilization of technology of

production decid ing about the nature of product to be manufactured

keeping in view the external environment and public policy.

b) The planning, development and designing of ap^ojaanizational struc

ture through the fixing of the responsibility and authority of the employees so

that organizational goals may be effectively achieved.

c) Developing inter-personal relationship through a division of

position job and task the Creation of healthy and faithful interpersonal

relationship and the formation of a homogeneous; cohesive and effectively

interchange informal group.

2) Staff ing and Emplo yment:The staffing process is a flow of events which results in a continuous

meaning of organizational position at all levels - from the top management to

operative level. The process includes manpower planning authorization for

planning, developing sources of applicant, evaluation of applicant,

employment decision, offers, induction and orientation, transfer, demotion,

promotion and separations, lay. off, discharge, registration, disability and

death.a) Manpower Planning : Its a process of analyzing the present and

future vacancies that may occur as a result of retirement, discharges, trans

fer, promotions, side level, leave of absence or other reasons and an analysis

of present and future Expansion or Curtailment in the various departments.

Plans are then formulated for internal shifts or cut-brake in manpower, for the


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training and development of present employees for advertising openings or for

recruiting and hiring new personnel with appropriate qualification.

b) Recruitment: Is concerned with the process of attracting qualified

and competent personnel for different jobs. This includes the identifica tion of

existing source of the Labour market, the development of new sources, and

theneed for attracting a large number of potential applicants so that a good

selection may be possible.

c)Selection Process: Is concerned with the development of selarjion

po lice and procedures and evaluation of potential employees in terms of job

specifications. This process includes the development of application blame

less. valid and laudable terms. interview techniques employers referral sys

tern evaluation and selection of person nel in terms of job specifications the

making up of final recommendation is the line management and the sending

of offers and rejection letters.

d) Placement: Is concerned with the task of planing an employees in

a job for which he is qualification and personality needs.

e) By induction and orientation: is meant the introduction of an em

ployees to the Organisation and the job by ginning him all the possible information about the organizations history objectives, philosophy, polices,

future development opportunities, produces, goodwill in the market and in the

community, and by introducing him to other employers with whom and under

whom th has to work.

f) Transfer process: is concerned with the placement of an

employer in a position in which his ability can best utilized this is done by

developing trans fer policies and procedures, counseling employers and linemanagement an transfers and evaluating transfer policies and procedures.

g) Promotion: is concerned with rewarding capable employers by

patting them in higher position with more responsibility and higher pay. for this

pur pose, a fair, just and equitable promotion policy and procedure have to he

developed, line managers and employers have to be admired an there poli


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oies which have to be evaluated to final out whether they have been

successful.

h) Separation process: is confirmed with the severing of

relationship with an employer can function of management to be combine.

Grounds of resig nation lay off, death, disability, discharge of retirement. Exit

interviews of employers are arranged. Causes of labour turn are to be

analysed and ad vice is give to the line management on the causes of and

reduction in labour turnover.

3) Train ing and Developm ent:

It is a complex process and is concerned with increasing the

capabilities of individuals and groups so that they may contribute effectively to

the attainment of organizational goal. This process includes:

i) The determination of training needs of personnel at all levels skill

training, employee counseling, and programs for managerial professional

development.

ii) Self initiated developmental activities during off-hours (including

attendance at School / College / Professional Institutes) reading a

participation in the activities of a community.Under this area, the training needs of the company are identified,

Suitable training programs are developed operatives and executives are

identified for training, motivation is provided for joining training programs, the

line management is advised matters of specialists are enlisted. The

effectiveness of training programs has to be evaluated by arranging

follow-up studies.

4) Compensat ion , Wages and Salary Adm inistrat ion:

It is concerned with the process of compensation directed towards

remunerating employees for services rendered and motivating them to attain

the desire lends of performance. The components of this process are.

a) Job evaluation through which the relative worth of a job is

determined. This is done by selecting suitable job evaluation techniques,


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classifying job into various categories and thus determining their relative value

in various cat egories.

b) Wage and Salary program which consist of developing and

operating a suitable Wage and Salary program, taking into consideration

certain facts such as the ability of the Organisation to pay. The cost of living,

the supply and demand conditions in labour market and the wage and salary

tends in other firms. For developing a Wage and Salary Program, wage and

salary surveys have to be conducted. Wage and Salary rates have to be

determined and implemented and their effectiveness evaluated.

c) The incentives compensation plan includes non-monetary incentives

which have to be developed administered and received from time to time with

a view to encouraging the efficiency of the employee.

d) The performance appraisal is concerned with evaluating

employee per formance at work in terms of pre-determined norms /

standards with a view to developing a sound system of rewards and

punishment and identifying em ployees eligible for promotions. For this

purpose, performance appraisal plans, techniques and programs are chalked

out, their implimental evaluated and reports submitted to the concernedauthorities.

e) Motivation is concerned with motivating employees by creating

conditions in which they may get social and psychological satisfaction. For

this pur pose, a plan for non-financial incentives is formulated. A

communication sys tern is developed, morale and attitude surveys are

undertaken, the health of human Organisation diagnosed and efforts are

made to improve human rela tions in the Organisation. The line managementhas to advised on the imple mentation of the plan and on the need area and

ways and means of improv ing the morale of employees.

5) Emplo yee Service and Benef i ts

These are concerned with the process of sustaining and maintaining

the work force in an Organisation. They includes


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a) Safety provision inside the workshop. For this purpose,

policies, techniques and procedures for the safety and health of the

employees are developed the line management is advised on the

implementation and operation of safety programs training has to be given to

first line supervisors and workers in safety practices. The cause of accident

have to be investigated and data collected an accidents; and the effectiveness

of the safety programs evaluated periodically.

b) Employee counselingis the process through which employees are

given counsel in solving their work problems and their personal

problems. The line management has to be advised on the employee may face

from time to time.


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HUMAN FACTOR IN ORGANISATION

The human resources and their importance:

From the national standpoint, the human resources can fc defined as

the total knowledge, skills, creative abilities, talents and aptitude obtained in

the population, where as from the viewpoint of the individual enter prises, they

represent the total of the inherent abilities, acquired knowledge and skill: as

exemplified in the talents and aptitudes of its employees. The human

resources have also been designated as human factor.

According to Jucius, the human factor refers to a whole, consisting of

interrelated, interdependent and interacting physiological, psychological,

sociological and ethical component. As regards the physiological component.

It requires several inputs like food, rest and environmental conditions to sat-

isfy the physiological needs. It also requires protection against harmful and

destructive conditions and attempts to avoid loss of income as a measure to

have physiological security.

Physiologically, it is characterized by emotion and impulses. It like and

dislikes certain things and somethings make one happy while others un-

happy, It has numerous psychological needs such as autonomy,

achievement power, and acquisitiveness, which it tends to satisfy in its

surroundings.

As a social being, it tends to satisfy in its needs for affiliation, status,

approval, prestige etc. through interrelation with others. Against as an ethical

creature, it has concept of right and wrong. It tends to do what it thinks is right.

Obviously, the human factor is dynamic in nature as is revealed in

motivation and defense mechanism, it is an enjoying process involving theabove four processes.

The human resources are assuming increasing significance in modern

organizations. Obviously, a majority of the problems in organizational

setting are human and social rather than physical, technical or economic. The

failure to recognize this fact causes immense loss to the nation,

enterprising and the individual. It is a truism that productivity is associated


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markedly with the nature of human resources and their total enviorment

consisting of interrelated interdependent and interacting economic and

non-economic, i.e. political, religious, cultural, sociological and physiological

factors. Thus the significance of human resources can be economic from at

least two standpoint.

POINTS IN HUMAN FACTOR :

i) Human being is the most important factor of production.

ii) Every individual will have their own feelings, desires,

perceptions, motives, values, etc,

When they are at the work place these factors will remain with them.

Some Organisation believe that they employ only the brain skill of person, but

they are wrong in their approach, They employ the whole person. We

cannot separate home life of person from his work life. So it the duty of the

management to look why person performing the work to understand the effect

on a whole person, so that the human factor can be understood and dealt

property.

iii) It is essential to encompass all dimensions of the human factorwhile dealing with peoples.

iv) Human being manifest themselves, through group interactions

as well as individual actions.

v) Human aspects are subjective, changeable, qualitative or

dynamic varying with culture and personal background.

vi) In the exterior phase of the work employee need to satisfy his

physical needs e.g. food, rest, environment, conditions, etc.vii) Again the employee has a failing dimension i.e. inner

aspect of the person, like and dislikes of a very personal nature. In short he is

an emotional creature.

viii) Employees have the ethical dimension. They have the idea,

which is right and wrong.


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ix) So an employee can be viewed as physiological, social and

ethical creature.

x) It is important to note that employees are not static

individuals but they are in a process of continues change and maturity.

xi) It is this obvious that employees physical and mental attitudes

are important for Organisation productivity.

IMPORTANCE OF HUMAN FACTOR:

Of all the factor of production man is by far most important. The

importance endeavor cannot be over emphasized. It is a matter of common

knowledge that every business depend for its effective functioning not so

much on its material or financial resources as on its pool of able and willing

human resources. The overwhelming importance of this factor is due to its

unique characteristics.

First, this is the only resource, which is able to produce and output

greater than its inpur man alone can produce through motivated creativity an

output greater than the sum of his inputs. No other resource can do this.

Second, this resource is animate, active and living. It is man alone who withhis ability to feel, think, conceive and grow shows satisfaction or

dissatisfaction, resentment or pleasure, resistance or acceptance for all type

of managerial action. All other resource, which are inanimate, inert and

passive, do not act in this way. All emotional problem emanate from human

factor only.

Third, human resources are very complex and underpredictable in its

behaviour. There is no look books formula to guide a manager how tomotivate his workers.

A manager can buy his workers time he can buy his physical presence

at a given place, he can by a measured number of skilled macular motion

perhourorday but he can not buy a workers enthusiasm he cannot by his

initiative, he cannot by his totally, he cannot by his devotion. Fourth, Each

individual has his own distinct background. This make individual unique in his


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psychological frame works; no two individuals have exactly similar

psychological frameworks. Hence, they cannot be interchange much less

standardized. This implies that all individuals in an Organisation cannot be

treat alike. In employing and supervising people and in endeavoring to reach

their motivation a manager must follow tailor made approach base on his

understanding of the actions, attitudes needs and urges of the worker

concerned. This is a very formidable and challenging task. Finally, it is only

this resource which appreciates in the value of the passage of time. As time

passes people becomes experienced and skilled. It is not so with other

resources, which generally depreciate as times goes on.

Two otherfactors, which have increased the importance of the human

resource are the labour enactments and the rise of labour or Organisation.

Various laws such as the Factories Act, Employees State Insurance Act

and the Workmens Compensation Act have been passed to dictate certain

minimum standard of treatment, Fear of opposition by labour unions is

another somewhat negative reason for treating the human resource with great

respect.

SALES PROMOTION ACTIVITIES: ( i .e. Mot ivat ion p erformanc e appraisal)

Some people perform the some type of job more efficiently than others

same find it more rewarding and interesting than otters, and some enjoy it

more than others. At any given point of time people very in the extent to which

they are willing to direct their energies to the attainment of goad due to

differences in motivation.

Work Mot ivat ion :

Motivation is mainly psychological it refers to those forces appearing

within an individual which impale him to act or not to act in a certain way.

Motivation may be define as propensity or the level of desire of an individual

to behavior in a certain manner at a certain time and in a Certain situation

being motivated means that a particular behaviour has to fallow.


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Motivation in an organization is the millingness of an employee to

respond to organizational requirements. The more positive the individuals

motivation towards the organization the more effective is his performance. His

motivation to a large extent, is determined by his perception. Too often

increase in production, for example is the goal of the management and not of

the employee when incentive schemes are perceived differently by

employees they do not work effectively or are only effective temporarily.

It is also misleading to talk about motivating without specifying the

source and the goal of motivation any attempt to motivate employees thus,

has first to identify their needs and specify how important thus needs all to

their without this, motivational efforts may represent an inaccurate perception

of employees much by employees.

Mot ivat ion can be simp le or com plex:

Simple motives originate from physiological in balances such as thirst

hunger exhaustion and lack of oxygen and sure. Most motives, however are

not very simple and behavior is rarely determined by a single motive. At the

same time a person may or may not be aware of the reasons for his actions.Hence his behaviour is impredictable. Any attempt to reduce behavior to over

simplified motives is highly questionable and somewhat absurb.

Mot ivat ion And Product iv i ty :

An organization should be a vehicle for fulfilling individual needs.

However organization do not exist merely to satisfy individual needs but are

concerned with survival through productivity. Achievement of productivitycoupled withhtesatisfactionoftheemployers needsshould be the concern of all

organizations productivity is the ratio of a given amount of output to a given

amount of input for a specific period of time. The higher the ratio, the higher

the productivity. The part played by motivation in achieving this ratio is

impotent for managers and supervisors.


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However, a word of caution is called for as a very precise

evalu-tionof the amount of the motivation still eludes researchers, this

methodological problem does detract from establishing a perfect correlation

between motivation and productivity.

Generally it is found that by to a point performance increases with

increasing motivation beyond which increase in motivation leads to decrease

in performance showing a curvilinear relationship between performance

and motivation. Thus too little motivation leads to sluggishness and inerties

and too much leads to disruption. What the optimum level of motivation

should by depends on the hob level and the individual in a given situation and

time.

High mo t ivat ion on leads to low p erformance because

1) A high motivational level narrows the cognitive field. Under

high motivation there is ha higher concentration can the goal to the relative

exclusion of other features ofthe situation, which might be essential to the

solution of the problem. This leads to a higher agree of frustration when the

given response proves incedequate.2) A high level of motivation is also associated with anxiety. Hence

perfor mance may be directed towards reducing anxiety rather than

achieving acertain level of efficiency.

If the relationship between motivation and performance is so uncertain

why is such effort directed in all organization to motivate employers? Re-

searchers have shown that a high level of motivation may lead to higher

morale.A positive feeling and attitude towards company, job, Suppresses,

peers and subordinates and high performances. Thus motivation initiates

morale which in term influence performance.


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WORKERS PARTICIPATION IN MANAGEMENT IN INDIA

The workers participation in management came into existence

during the second decade of this Century. The history of workers

participation goes back to the year 1 9 1 7 when UK Whithy committee

recommended it as an instruments to have cooperation between workers and

employers. After World War-l many European countries have made laws for

establishing work councils. After World War- II in UK joint body of workers

and representatives of employer were set up but their status was advisory.

The countries like Belgium, Sweden, Germany and France followed suit.

Progress was slow but gradually it gained momentum.

In India prior to independent no concrete steps were taken in this

regard. The first concrete step in this regard was taken by the government by

passing Industrial Disputes Act 1947 where provisions for setting up Works

Committees were made to promote good industrial relations between

employers and employees. These committees could not achieve the

objectives. Later the Industrial Policy of 1956 stressed the need for workers

association management. According to the Industrial Policy 1956, In a

Socialist democracy labour is a partner in the common task of development

and should participate in it with enthusiasm. There should be joint consultation

and workers and technicians etc.

Whenever possible be associates progressive in management.

Enterprises in public sector have to set an example in this respects. The

second five year plan gave workers participation in management a further

impetus. According to the governments Policy. It is necessary in this

context that he workers should be made to feel that in this own way he iswiping to build a progressive state. The creation of industrial democracy

therefore, is a prerequisite for the establishment of Socialist Society.

A study group headed by a Secretary of ministry of Labour was sent to

tour and study in the countries Belgium, France, UK, Germany, Sweden and

Yugoslavia in the year 1956. The group has submitted its report in the year

1957, which was discussed in the 15thIndian Labour Conference in 1957 and


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decided that workers participation should be left for present to the will of the

employers. The scheme was implemented in 50 establishments of public and

private sector. Later in February 1958 a tripartite Seminar on Labour

Management Co-operation was held for setting up Joint Management

Councils. In this Seminar employees and employers from Central

Organisation and of Central and State Government participated. They decided

regarding the constitution and functions of Joint Management Councils.

In the month of March 1960 a second tripartite Seminar was need at

the heaviest of Labour Ministry. It was decided that a tripartite committee be

set up which would review the progress of Participation Scheme.

Later in 1970 placed a before parliament a Scheme Nationalized

Banks Scheme which suggested to elect two directors on the Board of

Directors of each Nationalized Bank representing one from clerical cadre and

one from Supervisor Cadre.

Forty- Second amendment to the constitution in the year 1975 ensure

workers participation in industry at shop and floor levels and included in the

20 point program. All the sincere efforts were made to make workers

participation an effective tool to promote industrial peace and good industrialrelations but the scheme could not make any appreciable headway. National

Commission of Labour observed that these institutions failed to accomplish

the objective of promoting joint consultation in industry.

To make workers participation in industry effective the wholehearted

support and involvement of workers, management and government is es-

sential.


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METHODS OF WORKERS PARTICIPATION IN MANAGEMENT:

There are many methods used for workers participation in man-

agement some of them are the following.

1) Suggestion Method :

Under this method the suggestion from the workers ate invited as

regards improvement in working how to avoid accidents cleanliness etc. The

best suggestion from the worker is rewarded and a certificate to that effect is

given to the worker so that others can make better suggestions in future

management receive novel suggestions from the workers. This increases the

importance of the workers with that management. This is a method of

encouraging workers interest in the industrial establishment. This method is

adopted in many organization in India.

2) Co-partnership :

It is a means of workers participation in management and is viewed as

leading to industrial democracy. Co-partnership allows workers to participation

in management and is viewed as leading to industrial democracy. Co-partner-

ship allows workers to participate in decision making under this method theemployees get share of the company and establish their ownership. This is

made possible because the share of profit is not paid in cash but company

share are allotted to the workers.

Being shareholders of the company they are entitled to participate in

management. This increase the status of workers and leads to improvement

in their attitude as they realize their responsibilities and relations between

workers and management become smooth. They also received dividend ontheir share. Co-partnership suffers from limitations. Employees are not

interested in co-partnership and their share of profit in cash and refuse to

accept share of the company. They prefer to remain wage corners rather than

to become partners in the business.


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3) Representation on board of director:

Under this method one or two representatives of the workers are

nominated on the Board of Directors of a Company. They enjoy same

privileges and have the same authority as other directors have. They

participate in decision-making process as regard policies and procedure. This

one of the most effective method of ensuring workers participation on

management. Here the represents lives of the employees to be nominated are

elected or suggested by the unions of the employees.

4) Works Committee :

The Industrial Disputes Act 1947 provides for establishing works

committees in every establishments employing hundred or more workers. This

is made compulsory to ensure workers participation through

legislation. The Work Committee consist of equal number of members of

workers and employers. The object of establishing works committees is to

promote healthy industrial relation. However these committees so farfailed to

achieve the objects as both workers and employers could not change their

outlook.

5) Joint Management Councils :

Industrial Policy 1956 of government of India has stressed on joint

consultation between management and workers to maintain industrial peace

and torn promote better industrial relations in the prime sector of industries.

The Joint Management Councils received recognition during second five year

plan. Under this system consultative committees are set up consisting ofrepresentatives of employers and employees both. They are advisory in

nature. These committees discuss the matter relating to workers and the

working conditions. The representatives of workers and employers discuss

these problems. The managements consider their decisions sympathetically

and implement them though mandatory. The committees discuss matter

relating to canteen facilities, prevention of accident, general precautions and


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safety measures, drinking water facilities, rules and regulation, absenteeism,

training, discipline, etc. After taking decision regarding the above matter, rec-

ommendations are made to the management.

It is not mandatory an the part of the industries to establish Joint

Management Councils. These committees are setup with the consultation of

recognized union of the establishment. The committees are usually formed at

plant level. The members of management are nominated by the top

management and the representative of workers are elected or nominated by

the recognised trade union of the undertaking.

Though a good venture of setting up of Joint Management Councils,

they could not come upto the exceptions. Earlier it received a positive

response and one hundred Joint Management Councils failed to promote

mutual understanding between employees and employers. Only union leaders

get the opportunity to participate in the Council meeting a common employee

is far away from the deliberations. Many a times union leaders use this

opportunity to bargain by pushing up their varies demands defeating the sole

purpose of the Joint Management Councils.

i) Shop Councils :

Under this system the industrial units having employees 500 or more

have to setup the Shop Council in all shops and departments, The member of

management and of workers have equal representation. The total number of

members should not be more than twelve. The decision of the Shop Council is

to be implemented with in a months time. The tenure of the council is for two

years. The Councils should meet at least once ina

month. The Shop Councilmust make efforts to increase the productivity, to avoid wastage and to make

maximum use of machines and manpower and recommend the steps to

remove absenteeism.


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Chapter 2

OBJECTIVES OF THE STUDY

1) To study workers behavior in Hero Moto Corp.

2) To check that whether the workers are aware about their duties

towards Organisation or not.

3) To study the sincerity of workers towards growth of organisation.

4) To study the role of HR department for workers participation.

5) To study the morale of workers.


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If the employee working in organisation is satisfied towards their

working condition, salary, welfare, facility then it help in smooth functioning of

organisation.

Chapter 2

INTRODUCTION TO ORGANISATION

Chapter 4

RESEARCH METHADOLOGY

Definitions:

We may define,research methodology as the systematic method of

discovering new facts of verifying old facts, their sequences,

interrelationships, causal explanations and natural laws which govern them.

By P.V. young

Research methodology means a careful critical enquiry or

examination in seeking facts for principles, diligent investigation in order to

ascertain something.

By Webster Internationational dictionary

Research methodology is a method of studying problems whose

solutions are to be desired partly or wholly from facts.these facts may be

statements of opinions,historical facts,those contained in records and

reports,the results of tests,answers to questionnaires,experimental data ofany sort, and so forth.

By w.s. monroe

Research methodology:

Research is a search for facts. It answers the questions and gives

solution to the problems. research is an organized enquiry. it seeks to find


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explanations to unexplained phenomenon to classify doubtful facts and to

current the misconceived facts.

Period of study

One month

Type of research:

Descriptive research

Sources of data:

Both primary and secondary data have been used.

1) Primary data:

The primary data was collected through observation, interview

schedules personnel visit to obtain the necessary information. The only

instrument used was a structured interview schedules for the study. The

interview schedules were given customers for collection of data.

2) Secondary data:

Secondary data was obtained from company records, magazines and

annual reports etc.

DATA ANALYSIS:

Sampling unit:-

Employees of CSTPS Chandrapur

Sampling technique:-

Simple random technique.Sample size:-

A sample of 60 employees was selected for this survey.

Tool for analysis:-

1) Percentage method.

(1) Simple percentage:


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Simple percentage analysis was used by the research for analyzing and

interpreting the collected data. The diagramatic representations were given by

pie diagrams and bar charts.

Percentage Method = (N0. Of respondents/ Total respondents) x 100


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DATA ANALYSIS AND INTERPRETATION

Period of working:

Sr. No. Particulars Frequency Percentage

1 Less than 1 Year 05 8.33%2 1 to less than 2 year 10 16.66%3 2 to less than 5 years 30 50.00%4 5 to less than 10 years 15 25.00%5 10 years or more 00 00

Total 60 100%

fdxX = a +

N

115= 1 +

60

X = 2.91

fdx2 fdx 2

SD = -N n

265 115 2SD = -

60 60

SD = 0.86

Variance = (0.86)2

Variance = 0.74


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Interpretation

From the above it is found that, out of 60 employees 5 (8.33%)

employees are working in organization from less than 1 year, 10 (16.66%)

employees are working from 1 to less than 2 years, 30 (50%) employees areworking from 2 to less than 5 years, 15 (25%) employees are working from 5

to less than 10 years and none of the employees have worked more than 10

years.

Thus it is found that, maximum employees in CSTPS, Chandrapur

are working from 2 to less than 5 years.

5

10

30

15

0

0

10

20

30

40

50

60

Less than 1 Year 1 to less than 2

year

2 to less than 5

years

5 to less than 10

years

10 years or more


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Nature of Job:


1 Permanent 15 25.00%

2 Temporary 25 41.67%

3 Fixed Term 20 33.33%

Total 60 100%

fdxX = a +

N

65= 1 +

60

X = 2.08

fdx2 fdx 2

SD = -N n

105 65 2SD = -

60 60

SD = 0.75

Variance = (0.75)2

Variance = 0.57


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Interpretation:

From the above it is found that, out of 60 employees 15(25%) have

permanent job, 25(41.67%) have temporary job and 20(33.33%) have their for

fixed terms.

Hence maximum employees in CSTPS, Chandrapur have temporaryjob.

25

41.67

33.33

Permanent Temporary Fixed Term


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Satisfaction with the following aspects job:

Satisfied Not Satisfied Cant Know

The amount of influence

you have over your job

10 (16.67%) 05 (8.33%) 00

The amount of pay you

receive

05 (8.33%) 10 (16.67%) 05 (8.33%)

The sense of

achievement you get

from your work

05 (8.33%) 00 03 (5%)

The respect you get

from

supervisors/managers

05 (8.33%) 10 (16.67%) 02(3.33%)

Total 41.67% 41.67% 16.33%

0

1

2

3

4

5

6

7

8

9

10

Influence over Job Amount of payment Sense of achievement Respect get from

supervisors/managers

0

5 5 55

10

0

10

0

5

3

2



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Interpretation:

From the above table it is found that out of 60 employees 10(i.e.

16.67%) employees are satisfied with the amount of influence over their job, 5

(i.e. 8.33%) are not satisfied.

Out of 60 employees 5(i.e8.33%) employees are satisfied with the

amount of payment, 10 (i.e. 16.67) employees are not satisfied with their

payment, 5(i.e 8.33%) cant say anything about this.

Out of 6o employees 5(i.e. 8.33%) employees are satisfied with the

sense of achievement from their work, 3 (i.e.5%) cant say anything about this.

Out of 60 employees 5(i.e. 8.33%) satisfied with respect get from

supervisor/managers, 10 (i.e.16.67%) are not satisfied while 2(3.33%) cant

say anything about this.


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Discussions with supervisors and managers:


1 Job Experience 12 20.00%

2 Chances of Promotion 18 30.00%

3 Need of Training 05 08.33%

4 About payment 23 38.33%

5 None of above 02 03.33%

Total 60 100%

fdxX = a +

N

105= 1 +

60

X = 2.75

fdx2 fdx 2SD = -

N n

277 105 2

SD = -60 60

SD = 1.24

Variance = (1.24)2

Variance = 1.55


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Interpretation:

From the above table it is found that, out of 60 employees 12

(i.e.20%) employees discussed about job experience with their

supervisors/managers, 15 (i.e. 30%) employees discussed about chances of

promotion, 5 (i.e.8.33%) employees discussed about need of training, 23 (i.e.

38.33%) employees have discussed with their supervisors/managers about

payment and 2 (i.e. 3.33%) employees have never discussed with

supervisors/managers.

Hence maximum employees of CSTPS, Chandrapur Have discussedwith supervisors/managers about their payment.

12

18

5

23

2

0 10 20 30 40 50 60

Job Experience

Chances of Promotion

Need of Training

About payment

None of above


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Opinions of Workers on Companys Issues:


1 Frequently 05 08.33%

2 Hardly 20 33.33%

3 Never Ever 20 33.33%

4 Sometimes 15 25.00%

Total 60 100%

fdx

X = a +N

105= 1 +

60

X = 2.75

fdx2 fdx 2SD = -

N n

235 105 2SD = -

60 60

SD = 0.92

Variance = (0.92)2

Variance = 0.85


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Interpretation:

From the above table it found that out of 60 employees 5(i.e. 8.33%)

employees discussed with their seniors on companys issues, 20 (i.e. 33.33%)

hardly participate in discussion, 20(i.e. 33.33%) never ever discuss with

seniors about companys issues while 15(i.e.25%) employees sometimes

discuss with seniors about companys issues.

Hence it is clear that most of employees do not participate in

discussion of companys issues.

8.33

33.33

33.33

25

Frequently Hardly Never Ever Sometimes


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Relations with Managers:


1 Very Good 15 25.00%

2 Good 25 41.67%

3 Poor 05 08.33%

4 Very Poor 00 00

5 Dont Know 15 25.00%

Total 60 100%

fdx

X = a +N

95= 1 +

60

X = 2.58

fdx2 fdx 2SD = -

N n

285 95 2SD = -

60 60

SD = 1.49

Variance = (1.49)2

Variance = 2.24


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Interpretation:

From the above table it is found that out of 60 employees 15(i.e. 25%)

employees have very good relations with managers, 25(i.e. 41.67%)

employees have good relations with managers, 5 (i.e. 8.33%) have poor

relations with managers, 15 (i.e. 25%) dont know about their relations with

managers and none of the employees have very poor relations with

managers.

Hence maximum employees have good relations with managers.

0

10

20

30

40

50

60

Very Good Good Poor Very Poor Dont Know

1525

50

15


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Satisfaction with the working conditions:


1 Yes 45 75.00%

2 No 15 25.00%

Total 60 100%

Interpretation:

From the above table it is found that, out of 60 employees 45 (i.e.

75%) employees are satisfied with the working conditions and remaining 15

(i.e. 25%) are not satisfied with the working conditions.

Hence maximum employees of the CSTPS, Chandrapur are satisfied

with the working conditions.

75

25

Yes No


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Satisfaction with the Welfare Facilities:


1 Yes 50 83.33%

2 No 10 16.67%

Total 60 100%

Interpretation:

From the above table it is found that out of 60 employees 50 (i.e.

83.33%) employees are satisfied with the welfare facilities while 10 (i.e.

16.67% employees are not satisfied with welfare facilities.

Hence it is found that maximum employees are satisfied with the

welfare facilities of the organization.

83.33

16.67

Yes No


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Interpretation:

From the above table it is found that out of 60 employees 50 (i.e. 83.33

%) employees said that industrial relations in Mahindra & Mahindra Ltd.,

Nagpur are good and 5 (i.e.8.33%) employees said that industrial relations

are poor and average respectively.

Hence maximum employees said that industrial relations in CSTPS,

Chandrapur are good.

0

10

20

30

40

50

60

Good Average Poor

50

55


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Satisfaction with recruitment and selection

S.N. Particulars Frequency Percentage

1 Yes 55 66.67%

2 No 05 33.33%

Total 60 100%

InterpretationFrom the above table it is found that 91.67% employees are satisfied

with recruitment and selection process while 8.33% are not satisfied with this

process.

Thus maximum employees are satisfied with selection and recruitment

process of CSTPS, Chandrapur.

91.67%

8.33%

Yes No


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Satisfaction with Training and development program:


1 Yes 42 70%

2 No 18 30%

Total 60 100%

From the above table it is found that 70% employees of the CSTPSChandrapur are satisfied with their after training performance while 30% are

not satisfied with their performance.

Hence maximum employees of CSTPS Chandrapur are satisfied with

their after training performance.

70%

30%

Yes No


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Satisfaction with Wages & Salary


1 Yes 48 80%

2 No 12 20%

Total 60 100%

From the above table it is found that 80% workers are satisfied witwages and salary while 20% workers are not satisfied.

80%

20%

Yes No


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From the above table we found that 30% employees ranks

performance of HR as Excellent, 25% ranks it as Very Good, 40% ranks it as

Good while 5% of them ranks performance of HR as Average.

A hence maximum employee ranks HR as a Good.

30%

25%

40%

5%

Excellent Very Good Good Average


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Overall satisfaction of employees:


1 Yes 48 80%

2 No 12 20%

Total 60 100.00%

Interpretation:From the above table it is found that 80% employees are satisfied with

the their job while 20% are not satisfied with that.

Hence maximum employees are overall satisfied with their job.

80%

20%

Yes No


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About the morale:


1 Yes 54 90%

2 No 06 10%

Total 60 100.00%

Interpretation:From the above table it is found that 90% employees are thinks that

these facilities provided company boosts their morale while 10% of them are

not agreed with that.

Hence maximum employees are of the opinion that these facilities have

increased their morale to work in organization.

90%

10%

Yes No


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Chapter 5

FINDINGS, CONCLUSION AND SUGGESTIONS

FINDINGS:

1) Maximum employees in CSTPS, Chandrapur are working from 2 to

less than 5 years.

2) Maximum employees in CSTPS, Chandrapur have temporary job.

3) Maximum employees of CSTPS, Chandrapur Have discussed with

supervisors/managers about their payment.

4) It is clear that most of employees do not participate in discussion of

companys issues.

5) Maximum employees have good relations with managers.

6) Maximum employees of the CSTPS, Chandrapur are satisfied with the

working conditions.

7) It is found that maximum employees are satisfied with the welfare

facilities of the organization.

8) Maximum employees said that industrial relations in CSTPS,

Chandrapur are good.

9) Maximum employees are satisfied with selection and recruitment

process of CSTPS, Chandrapur.

10) Maximum employees of CSTPS Chandrapur are satisfied with their

after training performance.

11) Maximum employees of organization are Satisfied with the

Compensation policies of the company.

12) Maximum employees of the organization are Very Dissatisfied with theReward Facilities of the Company.

13) Maximum employee ranks HRD as a Good.

14) Maximum employees are overall satisfied with their job.

15) Maximum employees are of the opinion that these facilities have

increased their morale to work in organization.


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CONCLUSION:

Workers participation in Management means effective consultation

with workers on the point, which ultimately concern them. Their

participation in decision making is the Central point of the scheme so as to

make them feel that they are closely association with the management and

they have a positive contribution towards the goal of the Organisation.

Studies suggest that despite increase economic benefits, mine

workers may not be attracted towards work because of the unsafe or

unhealthy conditions participative work design are likely to improve the

nature of the work Organisation thereby creating conditions for improving

productivity and safety. Workers participation in management give them

chance for participation in taking some of the difficult problems and safety in

connection with their work. It is now being increasingly felt that mine workers

should have right to inspect their mines for safety and healthy reasons and to

ensure that regulation and safety rules are being complied with. They should

have the right to investigate.


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SUGGESTIONS

Above all this Research Methodology in CSTPS, Chandrapur. We are

studying the many aspects of employees participation in smooth

functioning of Organisation. In between this there is merits and demerits of

employees participate. How the employee should participate. In various

functioning of CSTPS, How they overcome their daily problems with

management. The demand of social security. Heath Securities many more

allowances if these are not fulfill then the strike, dispute etc. are occur and

lower the production.

To avoid this all thing we wish to give some suggestion i.e.

1) Management of CSTPS should provide social security in job to the

workers.

2) Workers and Managements representative should be educated then

and only then it helps to solve the problem and able to understand. The

% of literacy should be high.

3) Trade union should be strengthened and powerful, because of unity

every problem should be solved. And the tread union leader dont

misused their rights, power ands duties. They are always choose theright way.

4) Collective bargaining should be promoted.

5) An atmosphere frees from psychological inhibition

6) In CSTPS worker always participate in meeting. But this is not enough

for workers are always participate in every part of other activities like

control the environment pollution to make clean the environment

cultural programmes support.7) To motivate the worker or increases efficiency the management

display worker birthday and marriage aniversary to main notice board

and giving them best wishes to worker because of that ultimately

worker is motivated and they feel very pleasure.


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QUESTIONNAIRE

Name : _______________________________________________________

Age : ______________________ Education : _________________________

Designation : ___________________________________________________

1) How many years in total have you been working at this workplace?

1) Less than 1 year 2) 1 to less than 2 years

3) 2 to less than 5 years 4) 5 to less than 10 years

6) 10 years or more

2) Is your job permanent, or is it temporary or for a fixed-term?

1) Permanent 2) Temporary 3) Fixed-term

3) How satisfied are you with the following aspects of your job?

(Tick on appropriate box)


The amount ofinfluence you haveover your jobThe amount of payyou receiveThe sense of

achievement you getfrom your workThe respect you getfrom supervisors/linemanagers4) In general, how would you describe relations between managers and

employees here?

1) Very good 2) Good 3) Poor

4)Very poor 5) Dont know

5) Are you satisfied with the working conditions?1) Yes 2) No

6) Are you satisfied with the safety welfare facilities?

1) Yes 2) No

7) According to you how is the industrial relations in your organization?

1) Good 2) Average 3) Poor


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8) Are you satisfied with recruitment and selection process of company?

1) Yes 2) No

9) Are you satisfied with training and development pogramme of

company?

1) Yes 2) No

10) Are you satisfied with Wages and salary given by company?

1) Yes 2) No

11) Are you satisfied with compensation policy of company?

1) Very satisfied 2) Satisfied 3) Neutral

4) Dissatisfied 5) Very dissatisfied

12) Are you satisfied with reward policy of company?

1) Very satisfied 2) Satisfied 3) Neutral

4) Dissatisfied 5) Very dissatisfied

13) Are you satisfied with overall facilities provided by company?

1) Yes 2) No

14) Is these factors boost your morale?

1) Yes 2) No


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BOOKS

1) Human resource planning; J. Jayasankare

2) Principle of management; T.Ramasamy

3) Human resource management; K. Aswathappa

4) HRM Principles and Practices; K.K. Chaudhuri

5) Human resource management; C.B. Mamaria

WEBSITES

www.google.com

www.winkipidia.com

employees behavior

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