TO STUDY THE INDUSTRIAL RELATIONS IN SRI KRISHNA JUTE MILLS, ELURU

CONTENTSCHAPTER 1 PAGE NO.

INTRODUCTION

NEED FOR THE STUDY

OBJECTIVES OF THE STUDY

LIMITATIONS

RESEARCG METHODOLOGY

PRESENTATION OF THE STUDY

CHAPTER 2

INDUSTRIAL PROFILE

COMPANY PROFILE

CHAPTER 3

COMPANY PROFILE

CHAPTER 4

THEORY OF INDUSTRIAL RELATIONS

INDUSTRIAL RELATIONS IN SRI KRISHNA JUTE MILL

CHAPTER 5

ANALYSIS AND INTERPRETATION

CHAPTER 6

FINDINGS

SUGGESTIONS

SUMMARY

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CONCLUSION

QUESTIONNAIRE

BIBLIOGRAPHY

INTRODUCTION NEED FOR THE STUDY OBJECTIVES OF THE STUDY LIMITATIONS OF THE STUDY RESEARCH METHODOLOGY PRESENTATION OF THE STUDY

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INTRODUCTION

The Jute Industry plays a vital role in the growth of nation’s economy. Jute, the ‘Golden fibre’ as it is called, is a plant that yields a fibre used for sacking and cordage. This is the raw material used for sacks worldwide. Jute is truly one of the most versatile fibres gifted to man by nature that finds various uses in the form of handicrafts. Next to cotton, Jute is the cheapest and the most important of all textile fibres. Jute cultivation provides work for millions of farmers landless labourers and industrial workers provides jobs for many others indirectly.

Rapid expansion of Jute into a wide range of lifestyle consumer products has been made possible due to the versatility of Jute. Spinning of high quality yarns and weaving of lightweight fine-textile fabrics of uniform structure in exotic colors and designs are made in both Jute factories and handloom sectors. With vastly improved bleaching, dyeing and finishing processes and by blending Jute with other natural or synthetic fibres, the finished Jute now ensure feel.

Today Jute can be defined as eco-friendly natural fibre with versatile application prospects ranging from low volume geo-textiles to high value carpets, apparels, composites, decorative, upholstery furnishings, fancy non-woven for new products, decorative colour boards etc. Jute with its unique versatility rightfully deserves to be branded as the “fibre for future”.

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In coming decades, a number of Jute mills and mini Jute plants will be seen engaged in a big way in the production of Jute and Jute blended yarns, especially of finer accounts, through various routes of yarn manufacturing. The uses of Jute are manifold although traditionally used in packing, sacking and carpet making. These lightweight yarns are to be used in value added textile applications like upholstery, furnishing, garments and bags etc., which are just few examples.

Industrial Relations in Indian Industry are not so satisfactory, which becomes a complex socio-economic problem in several factors outside the organization as well as inside the organization.

Sri Krishna Jute Mills is one of the Jute Industries, which needs to be improved in this aspect, poor Industrial Relations invariably hampers the production activity to larger extent.

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NEED FOR THE STUDY

The development of any organization depends on the good Industrial Relations, which involved both management and workers. Until and unless there is commitment from both sides good Industrial Relations can’t be achieved.

Every organization faces a problem in maintaining good relations; this may be due to man, money, machinery and material, working environment labour unions or anything.

Poor Industrial Relations adversely affect the industry profile, labour, community in particular and eventually the nation’s economy.

The concept of Industrial Relations cannot be viewed in isolation. As a matter of fact, many other problems are also associated with this concept. Finally, the objective has been to know the importance of maintaining good Industrial Relations towards the growth starting right from the individual, unit, department, organization, industry and finally the nation as a whole.

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OBJECTIVES OF THE STUDY

The following are the objectives of the study:

1. To know and understand about Industrial Relations in general.

2. To study the Industrial Relations in Sri Krishna Jute Mills, Eluru.

3. To find out the opinions of employees about Industrial Relations in Sri Krishna Jute Mills, Eluru.

4. To suggest measures for maintaining good Industrial Relations in Sri Krishna Jute Mills.

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LIMITATIONS OF THE STUDY

1. Considering the vast field of subject the time period available was not sufficient for detailed analysis. Despite the time constraint, all efforts have been made to bring about a comprehensive view of the subject.

2. Due to the aspect of confidentially some relevant data could not be gathered. Thus, the conduct of the work was carried on with the help of available information.

3. Data collection was difficult due to the constraints of illiteracy and unnecessary fears as an aspect of job security.

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RESEARCH METHODOLOGY

The data for the study would be collected from primary sources and secondary sources.

Primary Data:

The primary data would be collected from the employees through a questionnaire. A sample of 60 employees selected randomly from a total 4000 employees for collecting primary data relating to Industrial Relations in the company.

Secondary Data:

The secondary data would be collected from company records, magazines and other published sources.

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PRESENTATION OF THE STUDY

The entire study is presented in five chapters.

Chapter I: It is about introduction of the project along with objectives and limitations by which the project was carried out.

Chapter II:With the profile of Jute Industry at national level and at Sri Krishna Jute Mills.

Chapter III: With the theoretical concept of Industrial Relations and current scenario of Industrial Relations at Sri Krishna Jute Mills.

Chapter IV: Is about the information of Data analysis and interpretation of the survey that was carried out at Sri Krishna Jute Mills.

Chapter V: With the set of findings, suggestions, summary and conclusions related to Industrial Relations at Sri Krishna Jute Mills.

Annexure- I: Questionnaire.

Annexure-II: Bibliography.

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INDUSTRY PROFILE COMPANY PROFILE

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INDUSTRY PROFILE

The Jute Industry plays an important role in Indian economy especially in the economy of eastern region. It is an important industry to the economy, not only due to its capacity to earn foreign exchange but also as it provides substantial employment opportunity in the industrial sector. About 2.5 lakh persons are engaged in organised Jute industries. There are at present 73 Jute mills in the country, out of which West Bengal has 59, Andhra Pradesh has 4, Bihar has 3, Uttar Pradesh has 3, and Assam, Orissa, Tripura and Madhya Pradesh one each.

Of the 73 Mills, 6 belongs to nationalised sector, which accounts for about 12% of the total production capacity out of 46% of the worlds export of Jute goods. The total capital invested in the industry is of the order of Rs. 300 crores. The estimated value of output of the industry is of the order of Rs. 500 crores; out of which goods worth Rs. 200 crores exported.

Apart from all these three million agricultural families derive a substantial part of their income from cultivation. Prior to 1838, Jute manufacture was a cotton industry, which was a virtual monopoly of India.

In 1885 India’s first Jute factory was set up at Bengal, followed by several others. Due to massive increase in demand for Indian Jute goods during the period of war, Jute industry in India had coped up very well and had developed without protection with the help of locally available raw material, adequate finance from British managing agencies and port facilities of the Kolkata harbour.

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Nearly 75% of India’s Jute growing area went to East Bengal and Pakistan where as most of the mills remained in the Indian territory, after the partition which gave a severe blow both to extensive and intensive cultivation. Over the years Bangladesh became the most powerful competitor, which has built up considerable Jute manufacturing capacity by putting up more modern machines as against India’s old factories.

LOCATION:

Jute industry has been located in five states in India i.e West Bengal, Andhra Pradesh, Bihar, Uttar Pradesh and Madhya Pradesh. Though the units engaged in this line are located in these five states. The main concentration of the industry is only in the state of West Bengal particularly about 60 miles long and 2 miles broad along both the banks of the river Hoogly above and below Kolkata. It is interesting to note the reasons for nearly90% of concentration of this industry around Kolkata.

They are:

1. Raw Jute is cheap and thus affording much towards transportation costs is not worth while and as such mills were forced to be established around in and Kolkata because of the availability of raw material in abundance in that area.

2. Availability of power especially coal in West Bengal.

3. Transportation, ports, financial and commercial development of export markets are best centered in Kolkata.

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The central government as well as some state governments are encouraging farmers to produce raw Jute with a view to feed our Jute industry and to establish new units in various locations through out the country. For example Tamilnadu proposed to launch a scheme for cultivation of Jute with the ultimate aim of starting a Jute mill. The Jute mill in Guntur (in Andhra Pradesh) at present draws its supply of raw Jute from Orissa. If Jute is grown in Tamilnadu, it will feed and helping the division of Orissa Jute to Bengal.

SIZE:

Market and managerial integration determines, to a large extent, the optimum size of units in Jute industry. The influence of technical factors has, in the past, been very little in determining the optimum size of units in Jute industry. In the last quarter of the 20th century a number of large sized units were set up due to the expanding volume of the world trade. The average size of Jute mills in India is larger than that of mills in UK where Jute factory has more than 1000 looms. The loomage capacity of a vast number of Indian Jute mills range from 1400-5000 through mills outside Bengal have less than 500 looms each.

The reason for such large size in West Bengal is mainly influenced by the economics of location. It is because of the availability of adequate supply of raw Jute. Marketing and managerial integration for the accelerated the situation and created an atmosphere, which made them big. It is not possible to say that a unit working with a particular loomage capacity each at optimum level because the problem of optimum size for the Indian Jute industry became more complicated. If we say today that a particular unit is at

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Optimum level it may not hold good tomorrow due to dynamic conditions arising in day-to-day life of Jute industry. Exactly the same thing is happening due to the man made calamity in Bangladesh. As a result, our industrial units are trying to increase the size so as to increase the production to meet the worlds demand.

PROGRESS:

The present licensed capacity of the Jute industry is 21 lakh tones per annum. Against this, the production of Jute goods has range between 13 and 16 lakh tones per annum during the last decades.

Table 2.1 presents the production of Jute and Mesta in terms of crop yield in India during 1995-96 to 1999-2000. The total production of Jute and Mesta put together was of the order of 9.7 million bales of 180 kg each during 1998-1999. The same is expected to touch 10.6 million bales for the year 1999-2000.

TABLE -2.1

YEAR PRODUCTION(Million bales of 180 kg’s

each)

1997-1998 8.81998-1999 11.11999-2000 11.02000-2001 9.72001-2002 10.62002-2003 10.8

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Table 2.2 represents the figures of Jute goods in India. As is evident from table; the production of Jute goods increased substantially from 8.37 lakh tones in 1950-51 to 16.78 lakh tones during 1997-1998. The Indian Jute industry is primarily an export oriented industry. However, a study of the past export trends reveals the export of Indian Jute goods have become, come down drastically from about 9 lakh tones to in 1963 to about 2.5 lakh tones in 1995-96. This is also true of the sacking cloth export where with development of substitutes and other modes of packing the position further deteriorated.

TABLE-2.2

YEAR PRODUCTION(In thousand tones)

1991-1992 10601992-1993 13921993-1994 14301994-1995 13781995-1996 13101996-1997 14481997-1998 13741998-1999 14331999-2000 14012000-2001 16782001-2002 15872002-2003 1527

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TABLE 2.3 represents the percentage share of export of Jute products during the period 1990-91 to 1997-98. It may be observed that the share of Jute products in total products declined from 0.9% in 1990-91 to 0.2% in 1997-98. The falling trend was due to shortage of raw Jute and ban imposed by Bangladesh on the export quality of raw Jute.

TABLE-2.3

YEAR PERCENTAGE OF SHARE

1994-1995 0.91995-1996 0.81996-1997 0.61997-1998 0.51998-1999 0.51999-2000 0.52000-2001 0.32001-2002 0.22002-2003 0.2

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PROBLEMS OF JUTE INDUSTRY

RAW MATERIALS:

Though Jute industry in India is well developed and well organised it is the best example with multiplicity of problems. The fluctuations in production of raw Jute have continued the following partition, when nearly 75% Indian jute growing area went to East Pakistan. The fluctuating trend is attributed to the fact that brings an agro-based industry the production of Jute is subjected to natural vagaries, which greatly influence the value of agricultural output. The production of raw Jute (including mesta) which was at a peak level of 12.6 – million tone bale (of 180 kg each) in 1985-86 has fallen in successive years to a level ranging between 8.5 to 10.3 million-tone bales.

OBSOLETE MACHINERY

A part from the question of supply position of the raw Jute, basic problem facing the industry is the existence of obsolete machinery. Productivity is very low when compared to Pakistan, Brazil, Philippines and some other countries in Africa who are producing low priced Jute goods. It would be rather difficult to compete with new mills setup in foreign countries on modern lines if we fail to modernise our plants and equipments. Therefore, it is necessary to modernise our machinery but

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it needs adequate resources, which creates another problem that is finance.

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LABOUR UNREST:

Another serious problem facing the industry is the frequent labour unrest in the country. In the year 1959 man-hours lost due to strikes and lockouts were nearly 33 lakh. Even in the succeeding year also the same trend continued except in the year

1963. Since then the man-hours lost to the industry increased sharply, from 58.7 lakh in 1964 to 141.7 lakh in 1969. Due to man-hours lost both production and export of Jute goods were adversely affected. In 1974, the Jute mills suffered a production loss of Rs 47.6 crores on account of the 33 days strike early that year. Even in the subsequent years, the position has not improved in the industry. As many as 13.2 million man days were lost during January to June in 1997 in West Bengal where the Jute industry is centralized to a greater extent. However the trend has gone down in intensity in the later years.

COMPETITION FROM SUBSTITUTES:

Increase in cost of production due to marked increase in the price of raw material made Indian Jute goods dearer. As a result foreign countries developed substitutes. During recent years, the synthetic materials and other alternatives like papers have emerged as major competitors of goods the the field of packing. Unless we reduce cost of production and offer the goods at a low price there will be no future for our Jute industry.

COST OF PRODUCTION:

The Jute industry is experiencing the baneful effects of cost of inflation. In the last 10 years the cost of production has gone up by about 60%. Among the various components of cost, they has been a

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steep price in wages while increase in raw materials cost has been of lesser magnitude. The cost of other elements like dyes, chemicals and power charges also increased.

COMPETITIONS:

Indian dominated in the world market for Jute for quite a longer time holding a prominent position of contributing a lion’s share of the export trade in Jute and other Jute products. The industry had witnessed a boom in 1971-72 due to disturbances in Bangladesh. But this boom was shot lived in Bangladesh has staged a significant recovery in recent years. Bangladesh produced fine quality raw Jute and manufactures of a variety of Jute goods. Bangladesh has been quoting Indian Jute goods in foreign markets. In many cases. The overseas buyers have been placing first with Bangladesh mills, Indian mills getting residual orders. In fact the Bangladesh Jute goods are stated to be cheaper than Indian products.

It is the fiscal policy, which has been mainly instrumental for India’s losing the bulk of its export markets for Jute goods to synthetics to Bangladesh. Heavy export duty, in addition to artificially pushing up the prices of Indian goods acted as an additional stimulus for growth to the rival Jute industry across the Indian border. The Jute mill industry is ever losing on its internal sales. It has been hamstrung by the operation of stiff excise duty. Currently at Rs 600 per tone on sacking, which comprises about 50% of the industries output. The industry has incurred heavy financial losses since 1970 on its supplies on BT wills to the Director General of supplies and disposes. The current purchase policy of floating spot tenders without mentioning the quantity and some times not making purchases is all the more damages.

MODEERNIZATION:

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Another basic problem is the existence of obsolete machinery. The survival of the industry is greatly dependent on its ability to accelerate the pace of modernization. The Indian Jute industry lags between its foreign counter part both in capital equipment and techniques. As late s 1956, the planning commission had pointed out that the existing machinery had become to a large extent worn out and obsolete. The continuous neglect of timely modernization and rehabilitation of plant and machinery in the Jute industry and the absence of thrust in research especially at a time when competition from the synthetic fiber goods manufactures was quite evident, have brought the Indian Jute industry was no reserves. Secondly, it lags the capacity to repay or even service loans and finally, because of inability to make profits, the industry is fast becoming un-viable.

The government and Jute mills should wake up and initiate measures for regaining the past glory of Jute industry. The government and the industry should initiate a planned effort for strengthening of research and development. There is today global awareness about the environmental friendly ness of the Jute fiber. It is time that we should make publicity about the superiority of Jute fiber over the other varieties of packaging material plastics.

The government should also make efforts to see that the loss suffered by the Jute industry by the disintegration of the soviet union be compensated by large volume of export to the other countries. The Indian government should change it packing rules.

The government should make use of Jute bags compulsory in place of plastics. Cement industry and fertiliser industry should be given concession for buying Jute bags. Vegetables and flowers can also be packed in Jute bags because of their porous nature. The government may also consider the use of Jute goods in its own establishments on a wider scale. The jute industry should diversify its

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products both for domestic as well as for international markets. Jute can be used in cars, buses, and other vehicles as seat covers. It is increasingly being used as soil saver and steps are required to be taken by Jute mills to capture its world market. Dusting clothes, TV covers, table covers, book covers, dressing table covers etc. can be made of Jute.

The government and the industry should also pay special attention to encourage farmers to produces the right type of Jute and Mesta.

MILESTONES IN INDIAN JUTE INDUSTRY

The largest producer of raw Jute in the world The biggest manufacturer of Jute goods in the world. The capacity to manufacture the widest range of products,

tailored to customer’s requirements. Comprehensive and world-class research and development

facilities in the area of Jute agriculture, product development and machinery design.

High quality conscious employing most modern facilities for TQC. Export history of raw Jute and manufactures dates back to over

100 years. Highly developed infrastructure like ports, shipping facilities and

etc. Vibrant Jute has the capacity to produce and meet the

international demand for food grade Jute bags and clothe.

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COMPANY PROFILE

The Sri Krishna Jute Mills occupies a pre-eminent position among the Jute industries. It range of products is both conventional and non conventional and has a large volume of production.

ESTABLISHMENT OF SRI KRISHNA JUTE MILL.

In the early thirties Eluru was like any other Indian village, slow and wedded to conventional ways of agriculture raising mostly a single crop of paddy, but today it is entirely different. The small wayside villages of the thirties are today enjoying a good boom, which is understandable. Sri Krishna Jute Mill disburses in a season about Rs. 6000 lakhs to Jute growers, located with in a radius of about 40 kms. The wards of many of the growers also get gainful employment in the Jute mill.

Late Sri Mothe Ganga Raju, the former of the company, could think much ahead of his times and visualized the need for encouraging agro-based industries, while working as Director of industries in Madras State. He encouraged and enthused the riots in different places of Andhra Pradesh. Trade to Jute cultivation and to start Jute mills in the co-operative Jute mills of 800 tones Jute spinning capacity in 1904 at Eluru.

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GROWTH WITH A PURPOSE:

The Jute mills development has been one of “growth with a purpose”. This has been the philosophy behind the late Sri Ganga Raju’s thinking in 1941, the management was changed. Sri Briz Lunani have been handled the company.

FINANCIAL PROFILE: -

The achievements of the company can be judged from its financial performance. The company with an equity capital of 7 lakhs in 1943 had grown today to have its share capital 1,719.32 lakhs of which, shares worth Rs. 1,673.56 lakhs have been issued as bonus shares in various years. The turnover of the company is above Rs. 300 crores. The net worth of the company stands at Rs. 91.71 crores. The contribution of the company to the exchequer by way of central and state excise duties collected on Jute Machinery, Jute bags etc. have been very significant. The company’s return to the shareholders is also sizeable. The dividends are maintained at reasonable level of 15% or above for the past many years.

Sri Krishna Jute mill owes its present position to the farsighted vision and zeal of their founder chairman late Sri Mothe Ganga Raju and the tempo of development is not only maintained but also improved upon by the present chairman and managing director Sri Briz Gopal Lunani.

Later during 1947-48 East India Commercial Company from Calcutta had taken the organization and took it for lease. Even at present east India Commercial Company purchased the company to under lease, but main shares. The present name of the company is:

“East India Commercial Company Limited Lessee of Sri Krishna Jute Mills”.

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MAN POWER PARTICULARS OF SRI KRISHNA MILLS

(Total manpower as on 30-04-2004.)

Grade

Permanent Special Badli Badli

TotalMale

Female

Male

Female

Male

Female

Senior 19 1 - - - - 20

Junior 110 - - - - - 110

Clerical 58 2 - - - - 60

Watch & Ward

23 - - - 13 - 36

Canteen 12 - - - 13 5 30

Miscellaneous

10 - - - - - 10

Jute 18 - 9 - 13 - 40

Batching 183 - 16 - 65 - 264

Preparing 298 - 37 - 191 - 526

Spinning 403 - 102 - 330 - 835

Beaming 68 - 25 - 24 - 117

Winding 208 - 30 - 239 - 477

Weaving 710 - 176 - 81 - 967

Finishing 370 46 167 - 138 4 725

Electrical 16 - 4 - 8 - 28

Sweepers 9 5 9 - 30 - 53

Mill mechanic

110 - 13 - 64 - 187

Factory 104 - 9 - 26 - 13925

mechanic

Work shop 36 - 8 - 10 - 54

Total 2765

54 605 - 1245

9 4678

PRODUCTS AND SERVICES:

Sri Krishna Jute Mills product range includes

Sacking bags. : A Twills (100 kg)

B Twills (50 kg)

C DW Flours and Cement Bags.

Hessian Products: Fabric bags and D.W. tarpaulin fabric / bags.

Sale Yarn: Counts of yarn / bags and D.W. 32 lb single or piled.

All qualities of bags are packed in bales with specific number of bags per bale.

PERSONNEL DEPARTMENT CHART

VICE PRESIDENT

(Admin & Accts)

Security Officer C.P.O C.L.W.O.

Accounts Clerk. Cash Clerk.

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Accounts, Cash & Sales

Security Personnel Personnel Officer

L.W.O

Wages section.

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PROCESS CHART

Production is carried out as a chain process. The process is as follows.

SUPPORTING DEPARTMENT

BATCHING

&SELECTION

MILL MECHANIC

PREPARING

SPINNING

WINDING

BEAMING

FACTORY MECHANIC

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Clerical Staff

SEWING

BALING & PACKING

DISPATCHING

WEAVING

FINISHING

WORK SHOP

ELECTRICAL

GENERAL

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STANDING ORDERS:

The Sri Krishna Jute Mills follows certified standing orders which was established in the year 1958 under Industrial Employment (Standing Orders) Act 1946. These Standing Orders describes many things related to Sri Krishna Jute Mills like Do’s and Don’ts, misconduct and shifts etc. some definitions under these certified Standing Orders are

PERMANENT WORKER:

He worker who has guaranteed work in all working days throughout the year is known as permanent worker.

SPECIAL BADLI WORKER:

The worker who has guaranteed work of 220 days in a year which includes all unauthorized absentees and leaves like medical and sick leaves etc. is known as special badli worker.

BADLI WORKER:

The worker who does not have guarantee for work is known as badli worker.

APPRENTICE:

The Sri Krishna Jute Mills have its own apprentice scheme called as S.K.J.M. actual working apprentice scheme under which the management paid stipend to their apprentice.

There is no job gurantee to those who finished their apprentice period in Sri Krishna Jute Mills. If any requirement is there the management conducts a test after 300 days of apprentice and take them based on merit.

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POLICES: All the polices regarding Sri Krishna Jute Mills are set by board of directors and kept confidential.

MISSION: To survive in this cutthroat competition with in as well as out side the Jute industry.

VISION: To meet the packing requirements of the company.

STRENGTH: Quality.

WEAKNESS: Benevolence and Law abiding.

OPPURTUNITY: Ability to maintain quality.

THREAT: Competition and wages.

Within: productivity and cost of production.

Outside: Competition from plastic industry in packaging.

ANALYSIS:The Sri Krishna Jute Mills has the ISO 9001:2000 certificate for maintain good quality of sacking bags. This is strength of the organization for reorganization. Where as when come to weakness the management benevolence and law abiding. So, it does not unfair labour practices as a result the unions take it as advantage and instigate the workers to go against the management and gets benefited.

The opportunity to the Sri Krishna Jute Mills is the ability to maintain good quality of raw materials. When the Sri Krishna Jute Mills comes to threats is facing cutthroat competition from plastic industry and cost of production, which includes wages and poor productivity.

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For the past over one and a half decades has been losing ground substantially to synthetic woven sacks. Sri Krishna Jute Mills which is essentially Jute sacks manufacturing unit only, is one of the worst effected now at a time has come when the management is compelled to take necessary steps to face the competition to extent possible in the interest of its survival. Sri Krishna Jute Mills also have to take necessary steps to survival by reducing wahes and higher productivity substantially. Even these steps may not be adequate. These efforts will need to be strengthened by modernization and achieving substantially higher level of productivity as a matter of constant exercise.

QUALITY SYSTEM:

Over the years the company has improved its quality system in order to build customer confidence, to enhance the quality image of the company in national and international markets .

Recently, the company has got ISO 9001:2000 certificate. This is an international standard for the quality assurance system. It comprises of three quality assurance standards.

In later the sri Krishna Jute Mills has achieved ISO 9001:2000 certificate for its quality system. The licence number is QSC/L-004731.1.

The Sri Krishna Jute Mills has maintained well quality systems.

ISO-9001 ISO-9002 ISO-9003 ISO-9001:2000

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QUALITY POLICY:

To achieve customer satisfaction by following standards given in the customer order and carrying out subsequent changes, if any suggested by customers on mutual acceptance.

To commit ourselves to confirm to the requirements of ISO-9001, ISO-9002 by team work and continuous productivity.

To train and motivate employees to promote team spirit in order to achieve better utilization of our men, machine and materials.

QUALITY OBJECTIVES:

To reduce degradation and rework. To improve cost effectiveness. To achieve continual improvement in customer

satisfaction.

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THEORY OF INDUSTRIAL RELATIONS INDUSTRIAL RELATIONS IN SRI KRISHNA JUTE MILL

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THEORY OF INDUSTRIAL RELATIONS

EVOLUTION OF INDUSTRIAL RELATIONS:

Industrial relation is an art of living together for the purpose of production, productive efficiency and human well-being and industrial progress. The crucial problem of Industrial Relations management comes with the existence of gigantic industries in late 19th century. But it was there since ages. Before going into dealt with the vast subject of Industrial Relation let us have a outlook of various developments of Industrial Relations since inception of existence of human being with various stages.

1. PRIMITIVE STAGE:

This is the first stage of human being under which the necessities of life were simple and few, mostly provided by hunting and fishing. The members of the families/ groups worked side by side, with very little specialization. Production wise just sufficient for consumption and therefore, there were no savings, no accumulation of wealth. The elderly people exercised authority ; decision- making was carried out by them and was acceptable to the members of the group.

2. Agrarian economy stage:

Under this stage the views on property was changed. The tribal society, property was common and collective asset of the group was identified as a personal asset of landlords. The employee-employer relationship was that of the master-servant/slave type.

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3. SERFODOM STAGE:

Serfdom developed under feudal society. The serf were regarded as unfortunates who were born to their jobs and held the jobs throughout there lives and thus lived a life of servitude. ‘They were of limited intellect, ignorant, depraved and were without personnel ethics and hence subject to complete direction and domination

4.HANDICRAFT STAGE:

This system introduced an important innovation in the carrers of workers. The workers/ crafts men owned factor of production, worked with their own tools and with the help of the members of the family.

5.COTTAGE OR PUTTING-OUT STAGE:

Under this stage both technology changes and expansion of markets were held. The master-crafts men buy raw material and supply as well as finance to crafts men. The craftsmen deliver their products to their financiers who supplied them raw materials.

6.FACTORIES OR INDUSTRIAL CAPITALISM STAGE:

Under this stage the cottage workers became factory hands. In these factories a large number of people worked under the same roof. This made it possible to supervise the more closely. With the invention and manufacturing of power driven machinery and human labour were replaced. This gave raise in industrial revolution.

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ORIGIN OF INDIAN INDUSTRIAL RELATIONS SYSTEM:

The growth of industrial relations in India is no way different from that of other parts of the globe. But its earlier development was considerably influenced by socio-religious tenets in ancient times. A brief account of this is given below.

OCCUPATIONS IN ANCIENT INDIA:

Kautilaya’s Arthasastra gives a comprehensive picture of the organization and functions of the social and political institutions in India. The caste system had greatly influenced on the development and progress of various industries and occupations. There was however no rigid structure of the society but in a sense, sophisticated civilization organized on the modern principles of the division of labour. The institution of slavery was also in existence in ancient India but it was not restricted to any particular caste

LABOUR IN MEDIEVAL INDIA:

The Indian works of art and crafts were badly ruined with the invasions of forei9gn invaders. These artisans gradually lost their traditional skills. Their condition deteriorated to such an extent that there was hardly any difference between an artisan and slave. The situation improved only after the restoration of law and order under the Moguls. Small manufacturers and traders occupied the cottages mostly on hereditary basis. A majority of artisans lived on starvation level. They lead to miserable life.

GUILDS AND UNIONS:

From very early days craftsman and workers felt the necessity of being united. Kautlaya has given a good description of unions of employees, craftsmen or artisan.

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According to him a board three directors should control the work of unions. The member should pay entrance fee to the president and profits earned by the unions should be equality distributed among their members.

EARLY BRITISH RULE:

The vast majority of the working population consisted of agricultural proletarial. In 19th century millions of Indians drove out of their occupations and forced them to turn to tha land. Within hundred years the agriculture workers turned from only half to two third of total population.

The first indication of industrial unrest and earliest work stoppage came to the force in 1877 on initiative of weavers of empress mills; Nagpur. The passing of the factories Act in 1881 awakened the working class towards a concentrated approach. In 1884, about 5000 workers presented a memorandum to the Bombay factory labour commission under N.W. Lokhanda. In 1890, the first labour association, viz., Bombay Mill hands Association was established. In 1897, society of railway servants of India. In 1905 the printers union – Calcutta, in 1907 the postal union-Bombay.

FIRST WORLD WAR TO PRE-INDEPENDENCE PERIOD:

The first world war (1914-18) created a period of boom for employers. With rising prices, their profits went up enormously. The wages of worker, however, did not keep pace with this tendency. Their economic distress brought workers together and an organized working class movement began in country. The unrest among workers found

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an outlet in increased strike action, during this period, as a result of ILO influence various Acts were enacted.

THE WORKMEN’S COMPENSATION ACT – 1923

THE TRADE UNIONS ACT – 1926, AND

THE TRADE DISPUTES ACT – 1917

This provided significant measures of protection of workers against injury during employment

During the second world war employers made enormous profits. The workers demanded a share in it. Bonus and dearness allowance was granted to them but as the money wages did not increase in proportion the rise in prices, the government tried to check this dissatisfaction and consequential strike activity by prohibiting strikes by prohibiting strikes under the Emergency Rules. Tripartite consultative machinery was instituted in 1942, evolving certain principles, norms and practices in 1950’s, which have subsequently shaped the pattern of industrial relations in India.

The years immediately followed second world war (1946 & 47) were most disturbed where a large number strikes took place. However, large number trade unions formed. As a result in 1946 the industrial employment (standing orders) act was passed to regulate terms and conditions of service, the industrial disputed act, 1947, provided for the settlement of disputes.

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INDEPENDECE AND AFTER:

In 1947 the industrial truce resolution was adopted for giving paramount importance to the maintenance of industrial peace as a result to fillip the production with interest of the national economy. The minimum wages act, the factories act and the employees state insurance act were all enacted in 1948

During the first and second five-year plan period, certain norms, mechanism and practices formulae for need based minimum wage boards, guidelines of rationalization, code of discipline, code of conduct, scheme for workers participation in management, model grievance procedure, evolution and implementation machinery and emphasis on “Voluntary Arbitration”.

Due to frequent changes in government and un favorable economic environment, the industrial relations in the country are too exhibit and erratic pattern. It is regrettable to note that ever since the d4eclaration of the new economic policy in 1991, the country’s industrial relations are in doldrums on account of the various atypical changes that have emerged on the industrial scene.

So far we have seen various development in industrial relations. Now let us see various characteristic features of industrial relations that have greater impact.

TRADE UNIONS

Trade unions are a major component of the modern industrial relations system. A trade union of workers is an organization formed by

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workers to protect their interest and improving their working conditions. Each trade union has its own strategy to reach those goals.

Employers also found it advantageous to deal with a group, or a representative of a group; rather than go through the process of dealing with each individual over a length of time.

UNIONIZATION: LAW AND ENVIRONMENT

The trade union act, 1926 states

Any seven or more members of trade union may, by subscribing their names to the rules of trade union and by otherwise complying with the provisions this act with respect to this registration, apply for registration of the trade union under this act.

The major political parties such as the congress, the communist, the CPI and the socialist each have federation at the effects or national level.

NATIONAL LEVEL FEDERATION:

1. All India Trade Union Congress (AITUC): this national federation was established in 1921. ideologically it is linked with the communist philosophy and there fore espouses a more radical approach

Major objectives:

To establish a socialist state in India and nationalization of the means of production, distribution and exchanges as far as possible.

To improve the economic and social conditions of the working class, by securing better term and conditions of employment

To safe guard and promote the workers right to free speech, freedom of association and assembly and the right to strike.

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2: Indian National Trade Union Congress (INTUC): This union was organized in 1947 with active support and encouragement from congress leaders.

Major Objectives:

To ensure full employment. To secure greater participation of workers in the management

of enterprises. To secure complete organization of all categories of workers

including agricultural labour To organize workers on an industry wise basis.. To improve the conditions at work and to provide various

social security measures. To develop among the workers a sense of responsibility

towards industry and community.3: Center Of Indian Trade Unions (CITU): This was established in 1971 as a result the split in AITUC which a sequel to the split in CPI a new center, the center of trade unions (CITU) emerged owing to its allegiance to the CPI (M)

Major Objectives:

It is animated by the goal of organizing workers to further their interests in Economic, social and political matters.

4: Hind Mazdoor Saba (HMS): This national federation was established in 1948 with linkage of socialistic parties.

Major Objectives:

To promote the economic, political and social interest of the workers and to prove their terms and conditions of employment.

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To form a federation of unions from the same industry or occupation at the national level.

To promote the formation of co-operative societies and to foster workers education.

Financial support:

All the unions above discussed have only one finance resource that is subscription from its subscribers. Though the amount is differ from union to union, all the needs to be fulfilled with that amount only.

Multiplicity of Unions:

In multi union situations at the plant level, the problem of inter-union rivalry frequently poses a managerial problem. Disagreement among unions to technological change, rationalization, automation or terms and conditions of employment causes work stoppages. Some times one union agrees while other not, for a variety of reasons. These rifts are also due to the rivalry among leaders or to difference in strategy to be adopted or to differences in ideology. At this juncture due to union multiplicity the beneficiary is always the employer.

EMPLOYERS’ FEDERATIONS

Not only the employees but the also the employers formed as federations in order to solve their problems. These federations give suggestions to the government in their common interests. The all India Organisation of Industrial employers (AIOIE) and the Employers Federation of India (EFI) came into existence in 1933 to tackle the labour problems in a collective manner. These were

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followed by the all India manufactures’ organization and Federation of Indian chambers of Commerce and industry (FICCI).

FICCI: -

This is one of the apex organization to which a large number of chambers of commerce and industrial associates are affiliated. It acts as a co-coordinating agency for the commercial and industrial interest as represented by various chambers of commerce and industrial associations. The major activities of this federation are representative, legislative and promotional. The federation has close relation with the central government.

AIOE: -

The all India Organisation of Employers was founded in 1953 and its objectives are to promote and protect the industrial development of India. The AIOE acts as a labour department to the FICCI in the sense AIOE gives advice and guidance on labour matters to FICCI.

The need for employers’ organizations as stated by Mr. Naval Tata is for

The development of healthy and stable Industrial Relations To promote collective bargaining at different levels To bring a unified employers view point on the issue of

industrial relations to the government in a concerted manner, and

To represent in the meetings of ILC and SLC boards in conformity with tripartite approach to labour matters.

Wages

The wage structure of an industrial enterprise is built on the premises that each job has its own price. There are many

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region-cum-industry settlements such as the agreement between representatives of the management and the workers of an industry in a particular geographic region. This settlement forms the basis for employees-employer relationship, especially with regard to wages. The wages that an employer is willing to pay depends on his philosophy, his capacity to pay, his competitive position and his ability to attract and retain a work force by factors other than that of wages alone.

The government has also established labour courts and industrial tribunals to settle wage disputes by adjudication. Wages being a major cause of disputes, the higher lockouts of the country have also been involved, such as the state high courts and supreme courts of India on a variety of issues such as dearness allowance and bonus.

WAGE LEGISLATION:

The royal Commission on labour observed several flaws in payment of wages to the workers. They observe grave evils such as

The employers determined the mode and matter of wage payment, as they liked.

Even when paid in cash, wages were paid in illegal tender and in the form of depreciated currency.

A large number of arbitrary deductions were made out of the wages paid to the workers. And

The payment was usually irregular and sometimes there was non payment all together.

Keeping on view all this issues the commission recommended for a suitable legislation to check these evils.

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Consequently the payment of wages Act was passed on 23rd April 1936. it came into force from 28th March 1937. The Act seeks to remedy the evils in wage payment.

(a)Ensuring regularity of payment.(b)Ensuring payment in legal tender.(c) Preventing arbitrary deductions.(d)Restricting employers; right to impose fines and(e)Providing remedy to the workers.

This Act is applicable to the whole of India and to persons employed in industry/ factory, any railway or by a person fulfilling a contract with railway administration. The state government is empowered to extend the application of the whole or part of the Act to payment wages to any class of persons employed in any industrial establishments, by issue of three months notice of its intension to do so; and a notification of the extension in the Official Gazette.

WAGE COMPONENTS

Basic wage is a stable wage paid over a period of time which is a normal for a given level of output.

Dearness allowance is a special allowance, which arouse after First World War as a result of steep rises in prices of essential commodities like foodstuffs. This is to neutralize the high cost of living during inflationary conditions. Primarily, there are 2 systems of neutralization.

1. Fat rate system provides a lump sum payment to workers over a period of time to adjust for the growth in inflation.

2. Escalating system provides a variation to fix DA as a percentage of basic salary slabs.

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Bonus is something given in addition to what ordinarily received or money given in addition to an agreed compensation. The payment of bonus is an annual issue like a religious festival, and is greatly looked forwarded to by employees. The actual quantum and payment is often fraught with conflict and unpleasantness. All this activities are looked after under the payment of Bonus Act, 1965.

The main objective of a wage program is to attract and retain a competent and qualified work force. An Organisation has to match its available resources for providing perquisites and retirement benefits, which are non statutory along with the needs of the employee and market trend. The Organisation could use high basic salary to become a market leader and attract talent, or use a comprehensive “hi” perquisite package to attract and retain its manpower, at least in the short to medium run.

COLLECTIVE BARGAINING

The ILO defines: negotiation about working conditions and terms of employment between an employer and a group employer or one or more employers’ organizations, on the one hand or one or more representative workers organizations on the other with view to reaching agreements.

Salient features of collective bargaining

It is group process It is a process in the sense that it consists of number of steps Negotiations form an important aspect of the process of

Collective Bargaining It is a bi partite processTypes of collective bargaining contracts:

Bi partite agreement

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Bi partite settlement Consent awards

Negotiated and settled primarily by the parties but registered before a conciliator and settlement. Parties have dispute pending before a tribunal, but at negotiate contract, which acquire legal status.

The mechanism for the institutional resolution of conflict and a means for worker participation through discussion and involvement in the managerial decision making process. This is the goal towards which stabilized organizations, with a history of bi partite agreements.

Finally, collective bargaining requires a degree of maturity on the part of both the parties. It is a process that takes both time and skill, which have to be developed. It has base on assumption that reasonable men will want to reach an agreement, given time and situational constraints and opportunities.

EMPLOYEE GRIEVANCE

Grievance is dissatisfaction, which described by ILO as a complaint of one or more workers with respect to wages and allowances, conditions of work and interpretations of service stipulations, covering such areas as over time, leave, transfer, promotion, seniority, job assignment, and termination of services.

Grievance Procedure

The grievance procedure is one of the more important means available for employee to express their dissatisfaction. It also a means available to management to keep a check on relevant diagnostic data on the state of the organisation’s health.

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Putting forward grievance and discussing them, even if they are not ultimately settled in the employee’s favor, gives a worker the satisfaction of having communicated with, and been heard by, the management. The employee’s conception of his problem(s) may be quite based venting his grievance and being heard gives him a feeling of being cared for. This feeling gives harmonious relations with in the firm.

Grievance And Legal AspectThe legal aspect of grievance procedure is dealt in the

Factories Act 1948. According to the Act there should be an appointment of a labour welfare officer in every firm of 500 or more employees. Responsibilities and duties pertaining to labour welfare and working conditions are spelt out in special rules issued by state government under the Factories Act, 1948. The inspectorate is responsible for ensuring the observance and implementation of several provisions by the management. It has subsequently to ensure that peace and harmony is maintained and that all consequent are related grievance are attended to promptly.

DISCIPLINEDiscipline is very essential for a healthy industrial atmosphere

and the achievement of organizational goals. An acceptable performance from sub-ordinates in an Organisation depends on their willingness to carry out instructions and the orders of their superiors, to abide by the rules of conduct and maintain satisfactory standards of work.

Indiscipline is no-conformity to formal and informal rules and regulations. It is necessary to correct indiscipline in an organisation as soon it is observed because of its adverse influence on the morale and motivation of the employees as well as the organisation.

The essential prerequisites to manage indiscipline are

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1. reasonable, legitimate, and clear rules and regulations2. workers should be involved in framing rules and regulations

so that they willingly accept them3. prior notice of consequences of breaking rules4. consistency and uniformity of punishment 5. respect for the human personality6. Management persons should set high standards

Procedure of disciplinary enquiry

1. Issue and service a charge sheet calling up on the employee to submit an explanation.

2. Consideration of the explanation3. Giving notice of an enquiry in to the charges in case of

unsatisfactory on explanation4. Suspension with or without pay, pending enquiry (If

needed)5. Enquiry into the charge

Deciding as to who should conduct Deciding as how to proceed Deciding about the order examining witnesses

6. Recording the findings by the enquiry officers7. Punishment decision8. Communication of punishment

Discipline and legal aspect

In order to improve the industrial relations climate and standardize conditions of employment including the procedure for disciplinary action, the industrial employment (standing orders) act was passed in 1946. this act extended to the whole of India and is

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applicable to industrial establishments employing 100 or more workmen on any day of the preceding 12 months. The act is central legislation but is administered by both the central and state governments in their respective spheres.

INDUSTRIAL CONFLICT

Whenever there are differences between the goals of separate groups or even several individuals in a group or even several individuals in a group, conflict occurs. Much industrial harmony be sought as an Organisational objective, some conflict is inherent in enough to cause prolonged work stoppage, is ever present. The three main groups in an industry namely owners, managers, and workers, develop different orientations and perceptions of their interests. The pursuit of divergent objectives by each causes friction severe enough to lead to strike/lockouts.

INDUSTRIAL CONFLICT AND LEGAL ASPECT

The industrial dispute act, 1947 was enacted to promote industrial peace by providing appropriate machinery for amicable settlement of disputes arising between employers and employees. The principal objects of this act are

1. the promotion of measures to secure cordial relations between workers and management

2. investigation and settlement of industrial disputes3. prevention of illegal strikes and lockouts4. provisions of relief in matters of lay off and retrenchment

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several authorities called works committees, conciliation offices, court of enquiry. Arbitration, labour courts, industrial tribunals, and national tribunals are named for purpose of investigation and settlement of disputes.

EMPLYEE WELFARE

The basic amenities available to the employee for his well-being are called employee welfare. The ILO defines employee welfare as ‘such services, facilities as canteen, rest and recreation facilities, travel arrangements, accommodation and such other services as contribute to improve the conditions under which workers are employed.

Objective of employee welfare

Improving of a philosophy of humanitarianism

Internal social responsibility. Feeling of concern. Caring by providing some of life’s basic amenities.

Classification of employee welfare

Statutory. Voluntary Mutual.

Law through several acts like the factories act, 1948, workmen compensation act 1923, the industrial dispute act, 1947, the ESI act, 1948, employee provident fund act, 1952, payment of gratuity act, 1972, safeguards these welfare activities.

The factories plantation labour and mines act provides for welfare officer as a statutory for employers, employing 500 or more

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workers. These act and schemes have prove useful in plants where they exist and have contribution to better employer – employee relationship.

WORKERS’ PARTICIPATION IN MANAGEMENT

Industrial democracy means that workers and employers should feel that in their work they will be evaluated and respected as free persons of equal value within the framework of the rules and natural order and discipline that will always be needed in well regulated industry. In an atmosphere of cooperation, mutual respect and tolerance they should have the natural right to influence conditions and measures that affect them directly and the whole community inside the undertaking.

The process of participation helps in understanding the dynamics of an enterprise’s viability and hence mutuality helps in establishing greater viability, rather than participating a “we- they” culture such a process helps in the growth of individual and creates a sense of belonging.

One of the earliest attempts to promote this was the provision of the ID Act for the setting up of works committees and for the establishment of bipartite committees in the factories Act, 1948.

CENTRAL BOARD OF WORKERS’ EDUCATION SCHEME

Illiteracy rate of Indian industrial labour is unduly high and that with the introduction of technologically advanced products in industries, it is perilous to have illiterate workers finding to new machines. A workers education scheme was taken up and semi autonomous body known as the CBWE was constituted by the government of India to administer it.

Objectives of scheme52

To develop stronger and more affective trade unions. To develop leadership from the rank and file. To identify the social and economic responsibilities of organized

labour. To promote among workers a greater understanding.

TECHNOLOGY AND INDUSTRIAL RELATIONS

The effects of technology on labour management are man power, job security and redundancy training etc. the unions and management have their respective points of view, with government stepping in to resolve issues and give directions for the future, keeping in mind the national interest and objectives.

Technological changes do have an impact on industrial activity, which alters the relationship between the employer and employees. This requires change and adjustments in the work situation. In application of advanced techniques of production, adequate care will have to be taken to see that the traditional labour intensive sector, which provides employment to a large labour force, continues to exist.

SAFETY AND INDUSTRIAL RELATIONS

Safety and accident prevention concerns mangers for several reasons, one of which that the work related accident figures are staggering. The main purpose of effective safety programs in an organization is to prevent work related injuries accidents. Some types of industrial related accidents are

Slipping and falling hazards. Collisions and obstruction hazards. Equipment hazards.

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Fire hazards. Hazards from falling of objectives. Etc.Basically there are two causes for work place accidents.

1. Unsafe conditions.2. Unsafe acts.Measures to ensure industrial safety are

1. Safety policy.2. Top management support.3. Safety committee.4. Safety discipline motivation.5. Safety engineering.6. Safety training and communication.7. Government support.Legal provisions regarding safety

The increasing complexity and hazardous nature of modern industrial operations, in 1970 the Occupational Safety and Health Act (OSHA) was passed. Basically the approach in OSHA is one of the setting comprehensive and specific standards, governmental policing of company practices and work places, and enforcement through citations, fines and other penalties. The Occupational Safety and Health Administration is the department of labour.

The research agency with respect to industrial hazards in the National Institute for Occupational Safety and Health located human services.

The top management is being asked to take the initiative and accept responsibility for occupational health and safety. Employees are educated that “the best safety device is to be careful”. The Factories Act provides for safety officers as a statutory for

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employers, employing 1000 or more workers. He will look after all responsibilities towards industrial safety.

INDUSTRIAL RELATIONS

IN SRI KRISHNA JUTE MILLS

Sri Krishna Jute Mills, which is located at Eluru in West Godavari district, Andhra Pradesh, is a labour intensified factory where most of the workers are illiterates and as a result so many disturbances have come out in the functioning of the factory. Due to misunderstandings and misconceptions of the workers and management’s inability to meet all the requirements of the workers many hurdles have been faced which lead to strikes and lockouts so many times earlier. As a result it is hard to maintain harmonious Industrial Relations. We are going to see various aspects of Industrial Relations in our forth-coming paragraphs in Sri Krishna Jute Mills.

TRADE UNIONS

There are only four registered unions in Sri Krishna Jute Mills. They are AITUC, Congress Karmika Sangam, CITU, and TNTUC. Up to 1980 there was only one union that is AITUC that had greater influence and played a major role in many of key decisions taken by the management. It was very bold in times to convey messages both to management and workers. Later in 1980 – Congress Karmika Sangam and in 1990 – CITU has come out with very extremist thoughts they could not get popularity till 1999. In 2000 it was recognized firstly, by won in the elections. In 2002 it won again in the elections for the second time. Though it was recognized twice it does not have any cadre.

The workers in this mill are not capable enough of thinking about their trade unions because of their illiteracy. With the aggressive

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speeches of union leaders can easily trap the workers for their individual benefit. Most of the leaders are outsiders and so they give first priority to their identity not for the benefits of the workers. As a result many problems were arising because of petty reasons.

EMPLOYERS’ FEDERATIONS

Indian Jute Millers Association(IJMA) is the only federation for the entire Jute Industry in India. It gives suggestions and recommendations to the government in their common interest. The disputes arise within the industry like price, wage fixations are settled through this federation. There is a R&D association that is Indian Jute Industry Research Association (IJIRA) which look after all technical developments in relation to this particular industry. As this is a traditional industry there is no drastic developments have made.

The major customer to the Jute industry is government. But it is tryingto abscond from purchasing of Jute goods because of plastic industry compelling government to purchase their products is not eco- friendly, the environmental is apposing the usage of plastic.

WAGES

The entire wage related Jute Wage board deals issues regarding Jute Industry, which is an autonomous body of the government of India. It consists of technical people, representatives of managements and trade unions and experts to look after all issue relating to wages in this particular Jute industry.

The board considers various factors like risk, motion, ability, horsepower of the machine, skills required to operate and working conditions and then decide wagerate with consensus. There are two types of wages

1. Piece Rate56

2. Time Rate.

In Sri Krishna Jute Mills there are some departments with time rate and some departments with piece rate system. The wage scale consists of

Basic + D.A + General Increase + Increment + H.R.A.

The Basic wage, which paid here, is Rs 342.50 per month of 208 working hours. This basic is called as Mazdoor basic, which is decided by Jute Wage Board.

The percentage of Dearness Allowance paid over here is 876.85, which amounts nearly Rs 3003.24 per month. The D.A is revised every six months that s in January and July based on the points supplied by Simla Statistical Center. The points are calculated by considering the consumer price index figure of three locations called Vizag, Rajahmundry and Guntur. If the points are increased then Rs 7.67 per point increases D.A and vice versa. This is a consent agreement between both management and trade unions.

Rs 195 is the General Increase for the worker per month, which is constant.

Rs 60 are paying to the workers as an Increment per month who is enrolled their names in the record of Sri Krishna Jute Mills on or before 1984.

5% of total wage that amounts to Rs 180 is given as H.R.A to the workers. The mill provides quarters to the workers. The workers who are utilizing this facility will have to pay only Rs 90 per month.

Apart from all these the Sri Krishna Mills also paid Rs139.57 as an ad hoc D.A and 5% of this H.R.A the dispute relating to this particular issue is pending before the labour court. If the verdict will

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come in favour of management it will recover al these amounts through the P.F of respective workers.

There is no matter of Bonus in this factory because it runs under losses. But the management is providing some amount in between Rs 500 to 2000 in festival season once in a year. Later it will deduct from their respective P.F accounts.

Collective Bargaining

Collective Bargaining process in Sri Krishna Jute Mills is both bilateral and tri lateral. The management discuss only with recognized union. If the recognized union wants involve other unions then also the management allows discussing with all the representatives. These two parties try to come to mutual consensus on all the issues. If not possible then the management or the union can recommended to the intervention of third party that is usually the Deputy Commissioner of Labour for the settlement of the issues.

Grievance Redressal

Grievance Redressal procedure in Sri Krishna Jute Mills in both step – ladder and open door. The sufferer can approach at any level from bottom to top management for grievance redressal.

But in common the personnel department consisting of chief labour welfare officer and chief personnel officer and other member are looking after all the issues relating to grievance.

Discipline

Discipline is a very crucial element of development for any organization. Sri Krishna Jute Mills has its own disciplinary procedure, which was taken from the standing order from Sri Krishna Jute Mills. The standing order clearly states the duty timings, do’s, don’ts, festive

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holidays, misconduct, and carelessness while on duty, bad productivity, assault, sabotage and absenteeism. Any worker irrespective of level, seniority is liable to face disciplinary action in case of deviations of any element of these standing orders. All the matters regarding disciplinary action are look after by the chief personnel officer and two of his subordinates at preliminary stage.

The Sri Krishna Jute Mills has its own setup to follow the disciplinary procedure. The personnel department maintains a separate paper bag called as dossier for each and every worker. The bag contains all the information of the respective worker regarding his/her entry into the organization, present status, department, number of warnings and number of charge sheets(if any) served to them. It means all the past regards of the worker can be seeing at any point of time.

The disciplinary procedure having separate steps is followed by the Sri Krishna Jute Mills. If any worker found to be deviating the standing orders first warned and then served charge sheet seeking explanation. After

Considering the explanation, if satisfied with it the personal officer will ask for the esurience noon repeats from the particular person. If the explanation is not satisfied the personnel officer would askfor domestic enquiry and take witness from fellow workers. Still the allegation is un clear then the personnel officer recommend the management to appoint an enquiry officer and proceed the further investigation into the allegation. If proved, its intensity of effect to the factory is

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estimated and then suitable punishment will awarded and communicate the same to the concern individual.

Industrial Conflict

Conflict of interest between two groups that is the management and trade unions, strong enough to cause prolonged work stoppage. Such incident was held in Sri Krishna Jute Mills in the previous year that is June 2003, which leads the strike and consequent ional lockout of four and half months. The crucial element of arousal of this situation was the notice issued by the management under section 9(a) of I.D Act 1947, which describes the change of service conditions of any worker by the employer. Eluru and Nellimarla Jute mills served the same notice and they succeeded in persuading their employees. But when come to Sri Krishna Jute Mills concern ht e issue of notice was created a big agitation, which leads strike and consequential lockout, and as a result the government intervened into this issue and served three G.Os to resume the work after four and of month.

G.O no 1 said that the strike and consequential lockout should be called of immediately.

G.O no2 said that the issue is recommended to the labour court to settlement and the legality to the management of issuing such notices under section 9(a) of I.D Act 1947.

G.O no3 said that until the verdict of labour court has come on this regard the management should follow the previous methods. After the verdict both the parties have to obey as and how the court judged.

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Till today that is 30th June 2004 the court keep on trials the issue. The management is following the government order by exercising previous methods with workers on service conditions.

Employee welfare

As the welfare activity place a very vital role in Industrial Relations, the sri Krishna Jute Mills gives much priority to these activities for improving a philosophy of humanitarianism and maintains internal social responsibility. The company provides both statutory and non statutory welfare activities to their workers. Some of the statutory welfare activities are like canteen, drinking water, toilets, lockers, rest sheds, first aid, medical officer, safety officer and round the clock ambulance.

Where as when comes to non statutory welfare activities the company care enough towards their workers and well being of their families. Keep this in mind the company provides quarters, welfare center, recreation club, youth club, foot ball ground and more over co-operative stores which supplies good quality of essential commodities like rice, dal, wheat, and edible oil and subsidies gas to their workers.

According to the Employees Provident Fund Act the company, which have 5000 or more employees, can exempt from being a member of trough norms of E.P.F. They can run a trust by their own with regulations extracted as by laws through norms of E.P.F Act. So as the Sri Krishna Jute Mills fall under this category which results it can run its own trust named Sri Krishna Jute Mills workers’ provident fund trust. The trust gives loans to their workers through company whenever they

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need. Now at this position the trust paying 12% interest to their workers. Thus the Sri Krishna Jute Mills provides various welfare schemes to their workers to promote harmonious Industrial Relations.

Workers participation in management

The management of Sri Krishna Jute Mills always encourages this aspect in order to attain internal democracy and gets approved their thoughts by involving the workers while discussions.

Technological impact

As this Jute industry in India is labour intensified unit always oppose for modernization with threat of employment. Though there is R&D wing that is Indian Jute Industry Research Association (IJIRA) to Jute Industry it cannot reach up to the mark except small improvements like dust absorption machines. So as a result there is no much impact of technology in Industrial Relations in Sri Krishna Jute Mills.

Safety and Industrial Relations

The management of Sri Krishna Jute Mills gives much priority to safety, as they know the importance of safety in maintaining harmonious Industrial Relations.

So as a result the management establishes a safety committee consisting 54 representatives from both sides that is management and workers. The committee holds monthly meetings and discuss over various developments in safety. The management appointed a safety officer who look after every thing regarding safety and suggest the necessaries.

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Absenteeism

Absenteeism in Sri Krishna Jute Mills is quite alarming which leads discussions at every time to the management. When ever the management found that one particular worker absented un-authorized issued a notice and counseled him personally. This is what the worker does not like and causes deviations of industrial relation in Sri Krishna Jute Mills.

Most of the workers have expressed their dissatisfaction towards the existing system of personal counseling and attendance system. More over, in the opinion of most of the workers the disciplinary action procedure of the company is quit flexible and ineffective.

These are all various characteristic feature that influence Industrial Relations in Sri Krishna Jute Mills and fell the management in crisis to resolve at every time.

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DATA ANALYSIS & INTERPRETATION

WHAT IS YOUR EDUCATIONAL QUALIFICATION ?

TABLE: 1

S.NO

Category Frequency Percentage

1 Illiterates 30 502 Up to 5th class 16 26.7

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3 Up to 10th and above 14 23.3TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 30 i.e. 50% are illiterates, 16 i.e. 26.7% are up to 5th class and 14 i.e. 23.3% are up to 10th class and above. So, it is clearly known that

ARE YOU SATISFIED WITH THE SALARY GIVEN BY THE ORGANISATION ?

Work Equilibrium With Salary Ability to feed all his needs with Salary

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TABLE: 2

S.NO

Response Frequency Percentage

1 Satisfied 44 73.3%2 Not Satisfied 16 26.7%TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 44 responded positively towards their satisfaction with what they have drawn that is 73.3% of the workers are happy with salary, where as rest of the workers i.e. 26.7% are not satisfied with their salary.

DO YOU THINK YOUR WAGES SHOULD BE BASED ON COLLECTIVE BARGAINING?

TABLE:3

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S.NO

Response Frequency Percentage

1 YES 47 78.32 NO 13 21.7TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents,78.3% are of the opnion that there wages should be based on collective bargaining where as the remaining employees i.e. 21.7% feel that there wages should be based on the collective bargaining.

WHICH BASIS OF WAGE PAYMENT OF WAGE PAYMENT DO YOU PREFER ?

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TABLE:4

S.NO

BASIS FREQUENCY PERCENTAGE

1 Going Rate 12 202 Comparability 14 23.33 Management Decision 23 38.34 As per Law 11 18.3TOTAL 60 100

INTERPRETATION: From the above table, 12 respondents i.e. 20% wanted the going rate concept, 14 respondents i.e. 23.3% wanted the comparability concept, 23 respondents i.e. 38.3% were happy with the management decision, and 11 i.e. 18.3% wanted the wage payment as per law.

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DO YOU PREFER INVOLVEMENT OF THIRD PARTY IN COLLECTIVE BARGAINING PROCESS ?

TABLE: 5

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Required 17 282 Not required 43 71.6TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 17 respondents i.e. 71.6% does not want the involvement of third party in the Collective Bargaining process, where as others i.e. 28.3% wanted the involvement of third in Collective bargaining process.

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DO YOU WANT WORKERS PARTICIPATION IN MANAGEMENT IN YOUR

ORGANIZATION ?

TABLE: 6

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 YES 4 6.72 NO 56 93.3TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 56 responded i.e. 93.3% wanted the concept of workers participation in management in their organization, where as the remaining i.e. 6.7% does not want the concept workers participation in management in their organization.

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WHICH CATEGORY OF WORKERS PARTICIPATION DO YOU PREFER IN

YOUR ORGANIZATION ?

TABLE:7

S.NO

CATEGORY FREQUENCY PERCENTAGE

1 Informative 12 202 Consultative 18 303 Administrative 9 154 Associative 11 18.35 Decisive 10 16.7TOTAL 60 100

INTERPRETATION: From the above table, of 60 respondents, 20% of employees preferred informative workers participation in management, 30% preferred consultative workers participation in management, 15% preferred administrative workers participation in management, 18.3% preferred associative workers participation in

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management and the remaining employees i.e. 16.7% preferred decisive workers participation in management.

DO YOU LIKE TO BE INVOLVED IN MANAGEMENT DECISION MAKING ?

TABLE: 8

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 YES 29 48.32 NO 31 51.7TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 51.7% of the employees liked to be involved in the management decision making, whereas the remaining 48.3% does not want to involve in the management decision making.

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IS THE DISCIPLINARY PROCEDURE FOLLOWED IN THE ORGANIZATION

EFFECTIVE ENOUGH ?

TABLE: 9

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 YES 54 902 NO 6 10TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents 54 responded positively towards the effectiveness of the disciplinary

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procedure. That is 90% of the workers have agreed that the procedure following by the management to maintain discipline is effective.

ARE YOU SATISFIED BY THE WELFARE SCHEMES PROVIDED BY THE

ORGANIZATION ?

TABLE: 10

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Excellent 0 02 Good 9 153 Bad 51 85TOTAL 60 100

GRAPH:

74

INTERPRETATION: From the above table, of 60 respondents, 51 responded negatively towards the various welfare schemes that are provided by the management involving statutory and non statutory measures.

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IS THERE ANY IMPACT OF TRADE UNION ON YOU ?

Subscribed trade union * Basis for choosing

Satisfaction level of part played by union

TABLE: 11

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 YES 35 752 NO 15 25TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents 35 responded positively towards the impact of trade unions by saying to the question whether they choose a particular union with out any knowledge of it’s policies, leaders and cadre. That is 75% of the

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workers don’t know why they choose one particular union while only 25% of the workers knew the reasons.

WHAT TYPE OF TRADE UNION DO YOU PREFER ?

TABLE: 12

S.NO

TYPE FREQUENCY PERCENTAGE

1 Representative Union 31 51.72 Qualified Union 19 31.73 Primary Union 10 16.7TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 51.7% respondents are having representative union, 31.7% of the respondents are having the qualified union and others i.e. 16.7% are having primary union.

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WHAT TYPE OF LEADERSHIP DO YOU PREFER IN YOUR

TRADE UNION ?

TABLE: 13

S.NO

LEADERSHIP FREQUENCY PERCENTAGE

1 Outside 23 36.82 Inside 37 61.7TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, almost greater than half of the respondents i.e. 61.7 inside leadership

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in their trade union and the remaining respondents i.e. 38.3 wanted outside leadership in their trade union.

WHICH TYPE OF MEASURES DO YOU PREFER FOR CONFLICT

RESOLUTION ?

TABLE: 14

S.NO

MEASURES FREQUENCY PERCENTAGE

1 Non Statutory Measures

21 35

2 Statutory Measures 16 26.73 Government

Machinery22 36.7

TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 35% of the employees preferred non statutory measures, 26.7% of the employees preferred statutory measures and the remaining 36.7% of the employees preferred government machinery as a measure to resolve conflicts in organization.

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DO YOU REQIRE GRIEVANCE CELL IN YOUR ORGANIZATION ?

TABLE: 15

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 YES 35 58.32 NO 15 41.7TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 35 respondents i.e. 58.3% feel that there should be a grievance cell in their organization, while the others i.e. 41.7% does not want the grievance cell in their organization.

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IF GRIEVANCES ARE NOT SOLVED WHAT DO YOU RESORT TO ?

TABLE: 16

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Talk with Superiors 19 31.72 Seek help of Trade

Union21 35

3 Rebel at work place 20 33.3TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 31.7% respondents said that they will with the management if their grievances are not solved, 35% of the employees responded that they

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will seek help of trade unions and the remaining employees i.e. 33.3% said that they will rebel at work place.

WHAT ARE YOUR OTHER MEANS OF INCOME TO MEET YOUR NEEDS ?

TABLE: 17

S.NO

MEANS FREQUENCY PERCENTAGE

1 Doing Over Time 18 302 Earnings of family

members27 45

3 Double Employment 15 25TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 30% of the employees soughed for Doing Over Time by other means of income, 45% of the employees soughed for Earnings of family members, and the remaining employees i.e. 25% soughed for Double employment to meet their needs.

NON FULFILLMENT OF DEMANDS WOULD BE SOUGHT BY ?

TABLE: 18

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Strikes 12 202 Lockouts 14 23.33 Gheroas 16 26.74 Discussion with

Management18 30

TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 20% of the employees soughed for strikes, 23.3% of the employees soughed for lockout, 26.7% of the employees soughed for gheroas and the remaining employees i.e. 30% soughed for discussion with management when their demands are not fulfilled.

WHAT ARE THE REASONS FOR YOUR FREQUENT ABSENTISM ?

TABLE: 19

S.NO

CATEGORY FREQUENCY PERCENTAGE

1 Family problems 10 16.52 ILL health 26 443 Working environment 14 234 Addiction to social

evils10 16.5

TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 67% of the respondents were absenting themselves due to Ill health and ill work environment, while 33% of the employees absenting due to social evils and family problems.

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ARE YOU SATISFIED BY WITH THE LEAVES GIVEN BY THE

ORGANIZATION ?

TABLE:20

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 YES 27 452 NO 33 55TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 27 respondents i.e. 45% of the employees are satisfied by the leaves given by the organization, where as greater than half of employees i.e. 55% are not satisfied by the leaves given by the organization.

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HOW IS THE RELATIONSHIP BETWEEN YOU AND YOUR SUPERVISOR ?

Motivation methods * Expressiveness

TABLE: 21

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Cooperative with expressive

40 66.7

2 Cooperative without expressive

20 33.3

TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 40 responded positively towards the relationship between their supervision and themselves i.e.66.7% of the workers are satisfied with their supervisions behavior and his ability to motivate them, where as

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20 responded negatively i.e. 33.3% of the workers are not in satisfied with the relation between themselves and supervisor.

ARE YOU SATISFIED BY THE WORKING CONDITIONS PREVAILING

IN YOUR ORGANIZATION ?

Ventilation * Dust * Lighting * Gap between machine to machine

TABLE: 22

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Satisfactory 21 352 Not Satisfactory 39 65TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 21 responded positively towards the working conditions i.e. 35% of

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respondents are satisfied with their working conditions, whereas rest of the 65% of the respondents are not satisfied with their working conditions.

ARE YOU SATISFIED BY THE SAFETY PROVISIONS PROVIDED BY

THE MANGEMENT ?

TABLE: 23

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Satisfactory 4 6.72 Not Satisfactory 56 93.3TOTAL 60 100

GRAPH:

INTERPRETATION: From the above table, of 60 respondents, 56 responded towards the requisition of more safety provisions, i.e. 93.3%

90

of the workers are not satisfied with the safety provisions provided by the management.

ARE YOU SATISFIED WITH THE WORK ENVIRONMENT GRIEVANCE PROCEDURE

AND INDUSTRIAL RELATIONS PREVAILING IN THE ORGANIZATION ?

Work shop environment * Harmonious relations *Unbiased grievance

TABLE: 24

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Satisfied 26 43.32 Not Satisfied 34 56.7TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 34 responded negatively towards their Satisfactions, i.e. 56.7% of the workers doing their jobs only because they didn’t get any other alternate.

IS THE TARGET GIVEN BY THE MANAGEMENT TO YOU IS

MANAGEABLE/ BURDEN ?

TABLE: 25

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Manageable 30 502 Burden 30 50TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 30 responded positively towards their target setting i.e. 50% of the workers said that the target given to them is manageable whereas 50% said that it is burden to them.

DO YOU AGREE FOR MODERNIZATION ?

TABLE: 26

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Accept 25 41.72 Reject 35 58.3TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 25 responded positively towards modernization, that is 41.7% of the respondents are agreed for modernization whereas rest of the 58.3% of the workers rejected the concept of modernization.

RANK YOUR MANAGEMENT ?

TABLE: 27

S.NO

RESPONSE FREQUENCY PERCENTAGE

1 Excellent 9 152 Good 16 26.63 Average 20 33.34 Bad 15 25TOTAL 60 100

GRAPH:

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INTERPRETATION: From the above table, of 60 respondents, 15% of the employees said that there management is excellent, 23.3% feel that there management is good, 28.3% feel that there management is average, and the remaining employees i.e. 33.3 said that there management is bad.

FINDINGS SUGGESTIONS SUMMARY CONCLUSION

95

96

FINDINGS:

The mill has provided direct employment for nearly 5000 workers.

The Sri Krishna jute mills provides all intramural and extramural

Welfare facilities for the sake of employees. The management is benevolent and law abiding The company is giving very good trade training. Though it has provided employment on a large-scale basis,

salaries All the statutory and non-statutory welfare facilities provided

by the company are not maintained satisfactorily. The canteen is not properly located in the premises and the

workers do not take care of their hygiene and cleanliness. The workers are offering bribe to E.S.I Hospital staff for the

granting of fake medical certificates for the grant of sick leaves.

Proper concern was not shown on the HRD activities prevailing in the company by management

The company does not focus on performance appraisal and carrier planning. As there is no scope for promotions or transfers as the unit is solely located and has no branches elsewhere.

There is no provision for counseling on organizational development as well as employee training.

The workers opinion is not taken into consideration while taking decisions.

There is no procedure designed for counseling and for effective implementation of discipline

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Much more concentration would be paid on safety to reduce the menace of high rate of discipline

Much more concentration should be paid on safety to reduce the menace of high rate of accidents.

75% of the respondents did not know the reasons behind their option for a particular union. They chose it without knowing the various facilities provided.

90% of the respondents opined that disciplinary procedure followed by the management is effective.

95% of the respondents say that there is no workers participation in management in the organization

half of the employees are not satisfied with the statutory and non-statutory welfare measures provided by the organization

Working conditions are to be improved, as the employees are constantly being absent on the grounds of ill h3ealth and ill working environment.

As the amount of wages paid to the workers is not considerably sufficient their families are prone to certain problems, which cannot be solved at any point of time by the employees themselves. As such these employees are prone to certain social evils such as alcoholism, gambling, etc

Half of the respondents feel that targets and their achievement are burdensome.

93% are not satisfied with the safety pr4ovisions made in the organization.

There is no cooperation and coexisting relation between the workers and supervisors.

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SUGGESTIONS:

In the current scenario of poor industrial relations, I suggest few aspects for a smoother functioning.

The recruitment procedure of workers should be changed. So that, only those workers who have proper education are given jobs. There should be a minimum education bar like at least 5th class

Regular checks on the maintenance of the premises should be carried on, so that littering of cigarette butts and pan marks in premises can be curtailed.

Severe punishments like wages cuts, dismissal and increment cut. Etx. Should be implemented for those who are habituated to absenteeism.

Personal counseling system has to be made effective so that problem of dissatisfaction towards job can be solved.

The disciplinary action procedure should be improved so that the problem creators will set right early.

Conduct safety programs to educate workers on safety and mock safety drills.

Involve the workers while taking decisions on their duties and responsibilities so that follow them.

The company must take in to account the concept of workers participation in management in order to achieve the agreed willing ness from workers on company affairs.

Conduct some awareness classes to those who frequently absent from duty.

The management must arrange an effective works committee to directly interact with workers on various issues so as to reduce the impact of trade unions.

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The management must think on various modern techniques as well as machinery to reduce the burden on workers and improve the production capacity

Proper monitoring is required to implement various welfare schemes.

The management should put some dust-absorption machines to improve the working conditions.

The management should conduct training classes to supervisory staff to bring awareness on various techniques of co-ordination and implementation of management decisions.

There needs to be timely wage division so that the employees are satisfied. Time gap should not be more than 3 years from one revision to the other.

Their need to be proper procedure to handle grievances so that would not any bias and that would enable harmonious relations and healthy work environment in the Organisation

Management should take steps to explain the need for modernization and the underlying benefits so that the management receives complete cooperation’s. informing the amount of wage hike that would happen on implementation as a result of increase in productivity can do this.

The management should educate the employees by various methods through which the targets can be achieved.

The management should give guidelines to the respective supervisors so that the supervisors are friendly while dealing with their subordinates.

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SUMMARY

The jute industry in India plays a vital role in the growth of nation’s economy. Rapid expansion of jute into a wide range of life style of consumer products has been made possible due to the versatility of Jute. Jute can be defined as eco-friendly natural fiber.

Industrial relations in indian industry are not satisfactory which become a complex socio-economic problem in several factors, outside the organization as well as inside the organization.

The development of any organization depends on the good industrial relations, which involved both management and workers. Poor industrial relations adversely affect the industry profile, labour community in particular and eventually the nation’s economy.

The Sri Krishna Jute mills occupy an eminent position among the mute industries in the country. The ranges of products are both conventional and non conventional and have a large volume of production. Sri Krishna jute mill owes its present position to the farsighted vision and zeal of their founder chairman late Sri Mothe Ganga Raju and the tempo of development is not only maintained but also improved upon by the present chairman and managing director, Sri Briz Gopal Lunani. At present Sri Krishna Jute Mill have 4918 employees.

The production is carried out as a chain process. The process involves jute, batching and selection, preparing, spinning, winding, beaming, weaving, finishing as a various stages and is supported by mill mechanic, factory mechanic, and workshop, electrical and general departments.

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The personal department is headed by the Vice President (Administration & Accounts) and look after the key activities of personal department with the subordinates such as security officer, chief personnel officer, and chief labour welfare officer and with staff members. Sri Krishna Jute Mills follows a certified standing order, which was established in the year 1958 under Industrial Employment (standing orders) Act 1946. The mill has ISO 9001: 2000 certifications for maintaining good quality of sacking bags.

Industrial Relations prevailing in Sri Krishna Jute Mills have been identified based on the analysis of facts found through direct interview with labour from all the departments. Some of such facts are educational level. It was found that 50% of the workers are illiterates and hence they are easily misguided by the labour unions. The trade training give by the company is almost effective and worthy enough. The relationship between worker and supervisor is substantially good but it has to be improved further as such relations would play a vital role in the Industrial Relations.

Working conditions in some departments like spinning and preparing are very bad. Almost all workers are unhappy about the safety provisions provided by the company. The welfare activities are also needed to be monitored with additional concentration. The company also suffers from acute absenteeism.

These are all key factors of poor Industrial Relations in Sri Krishna Jute Mills where the management should chalk out a comprehensive organizational development program to restore peace and harmony. The management should involve the workers in taking decisions regarding discharge of duties and modification towards modernization, which can result in better performance of organization.

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CONCLUSION

The Jute Industry in India is in doldrums. The industry faces lot of competition from many substitute industries like plastic, synthetic and rubber etc. there is not much emphasis on Research & Development activities which result in lack of innovation and technical advancements. Also there is no substantial back up from the government.

In this kind of environment the Sri Krishna Jute Mills want to compete with the other industries. The Industrial Relations in Sri Krishna Jute Mills are not satisfactory. The reasons for this situation are lack of proper communication between employees and employers. The labour union leaders who are not directly relating to the company play a crucial role. They are at many times trying to misguide the employees for their existence. Because of labour unions resistance, the management can’t replace the obsolete machinery, which leads to rise in cost of production. As a result the management is unable to provide sufficient amenities to the workers, which lead to dissatisfaction causing poor Industrial Relations.

The situation can be improvised by, involving the workers while taking decisions on their duties and responsibilities so that they follow them. Management should also take necessary steps to explain the need for modernization and the underlying benefit so that the management receives complete cooperation.

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Annexure – I

(To be filled by workers)

Name : Age/sex: place:

Designation: Service: Date:

Dept: L.B.No

1. What is your education qualification? ___________________________________________________________________________________________________________________

2. What are the wage components?

Basic Wage DA OT

Bonus Fringe Benefits

3. Are you satisfied with your pay? – Yes/No

4. What are the methods of wage payment? ________________________________________________________________

5. (a) Do you feel that your wages are based on CB? – Yes/No

(b) If not then on what basis?

Going Rate Concern Employee Ability

Management Decision As per law

6. At which level collective Bargaining is generally conducted?

Plant level Industry Level National Level

7. Is there involvement of third party in the CB process? – Yes/No

8. On what basis is the process of CB taking place?

Negotiations Discussions Compromise

9. What type of CB do you follow in your company?

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Intra –Organisational Bargaining Attitudinal Structuring

Distributive Bargaining Integrative Bargaining

10. Is there WPM in your company? – Yes/No

11. In which category does your WPM fall?

Informative Consultative AdministrativeAssociative Decisive

12. How the service of an employee can be terminated in your company?

Discharge Discharge Simplifier Dismissal

13. What do you feel about the disciplinary procedure? Is it +ve/-ve?

14. What are the various forms of punishment in your company?

Termination Suspension Demotion to a lower grade

Withholding of increments Fine Warning or Censure

15. What factors does your management take into consideration for giving punishment?

Gravity of misconduct Past record of the employee

State of the employee

16. What are the labour welfare benefits offered by the Organisation?

Intra Mural Extra Mural Both

17. What are the various Intra-Mural Labour welfare activities?

Drinking Water Toilets Creche Washing Facilities

Occupational Safety Uniforms & Protective Clothing Canteen

18. What are the various Extra-Mural Labour welfare activities?

Social InsuranceBenevolent Funds Maternity Benefits

Health and Medical facilities Housing facilities

Recreation Facilities Leave & Travel Facilities

Vocational Training

19. How many Trade Unions are there in your company? ____________________

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20. What are they? __________________________________________________

______________________________________________________________

21. What are the reasons for the information of trade unions? ________________

___________________________________________________________

22. To which Trade Union do you belong? _____________________________

_____________________________________________________________

23. what are the various functions of your Trade Union? __________________

___________________________________________________________

24. How do you get finance to your Trade Union? _______________________

_______________________________________________________________

25. What are the various Rights & Responsibilities of your Trade Union? ___

______________________________________________________

26. What type of Union is your Trade Union?

Representative Union Qualified Union Primary Union

27. Tell me about the leadership outside/ inside in your Trade Union? _____

______________________________________________________

28. What are the various services provided by your Trade Union?

CommunicationWelfare Activities Education Research

29. What are the various welfare activities carried by your Trade Union? _____

____________________________________________________________

30. What are the main reasons for Industrial Conflicts in your company?

Economic causes Political causes Social causes

Technological causes Psychological causes

Market situation Legal causes

31. What are the measures taken for the conflict resolution in your company?

Non Statutory measures Statutory measures

106

Government Machinery

107

32. What are the various Non Statutory methods do you follow in your company?

Code of Discipline Tri parties machineryWPM CB

33. What are the various Statutory methods do you follow in your company?

WC Conciliation Voluntary Arbitration Adjudication

34. What are the causes for Employee Grievance?

Promotions Amenities Compensation Fines

Leave Increments Recovery of dues

Safety alliances Transfer Nature of Job Condition of workDisciplinary action

35. Do you have Grievance cell? – Yes/No

36. Do you communicate your Grievances? – Yes/No

37. Time taken to solve Grievances

Days Weeks Months Above

38. Are you Grievances solved? – Yes/No

39. What do you resort to if your Grievances are not solved?

Talk with superiors Seek help of Trade Union Rebel at work place

40. (a) Do you think that your work is in equilibrium with your salary? – Yes/No

(b) If no what improvement does you want in your pay? _________________

__________________________________________________________

41. (a) Are you able to satisfy all your needs with your salary? – Yes/No

(b) If no then what area your other means of Income?

Doing OT Earnings of family members Double Employment

42. Non fulfilment of any demands would be sought out through?

Strikes Lockout Gheroas

Discussion with management108

43. Do you agree for modernization? – Yes/No

44. Give the order of Preference for the reason of your absenteeism?

(a) Ill Health

(b) Family Problems

(c) Fights at work place with co workers

(d) Improper Work environment

(e) Conflict with supervisors

(f) Alcohol

(g) Others

45. which of the following do you think would aid in reducing frequency of absenteeism?

Cash Incentives Promotion Paid Holidays Mere recognition

None of the above then what -----------------------------------------------------------------

46. how many leaves organisation is permitting per year? -----------------------------

47. are you satisfied by the leaves given by the organisation? – Yes/No

48. does your organisation have the following committees?

JMC WC Canteen Committee

49. what is your level of functioning?

High medium low

50. Rank your management?

Excellent good average bad

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BIBILOGRAPHY

“PERSONNEL MANAGEMENT” C.B. MAMORIA.

“INDUSTRIAL RELATIONS” ARUN MONAPPA.

“PERSONNEL MANAGEMENT” EDWIN B FILIPPO.

“RESEARCH METHODOLOGY” C.R.KOTHARI.

“DYNAMICS OF INDUSTRIAL RELATIONS” MAMORIA AND

MONAPPA.

WEBSITES REFFERED:

www.Indiajute.com

www.willardindia.com

www.skjm.com

The data here is not absolute….it is only for reference.

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