Final

RANE
INTRODUCTION
Rane was founded in 1929. It has global partnerships. Rane is group of eight
companies and access the best technology. They form TQM as the way of life. Modern
facilities has implemented in Rane group. Supplies to eery segment of auto industry.
!ontains a wide range of products and it preferred to "#M supplier. #$ports to 2%
countries in worldwide. The total turnoer of the company is about &S' %() million
2**9+2*1*. It seres a ariety of industry segments namely ,assenger !ars-
Multi &tility- .ehicles- /ight !ommercial .ehicles- Medium 0 1eay
!ommercial .ehicles- 2arm Tractors- Three+wheelers- Two+wheelers and
Stationary #ngines. 3ll seen companies with TS 14959 certification.
MISSION & VALUE
,roide superior products and serices to our customers and maintain mar6et
leadership
#ole as an institution that seres the best interests of all sta6eholders
,ursue e$cellence through total 7uality management
#nsure the highest standards of ethics and integrity in all our actions
MILESTONES
1929 + Rane was founded as a distributor of automobiles 0 parts
19)9 + 'iersified into manufacturing and established plant for I!
#ngine.ales.
194* + #stablished facility to ma6e Tie Rod #nds.
1945 + Started manufacture of 2riction Material.
19(5 + #stablished 8ar Mobiles /imited to manufacture 3utomotie
and /arge .ales.
19() + Started manufacture of Manual Steering 9ears.
19:( + #stablished ;. with TR< for ,ower Steering Systems.
1991 + #stablished ;. with ;M3 for distribution of auto components.
1991 + TR< ;. also commenced manufacture of occupant restraints.
#stablished ;. with =S8 for #nergy 3bsorbing
Steering!olumns.
2ounded Rane Institute for #mployee 'eelopment.
2*** + TQM launched under guidance of >&nion of ;apanese Scientists
and #ngineers>- ;apan.
2**% + Rane ?ra6e /ining /imited wins 'eming 3pplication ,ri@e.
2**) + Rane #ngine .ale /imited wins 'eming 3pplication ,ri@e.
RTSS/ Steering Systems /imited + ASteering 9ear
'iisionBwins 'eming 3pplication ,ri@e.
Inested in 1igh ,ressure 'ie !asting products.
2**( + Rane AMadrasB /imited wins 'eming 3pplication ,ri@e.
LOCATIONS
FACILITIES
MODERN MANUFACTURING FACILITIES
2acilities consistently upgraded to meet technological adancements
in integrated production lines for all group companies on par with world
standards.
PRODUCT DEVELOPMENT FACILITIES
Significant portion of the groupCs turnoer inested in Research and
,roduct 'eelopment.
Simulation techni7ues and e$haustie testing mechanisms
implemented regarded as the
industry standards
CORPORATE SOCIAL RESPONSIBILITIES
ACTIVE ENVIRONMENT CONCERN
Seenteen plants accredited to IS" 15**1certification. The plant set
standards higher than mandated by law to continuously reduce industrial
waste and pollutants
CORPORATE SOCIAL RESPONSIBILITY
Rane 9roup contributes to societal causes through a trust. 3ll plants
inoled in deelopment actiities in their neighborhood- mainly in the
areas of education and health.
SALES FIGURES
Rane Group sales for !e "ear #$$% & '$( INR ')$)* M+ll+on ,-.)*
/+ll+on USD0 Sales by product lines for the year 2**9 D 1*.
RANE COMPANIES & PRODUCT RANGE
Rane 1ol2+n3s L+/+e2
A1olding !ompanyB
Rane ,Ma2ras0 L+/+e2
AManual Steering 0 Suspension SystemsB
Rane En3+ne Val4e L+/+e2
A#ngine .ales- .ale 9uides- TappetsB
Rane Bra5e L+n+n3 L+/+e2
A?ra6e /inings- 'isc ,ads- !lutch 2acings- !omposite ?ra6e ?loc6s-
!. ?ra6e ,ads 0 Sintered ?ra6e ,adsB
RANE TR6 Seer+n3 S"se/s L+/+e2
A,ower Steering Systems- Seat ?elt SystemsB
Rane NS7 Seer+n3 S"se/s L+/+e2
ASteering !olumns 0 #lectric ,ower SteeringB
7ar Mo8+les L+/+e2
A/arge #ngine .ales for 3utomotie 0 'efence 3pplicationsB
Rane D+e9as L+/+e2
A1igh ,ressure 'ie !asting ,roducts
CUSTOMER RECOGNITIONS
Rane En3+ne Val4e L2
A'eut@- 9ermany + Supplier 3ward 2**%B
A.ol6swagen 9roup 3ward 2**:B
A3sho6 /eyland /imited- 9olden 3ward 2**:+*9B
AMaruti Su@u6i India /imited- .endor ,erformance 3ward 2**:+*9B
Rane ,Ma2ras0 L+/+e2
AMahindra 0 Mahindra A2#SB- "utstanding ,erformance 3ward 2**9B
AMaruti Su@u6i India /imited- 8ai@en 3ward 2**9B
RANE TR6 Seer+n3 S"se/s L+/+e2 ,Seer+n3 Gear D+4+s+on0
A3sho6 /eyland /imited- ?est Supplier + Siler Medal 2**9+1*B
RANE TR6 STEERING SYSTEM LIMITED
INTRODUCTION
Incepted in 19:( to manufacture Steering Systems. The company has
a Eoint enture partnership with TR< 3utomotie ;. //!- &S3
Independent and comprehensie units to design test and manufacture
complete range of power steering solutions. #stablished dominant share of
business in both !ommercial .ehicle st eeri ng and ,assenger !ar
st eer i ng i ndust ry. I t ,referred "# partner to Indian "# maEors in
,assenger !ar- Multi &tility .ehicle- /ight !ommercial .ehicle- Medium
and 1eay !ommercial .ehicle categories. The company receied 'eming
3pplication ,ri@e in 2**).
VISION
To sustain number 1 position in hydraulic power steering mar6et and
to enter global mar6ets.
GOALS
The main goal of the company is to enhance mar6et share. To increase the
production of !ommercial ehicles from 5%F to 5(F- &tility .ehicles from 24F to
%*F and to maintain the production of ,assenger cars at the rate of 5(F. The
company also aim to improe Manpower productiity by 5:F- 3sset productiity by
%2F- Inentory turns by :1F.
STRATEGIES
'eelop upgraded M01!. 9ears and =ew /!. 9ears.
'eelop 1igh 'isplacement and #nergy #fficient ,umps
#nhance reliability of ,R0, 9ears.
Reduce cost to meet increasing pricing pressures.
/,S and TM,
,ursue e$port opportunities with TR<.
DESIGN
The steering diision uses the latest technological design applications
to arrie at the perfect steering solutions for its clientele 3uto!3'- ,ro+#
<ildfire + %' modeling 0 drawing- ,ro+Mechanica G !osmos+ 2.#.3nalysis-
!2' A!omputational 2luid 'ynamicsB- 3M#Sim for system behaior study
employed for product ideation and deelopment #ffectie use of !3'
applications employed at design centre of seat belt.
PRODUCTS
Seer+n3 Gear D+4+s+on
1ydraulic ,ower Rac6 0 ,inion Steering 9ear 3ssembly
Integral ,ower Steering
,ower Steering ,ump 3ssembly
POLICIES OF RANE
:ual+" Pol+9"
<e will strie to e$ceed customer e$pectations through continual improement
in 7uality- cost- deliery and technology. #mployee inolement improing the
effectieness of 7uality
1eal!; Safe" & En4+ron/en Pol+9"
<e are committed to protect the occupational health- safety and enironment in
all our operations. To meet our commitment- we will #ndeaour to !omply with all
applicable legal and other re7uirements. Minimi@e impace on enironment-
occupational health and safety through preention of pollution- inEury and ill health.
#fficient use of natural resources- materials and energy through reducing- re+using and
recycling process. !ontinual improement of occupational health- safety and
enironmental performance by setting obEecties and targets. !ommunicate this policy
to our employees- contractors and interested parties of RTSS/.
Pro/o+on Pol+9"
3ll promotions will be subEect to acancies e$isting in the organi@ation. In
respect of promotion to SM- to be een considered for promotion employees must
fulfill the following criteriaH
Rates as ##G" under ,3'S for 2 preceding years.
,ossess the potential to hold higher responsibilities.
,osses appropriate professional 7ualification.
VARIOUS DEPARTMENTS AND T1EIR FUNCTIONS
Manufa9ur+n3 En3+neer+n3
Responsible for improing competitieness through manufacturing technology
and process- =ew ,roduct 'eelopment- creation of capable facilities for new 0
e$isting products- enhance productiity and robustness of current manufacturing
process.
Manufa9ur+n3
Responsible for ensuring production according to sales plan and achieing
continuous improements in 7uality and manufacturing cost by improing direct
employee productiity and reducing consumable cost.
Maer+als
Responsible for improing aailability and 7uality of incoming material at
minimum cost- managing supplier and sub+contractor performanceGendor
deelopment- reducing material and consumable cost- upgrading supplier base and
supplier 7uality- maintaining optimum inentory leel- promoting 7uality
consciousness and supporting =ew ,roduct 'eelopment.
:ual+" Assuran9e
Responsible for assuring and upgrading 7uality to e$ceed customer
e$pectations- ensuring adherence to 7uality to e$ceed customer e$pectations- ensuring
adherence to 7uality systems and continuous 7uality improement in the plant-
ensuring resolution of customer line and field complaints- supporting supplier
effectieness- supporting =ew ,roduct 'eelopment and cost reduction programmes.
Pro2u9 En3+neer+n3
Responsible for managing =ew ,roduct 'eelopment and introducing
improements in e$isting products- facilitating technology upgradation and
deelopment.
F+nan9e & A99ouns
Responsible for ensuring statutory compliance and proiding management
information through financial statements for the efficient functioning of the plant. It is
also responsible for ensuring compliance with the accounting norms- facilitating cost
reduction actiities in the plant- ensuring the product costing e$ercise is carried out-
improing the internal control systems- estimating fund re7uirements and proiding
timely MIS reports.
1RD
Responsible for facilitating employees to enhance plant performance- handling
recruitment and induction at the plant leel- imparting training- implementing
performance appraisal- maintaining employeeGwor6er relationship- improing T#I-
ensuring statutory compliance and to drie societal initiaties.
Plan En3+neer+n3
Responsible for ensuring and enhancing the production performance of plant
and e7uipment for the efficient functioning of the plant. It is also responsible for
enhancing aailability of machinery- serice e7uipments and utilities- implementing
T,M in the company- ensuring statutory compliance- controlling cost of spares-
maintenance- infrastructure creation and assistance in new proEects.
Meallur3e"
Responsible for ensuring metallurgical 7uality- establishing sub+contract
sources beyond in house capacity- enhancing 1T shop productiity- facilitating
metallurgical process improement of suppliers and metallurgical analysis of failed
components to facilitate counter measures.
Mar5e+n3
Responsible for managing and enhancing the current share of business-
ensuring customer satisfaction- ensuring customer satisfaction- enhancing sales-
customer management and cost management.
SAFETY AND ACCIDENT PREVENTIVE MEASURES
Safe" Measures o 6or5ers
'< #ye 9oggles
#< #ar ,lug G Muff
.< 1and 9loes
=< 1eat resistant leather gloes
*< Safety Shoe
>< 9um ?oots
EMERGENCY ALARMS
The RTSS/ proides emergency alarms in inside the ,lant. <heneer there is
an accident or emergency- eery employee in inside the industry can use the
emergency alarms.
"n hearing the emergency siren- the wor6ers and isitors will be informed to
leae immediately and assemble at Safe 3ssemble ,oint which is nearby main plant
reception.
S1IFT TIMINGS
9eneral Shift + *9H** am to *)H** pm
1
st
Shift + *4H** am to *%H** pm
2
nd
Shift + *%H** pm to 11H** pm
%
rd
Shift + 11H** pm to *4H** am
1OLIDAYS
=ew year 1oliday
,ongal 1oliday
Republic 'ay
Independence 'ay
3yutha ,ooEa
.inayagar !hathurthi
9andhi ;ayanthi
'eepawali
!hristmas
FIRST AID APPLIANCE
The RTSS/ proides first aid to all the human resources those are engaged in
the establishment of the industry for the following inEuriesH
1ead ache
2eer
!ut inEury
Scratched inEury
!ontusion inEury
2racture inEury
Selling inEury
,ric6 inEury
!rushed inEury
?urn inEury
,unctured inEury
1R VISION & INIATIVES
INTRODUCTION
1uman Resource 'epartment plays ital role on industry for fulfilling the
statutory re7uirements- recruitment- employee relations- administering performance
appraisal system and conducting training programmes for meeting immediate
re7uirements.
1RD VISION
?To stimulate and nurture the intrinsic desire in people to learn- grow
and enhance performance to achiee business success and growthI.
1RD GOALS
Recruit and retain high caliber employees
#ncourage and recogni@e outstanding merit and contribution
!reate opportunities for professional growth and satisfaction
'eelop leadership capabilities at all leels
2oster employee inolement and deelop a wor6 ethos that builds
dignity and pride.
1RD ORGANI@ATION
1RD a Rane operaes a Ao le4els
A Group Le4el + 2ormulates policies- and designs maEor people
deelopment initiaties to enhance professional capability of employees at
group leel.
A Bus+ness Un+ Le4el + !ompanies implement group policies and deelop
&nit specific interentions.
STRATEGIES AND INITIATIVES AT T1E GROUP LEVEL
Specific strategies and initiaties are designed to enable actuali@ation
of 1R' 9oals
Re9ru+/en an2 Reen+on
1igh caliber employees are recruited through well structured process
including campus recruitments of 'iploma and 9raduate #ngineers and
lateral recruitment of e$perienced employees.
Re9o3n++on an2 ReAar2
"utstanding performance is recogni@ed and rewarded through
comprehensie performance assessment deelopment systems- aligned to
TQM principles and practices.
Opporun++es for Profess+onal GroA!
Internal candidates first considered for Eob acancies- thereby-
proiding employees opportunity for lateral 0 upward growth- ,rofessional
8nowledge and s6ills enhanced through continuous education at Rane
Institute for #mployee 'eelopment ARI#'B and other reputed academic
institutions.
Lea2ers!+p De4elop/en
/eadership and managerial capabilities are deeloped through
specific training programmes- Eob rotation- participation in cross+functional
teams etc.
Foser+n3 E/plo"ee In4ol4e/en
=ewsletters- contact meetings 0 regular communication meetings
"pen 1ouse 'ays and interactions with employeesC families ?usiness unit
specific communication processes to meet particular needs Specific
strategies and initiaties are deeloped and implemented in each business
unit so as to achiee 1R' goals.
FUNCTION OF 1RD
MANPO6ER PLANNING
The RTSS/ is haing manpower planning namely J3nnual preparation of
ManpowerI. The 1R department is not included in the preparation of manpower in
RTSS/.
#ery year the 9eneral Manager decides the re7uired manpower with the
consultation of 'eputy 9eneral Manager of the ,lant. Then they send the report of
3nnual ,reparation of Manpower to the 1R department. 3fter that the recruitment
process will be conducted by 1R department in RTSS/.
The accurate manpower budget for this year is 6ept by the 1R+1ead. They
prepare manpower budget for the following reasonsH
aB to achiee the production target
bB to eradicate low manpower
cB to reduce the wor6load
dB to increase the production speed
The concerned department heads are responsible for preparing manpower
budget for aforesaid reasons. 3fter receiing manpower budget- the 1R managers will
carryout the recruitment process.
RECRUITMENT
The meaning of recruitment is to search Eob see6ers those who are really
releant or fit for the right Eob. 2or that the RTSS/ is haing following sources to
receie the Eob see6ers to the needy place.
a0 Daa Ban5
In RTSS/- the resumes which are receied by casual applicants are stored in
1R department. <heneer there is a re7uirement- the 1R department will refer the
data ban6.
80 Consulan9"
Through the well established recruitment consultancy- the RTSS/ is getting the
re7uired wor6force in the re7uired time. #.g. !areer .ision !onsultancy.- situated at
!hennai.
90 Referen9es
In the recruitment process- reference is also considered. The RTSS/ receies
the manpower through the reference of retired employees- present and permanent
employees.
SELECTION PROCESS
In RTSS/- the selection process ta6es in three steps. Those areH
'< S!or L+s+n3 !e Can2+2aes
In recruitment process- the RTSS/ receies application through arious
sources. Then the 1R departments will shortlist the application by their re7uirements.
#< Con2u9+n3 6r+en Tes
The second step in selection process is written test. 1ere the 1R department
will conduct the written test to the candidates. It includes filling the recruitment forms
by them and testing the #nglish 6nowledge of candidates by saying to read an #nglish
passage.
.< Personal Iner4+eA
Those who are being selected in written test will undergo for personal
interiew. 1ere the 1R manager is to conduct the final interiew to them. Then the
concerned department head will hae the personal interiew to them.
PLACEMENT
The ne$t process followed by selection process is placement. The RTSS/ sends
the offer letter to the selected candidates after the clearance of final interiew. <hen
the RTSS/ receies acceptance letter from the selected candidates- the RTSS/
proides placement letter. ?efore the placement- the 1R department will hae to
erify the original certificates of the selected candidates.
INDUCTION
The RTSS/ proides induction training to the fresh candidates. It helps them to
6now about )s- safety awareness- TQM awareness- #MS awareness- 'aily Routine
Management and Standard "perating ,rocedures. 3fter this training- the trainees hae
to submit a brief report about training and it will be 6ept in their personal files in 1R
department.
TRAINING AND DEVELOPMENT
Training and deelopment are the act of increasing the 6nowledge and s6ill of
an employee for doing a particular Eob.
The RTSS/ proides training and deelopment to the employees in all aspects
which are releant to the organi@ation goals. The training and deelopment in RTSS/
coer generic as well as functional. The generic training is meant for all the employees
in the industry.
The generic coers the general area of training li6e the enironmental training-
communication and awareness on )s- Suggestion and TQM. &nder the functional
training- the industry proides training to the employees in the wor6ing area of the
employees. It differs from one department to another department
The industry follows three leels of attainment in the training. 1ere the
industry fi$es the e$pected leel of the employee. <heneer there is a gap identified
from e$pected leel to actual leel- there the training will be occupied for the
deelopment of actual leel to e$pected leel. 1ere the industry gies preference to
the immediate needed training. It indicates that primarily it concentrates on the
deelopment of the first leel to second leel.
6ELFARE FACILITIES
a0 Transpor Fa9+l+"
RTSS/ proides transport facilities A?usB to employees to commute to the
wor6place in time and reach home in time after the wor6.
80 Caneen Fa9+l+"
RTSS/ facilitates canteen facility to all employees with an affordable price.
The price is the lowest price which is acceptable by all the employees.
90 Me2+9al Re+/8urse/en
Through this welfare- all the employees those who are not coered under #SI in
RTSS/- are being benefited. <heneer the employees admit in hospital for their
illness- they can reimburse their medical e$penses through submitting the bills of
e$penditure.
20 Lea4e Tra4el AlloAan9e
RTSS/ proides /T3 to the employees. The eligibility of the employees to
aail /T3 is that they hae to wor6 for 25* days in the preious year of their wor6. So
that the industry proides 4 days of /T3 to the employees in a year.
e0 Annual Me2+9al C!e95 Up
RTSS/ facilitates medical chec6 up to all employees once in 2 years. The
middle managers and operators are allowed to hae medical chec6 up for hem alone.
?ut the senior mangers can hae medical chec6 up for their family members also.
Non B Sauor" 6elfare Fa9+l++es
a0 Marr+a3e G+f
RTSS/ proides gift to the employees at the time of their marriage.
80 B+r!2a" G+f
In the day of the employeesC birthday- the R3=# issues birthday card and
chocolates to them. 3nd their photos will be displayed in the notice board.
90 Issue of A/en++es
RTSS/ issues horlic6s and cinthol soap to all the employees once in a month.
20 Issue of Un+for/
RTSS/ proides uniforms to all the employees at free of cost. It includes the
stitching cost also.
LEAVES
'< Casual Lea4e
The employees in RTSS/ can aail 1* days of casual leae once in a year. If
any employee does not aail it- it will not be carried forward.
#< Pr+4+le3e Lea4e
<hen the employee gets one year of e$perience in RTSS/- he is eligible to
aail priileged leae. Those employees can get leae of 1 day for their eery 2*
wor6ing days. It can be carried forward to ne$t year also.
.< Spe9+al Me2+9al Lea4e
The employees those who are not coered under #SI scheme are eligible to
aail special medical leae in RTSS/. These employees can aail 4 days of SM/ in a
year.
ISSUE OF TELEGRAM
The employees those who ta6e leae without intimation to 1R department upto
% days- the industry will be sent a telegram to the concerned employee. The time
office e$ecutie will send a telegram to concerned employee.
PROMOTION
In RTSS/- promotion is gien to all employees through referring grade points
of employees in performance appraisal and e$perience of the employees. <hen the
promotion is gien to the employee- the responsibilities and payments to be added
than past.
INCREMENT
In RTSS/- increment is gien to all employees once in a year. The increment is
also gien based on the points which hae been ac7uired by the employee during
performance appraisal.
TRANSFER
In RTSS/- transfer is gien to the employees based on the following reasonsH
when there is more numbers of employees in same wor6
when there is a need of manpower in other department
when there is a re7uirement in another branch
EMPLOYEE SERVICE RECORD
The 1R' maintains the personal file for all the employees. There they
supposed to 6eep the records of the employee during his wor6ing e$perience in the
industry. The records include date of Eoining- personal data- leae details- benefits if
the employee receied- adance details and years of serice of the employee. The
personal files also hae been 6ept the serice record of the employee in a particular
period.
OVERTIME
The additional wor6ing hours which e$cludes the normal wor6ing hours- are
called oertime. In a basic understanding- the payment for oertime is double the rate
of normal wage.
"ertime facility is gien to all the employees in RTSS/. 1ere the industry is
always not putting the pressure on employees to engage in oertime. In case of
emergency only- the industry will inform about oertime before it is commencing.
<hen the employee wor6s on Sunday and special holidays- he or she can get
compensatory off in the normal wor6ing day rather it will not be calculated as
oertime.
The ,lant 1ead only will declare that the oertime will be held on the
particular time. The concerned department heads will hae to approe oertime
manual list.
6AGE AND SALARY ADMINISTRATION
In RTSS/ the wage and salary to the employees are calculated from the date of
21
st
to 2* in eery month. ?ut the wage and salary will be paid to the employees at the
first day of eery month.
COMPENSATION STRUCTURE
?asic
Transportation
!oneyance A=on MetroB
1ousing !ompensation
1R3 G /eased 1ousing AMetroB
3menities 3llowances
2amilial !ompensation
#ducation 3llowance
/eae Trael 2acility
Medical #$penses Reimbursement
Medical Insurance
Retirement and Separation ?enefit
,roident 2und 12F
9ratuity
Superannuation 1)F
Insurance
/I! 9roup Insurance
/ife Term !oerage
,ersonal 3ccident Insurance
Medical 3llowance
DISCIPLINE
It is well ac6nowledged that strict adherence to proper norms of discipline
while at wor6 is of paramount importance in successfully steering the company in the
days to come when the efforts of the parties will be targeted towards achieing
sustained growth.
The wor6men guarantee that they will totally eliminate absenteeism- which has
proed to be a bottlenec6 in meeting the deliery schedule dictated by the customers.
It has been agreed that the e$isting tea timing of 1* minutes shall be strictly
adhered to and he employees will attend the shifts in the specified timings.
TRAVEL ARRANGEMENT
In case- the wor6ers in industry committed to go outside during the wor6ing
hour for the wor6 assigned by the industry- the releant trael arrangement will be
made by the 1R department. 3nd also in case- the bus is late- repair and accident at
the boarding point- the 1R department will ma6e better alternatie trael arrangement
to the employee to reach industry. Same case will be applicable when the wor6ers go
bac6 to their home after the wor6.
TIME OFFICE FUNCTION
3ttendance maintenance
Maintenance of leae and holidays register
,ay role preparation
Muster role preparation
Maintenance suggestion records
8ai@en record maintenance
2orms maintenance such as /T3- #SI- ,2
"T-"'- permission slip- loan form- compensatory off
Maintenance of shift change and updation slip
Stationary maintenance
,roiding uniforms and shoes
Maintenance of communication file
Maintenance of birthday records
,roiding I' cards to employees
8eeping attendance for apprentices
Maintenance of notice board
Maintaining the functions of canteen
Maintaining the register of leae with wages
<elfare issues
/oan application issuing
SUGGESTION SC1EME
Suggestion is meant by giing an idea for any change or improement which is
to be fle$ible and acceptable by all employees. Suggestion scheme is an element of
TQM. There are following this scheme ery effectiely.
So that all the employees e$cept e$ecuties- can gie their suggestions in
RTSS/. It helps to implement the suggestions which are to be acceptable by all the
human resources in the industry. In RTSS/ suggestion is categori@ed by 3- ?- ! and
'. The following procedures are to be made after the implementation of suggestion.
PROCEDURES FOR SUGGESTION SC1EME
To G+4e Su33es+ons(
3fter the implementation of suggestion- the employee who implemented
has to fill the suggestion form which can be receied from time office.
Then he or she has to get signature from the superisors and heads in
concerned department.
Then he or she supposes to submit it to 1R department.
7AI@EN
In this industry- 6ai@en is being implemented. 8ai@en is meant for continual
improement. It is also li6e suggestion scheme. ?ut in this industry- 6ai@en is to be
gien by the #$ecuties only. The suggestion can be awarded but the 6ai@en should
not be awarded by cash or in 6ind.
SECURITY ADMINISTRATION
Security office is the guard of the company- company premises and employee
and their premises. The security guards are proided by the contractor namely K95SC.
The followings are functions of security officeH
To maintain permission slips of employees
To proide pass for isitors
To maintain e+mail copy file
To maintain employee out+pass
To 6eep contract labour register and their out note
To maintain on duty pass for all
To maintain ehicle re7uisition file
To maintain separate note for canteen
To hae safety permit note
To maintain inward outward registers
To maintain first aid bo$ and rest room
To maintain 6ey register.
PERFORMANCE APPRAISAL SYSTEM
PREFORMANCE ASSESSMENT AND DEVELOPMENT SYSTEM ,PADS0
,3'S coer all managerial staff from assistant e$ecuties to ice presidents.
The parties to the assessment are 3ssessee- 3ssessor A3ssesseeCs functional seniorB
and reiewer A3ssessorCs functional seniorB. In case of dual reporting- the
administratie senior will complete the assessment- drawing inputs from the
functional senior. If an assessee is transferred midyear- assessment will be done by the
functional senior. If an assessee is transferred midyear- assessment will be done by the
functional senior with whom he has wor6ed for a minimum period of 4 months. 3ll
7ualitatie comments on 3ssesseeCs performance will be shared with him by 3ssessor.
The entire process of assessment under ,3'S will be coordinated by the 1ead of 1R
of the plant not below the leel of 3ssistant Manager. If he is below the leel of
3ssistant Manager it will be coordinated by the 1ead of the 1R of the company
regardless of the leel.
SELF ASSESSMENT
3nnually the assessee should present- in two pages- his obEectie and candid
assessment of his own performance. 3ssessor will study and consider this before
ma6ing his own assessment.
PERFORMANCE APPRAISAL MET1ODOLOGYCINDICATORS
SECTION A&PERFORMANCE GOALS
Role related goals + Ta6es up tas6s related to his role.
Self 'eelopment goals + 'iscusses with 3ssessor and ta6es up tas6s
related his own professional deelopment.
ReporteesC deelopment goals + Ta6es up tas6s related to the deelopment
of his own reportees.
SECTION B&MANAGERIAL STANDARDS
PLANNING S7ILLS
Thin6s through goals and actions in adanceL anticipates eentualitiesL eoles
time bound strategies for a achieement of targets.
ORGANISING AND UTILI@ING RESOURCES
3rranges and allocates wor6- authority and resources among members for
effectie accomplishment of goals.
LEADERS1IP S7ILLS
3cts on his own- deelop teams- motiate people to perform and reali@e their
potentialL delegates appropriatelyL proides constructie feedbac6 and appraises
accurately.
COMMUNICATION S7ILLS
#$presses ideas- thought and feelings clearly and preciselyL listens actielyL
encourages open communicationL shares pertinent information.
INTERPERSONAL AND TEAM RELATIONS1IPS
?uilds relationships and wor6s well with other people superisors- peers and
subordinates. Is a team player and can manage disagreements.
EMOTIONAL INTELLIGENCE
1as the ability to recogni@e and understand own emotions and their effects on
others- sensitie to emotional ma6e+up of others.
DECISION MA7ING
3naly@e and diagnoses comple$ situations- identifies and ealuates
alternatiesL indicates clearly a wor6able course of action for the corporate good.
CREATIVITY
Thin6s of new practical ideas for improement of systems and operations
related to his Eob and across functions. "pen to new ideas from others at all leels.
SECTION C&FUNCTIONAL STANDARDS
FUNCTIONAL 7NO6LEDGE AND APPLICATION
8nowledge of fundamentals- techni7ues- policies- systems- procedures and
latest deelopments relating to his function and related areas- ability to apply his
6nowledge to practical situations.
PRODUCTIVITY
3bility to ma$imi@e outputs for gien resources.
:UALITY OF 6OR7
/eel of thoroughness- speed- accuracy- attention to detail and where possible
how the performance measures against standards A#stablished or assumedB.
SECTION D&SUMMARY OF OVERALL PERFORMANCE
3ssessor should share with 3ssessee his 7ualitatie comments coments on
3ssesseeCs oerall performance- both- after mid+term and final assessments. The
discussions with 3ssessee on the final assessment will be before the final rating ASec #
0 2B. The 3ssessee will share his own comments on his oerall performance and on
the assessment process and sign in the space proided. 1is signature does not indicate
his agreement with the assessment. It only means he has had the opportunity to
discuss his performance with the 3ssessor. 1e can record his disagreements- if any-
with the assessment here andGor see6 a meeting with the reiewer.
SECTION E( C1AIRMANCVICE CM COMMENTS BASED ON S7IP
LEVEL INTERVIE6 6IT1 ASSESSES ,ONLY FOR OPERATIONAL C
FUNCTIONAL 1EADS0
"nce a year !M or .!M will hold a s6ip leel interiew with all assesses who
are operationalGfunctional heads and reporting to the 'irector and !hief
#$ecutieG,resident. This will be a fran6 one+on+one meeting between 3ssessee and
!MG.!M without anyone else present. It is intended to proide 3ssessee an
opportunity to hae an open discussion in which he can share his aspirations and
concerns. It will also enable !MG.!M to independently assess the assesseeCs
performance and potential.
SECTION F( FINAL RATING; :UALITATIVE COMMENTS AND
RECOMMENDATIONS BY ASSESSOR
This is a summary of the assessment after the 3ssessorCs discussions with
Reiewer. The final 7uantitatie rating will be done by totaling sub totals 3- ? 0 !.
In addition- 7ualitatie comments and recommendations Ai.e. increments- promotions-
special awards- correctie action- transfer etc.-B should be made. ?ased on the total
score the employee will be rated as followsH
?elow #$pectations A?#B + bGw 2%.) 0 55
Meets #$pectations AM# B + bGw 5) 0 4:
#$ceeds #$pectations AM#B + bGw 49 0 :1
"utstanding A"B + bGw :2 0 95
EDIT INTERVIE6
The industry conducts the e$it interiew to the employees those who are
getting resignation from the Eob. 1ere the industry supposed to en7uire the reasons of
the employee to resign the Eob. The reason should hae to be 6ept ery secret and it is
to be maintained properly. It helps the industry for the future reference.
CONCLUSION
To deelop a wor6 ethos that will build dignity and pride in our
people and enabl e t hem e$perience a sense of belonging to the
organi@ation
C1APTER I
6OR7ERS PARTICIPATION IN MANAGEMENT
INTRODUCTION
<or6ers participation in management is one of the most significant modes of
resoling industrial conflicts and encouraging among wor6ers a sense of
belongingness in establishment where they wor6. If affords due recognition to the
attitude of wor6ers and enables them to contribute their best in all round prosperity of
the country in general and industrial prosperity in particular.

'emocratic countries all oer the world are now coninced about the need to
e$tend democracy in the wor6 places. The second fie year plan of India cherished
the idea of industrial democracy as a prere7uisite for establishment of socialistic
pattern of society. The basic idea of industrial democracy is to promote wor6ers
participation in managerial proceedings which enisages the relationship based on
mutual trust and co+operation. It also emphasis that wor6ers should feel that in their
wor6 they will be ealuated and respected as free persons of e7ual alue within the
framewor6 of rules- natural order and discipline that will be needed in a good industry.
DEFINITIONS OF 6PM
Inerna+onal la8or or3an+Ea+on ,ILO0 !as 2ef+ne2 + as folloAs(&
J3pplied to industry- the concept of participation means sharing the decision+
ma6ing power by the ran6 and file of an industrial organi@ation through their
representaties at all the appropriate leels of management in the entire range
of managerial action.I
<or6ers participation in management is a Jprinciple of attaining industrial
democracy by ensuring the total inolement of the wor6ers in achieing the
organi@ational goals of the enterprise.I
Sydney <ebb pointed out that Jwor6ers participation refers to institutional and
formal arrangements resulting into the creation of arious participatie forums
to associate wor6erCs representatie with management.I
#dward #. /awler saysL Jas a ruleL participatie management is more li6ely to
produce high leels of satisfaction and motiation then an authoritarian
management.I
OBFECTIVES OF 6PM
<or6ers participation in management is mostly through wor6ers
representaties. Therefore- it has certain obEecties which e$tend beyond the
participatie management based on indiidual participation. These obEecties are as
follows
Esa8l+s!/en of +n2usr+al 2e/o9ra9"
<or6ers participation attempts at establishment of industrial democracy.
In a democratic society- industrial democracy is as important as political democracy.
Through the political democracy- citi@ens of a country e$press themseles through
their elected representaties. In the same way- wor6ers should hae some 6ind of
mechanism through which they can raise their oices at least on those issues which
affect their lies. In this conception- it is impossible for society to be ordered
democratically when its basic institutions are dictatorially goerned wor6ers
participation in management is of the utmost importance for the democrati@ation for
the society because the place of wor6 happens to be an important social institution<
De4elop/en of 3oo2 +n2usr+al rela+ons

3n industrial relations system inoles three parties D management-
wor6ers- and goernment. <hile management and wor6ers are direct parties-
goernment plays indirect role in the form of proiding legal framewor6. 3 pre+
re7uisite for good industrial relations is that both management and wor6ers settle their
differences through mutual consultations and decisions. <or6ers participation in
management proides aenues for these. The participation may be at different leels
of management. 3t each leel- the releant problems can be soled.
Conrol o4er eGernal +nerferen9e
In a social system- e$ternal interference is re7uired if the system does not
wor6 as enisaged. In the same way- if the industrial relations system of an
organi@ation does not wor6 properly- it is prone to e$ternal interference. Such
interference may be by the goernment or the society at large. 1oweer- such an
e$ternal interference as a regulatory measure is detrimental to the organi@ation and its
management and employees. 3n effectie wor6ers participation in management
ensures that such e$ternal interference is not applied.
S+/ulus for pro2u9+4+"
<or6ers participation in management stimulates wor6ers for higher
productiity. This wor6s in two ways.
1. If wor6ers are inoled in decision+ma6ing process- they perceie that
decision outcomes are their own and not e$ternally imposed. "wn decisions
hae better implement ability as compared to imposed ones. <or6ers hae
higher leel of enthusiasm and motiation to implement their own decisions.
2. In the Eoint decision ma6ing process- wor6ers and their representaties may
proide more releant information on the issues concerning them. Thus-
because of enhanced information input- the 7uality of decisions on these issues
is li6ely to be better. 3ll these help in stimulation wor6ers for increased
productiity.
In9rease2 self respe9
&nilateral decisions by management on the issues affecting wor6ers are
based on the principle of master+serant relationship while decisions through wor6ers
participation is based on the principle of e7uality. The old master+serant relationship
concept is no longer alid in the present society but it has been replaced by the
principles of e7uality. Today- wor6ers in an organi@ation are not serants of the
employersH they are being 6nown as associates- and associates hae right to ma6e
decisions. Such a right to wor6ers creates the feeling of dignity and self respect.
To promote industrial harmony among the industry.
#stablish and encourage good communication system at all leels.
!reate and promote sense of belongingness among wor6ers.
C1ARACTERISTICS OF 6PM
The scheme of labor participation in management aims at promoting increased
productiity for the general benefit of the enterprise- the employees and the country-
giing the employees a better understanding of their role and importance in the
wor6ing of the industry and in the process of production and satisfying their urge for
self+e$pression. In accordance with these aims- the scheme of participatie
management is intended to achiee the following obEectiesL
To increase association of the employees of the company with the man and
thereby foster better+labor+management relations and building up
understanding and trust between them.
#ngender cordial relations between labor and management- help improe
operational efficiency and raise productiity.
=atural Eustice demands that the wor6ing conditions as well as wor6erCs liing
conditions should be improed. If the wor6ers are to e$tend their wholehearted
cooperation- attention must be gien on proiding them with ade7uate welfare
facilities.
The psychological needs of the wor6ers should be catered to. They crae for
recognition- desire to be respected and accorded proper status- feel that they
should be consulted about the management of the underta6ing and that they
should also b e patterns in the affairs of management.
TYPES OF 6OR7ERS PARTICIPATION IN MANAGEMENT
COMMUNICATION
It inoles sharing information about all management decision with wor6ers.
CONSULTATION
&nder it wor6ers e$press their iews on wor6 related issues. 2inal decisions
are ta6en by management after consultation.
CODETERMINATION
1ere managers and wor6ers Eointly ta6e decisions.
SELF&MANAGEMENT
1ere wor6ers enEoy complete autonomy right from decision ma6ing to
e$ecution.
FORMS OF 6OR7ERS PARTICIPATION IN MANAGEMENT
Su33es+on s9!e/e
a. The suggestion committee consist e7ual number of members from wor6ers and
management.
b. The suggestion bo$ is installed in appropriate place- in which the wor6ers are
encouraged to gie their suggestion for improing wor6ing of the organi@ation.
c. The suggestion committee periodically analy@ed the suggestion gien by the
wor6ers.
d. 9ood suggestion are accepted- implemented and rewarded.
6or5s 9o//+ee
a. &nder sec.% of I' 3ct 195(- the appropriate goernment may re7uire an
enterprise emphasi@ing 1** or more wor6ers to constitute wor6s committee-
which hae e7ual number of respondents form management and wor6ers.
b. The obEectie of wor6s committee is- maintaining harmonious relationship
between management and wor6ers.
Fo+n /ana3e/en 9oun9+ls
a. ;M! is founded in 19):.
b. This is formed in the leel with e7ual number of respondents from both sides.
c. These are mainly consultatie and adisory ones.
d. These dealing with matters regarding- wor6ing conditions- indiscipline-
absenteeism- holidayCs schemes- training- safety- accident preention etc.
Boar2 represena+on
a. "ne to two representaties of wor6ers are nominated or elected on the board of
directors.
b. Incorporating wor6erCs representation in board meeting is to safe guard-
wor6erCs interest- industrial harmony and good relations between wor6ers and
management.
c. This scheme re7uired the erification of trade union membership identification
of representatie unions and selection of a wor6er director who is selected out
of a panel of three persons furnished to the goernment by the representatie
union with in a prescribed period.
Co&parners!+p
a. #mployment participation on share capital their own company wor6ers are
induced to buy e7uity shares of the company.
b. 3s shareholders- wor6ers ta6e part in the management by way of electing their
representatie to the board of directors.
c. <or6ers may be allowed to ma6e payments in installments- adanced loans- or
een gien financial assistances to enable wor6ers to buy e7uity shares.
6or5ers 9o/plee oAners!+p

a. <or6ers ac7uire complete control of management of their enterprise through an
elected board or wor6erCs councils.
b. This system of participation is characteri@ed by irtues li6e wor6ers
identification with their organi@ation- loyalt4y and responsibility to
organi@ation.
IMPORTANCE
'< It helps in managing resistance to change which is ineitable. 2or the growth
and deelopment of industry- changes hae to be welcomedL otherwise the
organi@ation will stagnate and be left behind. If the need for change is Eointly
felt by all partners of production its acceptance can be high. <or6ersM
participation in change strategy can facilitate acceptable solutions with a iew
to secure effectie and smooth implementations of decisions.
#< <or6ersM participation can encourage communication at all leels. Since both
partners of production are inoled in the decision+ma6ing there will be fewer
changes of distortion and G or failure in communicating the decision.
.< ;oint decision+ ma6ing ensures the there will be minimum industrial conflict an
economic growth can be free from distracting strife.
=< <or6ersM participation at the plant leel can be seen as the first step to
establishing democratic alues in society at large.
FACTORS AFFECTING 6PM
Some 2actors that affect the effectieness of <or6ers ,articipation are
1. <or6ersM participation has suffered largely at the hands of employers who felt- and
probably still feel- that such a moe will ta6e away from them their right to manage.
To some e$tent this is supported by large+scale 9oernment interference- issuing
decrees- enticing acts- and formulating legislatie bodies. .oluntary implementation of
the concept of participation by employers has been rare- e$cept may be in Sweden
where the concept of wor6ersM participation has been relatiely successful.
2. ?ecause of this attitude of employers- information +sharing has not been liberal.
<or6ersM representaties hae often not been informed about manpower a production
schedules- creating an attitude of indifference and een hostility among the
representaties.
%. Many studies hae pointed out the role conflict the most of the representaties hae
faced in mi$ed boards and committees. The conflicts arose because ery often
representaties were forced to adopt the company iew on some matter that contrasted
with the wider interest of wor6ers. This not only created a conflict of interest among
these representaties but ery often generated a crisis of confidence among electors.
5. &nli6e the stated aims of participation- in most cases- Eoint boards- councils- etc.-
find themseles dealing with personnel and welfare matter rather than with production
and efficiency. This- to a large e$tent- has been responsible for the dissatisfaction of
employers whose concern rest relatiely more with production and efficiency.
). In some cases- studies hae found ery little eidence of actie communication and
feedbac6 between the electors and their representaties. ,art of the blame can be
assigned to the representaties themseles ill+e7uipped to Eudge what should be
communicated and partly to the multiplicity of unions- especially in the Indian
conte$t.
4. 2inally- it has been found the leel at which wor6ersM participation is operational @ed
influences its cusses or failure. 2or e$ample- the democratic sharing of power at lower
grades of industrial wor6ers has been found to be effectie because it furthers the ends
of both employers and employees. <hile applying the aforementioned factors to Eudge
the success or failure of the e$periment in industrial democracy- it should be
remembered that each country and each organi@ation has a uni7ue culture of its own.
Self+determination- so much alued by 3mericans- is not shared by wor6ers in South
3merica. In some ways- 9ermans cohere in groups only if they are led by a leader-
while the informal group is the norm in &S3. Thus there seems to be no reason to
e$pect that the conse7uences of participation will be uniersal- although cross+cultural
wor6 is scarce- eidence form theoretical studies supports the point.
CONCLUSION
In this chapter- the researcher dealt with the introduction of the study- which
includes meaning- definition- history- obEecties- recent trends- conceptual frame
wor6- and company profile. <or6ers participation in management either through
formal mechanisms or informal procedure is necessary for the effectie functioning to
promote the interests of both the partiesC management and labor.
C1APTER&II
REVIE6 OF LITERATURE
INTRODUCTION
It is the study Dinoled collection of literature in the selected area of research.
3n important step in research is to reiew the literature related to the current study.
Many writers- scholars- researchers hae been going on adding 6nowledge through
their arious studies and research. The researcher- before commencing his study has
set about in collecting information regarding his study apart from the collection of
primary data. 3n attempt is made here to reiew the aailable literature releant to the
study at hand and is presented below.
REVIE6 OF RELATED STUDIES
Ra+ ,'%**0 remar6s that participation at board leel is meaningless without
inolement at all leels down to the shop floor and once the philosophy of
participation is accepted- there should be a reeal of interest and genuine inolement
in these schemes at arious leels. ,articipation should be introduced by a natural
process of education and reali@ation so that it is beneficial and not by coercie
legislation.
M9Gre3or ,'%>$0 contend that wor6er participation consists basically in
creating opportunity under suitable conditions for people to influence decisions which
affect them.
It is a special case of delegation in which the subordinate gain greater control- greater
freedom of choice with respect to bridging the communication gap between the
management and the wor6ers. This seres to create a sense of belonging among the
wor6ers as well as a conductie enironment in which both the wor6ers would
oluntarily contribute to healthy industrial relations.
M!eras ,'%>>0 conducted a study on Jwor6ers participation in managementI-
with the obEecties of effectie and smooth implementation of decisions and
encourage communication at all leels. The study concluded that in addition to the
attitude and outloo6 of concerned parties the Eoint management councilCs similarity
with other consultatie bodies endangered its effectieness.
T!e Inerna+onal Ins+ue of La8or Su2+es +n +s Bulle+n ,NOV '%>H0
remar6s participation results from practices which increasers the scope for employees
share of influence in decision ma6ing at different tiers of the organi@ational hierarchy
with assumption of responsibility. The participation of each should strictly confine to
the field for6 which he is competent and concerned with eery body po6ing their nose
in eerything is not participation.
Pae/an ,'%)$0 claimed that there is- at present a widespread desire among ery
different categories of wor6ers for the following two primary approaches of
participation. They are-
Representatie and indirect AdistantB participation.
Total and direct AimmediateB participation.
Der8er ,'%)$0 howeer ta6es a less positie iew concluding that- in none of
the countries that he has isited has eidence of wor6ers interest to participate in
management and decision ma6ing proceedings- een at the shop or department leel.
In #ngland- Israel and 3ustralia strong proponents of the idea of all concludedL that
educating wor6ers to thin6 in participatie terms was essential before implementing
the participatory schemes
M<A< Mannan ,'%)$0 conducted a study in ?angladesh on Jwor6er influence
in managerial decision+ma6ingI. 1:: wor6ers out of :**5 wor6ers from 12
departments were selected. Systematic random cluster sampling was used for the
Ai.e.B department wise grouping into s6illed and uns6illed wor6ers. The conclusions
of the study are as followsH
<or6ers had a strong desire to influence decision+ma6ing at all leels
including the strategic decisions- which are traditionally ta6en at the top
leel of the underta6ing.
It is the bonus issue where the greatest increase in participation is
desired.
Management is in faors of participation of wor6ers mainly in the local
leel issues- which re7uire co+operation of both wor6ers and
management at all the leels.
D+n3ra ,'%)#0 conducted a study on Jparticipation of public sector managersI
with the obEecties to improe the productiity and wor6ing climate in the
organi@ation. The study concluded that wor6erCs participation in man agreement was
intended to improe communication. 1oweer- e$isting communication lin6 is wea6
among management and wor6erCs representaties and wor6ers. This has resulted low
awareness among wor6ers on wor6erCs participation in management.
N+!+s! ,'%)*0 conducted a study on Jparticipation at wor6 place leelH its
significanceI. The 6ey to the reali@ation of the obEectie of the study lies in the
effectie and efficient utili@ation of its human resources.
The basic premise of this study is that the 7uality of wor6 performed in an
organi@ation is dependent on the s6ill and proficiency of its personnel at arious
leels.
C!aopa2a" ,'%)H0 in his study- Jlabor participation in managementI which
was descriptie one had framed the obEecties- so as to find out the e$isting schemes
of participation and the role of wor6ers and management in the participatory scheme.
1e used Jsimple random methodI to sample out 1)* wor6ers for the study. 1e
concluded that there was a need for redefining- the concept of wor6ers participation as
an instrument wards of ineitable computation between clauses instead of iewing it
as a tool for increasing productiity.
V+ra/an+ ,'%)H0 contributed that the concept of wor6ers participation is not a
new one. It has been brought into sharp focus after industrial reolution and the
adent of large enterprises. 3lthough the concept is widely used is not distinctly
defined. 1e inoles the principle of attaining of industrial democracy by ensuring
the total inolement of the wor6ers in achieing the organi@ational goals of an
enterprise.
B!a8aos! Sa!u ,'%)%0 conducted a study on Jwor6ers participation in
managementI with the obEecties of increase productiity- improe Eob satisfaction-
reduced waste and decrease absenteeism. The study concluded that if the employees
were committed to the organi@ation they would automatically put their best to increase
the productiity.
Fa+n ,'%H$0 conducted a study on Jwor6er participationH success and problemI
with the obEecties of identify the range and main characteristics of legal and
oluntary participatie schemes e$isting in a number of adanced mar6et economy
countries and to assess emerging issues and trends releant to wor6ers participation in
management.
Dura+sa/" ,'%H#0 claims that the public sector managementCs interest neither
separates from nor is opposed to labor interests. Therefore it is desirable to implement
wor6ers participation more effectiely.
B<M< Ba5s!+ ,'%H#0 in his study wor6ers participation in management found
that employeeCs participation has to be recogni@ed as an important area of human
relations because of the enormous potentialL giing greater Eob satisfactionL encourage
creatie thin6ing. 3 participatie manager is the one which inoles his wor6ers in
the process of problem soling. This means actie inolement of a person in a group
situation so that he contributes to the group goals and shares responsibility with its
members.
P< Ra/as! S+n!a ,'%H.0 in his study on wor6ers participation in management
found that high inolement and participation of union members in union actiities.
3nd participation has been found greater during the time of crisis periodL many of the
Eob factors hae not been turned out as haing significant bearing upon union
participation. 3nalogous appears to be the case with the personal factors. It has been
also found that those who are satisfied with the performance of their unions hae
shown higher propensity for participation.
7<B< Lal ,'%H.0 in his study <,M- T1# I!2- ,erambur found that no
preparatory steps are being ta6en in I!2 to ensure liing participation. This follows
from the following factsH
=o training proided to the managers and wor6ers in the field of participatie
management.
Important issues li6e formulation of 3genda hae not been ade7uately
attended toL
=o effectie machinery has been set for collectie bargaining.
Carson ,'%H.0 conducted a study on Jparticipatory managementI- with the
obEecties to increase motiation- improe Eob satisfaction and to improe
productiity. The study conducted that the participatory management also helps to
create good industrial relations to some e$tent. This is reflected in some positie
association between participation and the behaioral indicators.
Gupa ,'%H.0 conducted a study on Jparticipation in decision ma6ingI with the
obEecties of improing the decision+ma6ing and total participation efficiency of the
organi@ation. The study concluded that participation improes the 7uality of decisions
and communication and generates and greater sense of commitment among
subordinate manages for better implementation.
In2+ra & 1ar+3opal ,'%H*0 in their study on Jparticipatie managementI
found that wor6ers feel that the managementCs positie attitude towards wor6ers
participation is only at full alue- while in reality they fear loosing their power oer
their sub ordinates.
Moo5!erIee ,'%H*0 in his e$periment with ;aipur metals and electrical limited
concludes that if wor6ers participation is practiced in an effectie manner it can lead
to progress- and prosperity of the organi@ation.
R< Sun2er Ba8u ,'%H%0 in his study on wor6erCs participation in management
could be achieed when the goernment has political will implement these schemes
properly.
MR< N<C< Ma!apara; 3dditional !hief personnel Manager- Rour6ela steel
plant- 19:9- reealed that- the achieement of targets coupled with surpassing of
production records in many units- of the plant in recent years amidst e$cellent
industrial peace and harmony with negligible loss of man hour is mainly due to the
system of effectie wor6ers participation through arious Eoint committees.
Le4+ne an2 T"son ,'%%$0 distinguished between consultatie and substantie
forms of participation. In consultatie forms- employees proide information or
adice- but management retains the right to ma6e decisions. In more substantie
participatory systems wor6ers hae greater autonomous control oer methods and
pace of wor6 and ma6e decisions that substantiely affect the production process.
Fal+G 6+lson ,'%%#0 conducted a study on Jwor6erCs participation in
managementI. 1e listed the following as his findingsH
It was found that these participatory schemes are a means to improe 1uman
relationship in an organi@ation.
The schemes contribute to the increasing of productiity among the wor6ers.
The concept fulfills the wor6erC aspirations.
S< Fal+G Fran9+s ,'%%#0 in his study on Jrole of shop councils in wor6erCs
participation in managementI D an opinion study conducted in ?1#/- Trichy- which
has ery descriptie one had framed the obEectie was to find out the e$isting schemes
of the participation in shop councils- and itCs impact on 1R in organi@ation and
concluded that in shop council wor6 effectiely and in turn it helps in increased 1R
actiities.
7< 7ar!+5e"an ,'%%>0 studied on the topic J3 study on ,articipatie
ManagementI and concluded that the scheme had made positie inroads towards
achieing a balance in the sharing of powers- and hae enabled the employees to hae
a oice in the decisions that affect them. The study also reeals the e$istence of
traditional mistrust between labors to arise it the perceied goals are different.
Fus!u T!o/as ,'%%>0 in his study on Jwor6erCs participation in managementI
stated that !ent+,ercent of the respondents are fully aware of forums and they
consider that these participatie management schemes are ery useful and re7uired.
:%F of respondents felt that <,M increases <or6erCs power rights. 3nd also 1**F
of the Respondents felt that <,M should be made compulsory by the management.
M+s!ra ,'%%%0 pointed out that today trade unions and wor6er groups hae
ery little influence when it comes to framing of policies that affect them. This was
not a good sign as wor6ers must hae a say in the matters related to the wor6place.
Memberships of trade unions were also declining- for instance- total trade union
membership was down to two per cent of the total wor6force- said Mishra.
D+nes! C!an2ra ,#$$$0 enunciated that the wor6ers role in management should
not be mandatory. Most of the !entral ,ublic Sector &nderta6ings A!,S&B iewed %
items.
<or6erCs participation in management should be oluntary.
"nly after success in shop to plant leel it should be applied to bound leel.
The wor6ers representaties must be sponsored for management training
programmed.
Feff Gra8/e+er ,#$$'0 gae an opposite iew of the wor6ers participation in
management. 1e claimed that the concept- which often wor6 place teams- might hurt
relations among co+wor6er. 3lthough the study didnCt loo6 at why co+wor6er
relations suffered- 1udson said it probably has to do with the nature of wor6 place
teams that are the integral part of participatie management.
S< E2A+n Geor3e ,#$$*0 has studied on wor6ers participation in Management
in Tr+9!" Seel Roll+n3 M+ll ,TSRM0 and concluded in following iews. <pm is a
means to reduce power ine7ualities between the management and employees. ;oint
decision D ma6ing led to enhance upward communication oercome resistance to
change and reduce conflict between labor 0 management and also it will ensure
smooth industrial relations in and enterprise.
CONCLUSION
In this chapter- the researcher highlighted the findings of some related studies
made by seeral scholars and their findings which show the effects of wor6ers
participation in management and its implication with that of the interest of an
indiidual. The e$isting study made by the researcher focuses on Eob satisfaction-
decision ma6ing which seemed to be factors influencing wor6erCs participation in
Management. 3pparently- this is a gap which needs to be filled and hence the
researcher has chosen these factors for studying wor6erCs participation in management
among employees.
RESEARC1 MET1ODOLOGY
INTRODUCTION
Research in common parlance refers to a search for 6nowledge. "ne can define
research as a scientific and systematic search for pertinent information on a specific
topic. In fact- research is an art of scientific inestigation.
Research in common parlance refers to a search for 6nowledge. Research-
simply put- is an endeaour to discoer answers to problems Aintellectual and
practicalB through the application of scientific method to the 6nowable unierse.
Research is essentially a systematic en7uiry see6ing facts through obEectie erifiable
methods in order to discoer the relationship among them and to deduce from them
broad principles or laws. It is really a method of critical thin6ing. It comprises
defining and redefining problems- formulating hypothesis or suggested solutions-
collecting- organi@ing and ealuating data- ma6ing deductions and ma6ing
conclusions- and at last- carefully testing the conclusions to determine whether they fit
the formulated hypothesis.
Methodology includes a philosophically coherent collection of theories-
concepts or ideas as they relate to a particular discipline or field of in7uiry .Its refers
to more than a simple set of methods rather it refers to the rationale and the
philosophical assumptions that underlie a particular study relatie to the scientific
method.
MET1ODOLOGY
The study adopted the case study approach for the purpose of conducting an
empirical inestigation on the issue of wor6er participation in management decision
ma6ing in the Indian wor6 enironment. The study was conducted between the month
of "ctober 2**9 and =oember 2**9. Main data were collected both through the
primary and secondary sources. ,rimary sources of data were deried from the
7uestionnaire while secondary sources were got from company records- bulletins and
other official documents. The adoption of these tools helped to collect both
7uantitatie and 7ualitatie data. The 7uestionnaire was in two sections D the first
contained 7uestions on respondentsC personal data- the second on the leel of wor6er
participation and wor6er participation structures. The study population comprises of
wor6ers in two selected sets of wor6ers.
FORMULATION OF T1E RESEARC1 PROBLEM
"ne of the most common sources of research ideas is the e$perience of
practical problems in the field. Many researchers are directly engaged in social- health
or human serice program implementation and come up with their ideas based on
what they see happening around them. "thers arenMt directly inoled in serice
conte$ts- but wor6 with Aor sureyB people who are in order to learn what needs to be
better understood.
3nother source for research ideas is the literature in specific field. !ertainly-
many researchers get ideas for research by reading the literature and thin6ing of ways
to e$tend or refine preious research. 3nd letMs not forget the fact that many
researchers simply thin6 up their research topic on their own. "f course- no one lies
in a acuum- so we would e$pect that the ideas we come up with our own are
influenced by our bac6ground- culture- education and e$periences.
DATA COLLECTION
The data collected for the purpose of the study is primary and secondary in
nature.The primary data was collected from employees across different departments of
RTSS/ Steering- Trichy district. The Secondary data was collected from boo6s-
Eournals- web sites.
TOOLS USED
The ,rimary data has been collected personally through 7uestionnaire and with
the help of personal interiew. The data collected are afresh and for the first time and
original in character. Tool for the research study is structured Questionnaire. The
7uestionnaire is prepared in accordance to the obEectie of the study. The
7uestionnaire is in precise si@e and simple language containing %* 7uestions.
3.7. RESEARCH METHOD
Sample: A sample, as the name implies, is a smaller representation of a large
whole. In other words, a section of the population of the population selected from the
latter in such a way that they are representative of the universe called a sample. A
single member of a population is referred to as a population element. When some of
the elements are selected with the intention of finding out something about the
population from which they are taken, that group of elements is referred as a sample
and the process of selection is call sampling.
Questionnaire: A questionnaire is a form prepared and disturbed to secure
responses to certain questions. It is a device for securing answers to questions by
using a form which the respondent fills by himself.
To be successful, questionnaire should be comparatively short and simple i.e., the
size of the questionnaire should be kept to the minimum. uestions should proceed
in logical sequence moving from easy to more difficult questions. !ersonal and
intimate questions should be left to the end.
Interview: Interview is one of the important and powerful tools for the data
collection in social research. The interview technique is a verbal method of securing
data especially in the field research connected with the social problems.
Objectives of Interview
". To e#change of ideas and e#perience and
$. To elicit information
RESEARCH DESIG
%esearch design can be thought of as the structure of research && it is the 'glue' that
holds all of the elements in a research pro(ect together. We often describe a design
using a concise notation that enables us to summarize a comple# design structure
efficiently. What are the 'elements' that a design includes) They are*
+bservations or ,easures
Treatments or !rograms
-roups
Assignment to -roup
Time
TYPE OF RESEARCH
The type of research adopted to conduct the study is e#ploratory in nature.
SAMPLE SIZE AND SAMPLE UNIT
Sample Size
The collection of primary data for the study of the pro(ect was done using
structured questionnaire. A total of ./ employees were surveyed.
To minimize the chance of error due to sampling the ma#imum number of
respondents under this category was covered. The number came up to ./ as after
that no other employee in this category was tracked.
The collection of secondary data was done from the past records and
documents.
Sample Unit
It includes the employees of even the higher officials %T001 0teering, Trichy.
ANALYSIS
The primary and secondary data that were collected was analyzed separately
using standard statistical methods and techniques. 2ar charts, pie charts and nominal
methods were used to reach at the conclusion.
3onclusions were drawn on the basis of the analysis. %ecommendations were
made on the basis of conclusion drawn from various data collected.
LIMITATIONS OF THE STUDY
". 4mployees work in shift duty so it becomes difficult to track the same person,
in case some clarification is needed.
$. 5ifficulty in primary data collection due to lack of sound knowledge shown by
employees in giving response.
6. The employees were not willing to give a greater degree of thought to the
questions in the questionnaire related to their e#perience in W!, 5ecision ,aking.
7. The sample size had to be restricted to ./ as no details about the entire
population.
.. 1ack of good communication with the employee for the data collection is also
one of the set back
8. 5ue to time constraint a modest sample has been selected. 9owever, every
care has been taken to make the sample in a representative one.
ANALYSIS AND INTERPRETATION
TALE!"
DISTRIUTION OF RESPONDENTS #ITH THEIR A$E
The above table e#plains that half ./: of the respondents
are in the age group of $/&6/ years. 67: of the respondents are in the
S.NO A$E
RESPONDENTS
%n&'()
PERCENTA$E
".
$.
6.
7.
$/&6/
6"&7/
7"&./
." and above
$.
";
7
7
./
67
<
<
age group of 6"&7/ years. About <: are in the age group of 7"&./ years and
also ." years and above.
TALE!*
DISTRIUTION OF RESPONDENTS Y THEIR $ENDER
=rom the above table it can be inferred that ><: of the respondents are
male and remaining $: of the respondents are female.
S.NO $ENDER
RESPONDENTS
%n&'()
PERCENTA$E
".
$.
,ale
female
7>
"
><
$
TALE!3
DISTRIUTION OF RESPONDENTS Y THEIR MARITAL STATUS
The table 6 says that half 8/: of the respondents are married. 68: of
the respondents are unmarried. %emaining $: of the respondents are in the
widow and widower status.
TALE!+
DISTRIUTION OF RESPONDENTS Y THEIR ,UALIFICATION
S.NO
MARITAL
STATUS
RESPONDENTS
%n&'()
PERCENTA$E
".
$.
6.
7.
0ingle
,arried
Widow
Widower
"<
6/
"
"
68
8/
$
$
S.NO ,UALIFICATION
RESPONDENTS
%n&'()
PERCENTA$E
".
$.
6.
7.
0013
903
5egree
+thers
;
$/
"<
.
"7
7/
68
"/
The above table says that 7/: of the respondents are qualified till tenth
standard? 68: of the respondents are qualified as degree holders? "7: of the
respondents are qualified as 903 and "/: of the respondents are qualified in
others category.
TALE!'
DISTRIUTION OF RESPONDENTS Y THEIR E-PERIENCE
S.NO E-PERIENCE
RESPONDENTS
%n&'()
PERCENTA$E
".
$.
6.
7.
2elow . years
8&"/ year
""&". year
". years and above
"<
"$
>
"
68
$7
"<
$
The above table says that 68: of the respondents are having below
.years of e#perience and about $7: of the respondents are having
e#perience between 8&"/ years. About "<: of the respondents are having
e#perience between ""&". years and remaining $: of the respondents having
above ". years.
TALE!.
I AM A#ARE OF #OR/ERS0 PARTICIPATION IN MANA$EMENT
%#PM)
A#ARENESS OF
#PM
NO. OF
RESPONDENT
%N&'()
NO. OF
RESPONDENT IN
PERCENT
@es 7> ><
Ao " $
T1tal '( "((2
=rom the above table we can understand that more than half of the
respondents, that is ><: agreed that they were aware of the W!,, and $: of
the studied population said that they are undecided or disagree or strongly
disagree .
TALE !7
#PM SHOULD E 3OLUNTARY
The above table depicts that ./: of the respondents agree that the
W!, should be voluntary and should not be of any force by the management
or by others, again 6<: of the respondents strongly agree that the W!,
should be voluntary it and "$: of the respondents said that they are disagree
or strongly disagree.
TALE ! 4
NO. OF
RESPONDENT
NO. OF RESPONDENT
IN PERCENT
0trongly Agree "> 6<:
Agree $. ./:
5isagree /. "$:
0trongly 5isagree / /:
T1tal '( "((2
E-PERIENCE PLAYS A 3ITAL ROLE IN #PM
=rom the above table we find that 78: of the respondents agree that
e#perience play a vital role in W!, and 6<: of the respondents strongly
agree to it and no one from the respondents said that they are disagree or
strongly disagree.
NO. OF
RESPONDENT
NO. OF RESPONDENT IN
PERCENT
0trongly Agree "> 6<:
Agree $6 78:
5isagree 7 /<:
0trongly 5isagree 7 /<:
T1tal '( "((2
TALE ! 5
#PM HELPS TO IMPRO3E INDUSTRIAL RELATION.
NO. OF
RESPONDENT
NO. OF RESPONDENT
IN PERCENT
0trongly Agree "< 68:
Agree $. ./:
5isagree < "7:
T1tal '( "((2
./: of the respondents say they agree that W!, helps to improve
industrial relation and 68: strongly agree to this statement and "7: of the
respondents said that they are disagree.
TALE ! "(
#OR/ERS #ILL ACCEPT DECISIONS ETTER IF THEY
PARTICIPATE IN THEM
NO. OF
RESPONDENT
PERCENT
0trongly Agree ". 6/:
Agree $> .<:
5isagree 8 "$:
T1tal '( "((2
Workers will accept decisions better if they participate in them and .<:
of the respondents agree to this statement and 6/: of the respondents
strongly agree to it and "$: of the respondents said that they disagree that
workers will accept decisions better if they participate in W!,.
TALE ! ""
HAPPY #ITH THE MANA$EMENT FOR THEY LISTEN TO
SU$$ESTIONS $I3EN Y #OR/ERS.
NO. OF
RESPONDENT
PERCENT
0trongly Agree "6 $8:
Agree 6/ 8/:
5isagree 8 "$:
0trongly 5isagree " $:
T1tal '( "((2
8/: of the respondents were happy with the management for they listen to
suggestions given by workers and $8: of the respondents strongly agree to this and
"$: of the respondents disagree to this and $: of the respondents strongly
disagree that they are happy with the management.
TALE !"*
#OR/ERS OFTEN COME TO$ETHER AND DISCUSS AND $I3E
SU$$ESTIONS TO THE MANA$EMENT.
NO. OF
RESPONDENT
NO. OF RESPONDENT
IN PERCENT
0trongly Agree "$ $7:
Agree 6$ 87:
5isagree 8 "$:
T1tal '( "((2
87: of the respondents agree that Workers often come together and
discuss and give suggestions to the ,anagement and $7: of the respondents
strongly agree to it "$: of the respondents said that disagree that Workers
often come together and discuss and give suggestions to the ,anagement.
TALE ! "3
#PM INCREASES SELF RESPECT AMON$ THE #OR/ERS.
NO. OF
RESPONDENT
PERCENT
Agree $/ 7/:
5isagree "$ $7:
0trongly 5isagree /. "/:
T1tal '( "((2
7/: of the respondents agree that W!, increases self respect among
the workers while $8: of the respondents strongly agree to this statement
and $7: of the respondents said that they are disagree and "/: of the
respondents strongly disagree that W!, increases self respect among the
workers.
TALE !"+
#OR/ERS EN6OY DIRECT PARTICIPATION7 THROU$H
SU$$ESTION SCHEME.
NO. OF
RESPONDENT
PERCENT
Agree 6/ 8/:
5isagree ; "7:
T1tal '( "((2
=rom the above table we see that 8/: of the respondents agree that
they en(oy their participation in management through suggestion scheme and
$8: of the respondents strongly agree to it and "7: of the respondents
disagree $: of the respondents strongly disagree that they en(oy their
participation in management through suggestion scheme .
TALE !"'
I FEEL THAT THE DECISIONS TA/EN Y THE MANA$EMENT ARE
MY O#N AS I PARTICIPATE IN IT
NO. OF
RESPONDENT
PERCENT
Agree 6" 8$:
5isagree /8 "$:
T1tal '( "((2
=rom the above table we see that 8$: of the respondents agree that
they feel that the decisions taken by the management are their own as they
participate in W!, and $8: of the respondents strongly agree to it and "$:
of the respondents disagree that the decisions taken by the management are
their own as they participate in W!,.
TALE !".
INFORMATION IS SHARED CONCERNIN$ #OR/PLACE HAZARDS.
NO. OF
RESPONDENT
PERCENT
yes 7> ><:
Ao " $:
T1tal '( "((2
The above table shows that ><: of the respondents says that
information was shared concerning workplace hazards and only $: (ust did
not agree to it.
TALE !"7
#OR/ERS CONTRIUTE TO HEALTH AND SAFETY
MANA$EMENT.
NO. OF
RESPONDENT
PERCENT
0trongly Agree ; "7:
Agree 67 8<:
5isagree 8 "$:
0trongly 5isagree 6 8:
T1tal '( "((2
The above table demonstrates that 8<: of the respondents strongly
agree saying that workers contribute to health and safety management and
77: of the respondents agree to this statement and "$: the respondents
disagree to it and 8: of the respondents strongly disagree that workers
contribute to health and safety management.
TALE !"4
THERE IS A NEED FOR CONTINUOUS T#O #AY COMMUNICATION
SO THAT E3ERY ONE ECOMES A#ARE AOUT THE DECISIONS
TA/EN.
NO. OF
RESPONDENT
PERCENT
0trongly Agree $/ 7/:
Agree $< .8:
5isagree $ 7:
T1tal '( "((2
The above table shows that .8: of the respondents agree saying that
there is a need for continuous two way communication so that every one
becomes aware about the decisions taken and 7/: strongly agree to it and
7: of the respondents said that they disagree that there is a need for
continuous two way communication.
TALE !"5
#OR/ERS ARE CONSCIOUS OF THEIR DEMOCRATIC RI$HT TO
SU$$EST THE MANA$EMENT.
NO. OF
RESPONDENT
NO. OF RESPONDENT
IN PERCENT
Agree $; .7:
5isagree "/ $/:
T1tal '( "((2
=rom the above table we can say that .7: of the respondents strongly
agree and said that workers are conscious of their democratic right to suggest
the management and $7: agree to it and $/: of the respondents said that
they disagree and $: of the respondents strongly disagree that workers are
conscious of their democratic right to suggest the management.
TALE !*(
PRO$RESS IS MONITORED %$I3EN RE$ULAR MEETIN$S OR
UPDATES DUE TO #PM)
The above table show that .7: of the respondents agree and say that
progress are monitored due to W!, and 77: of the respondents strongly
agree to this statement and $: of the respondents said disagree that
progress are monitored due to W!,.
TALE !*"
#PM REDUCES RESISTANCE TO CHAN$E AMON$ THE
#OR/ERS.
NO. OF
RESPONDENT
PERCENT
0trongly Agree $$ 77:
Agree $; .7:
5isagree " $:
T1tal '( "((2
NO. OF
RESPONDENT
PERCENT
0trongly Agree 8 "$:
Agree 6/ 8/:
5isagree "/ $/:
0trongly 5isagree 7 <:
T1tal '( "((2
The above table shows that 8/: of the respondents agree that W!,
reduces resistance to change among the workers and "$: of the respondents
strongly agree to this statement and $/: the respondents disagree and <: of
the respondent strongly 5isagree that W!, reduces resistance to change
among the workers.
TALE ! **
MANA$EMENT #ELCOME #OR/ERS0 SU$$ESTIONS.
NO. OF
RESPONDENT
PERCENT
0trongly Agree "8 6$:
Agree $> .<:
5isagree 7 <:
T1tal '( "((2
The above table indicate .<: of the respondents agree saying that
management welcome workers suggestions and 6$: of the respondents
strongly agree to it and <: of the respondents disagreed and $: of the
respondents strongly disagree that management welcome workers
suggestions.
TALE ! *3
THE TOP MANA$EMENT IS INTERESTED TO MA/E #PM A
SUCCESS.
NO. OF
RESPONDENT
PERCENT
0trongly Agree "8 6$:
Agree "> 6<:
5isagree "$ $7:
0trongly 5isagree 6 8:
T1tal '( "((2
The above table so that 6<: of the respondents agree in saying that
the top management is interested to make W!, a success and in this point of
view 6$: of the respondents strongly agree to it and $7: of the respondents
said that they disagree and 8: of the respondents strongly disagree that top
management is interested to make W!, a success.
TALE ! *+
PARTICIPATION $ENERALLY HAS A POSITI3E IMPACT ON THE
PSYCHOLO$Y OF THE #OR/ERS.
NO. OF
RESPONDENT
PERCENT
0trongly Agree /> "<:
Agree $; .7:
5isagree "7 $<:
T1tal '( "((2
!articipation generally has a positive impact on the psychology of the
workers and .7: of the respondents agree to this and "<: of the
respondents strongly agree to this and $<: of the respondents disagree that
!articipation generally has a positive impact on the psychology of the workers.
TALE ! *'
#PM DECISION MA/IN$ ENHANCES THE #OR/ERS STATUS IN
THE COMPANY.
NO. OF
RESPONDENT
PERCENT
0trongly Agree /> "<:
Agree 6" 8$:
5isagree /> "<:
0trongly 5isagree /" $:
T1tal '( "((2
W!, 5ecision ,aking enhances the workers status in the company
and 8$: of the respondents agree to this and "<: of the respondents
strongly agree to it and "<: of the respondents disagree to it and $: of the
respondents strongly disagree that W!, 5ecision ,aking enhances the
workers status in the company.
TALE ! *.
#PM #OULD HELP IN ETTER PERFORMANCE.
NO. OF
RESPONDENT
PERCENT
0trongly Agree $" 7$:
Agree $6 78:
5isagree /. "/:
0trongly 5isagree /" $:
T1tal '( "((2
The above table show that 78: of the respondent agree saying that
W!, 5ecision ,aking would help in better performance and 7$: of the
respondents strongly agree to this statement and "/: of the respondents
disagree and $: of the respondents strongly disagree that that W!, 5ecision
,aking would help in better performance.
TALE ! *7
EMPLOYEES 3IE# ARE IN3ITED AND RE#ARDED FOR THE $OOD
SU$$ESTIONS.
NO. OF
RESPONDENT
PERCENT
0trongly Agree $< .8:
Agree $/ 7/:
5isagree $ 7:
T1tal '( "((2
The above table show their is some sort of understanding on regarding
4mployees view are invited and rewarded for the good suggestions and .8:
of the respondents strongly agree to this and 7/: of the respondents agree to
this and 7: of the respondents disagree to this statement.
TALE ! *4
#PM HELPS TO MA/IN$ ,UALITY DECISION
S.NO 3ARIALES
NO. OF
RESPONDENT PERCENTA$E
" 0trongly Agree "8 6$
* Agree $7 7<
3 5isagree . "/
+ 0trongly 5isagree . "/
T1tal '( "((
The aboe table reeals that 5:F of the respondents agrees that <,M helps
ma6ing 7uality decision- %2F of the respondents strongly agree and 1*F of the
respondents disagreed to it and 1*F of the respondents strongly disagree that <,M
helps ma6ing 7uality decision .
TALE !*5
#PM INCREASES 6O SATISFACTION.
S.NO 3ARIALES
NO. OF
RESPONDENT
PERCENTA$E
" 0trongly Agree "" $$
* Agree $> .<
3 5isagree "/ $/
+ 0trongly 5isagree / /
T1tal '( "((
The above table reveals that .<: of the respondents agree that W!,
increase (ob satisfaction, $$: of the respondents strongly agree and
remaining $/: of the respondents strongly disagree that W!, increase (ob
satisfaction.
TALE !3(
I SATISFIED #ITH FUNCTIONIN$ #PM IN MY OR$ANIZATION
S.NO 3ARIALES
NO. OF
RESPONDENT
PERCENTA$E
" 0trongly Agree "> 6<
* Agree $. ./
3 5isagree /8 "$
+ 0trongly 5isagree / /
T1tal '( "((
The aboe table reeals that maEority )*F of the respondents were satisfied
with the functioning of <,M in organi@ation- %:F of the respondents agree- and 12F
of the respondents strongly disagreed.
FINDINGS
Majority (50 %) of the respondents was in 20-30 years of age
group.
Vast majority of the respondents, !% of the respondents were
aware of "#M in the organi$ation
%a&f of the respondents, 50% of the respondents agree that the
"#M shou&d 'e (o&untary
)ess than ha&f of the respondents, *+% of the respondents
agree that e,perien-e p&ay a (ita& ro&e in "#M
%a&f of the respondents, 50% of the respondents say they
agree that "#M he&ps to impro(e industria& re&ation
.&ight&y more than ha&f of the respondents, 5!% of the
respondents agree that wor/ers wi&& a--ept de-isions 'etter if
they parti-ipate in them
.&ight&y more than ha&f of the respondents, +0% of the
respondents were happy with the management for they &isten
to suggestions gi(en 'y wor/ers
)ess than ha&f of the respondents, *0% of the respondents
agree that "#M in-reases se&f respe-t among the wor/ers
respondents agree that they enjoy their parti-ipation in
management through suggestion s-heme
.&ight&y more than ha&f of the respondents, 5*% of the
respondents strong&y agree and said that wor/ers are
-ons-ious of their demo-rati- right
respondents agree that "#M redu-es resistan-e to -hange
among the wor/ers
5!% of the respondents agree saying that management
we&-ome wor/ers suggestions
0mp&oyees (iew are in(ited and rewarded for the good
suggestions and 5+% of the respondents strong&y agree.
SUGGESTIONS
1. The entire system of <,M on 'ecision Ma6ing- regarding details of each step
should be computeri@ed.
2. There should not be any discrimination between genders in the participation.
%. The management should improe the wor6ing conditions of the wor6ers and so
their efficiency will increase as a result of that.
5. Improement has to be made in the area of the deelopment of employees
s6ills. The management could ta6e into account to improe the efficiency of
the wor6ers.
). The company should promote care for the wor6ers. So that the wor6ers will be
loyal to their company.
4. The company should find out pleasant method of increasing the cordiality
among the employees.
(. There should be a strong trade union- which has learnt the irtues of unit and
self+reliance so that they may effectiely ta6e part in collectie bargaining or
participation.
:. To gie the sufficient opportunity to all the employees- or who is capable and
efficiency in operation.
9. There should be needed the systematic collection of ideas and suggestion of
wor6ers through the suggestion bo$ or 6eisen forms or competition. That is
also a motiation to the employees improe the output.
1*. ,rograms for training and education should be deeloped comprehensiely- for
this purpose- labor is to be gien education not to the head alone- not to the
heart alone- not to the hands alone- but it is dedicated to the threeL to ma6e the
wor6ers thin6- feel and act.
Con9lus+on
<or6ers participation in management crystalli@es the concept of industrial democracy-
and indicates an attempt on the part of an employer o build his employees into a team which
wor6 towards the reali@ation of a common obEectie. The wor6ers participation in
management is highly faorable at modern cotton yarn spinners limited. This is may be due
to more human relations approach practiced at the company. 3lso the supportie with a
leadership style that is high tas6 orientation and employeeCs orientation will secure the co+
operation subordinates in eery 6ind of operation. ?ut the wor6ing conditions and
organi@ational support is much more satisfactory at comparing to other factors.
Management should be prepared to gie all information connected with the wor6ing
of the industry and labor should handle that information with full confidence and
responsibility. The wor6ers should become aware of their responsibilities. The leaders
should initiate this in them. Similarly- the top management should ma6e the lower echelons
to show a new attitude in the light of the new relationship. In short- it can be said that the
maEor reason for successful wor6ers participation in management- the management highly
faorable wor6ers attitudes and the wor6ers haing faorable to management.
BIBILIOGRAP1Y
I. 1189
". 0ubha %ao, A. B. , "><6, Influence of Political Structure on Workers Participation
in Management in Developing Assian Countries, !aper
presented at the International Industrieal %elation
Association, 0i#th World 3ongress, Cyoto, Dapan
*. %ao. B.0.!., $//<, Human Resource Management, $
nd
edition, 4#cel book, Aew
5elhi, !p. .6/&6"
3. -ankar, 0.B, $//;. Human Recourse Management, 8
th
edition, 9imalaya
publishing 9ouse, ,umbai, !.6.8
+. Teripathi !.3., $//8., Personnel Management and Industrial Relation, ">
th
edition,
0ultan 3hand E 0ons, Aew 5elhi, !p. $$."&$$.$
'. !rasad. 1.,., $//., Human Resource Management, 0ultan 3hand and 0ons,
Aew 5elhi, !. 8/6
.. ,ichael 0alaman., $///, Industrial Relation, 7
th
edition, !rentice 9all, 1ondon,
!p.6;/ & 6;$
7. %ao B.0.!, $//<, Human Resource Management, $
nd
edition, 4#cel book, Aew
5elhi, !p. .66& .67
4. Arun. ,., ">>;, Industrial Relation, Tata ,c-raw F 9ill !ublishing 1td, Aew 5elhi,
!p. $;;& $;
II. ;ournals
1. 9IRIS1 !13='13- "ctober 29- 1999- Indian e$press news papers
A?ombayB ltd- =ew 'elhi.
1. ?38S1I ?.M- May 19:2- <or6ers ,articipation in ManagementH a iew point-
Eournal of Indian management- page %2to%).
2. =ITIS1 .R - ;une 19:(- ,articipation 3t <or6 ,lace /eel H itCs significance-
Eournal of Indian management- page no 2:to%%.
%. ,R3N39 M#T13- 3pril 1). 199:- <or6ers ,articipation in Management for
increased satisfaction and productiity- prerana- olume III- page no 2)to%*
5. S1RI.3TS3.3 R.=- 199:- olume II- =eed for <or6ers inole mention
public sector underta6ing- page no 19to2).
A STUDY ON 6OR7ERS PARTICIPATION IN
MANAGEMENT IN RTSSL STEERING SYSTEM LIMITED
TRIC1Y
Na/e H
1. Se$
aB Male bB 2emale
2. 3ge in year H
%. Marital Status
aB Single bB Married cB <idow dB <idower
5. #ducational Qualification
aB SS/! bB 1S! cB 'egree dB "ther
5. Near of #$perience
aB ?elow ) yrs bB 4+1* yrs cB 11+1) yrs dB 3boe 1)yrs
4. I am aware of <or6ersC ,articipation in Management A<,MB
aB Nes bB =o
(. <,M should be oluntary.
aB Strongly 3gree bB 3gree dB 'isagree eB Strongly 'isagree
:. #$perience plays a ital role in <,M.
9. <,M helps to improe industrial relation.
1*. <or6ers will accept decisions better if they participate in them.
11. I am happy with the management for they listen to suggestions gien by
wor6ers.
12. <or6ers often come together and discuss and gie suggestions to the
Management.
1%. <,M increases self respect among the wor6ers.
15. <or6ers enEoy direct participation- through suggestion scheme.
15.I feel that the decisions ta6en by the managements are my own as I participate
in it.
14. Information is shared concerning wor6place ha@ards.
aB Nes bB =o
1(. <or6ers contribute to health and safety management.
1:. There is a need for continuous two way communication so that eery one
becomes aware about the decisions ta6en.
19. <or6ers are conscious of their democratic right to suggest the management.
2*. ,rogress is monitored Agien regular meetings or updates due to <,MB
21. <,M reduces resistance to change among the wor6ers.
22. Management welcome wor6ersC suggestions.
2%. The top management is interested to ma6e <,M a success.
25. ,articipation generally has a positie impact on the psychology of the wor6ers.
2). <,M in decision ma6ing enhances the wor6ers status in the company.
24. <,M would help in better performance.
2(. #mployees iew are inited and rewarded for the good suggestions.
2:. <pm helps to ma6ing 7uality decision.
29. <,M increases Eob satisfaction.
%*. I satisfied with functioning <,M in my organi@ation.

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