A STUDY ON EMPLOYER AND EMPLOYEE RELATIONSHIP

1.1 INTRODUCTION:
When an employer hires a new employee, he is not just bringing a new
member of the workforce aboard, he is also starting a new relationship. Because
employers and employees often work in close quarters, they necessarily develop
relationships. Managing these relationships is vital to business success, as
strong relationships can lead to greater employee happiness and even increased
productivity. To reap these benefits, keep the dynamics of your employer-
employee relationship in mind.
Employer/employee relations refer to the communication that takes place
between representatives of employees and employers. Much of the employee
relations involve employees and employers working together. Indeed, part of
the aim of the European Union's social policy today is to create a system of
shared responsibility of employers and employees for working practices,
conditions and other areas of working life. This shared responsibility is called
co-determination.
Employee relations, industrial relations and labour relations are all terms
that refer to those aspects of HRM where employees are dealt with as group
through collective agreements with trade unions. It covers all the relations
between employers and employees in industry. Some scholars however see
employee relations which are a more recent term as broader and include
employee participation in management decisions, communications, policies for
improving cooperation and control of grievances and minimization of conflicts.
The philosophy of HRM has led to a shift towards individualism rather than
collectivism due to increased competition hence leaner and more efficient

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 organizations, restucturing, the market economy and free enterprise are
changing trade union legislation. This relationship is complex and multi-
dimensional e.g. it is influenced by the economic, social, political,
psychological, ethical and legal factors.
Employee relations cover the following issues:
Development, negotiation and application of formal systems of rules and
procedures for collective bargaining, handling disputes and grievances, and
regulating employment.
Concerned with the formal and informal processes, which take the form of
continuous interactions between managers and shop stewards, trade unions etc,.
The bargaining structures, recognition of trade unions and procedural
agreements and practices, i.e. the collective relations between employers and
trade unions.
Importance of employee relations
Improves cooperation between employers and employees
Minimize unnecessary conflict
Enable employees to play a part in decision making
Keep employees informed of decisions that concern them
Organizations interests those things employees would rather avoid e.g.
Meeting high output standards
Accepting managerial decisions
Disciplinary actions
Working long hours
Employees interests those which organizations are reluctant to provide e.g.
Increased wages
Safe working conditions
Time off with pay
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 Shorter working hours per week
Pay for overtime etc
Discussions between employers and employees typically cover the following
areas:
pay
bonuses
the work environment
disputes
work schedules
grievances
health and safety
hours of work
Production targets.
The Advisory, Conciliation and Arbitration Service (Acas) was set up in
1974 to try and create more harmonious working relationships in this country. It
negotiates in disputes between employers and employees as well as establishing
codes of practice and principles for harmonious relationships. It has been
tremendously successful in its work because today there are relatively few
major employment relations disputes in this country. Where problems start to
arise in a company, it is an easy process to consult with Acas to find ways of
improving relationships. Because Acas has experience of dealing with so many
workplaces it is able to suggest guidelines for harmonious relationships in
nearly all situations.
Successful employer/employee relations involve striking a balance of
interests. From the employer's point of view, industrial relations is about having
the right to manage - the ability to plan for the future so that a company can

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 continue to be a success, to make profits for its shareholders and to keep its
employees motivated. From the employee's point of view, it is all about
securing the best possible conditions and living standards for employees.
High labour turnover
Where employees are not happy with working conditions this frequently
leads to high labour turnover, bad timekeeping, and high levels of absenteeism.
It may also occur in the form of slackness by individuals, poor working, and
deliberate time wasting and similar practices. Other evidence of discontent will
be revealed in complaints, friction, ignoring rules and apathy. There are a
number of forms of organized trade union action, including:
withdrawal of goodwill
a go slow
working strictly to the rules set out in work rulebooks and sticking rigidly to
only doing tasks set out clearly in a job description
refusing to work overtime
Going on strike.
All of these actions are undesirable:
They reduce company profitability, and its' ability to fulfill orders
They harm employment prospects, and reduce wages of employees
They lead to festering discontent
They cause problems for customers and the economy as a whole.
Thus it is very important to create harmonious workplaces for the benefit
of all concerned. The work of Acas therefore is primarily concerned with
outlining good practice and models of harmonious working practice.
A trade union is an organized group of employees who have joined
together in an officially recognised organization to further their common

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interests. These employees may have in common a skill, a trade, an industry, an
employer or an occupation. Some unions (general unions) are made up of
workers in several industries. Trade unions are formed, financed and run by
their members.
Relationship Basics
Generally, employer and employee relationships should be mutually
respectful. The degree of closeness in these relationships will depend on both
the employer and the employee. Some employers opt to keep their employees at
a distance and, in doing so, ensure that there is no confusion as to the hierarchy
that exists between them. Others elect to become friendlier with their
employees, seeing this as a way to amp up employee happiness. While neither
option is entirely right or wrong, it is wise to avoid getting too close to
employees, as doing so can cause the line between employer and employee to
become blurred.

Mutual Reliance
The employer-employee relationship should be one of mutual reliance.
The employer is relying upon the employee to perform her job and, in doing so,
keep the business running smoothly. Conversely, the employee is relying upon
the employer to pay her and enable her to support herself, and potentially her
family, financially.
Relationship Building
Just as with all relationships, the employer and employee relationship is
one that must develop over time. Employers can promote the building of
relationships by speaking candidly with their employees about their lives,
asking them about their families and learning about their interests. Similarly,

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employees can promote the building of this relationship by being open with
their employer and sharing information about themselves and their lives.
Boundaries
Though the type of employee and employer relationship that is
considered appropriate varies from company to company, boundaries exist at
almost all companies. Generally, it is unwise for employers to develop romantic
relationships with their employees. Similarly, employers should exercise care to
ensure that the relationship they develop with one employee isn't notably closer
than the relationships they develop with others, as this can lead to concerns
regarding favoritism or similar issues of unfairness within the workplace.
Employer-Employee relationship identification:
Common law principles
Although the terms employer and employee are defined in the EHT Act,
the Act does not define the circumstances under which an employer-employee
relationship exists. It is necessary to establish whether the worker is hired under
a contract of service or a contract for service.
A contract of service, or employer-employee relationship, generally
exists when a worker agrees to work for an employer, on a full-time or part-
time basis, for a specified or indeterminate period of time, in return for wages
or a salary. The employer has the right to decide where, when and how the work
is to be done.
A contract for service, or business relationship, generally exists when a
worker agrees to perform specific work for a payer in return for payment. The
self-employed worker is not normally required to perform the services
personally.
In order to determine whether a worker is an employee under a contract
of service or self-employed under a contract for service, reference must be
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 made to common law principles. The terms and conditions of the worker's
employment are examined and analyzed as they relate to the following four
factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and
(d) integration. It is important to note that one factor alone is not conclusive in
the determination.
Control test
The control test is used to determine whether a person is in a position to
order or require not only what work is to be done, but also how it is to be done.
Generally, in an employer-employee relationship, the employer controls,
directly or indirectly, the way the work is to be done and the work methods
used. The employer assigns specific tasks that define the real framework within
which the work is to be done. The payer exercises control if he/she has the right
to hire or fire, and decide where, when and how the work will be done. If such
is the case, then the hirer clearly exercises control over the worker, who may
then be considered to be an employee for EHT purposes. It is not necessary that
control actually be exercised, only that it can be exercised.
Ownership of tools
In an employer-employee relationship, the employer generally supplies
the equipment and tools required by the employee. In addition, the employer
covers the following costs related to their use: repairs, insurance, transport,
rental, and operation. The main points to consider are:
The amount invested
The value of equipment and tools
The rental and maintenance of equipment and tools.
Ownership of the tools, however, is not always a determining factor. The
fact that a worker uses his or her own equipment when performing the work is
not sufficient to conclude that the person is self-employed, as all factors must
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be considered. In certain occupations (e.g. auto mechanics, carpenters,
photographers) it is customary for employees to use their own tools.
Chance of profit/risk of loss
Generally, if an employer-employee relationship exists, the employer
alone assumes the risk of loss. The employer also generally covers operating
costs, which may include office expenses, employee wages and benefits,
insurance premiums, and delivery and shipping costs. The employee assumes
little or no financial risk and is entitled to his or her full salary or wages
regardless of the financial health of the business.
Integration or organization test
The integration or organization test examines whether the tasks
performed by an individual form an integral part of the business (i.e. an
employer-employee relationship exists) as opposed to merely being accessory
to the business (i.e. the individual is an independent contractor).
The test will also determine whether the individual is in business in his or her
own right and provides services to another business as an independent
contractor.
Part-time or casual workers
The fact that an individual may be employed on a part-time or casual
basis has no effect on whether the individual is considered to be an employee or
a self-employed individual for EHT purposes.

Duty of Employers
A persons job, like a persons business, is a highly valued possession that
pervasively affects the lives of the employee and his or her family. With
stakeholders everywhere, the relationship is laden with moral responsibilities.
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 In addition to the employers more obvious obligation to advance and
protect the reputation and financial well-being of the company, the employer
has a moral obligation to make business decisions in a manner that
demonstrates concern for and seeks to advance the welfare of employees.
This includes but goes beyond a duty to treat employees respectfully, to
pay them fairly and provide good working conditions. An ethical employer does
not think of employees only as a means to an end. Employees must be treated as
a major stakeholder group. Ethical employers consciously and consistently treat
the promotion and protection of the well-being of employees as an important
business obligation and objective.
Companies should be loyal to workers as well as shareholders. Layoffs,
plant closings, and other dramatic events of this nature should be handled with
caring and sensitivity and as acts of great moral significance. The use of
euphemisms such as down-sizing or right-sizing may make managers feel
better about the decision to terminate jobs, but it does not change anything from
a moral perspective. There are, of course, situations where such actions are
justified but they must be implemented in a way that demonstrates genuine
concern for employees who will lose their jobs.
Employees should always be treated with respect and it is the companys
obligation to see that individual managers do not abuse their power or mistreat
their subordinates. Kill-the-messenger behavior at any management level is
improper, as is any active or passive encouragement of dishonest reporting.
Employees should feel free to raise ethical or other issues without fear of
retaliation.
Employees are entitled to count on the commitments of the employer
especially about central matters such as pay, raises, and promotions. Employers
who chisel employees, renege on promises, or treat them as if they were simply
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instrumentalities of the organizations interests rather than ends in and of
themselves fail to meet their moral responsibilities.
Duty of Employees
Employees also have moral obligations, and they go beyond giving a full
days work for a full days pay. Loyalty goes both ways.
Employees have moral duties to the organization, co-workers, and
customers. If an employer were secretly to look for a replacement for an
employee by conducting interviews behind the employees back, most
employees would consider that an act of betrayal. Why didnt you tell me my
job was at risk? Why didnt you tell me that you were unhappy with my work
so I had a chance to improve? Does the employee owe the employer less?
When an employee, without any notice to an employer secretly looks for a new
job, often covering up interviewing time with deceptions or lies, is the conduct
any less untrustworthy?
When an employer decides to let an employee go, it is generally thought
that the employer should give the employee ample notice or severance pay. But
what of the ethics of the employee who walks into the boss office and says, I
have an opportunity I cant turn down and they need me to start this Friday?
Because of the disparity in power, many employees adopt a double standard
that gives them more leeway than they afford the employer. One aspect of this
attitude draws on the doubtful assertions of necessity. Another is the implicit
belief that if an offer is too good to refuse, there is no moral obligation to
refuse. It doesnt take much scrutiny to see that these are self-serving
rationalizations. The moral obligations of an employee include loyalty, candor,
caring and respect. The mismatch in economic strength between the employer
and the employee does not change that.

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 People of character take into account their moral obligations to their
employer before they interview for another job. If they know that their
departure will jeopardize the organization, co-workers, or customers they
should make it clear at the job interview that they are not available until they
have provided a reasonable transition. If we are not certain how much hardship
departure may cause, the principle of respect suggests that the parties most
affected be given an opportunity to participate in a discussion to suggest the
least harmful alternative. Because the employee-employer relationship operates
in the context of business, there is a tendency to play by different rules dictated
by who has the leverage, and principles of expediency what you can get
away with rather than moral principle.
Employers are required to pay Employer Health Tax based on
remuneration paid to employees who report for work at a permanent
establishment in Ontario, and to employees who do not report for work at a
permanent establishment but who are paid from or through the employer's
permanent establishment in Ontario.
In making a determination regarding the existence of an employer-
employee relationship, many factors have to be taken into consideration. In
addition to considering the terms and conditions of the worker's employment,
the Client Services Branch will consider rulings issued by Canada Revenue
Agency (CRA) regarding Canada Pension Plan and Employment Insurance,
CRA's guidelines for specified industries, and common law principles (based on
precedents set by court decisions).
Although the terms employer and employee are defined in the EHT Act,
the Act does not define the circumstances under which an employer-employee
relationship exists. It is necessary to establish whether the worker is hired under
a contract of service or a contract for service.
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 A contract of service, or employer-employee relationship, generally
exists when a worker agrees to work for an employer, on a full-time or part-
time basis, for a specified or indeterminate period of time, in return for wages
or a salary. The employer has the right to decide where, when and how the work
is to be done.
A contract for service, or business relationship, generally exists when a
worker agrees to perform specific work for a payer in return for payment. The
self-employed worker is not normally required to perform the services
personally.
In order to determine whether a worker is an employee under a contract
of service or self-employed under a contract for service, reference must be
made to common law principles. The terms and conditions of the worker's
employment are examined and analyzed as they relate to the following four
factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and
(d) integration. It is important to note that one factor alone is not conclusive in
the determination.
PROBLEM STATEMENT:
This project helps the management any problem arising during the time
of employment in the organisation relationship between employee and
employer and includes a personal grievance or a dispute about the meaning or
application of any provision of this agreement/contract.
NEED FOR THE STUDY:
To identify the effectiveness of Employee-Employer relationship in the
organisation.
To know the employees view towards the management concern on
welfare.

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 To understand the extent of participative management practiced in the
organisation.
To find out the employees opinion towards the flexibility of HR policies
in the organisation.
To know the opinion towards the leadership style adopted in the
organisation.
SCOPE OF THE STUDY:
The study focuses on the understanding the need for good relationship
between the employer & employee in the organization and to strengthen or
improve the work in progress.
OBJECTIVES OF THE STUDY:
To study the importance of employer-employee relation.
To study the employer employee relations in Agro-Bio Tech
Kottayam.
To study different aspects including in employer-employee relation.
To study its impact on the performance of the employees.
To Suggests the different steps for making employer employee relation
effective if there is any deviation.

LIMITATIONS OF THE STUDY

The study is purely of qualitative nature as it depends on the perception of the
employees.
As the topic is a sensitive one and purely psychology based data can be
collected only through the personal interview method which had been very
difficult due to the assigned quotas to the individuals and deadlines of projects.
In order to explain the topic and questionnaire, on an average 15-20 minutes of
time should be spared for each interview.
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14
15
ORGANISATION PROFILE

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 RESEARCH METHODOLOGY

RESEARCH TYPE
Research in common parlance refers to a search for knowledge. One can also
define research as a scientific and systematic search for pertinent information
on a specific topic. In fact, research is an art of scientific investigation.
Research is an academic activity and as such the term should be used in a
technical sense.

POPULATION
The size (in terms of manpower) of the company/division selected for the study
refers to the size of the employees in the company.

SAMPLE DESIGN
The sample design is a defined plan determined before any data are actually
collected for obtaining a sample from a given population. A sample of 100
associates was selected from the total population associates on convenient basis.

RESEARCH DESIGN
Research design is a conceptual structure with in which research is conducted.
It constituted the blue print for collection measurement and analysis of data.
The type of research design used is descriptive research. Descriptive research
includes surveys and fact finding enquiries of different kinds. The major
purpose of descriptive research is description of the state of affairs, as it exists
at present.

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The study was conducted in the company to find out the self-perceptual abilities
and to ascertain the employer employee relationship in Agro Bio Tech,
Kottayam. The subject mainly relays on the primary data, which was obtained
through personal interview method.
SAMPLING
The method of convenient sampling was adopted for this research. In an
organization, it was not possible to collect the data during the night shifts so
hence the data was collected from the available employees/associates in the day
shifts from various departments. The total samples interviewed are 100
associates/employees.
SAMPLE SIZE
The size of the sample chosen for study is 100 associates who are available
during the execution of the project survey within the stipulated time.
SOURCES OF DATA
The data has been collected from both primary and secondary sources for the
research work.
PRIMARY DATA
The primary data was collected by the research with the use of standard and
accepted techniques i.e., through interview methods. A convenient sample has
been followed for picking up of respondents. As the data cannot be collected
during the night shifts so hence this method of convenient sampling is chosen
and the data was collected from the available employees during the survey
through personal interviews and discussions to understand their perceptions and
ascertain the individual stress levels.

SECONDARY DATA

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Man power Report, companys website as well as other websites and from
Animation Express (A Journal).

RESEARCH INSTRUMENT USED

This research encompasses the study on two topics stress and perception, which
are most of the time, inter dependent. As the objective of the study is to find out
the impact of self-perception on stress, initially the two components self-
perception and stress are to be measured.
So, this questionnaire was designed in such a way that both the components can
be measured at a time. For this, the questionnaire was divided into a total of
four parts where,

STATISTICAL METHODS USED TO ANALYSE THE DATA

Percentage Analysis
PERCENTAGE ANALYSIS
Percentage analysis is made basing on the total no. of respondents response to
the options for each question. This is a question wise analysis which gives the
total percentage of the respondents to that question that helps the researcher to
analyze the causes and to find out the influencing factors and contributing
components in view of self-perception and as well as stress.

This analysis will be made in tabulating the responses for each question and
will be analyzed with the help of graphical charts.

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 DATA ANALISIS
AND
INTERPRETATION

20
 DATA ANALYSIS & INTREPRETATION
TABLE NO: 3.1

Satisfied with the relationship between Employee and Employer

Criteria No. Of Respondents % of Respondents

Yes 80 80

No 20 20

Total 100 100

Source: Primary data

INTERPRETATION
From the above table it is clear that the majority of the employees are satisfied with the
employer.

21
 Chart No. 3.1
Relation Ship Between Employee & Employer

22
 Object 3 TABLE NO:
3.2

Support Given By the Employer to The Employee

Criteria No. Of Respondents % of Respondents

Excellent 60 60

Good 20 20

Average 10 10

Poor 10 10

23
 Total 100 100

Source: Primary data

INTERPRETATION
From the above table it is clear that the 60% of the employees are agreeing with the fact that
Employer provides support to their problems.

24
 CHART 3.2
Support By Employer to Employee

Object 5

25
 TABLE NO: 3.3

Encouragement Given by the Employer

Criteria No. Of Respondents % of Respondents

Yes 75 75

No 25 25

Total 100 100

Source: Primary data

INTERPRETATION
From the above table it is clear that the majority of the respondents are of the opinion that the
employers encourage the employee

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 CHART 3.3
ENCOURAGEMENT BY THE EMPLOYER

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 Object 7 TABL
E NO: 3.4

GIFT PROVIDED BY THE EMPLOYER ON SUCCESSFUL COMPLETION OF

WORK

Criteria No. Of Respondents % of Respondents

Increment 50 50

Tour Package 30 30

Appreciation 10 10

Other Benefits 10 10

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 Total 100 100

Source: Primary data

INTERPRETATION
From the above table it is clear that the respondents are of the opinion that they are provided
increment, 20% of the respondents are of the opinion that they are provided tour packages,
10 % of the respondents are of the opinion that they are provided Appreciation and 10 % are
of the opinion they are provided with other benefits.

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 CHART 3.4
GIFT PROVIDED BY THE EMPLOYER ON SUCCESSFUL COMPLETION OF
WORK

Object 9

30
 TABLE 3.5
SATISFACTION WITH THE GIFT PROVIDED

Criteria No. Of Respondents % of Respondents

Yes 85 85

No 15 15

Total 100 100

INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the gifts
provided by the company.

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 Chart 3.5
SATISFACTION WITH THE GIFT PROVIDED

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 Object 11 Table 3.6
WORK ENVIRONMENT PROVIDED BY THE EMPLOYER

Criteria No. Of Respondents % of Respondents

Excellent 60 60

Good 20 20

Average 10 10

Poor 10 10

Total 100 100

INTERPRETATION
From the above table it is clear that the respondents are of the opinion that they are provided
excellent, 20% of the respondents are of the opinion that they are good, 10 % of the

33
respondents are of the opinion average and 10 % are of the opinion they are of the opinion
poor working conditions.

34
 Chart 3.6
WORK ENVIRONMENT PROVIDED BY THE EMPLOYER

Object 13

35
 Table 3.7
SUPPORT FROM THE CO - WORKERS

Criteria No. Of Respondents % of Respondents

Yes 75 75

No 25 25

Total 100 100

INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the
support from the co- workers and 25 % are not at all happy the co workers attitude.

36
 Chart 3.7
SUPPORT FROM THE CO - WORKERS

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 Object 15 Table 3.7
INCENTIVES PROVIDED BY THE EMPLOYER

Criteria No. Of Respondents % of Respondents

Excellent 70 70

Good 20 20

Average 10 10

Poor 0 0

Total 100 100

INTERPRETATION
From the above table it is clear that the 70% respondents are of the opinion that they are
provided excellent incentives, 20% of the respondents are of the opinion that they get good

38
incentives and the remaining 10 % of the respondents are of the opinion they are provided
with only average incentives

39
 Chart 3.7
INCENTIVES PROVIDED BY THE EMPLOYER

40
 Object 17 Table 3.8
EMPLOYER SUPPORT INCREASES PRODUCTIVITY

Criteria No. Of Respondents % of Respondents

Yes 90 90

No 10 10

Total 100 100

INTERPRETATION
From the above table it is clear that the majority of the respondents are of the opinion that
employer support will definitely increase productivity while 10% of the respondents are of
the opinion that it doesnt matter.

41
 Chart 3.8
EMPLOYER SUPPORT INCREASES PRODUCTIVITY

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 Object 20 Table 3.09
PRODUCTIVITY RATED BY THE EMPLOYER

Criteria No. Of Respondents % of Respondents

Excellent 70 70

Good 10 10

Average 10 10

Poor 10 10

Total 100 100

INTERPRETATION
From the above table it is clear that the 70% respondents are of the opinion that they are
excellent, 10% of the respondents are of the opinion that they good, 10 % of the respondents
are of the opinion average and the 10 % of the respondents are of the opinion poor.
43
 Chart 3.9
PRODUCTIVITY RATED BY THE EMPLOYER

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 Object 23 Table 3.10
SUPPORT BY THE EMPLOYER IN PERSONAL MATTER

Criteria No. Of Respondents % of Respondents

Highly Satisfied 40 40

Satisfied 40 40

Dissatisfied 20 20

Total 100 100

INTERPRETATION
From the above table it is clear that the 40% respondents are of the opinion they are given
support in family matters, 40 % are of the satisfied with the support while the 20% are not all
satisfied with the support given to them in their personal matters.

45
 Chart 3.10
SUPPORT BY THE EMPLOYER IN PERSONAL MATTER

46
 Object 25 Table 3.11
Measures Adopted by the Concern to check the relation Between You and
Employer

Criteria No. Of Respondents % of Respondents

Yes 80 80

No 20 20

Total 100 100

INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the
measures adopted by the concern.

47
 Chart 3.11
Measures Adopted by the Concern to check the relation Between You and
Employer

48
 Object 27 Table 3.12
Supervisors to check the Employee Employer Relationship

Criteria No. Of Respondents % of Respondents

Yes 75 75

No 25 25

Total 100 100

INTERPRETATION
From the above table it is clear that the majority of the respondents are happy with the
measures adopted by the concern to check the relationship.

49
 Chart 3.12
Supervisors to check the Employee Employer Relationship

50
 Object 30 Table 3.13
PERFORMANCE OF THE SUPERVISORS

Criteria No. Of Respondents % of Respondents

Highly Satisfied 65 65

Satisfied 25 25

Dissatisfied 10 10

Total 100 100

INTERPRETATION
From the above table it is clear that the 65% respondents are of the opinion they are highly
satisfied with the supervisors, while 25% are satisfied with the performance of supervisors
and the remaining 10% are not at all satisfied with the supervisors.

51
 CHART 3.13
PERFORMANCE OF THE SUPERVISORS

52
 Object 32 Table 3.14
HAVE YOU EVER MISUSED THE SUPPORT BY EMPLOYER

Criteria No. Of Respondents % of Respondents

Yes 30 30

No 70 70

Total 100 100

INTERPRETATION
From the above table it is clear that the majority of the respondents are of the opinion that
they have not misused the support of the employer.

53
 Chart 3.14
HAVE YOU EVER MISUSED THE SUPPORT BY EMPLOYER

54
 Object 34 Table 3.15
PERFORMANCE AFTER GETTING APPRECIATION /
ENCOURAGEMENT

Criteria No. Of Respondents % of Respondents

Work More 75 75

Work Less --- ----

Work as Before 25 25

Total 100 100

INTERPRETATION
From the above table it is clear that the 75% respondents are of the opinion that they work
more, 25 % of the respondents are of the opinion that they dont change their work style.

55
 Chart 3.15
PERFORMANCE AFTER GETTING APPRECIATION /
ENCOURAGEMENT

Object 36

56
 Table 3.16
MEASURES ADOPTED BY THE CONCERN TO CHECK
THE EMPLOYEES PERFORMANCE

Criteria No. Of Respondents % of Respondents

Internal Control
55 55
System

Internal Audit 10 10

Labour Audit 35 35

Total 100 100

INTERPRETATION
From the above table it is clear that the 55% respondents are of the opinion that their concern
check the employee performance through Internal Control System 10% feel that internal
audit will help, while the remaining 35 feel that the labour audit will be helpful

57
 Chart 3.16
MEASURES ADOPTED BY THE CONCERN TO CHECK
THE EMPLOYEES PERFORMANCE

58
 Object 38 Table 3.17
MEASURES ADOPTED BY THE CONCERN TO CHECK
THE EMPLOYEES PERFORMANCE

Criteria No. Of Respondents % of Respondents

Internal Control
55 55
System

Internal Audit 10 10

Labour Audit 35 35

Total 100 100

INTERPRETATION
From the above table it is clear that the 55% respondents are of the opinion that their concern
check the employee performance through Internal Control System 10% feel that internal
audit will help, while the remaining 35% feel that the labor audit will be helpful

59
 Chart 3.17
MEASURES ADOPTED BY THE CONCERN TO CHECK
THE EMPLOYEES PERFORMANCE

60
 Object 40 Table 3.17
MEASURES MISUSED BY THE EMPLOYEES

Criteria No. Of Respondents % of Respondents

Fully Detected 75 75

Partly Detected 25 25

Not Detected --- ---

Total 100 100

INTERPRETATION
From the above table it is clear that the 75% of the employees feel that its fully detected,
while 25% feel that its partly detected.

61
 Chart 3.17
MEASURES MISUSED BY THE EMPLOYEES

62
 Object 42 Table 3.18
MEASURES MISUSED BY THE EMPLOYEES

Criteria No. Of Respondents % of Respondents

Fully Detected 75 75

Partly Detected 25 25

Not Detected --- ---

Total 100 100

INTERPRETATION
From the above table it is clear that the 75% of the employees feel that its fully detected,
while 25% feel that its partly detected.

63
 Chart 3.18
MEASURES MISUSED BY THE EMPLOYEES

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 Object 44 Table 3.19
PUNISHMENT GIVEN BY THE EMPLOYER

Criteria No. Of Respondents % of Respondents

Suspension 50 50

Dismissal 25 25

Recover the amount 25 25

Total 100 100

INTERPRETATION
From the above table it is clear that the 55% of the employees feel that they are given
suspension 25% feel that they will be given dismissal and the remaining feel that amount will
be recovered from them.

65
 Chart 3.19
PUNISHMENT GIVEN BY THE EMPLOYER

Object 46

66
 Table 3.20
Relationship Quality of work with the support of your employer

Criteria No. Of Respondents % of Respondents

Yes 100 100

No 0 0

Total 100 100

INTERPRETATION
From the above table it is clear that the all the respondents are of the opinion that quality of
work will be according to the support given by the employer.

67
 Chart 3.20
Relationship Quality of work with the support of your employer

Object 48

68
 Table 3.21
In Support of your employer quality of work will

Criteria No. Of Respondents % of Respondents

Increase 90 90

Not Change 10 10

Decrease 0 0

Total 100 100

INTERPRETATION
From the above table it is clear that majority of the respondents are of the opinion that work
will increase while the 10% have the opinion that it will not change.

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 Chart 3.21
In Support of your employer quality of work will

70
 Object 50 Table 3.22
Employer Performance

Criteria No. Of Respondents % of Respondents

Excellent 90 90

Good 10 10

Average 0 0

Total 100 100

INTERPRETATION
From the above table it is clear that majority of the respondents are of the opinion that the
performance of the employer is excellent.

71
 Chart 3.22
Employer Performance

Object 52

72
FINDINGS AND SUGGESTIONS

73
 FINDINGS
It is clear that the majority of the employees are satisfied with the employer.
It is clear that the 60% of the employees are agreeing with the fact that employer
provides support to their problems
It is clear that the majority of the respondents are of the opinion that the employers
encourage the employee
It is clear that the respondents are of the opinion that they are provided increment,
20% of the respondents are of the opinion that they are provided tour packages, 10 %
of the respondents are of the opinion that they are provided appreciation and 10 % are
of the opinion they are provided with other benefits.
It is clear that the majority of the respondents are happy with the gifts provided by the
company
It is clear that the respondents are of the opinion that they are provided excellent, 20%
of the respondents are of the opinion that they are good, 10 % of the respondents are
of the opinion average and 10 % are of the opinion they are of the opinion poor
working conditions.
It is clear that the majority of the respondents are happy with the support from the co-
workers and 25 % are not at all happy the co workers attitude.
It is clear that the 70% respondents are of the opinion that they are provided excellent
incentives, 20% of the respondents are of the opinion that they get good incentives
and the remaining 10 % of the respondents are of the opinion they are provided with
only average incentives
It is clear that the majority of the respondents are of the opinion that employer
support will definitely increase productivity while 10% of the respondents are of the
opinion that it doesnt matter.
It is clear that the 70% respondents are of the opinion that they are excellent, 10% of
the respondents are of the opinion that they good, 10 % of the respondents are of the
opinion average and the 10 % of the respondents are of the opinion poor.
It is clear that the 40% respondents are of the opinion they are given support in family
matters, 40 % are of the satisfied with the support while the 20% are not all satisfied
with the support given to them in their personal matters.
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 It is clear that the majority of the respondents are happy with the measures adopted by
the concern.
Table it is clear that the majority of the respondents are happy with the measures
adopted by the concern to check the relationship.
It is clear that the 65% respondents are of the opinion they are highly satisfied with
the supervisors, while 25% are satisfied with the performance of supervisors and the
remaining 10% are not at all satisfied with the supervisors.
It is clear that the majority of the respondents are of the opinion that they have not
misused the support of the employer.
It is clear that the 75% respondents are of the opinion that they work more, 25 % of
the respondents are of the opinion that they dont change their work style.
Table it is clear that the 55% respondents are of the opinion that their concern check
the employee performance through internal control system 10% feel that internal
audit will help, while the remaining 35 feel that the labour audit will be helpful

It is clear that the 55% respondents are of the opinion that their concern check the
employee performance through internal control system 10% feel that internal audit
will help, while the remaining 35% feel that the labor audit will be helpful
It is clear that the 75% of the employees feel that its fully detected, while 25% feel
that its partly detected.
It is clear that the 75% of the employees feel that its fully detected, while 25% feel
that its partly detected.
It is clear that the 55% of the employees feel that they are given suspension 25% feel
that they will be given dismissal and the remaining feel that amount will be recovered
from them.
It is clear that the all the respondents are of the opinion that quality of work will be
according to the support given by the employer.
It is clear that majority of the respondents are of the opinion that work will increase
while the 10% have the opinion that it will not change.
It is clear that majority of the respondents are of the opinion that the performance of the
employer is excellent

75
SUGGESTIONS:

Treat employees like humans first and realize they have a personal life;
they get sick themselves or have others in the family that may be sick.
Make sure employees know they are approachable regarding these issues
(your door is always open) and come to an amicable agreement regarding
this or any other problems that may arise.
Employees like to know that working hard is noticed so every often give
them a pat on the back for their efforts and show you really appreciate all
they do. If our company is highly successful show it by giving out a
bonus or raise.
Keep your finger on the pulse of the people working for you so you can
see trouble (perhaps coworkers not getting alone or a troublemaker in the
office) before it's reported to you.
Never chastise an employee in front of their coworkers.

76
CONCLUSION
This project was under taken on the topic Employee - Employer
relationship. Employee - Employer relationship refers to degree of readiness of
an organism to pursue some designated goal and implies the determination of
the nature and locus of the forces, including the degree of readiness Employee
- Employer relationship is a general inspirational process, which gets the
members of the team to pull their weight effectively, to give their loyalty to the
group, to carry out properly the tasks that they have accepted and generally to
play an effective part in the job that the group has undertaken.
It helps in getting willing co-operation of employees.
Every enterprise makes efforts that its employees contribute maximum for
achieving enterprise goals. Employee Employee - Employer relationship is an
important task for managers. Early Employee - Employer relationshipal theory
such as that of Taylor suggeted that pay motivated workers to improve
production. However businesses now need employees to have greater Employee
- Employer relationship and have a stake in the company for which they work,
as shown by Mayo. Maslow and Herzberg demonstrated that employees are
motivated by many different factors. This benefits the individual by providing
career progression. It also benefits by ensuring the business can deliver high
levels of customer service through its skilled employees

77
 BIBLIOGRAPHY
1)Carver .C.S., On the self-regulation of behavior, Cambridge University
Press, 2001
2)Charles .N., Employee - Employer relationship: Theory and Research, New
York, 1967
3)Baumeister.R.F., Handbook of self-regulation, Research, theory, and
applications, 2004
WEBSITE
www.google.com
www,Wikipedia.com

78
 ANNEXURE

Name :
Age :

1. How long do you work in this organization?

3-5 Years 5 10 years 10 15 years

more than15 years

2.Do you have a good relation with your employer ?

Yes No

3.How will you rate the support given by your employer in your problem?

Excellent Good Average Bad

4.whether the employer encourage helps the organisation?

Yes No

5.What gift will be given by your employer if you done good for the organization?

Increment in salary provide tour package

other monitary benefit appreciation

none of these

6.Are you satisfied with the gift provided by our employer for good service?

Yes No

7.How will you rate the work environment provided by your employer?

Excellent Good

Average Bad

8.Will you get support from other workers?

Yes No.

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9.How will you rate the incentives provided by your employer?

Excellent Good

Average Bad

10.Do you feel that the support from your employer will increase your productivity?

Yes No.

11.How the productivity of the employee is rated by the employer ?

Excellent Good

Average Bad

12.Are you satisfied with the support given by your employer in your family problem?

Highly Satisfied Satisfied

Dissatisfied

13.If any measures have been adopted by the concern to check the relation between you and
your employer

Yes No

14.If supervisors are appointed to check the above relations?

Yes No

15.Are you satisfied with the performance of your supervisors?

Highly Satisfied Satisfied

Dissatisfied

16.Do you misuse the support given by your employer?

yes no

17.At the time of getting an appreciation / encouragement-you will

work more lessen the work

work as before

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18.What are the measures adopted by the concern to check

the employees performance?

Proper Internal Control System Internal Audit

Labour Audit

19. Whether these measure misuse by the employees?

Fully Detected Partly Detected

Not Detected

20.What punishment given by your employer to the detect misuse made by the employee?

Suspension Dismissal

Recover the amount

21.Do you feel the quality of your work relate the support of your employer?

Yes No.

22.In support of your employer the quality of your work will

Increase Decrease

Not Change

23.How will you rate the overall performance of your employer?

Excellent Good

Average

Your suggestions to increase the employer - employee relationship

....

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