CHAPTER 1

INTRODUCTION
During the 20
th
century there has been a phenomenal increase in the
number, size and complexity of business organization and the roll in the
society. The scope of the business activity has considerably widened with
rapid improvement in the means of transport and communication. The
methods and technique of production and distribution have become highly
sophisticated on account of advancement in science and technology. ll these
changes have made business management and administration a systematically
organized field of activity requiring s!ill and intelligent. "rganizations menace
the harmonious ad#ustment of specialized part for the accomplishment of some
common purpose or purposes. The purpose of organizing a business $s mainly
to earn profit. %ith this and in view, various factors required by a
manufacturing concern are men, machines, materials premises and capital.
%hen men, material, capital are combined with business enterprises or
organizational abi&lity we have business organization. "ne of the important
activities is managing. 'ver since people began forming groups to accomplish
aims, they could not achieve as individuals, managing has been essential to
ensure the coordination of individual efforts. s society has come to rely
increasingly on group have become large, the tas! of mangers has been rising
in importance. (anagement is the process of designing and maintaining and
environment in which individual wor!ing together in group, efficiently
accomplish selected aims. (anagement process includes planning, organizing,
staffing, directing and controlling. The success of every organization depends
upon the effective management system. (anagement is a human activity
underta!en to organize direct and control the efforts of the entire person
involved in the wor! of an enterprise. )etter (anagement decides who will
survive in the industry. "ne of the most important industries in (alabar region
is textile manufacture industry.
%ayanad power loom handloom and multipurpose co*operative society is
a modern textile pro#ect commissioned in (arch 200+. $t is a pro#ect
established under T',-'D for the welfare and industrial development of the
Tribal. %ayanad is the one of the most economically bac!ward districts in
.erala. The society was founded as co*operative society and /egistered under
the .erala co*operative society ct, +002.
HUMAN RESOURCE MANAGEMENT
1uman resources are considered as the most important resource in any
organization because it can function only through people. The success of an
organization depends upon the ability of its human resources. ccording to
2.- 3rwic!, 4business houses are made or bro!en in the long run not by
mar!ets or capital, patents or equipments but men5. "f all the resources,
human resources are the only resource which does not depreciate with the
passage of time. $n the broad sense human resources can be defined as
!nowledge, s!ills creative abilities, talents, aptitudes obtained in the
population. s an organization, human resources are !nown as 1uman
/esource (anagement.
1uman /esource (anagement involves planning, procurement, and
development of human resources. $t is not merely acquiring labor, exploiting it
to exhaustion and discarding it according to one6s convenience. 1uman
/esource (anagement is concerned with the people6s dimension in
organizations. n organization consists of number of personnel. 7ompetent
personnel are to be appointed at right place at right time. Their activities are to
be coordinated and properly rewarded. good congenial atmosphere is to be
created to maintain sound industrial and human relations. The various
functions of human resource management can be grouped into a8 'mployment
functions9 which involves recruitment, selection, induction and placement,
training, promotion and transfer6s8 'mployee remuneration9 which involve
wage fixation and other monetary benefits. c8 1uman relation functions9 This
involves development of employee morale and the maintenance of discipline
and union management relations. d8 %elfare functions9 This includes welfare
activities and employee services. $n this present study, $ made an effort to
analyse the performance of %:;D 1;D2""( <"%'/2""( ;D
(32T$<3/<"=' $;D3=T/$2 7"* "<'/T$>' ="7$'T: 2td with
special reference to the Human Resource Management. This study aims at
generating the findings and suggestions to improve the efficiency of the
organization.
2. STATEMENT OF PROBEM
1uman resource is the one and only living factor in the factors of
production. =o it is necessary to ta!e care of while dealing with this factor of
production. -or the smooth running of an organization the careful handing of
human resource is necessary. -or this, a harmonious environment is important
one. The present study aims at exploring the various aspects relating the the
1uman resource (anagement in %ayanad 1andloom <owerloom and
(ultipurpose $ndustrial 7o*operative =ociety 2td.
!. IMPORTANCE OF STUD"
1uman resources are the integral part of every organization. The success
of an organization depends upon the efficiency of the organizational structure.
'very industrial or commercial organization comes into existence when
number of person6s #oint hands. This entire people wor! to achieve some
organizational goals. The activities of various $ndividuals will be
synchronized. $f somebody is there to underta!e this wor! management of
every enterprise ta!es up the responsibility of assigning, supervising and
controlling the activities of persons wor!ing there (anagement brings human
and material resources together for attaining organizational goals. <roper
human resource management will enhance efficiency and performance of
people at wor!.
The practice of 1/( must be viewed through the prism of overall
strategic goals for the organization instead of a stand one tint that ta!es a unit
based or a micro approach. The idea here is to adopt a holistic perspective
towards 1/( that ensures that there are no piecemeal strategies and the 1/(
policy enmeshes itself fully with those of the organizational goals. -or
instance, if the training needs of the employees are simply met with
perfunctory trainings on omnibus topics, the firm stands to lose not only from
the time that the employees spend in training but also a loss of direction.
1ence, the organization that ta!es its 1/( policies seriously will ensure that
training is based on focused and topical methods.
The human resource management covers a wide range of activities. ll
ma#or activities in the life of an employee right from the time of his
appointment into an organization until he leaves come under the scope of a
human resource management. This study is important because human
resources are the integral part of every organization. The garment sector has
emerged as the most globalize sector in the world today. This sector alone has
about ?.@ million wor!ers. %ayanad 1andloom <owerloom and (ultipurpose
$ndustrial 7o*operative =ociety 2td ma!e some employment opportunities in
%ayand District. $ prefer %ayanad 1andloom <ower loom and (ultipurpose
$ndustrial 7o*operative =ociety 2td is one and only textile manufacturing
industry in the (alabar region.This study throw 2ight on the human resource
management in the organization.The study is an evaluation of employee*
employer relationship prevailing in the %ayanad 1andloom <ower loom and
(ultipurpose $ndustrial 7o*operative =ociety 2td. s a living factor, it is
necessary to give more attention on this factor of production. This study
diagnoses the wor! environment so as to ensure good environment for the
wor!er.
#. OB$ECTI%ES OF THE STUD"
The main purpose of the present study is to ma!e a detailed analysis about
the human /esource management in %ayanad 1andloom <owerloom and
(ultipurpose $ndustrial 7o*operative =ociety 2td, with the following sub
ob#ectives.
To !now about the 'mployer*employee relationship in the organization.
To !now about employees satisfaction.
To !now about the quality of wor! life.
To !now about the incentive system prevailing in the organization.
&. SCOPE OF THE STUD"
The scope of this study is limited to %ayanad 1andloom <ower loom
and (ultipurpose $ndustrial 7o*operative =ociety 2td, Trissileri. This study
aims to achieve accurate !nowledge about functions of the organization in
respect of 1uman resource (anagement and offers an opportunity for an
acquaintance with field of study. The duration of the study starting is from 20*
+*20+? to 20*2*20+?.
'. METHODOOG"
To achieve the stated ob#ectives, %ayanad 1andloom <owerloom and
(ultipurpose $ndustrial 7o*operative =ociety 2td have been selected for a
case study. To ma!e the study more realistic and to bring about the correct
picture of %ayanad 1andloom <ower loom and (ultipurpose $ndustrial 7o*
operative =ociety 2td, several rounds of discussions were categories of
employees such as manager, supervisors and wor!ers. =ome in formations are
also collected from official records.
( TOOS OF ANA"SIS
The collected data are tabulated for better comprehension. -or the purpose of
analysis tables and graphs were used.
) IMITATIONS OF THE STUD"
There are some limitations for the study. The main limitation is the study
could be conducted only in the day wor!ing hours. =o the wor!ing condition
to the employees during the evening and night shifts could not be understood.
bsence of other company in the (alabar area made difficult to compare this
factory with other paper industry also the company did not reveal some official
reports and documents as it is !ept confidential. The time available for the
study is limited is another limitation.
*. PRESENTATION OF THE STUD"
7hapter $ A $ntroduction
7hapter $$ A Textile $ndustry in $ndia.
7hapter $$$ A n over view of. %:;D 1;D2""( <"%'/2""(
;D (32T$<3/<"=' $;D3=T/$2 7"* "<'/T$>' ="7$'T: 2td
7hapter $> A 1uman /esource (anagement $n %:;D 1;D2""(
<"%'/2""( ;D (32T$<3/<"=' $;D3=T/$2 7"* "<'/T$>'
="7$'T: 2td
7hapter >* -inding and =uggestions.
CHAPTER 2
AN O%ER %IE+ OF +A"ANAD HANDOOM PO+EROOM AND
MUTIPURPOSE INDUSTRIA CO, OPERATI%E SOCIET" t-
In-.a/s 0or1- o2 Han-1oom
The 1andloom industry mainly exports fabrics, bed linen, table linen, toilet and !itchen
linen, towels, curtains, cushions and pads, tapestries and upholstery6s and upholstery6s carpets
and floor coverings etc. The handloom industry was adopted various measures and techniques to
provide high quality eco*triendly products to the world mar!et.
$n the world of handloom there are madras chec!s from Tamil ;adu, + /uts from ndra
and "rissa, lie and dye from Bu#arat and /a#astan brocades from )onaral Daccai from west
)engal and phal!ari from <un#ab.
$n the department of wooden textiles, wooden weavers are so less subtle. The .ashmiri
weaver us !nown the world over for his pashmina and shabtoosh shawls. The shawls are
unbelievably light and warm.
Garment sector
The Barment sector has emerged as the most globalize sector in the world today. This
sector alone employees about ?.@ million wor!ers. large segment of the garment sector
comprises of a vast domestic mar!et while another significant segment caters to the export are in
Tirupur, Delhi and (umbai. ccording to the ministry of commerce C+D of the total textile
exports in 2000 A 200+ was from the garment sector alone, ;early &0D of $ndian clothing
exports go to the 3= and the '.u all are they face quota restrictions. part from agriculture and
patents, textiles and clothing in particular are the mar!et demands on the stage of world politics.
The struggle on these two sectors continued through out the arguably round for eight year.
Textiles and clothing still remain as the most continuous issues. The exports in $ndia is a trend
the started in the +0E06s with some established =oviet 3nion.
One page more
CHAPTER 3
AN O%ER %IE+ OF +A"ANAD HANDOOM PO+EROOM
AND MUTIPURPOSE INDUSTRIA CO, OPERATI%E SOCIET" t-
%ayanad 1andloom <ower loom F (ultipurpose $ndustrial 7o* "perative =ociety 2td. %as
established on +E.0C .+000 promoted by government of .erala. The .erala =tate 7o*"perative
Textile federation 2td GT',-'D8 is authorized to implement the pro#ect through %ayanad
1andloom <ower loom F (ultipurpose $ndustrial 7o* "perative =ociety 2td. T',-'D is an
implementing agency as government released funds to the company through T',-'D. The main
production of power loom is cotton cloth.
3nder T',-'D four weaving $ndustries were established though out the state the following
centers.
.ottayam
;eduvannur, 7alicut
;eyyattin!ara
Trissilery, %ayanad.
The above mentioned society Thrissilery was $naugurated by the former minister of
$ndustries =mt. =usheela Bopalan. Though it is established on +E
th
may +000, $t stared its
functions only on ?
rd
(arch 200+.
OCATION
This $ndustry located at Thrissilery a village of (ananthavady in .erala. This
industry could attain its ob#ectives easily through the selection of the location in this area
i.e., mainly large number of unwed mothers of =7H=T are living in this district for this
reason government of .erala selected this location for this pro#ect.
PANT A"OUT
Braphic representation of <lant 2ayout
FACTOR"
HANDOOM

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Mac4.ner5
-our types of machineries are installed in the plant.
They are as follows
+. 1an! to cone winding
2. 7one to pan winding
?. %arping machine
FACTOR"
PO+EROOM
TRAINING CENTER
ADMINISTRATI%E
BOC3
STORE CONSUME
R STORE
D"ING UNIT
MANANTHAVADY-ANAPPARA ROAD
I. %eaving machine.
Prem.ses
The society owns land of +0 acres. The main building for power loom and women
service centers is located at ? acres of land. The house cum wor! shed of handloom units
and residential house constructed for rehabilitation of the tribal6s families are located at
E.C acres of developed land.
ORGANISATION STRUCTURE
Organ.6at.ona1 H.erarc45
"rganizational means formal structure of the organization in which different persons are
placed or postal according to their authority and /esponsibility.
The following chart shows the organizational hierarchy of the company.
Boar- o2 D.rectors
Pres.-ent
Secretar5
Accountant
C1er7
C1er7
+or7ers

%ayanad 1andloom, <ower loom and (ultipurpose $ndustrial co*operative society controlled
by the )oard of Directors.
$t includes ++ members. They areJ
+. nominated members by %ayanad District <anchayath
2. member ;ominated by the government from =7H=T Bovernment agency.
?. 7hairman or managing director by .erala =tate 7o*operative Textile federation 2td.
/ather than I members there are other E members also there from this board. "ne
president and vice president should be elected. The Direction of this elected person in ?
years.
The )oard of Directors should conduct a meeting at least once in month. $f the board
conducted the meeting more than 20 times there is no sitting fees for the additional days.
The president is the absence of these board meeting. $n the absence of these 2 persons,
the other members should elect a chairman for the meeting. The quorum of the meeting is
E.

Pro-uct.on
Manager
Su8er9.sor
+or7ers
Mar7et.ng
Manager
Ass.stant
Manager
F.e1- O22.cers
HRM Manager
Su8er9.sors
+or7ers
CHAPTER #
HRM IN +A"ANAD HANDOOM PO+EROOM AND MU
TIPURPOSE INDUSTRIA CO, OPERATI%E SOCIET" t-.
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
'very industrial or commercial organization comes in to existence when a number
of people #oin hands. This entire people wor! to achieve some organizational goals. The
activities of various individuals will be synchronized. $f somebody is there to underta!e this
wor! management of every enterprise ta!es up responsibility of assigning, supervising and
controlling the activities of persons wor!ing there. (anagement brings human and material
resources together for attaining organizational goals. <roper human resource management will
enhance efficiency and performance of people at wor!.
1uman resources are undoubtedly the !ey resources in an organization, the easiest and the
most difficult to manageK The ob#ectives of the 1/( span right from the manpower needs
assessment to management and retention of the same. To this effect 1uman resource
management is responsible for effective designing and implementation of various policies,
procedures and programs. $t is all about developing and managing !nowledge, s!ills, creativity,
aptitude and talent and using them optimally.
1uman /esource (anagement is not #ust limited to manage and optimally exploit human
intellect. $t also focuses on managing physical and emotional capital of employees. 7onsidering
the intricacies involved, the scope of 1/( is widening with every passing day. $t covers but is
not limited to 1/ planning, hiring Grecruitment and selection8, training and development, payroll
management, rewards and recognitions, $ndustrial relations, grievance handling, legal procedures
etc. in other words, we can say that it6s about developing and managing harmonious relationships
at wor!place and stri!ing a balance between organizational goals and individual goals.
The scope of 1/( is extensive and far*reaching. Therefore, it is very difficult to define it
concisely. 1owever, we may classify the same under following heads.
HRM .n Personne1 Management: This is typically direct manpower
management that involves manpower planning, hiring Grecruitment and
selection8, training and development, induction and orientation, transfer,
promotion, compensation, layoff and retrenchment, employee productivity. The
overall ob#ective here is to ascertain individual growth, development and
effectiveness which indirectly contribute to organizational development.
$t also includes performance appraisal, developing new s!ills, disbursement of wages,
incentives, and allowances, travelling policies and procedures and other related courses
of action.
HRM .n Em81o5ee +e12are: This particular aspect of 1/( deals with wor!ing
conditions and amenities at wor!place. This includes a wide array of
responsibilities and services such as safety services, health services, welfare
funds, social security and medical services. $t also covers appointment of safety
officers, ma!ing the environment worth wor!ing, eliminating wor!place hazards,
support by top management, #ob safety, safeguarding machinery, cleanliness,
proper ventilation and lighting, sanitation, medical care, sic!ness benefits,
employment in#ury benefits, personal in#ury benefits, maternity benefits,
unemployment benefits and family benefits.
$t also relates to supervision, employee counseling, establishing harmonious relationship
with employees, education and training. 'mployee welfare is about determining
employees6 real needs and fulfilling them with active participation of both management
and employees. $n addition to this, it also ta!es care of canteen facilities, crLches, rest
and lunch rooms, housing, transport, medical assistance, education, health and safety,
recreation facilities, etc.
HRM .n In-ustr.a1 Re1at.ons: =ince it is a highly sensitive area, it needs
careful interactions with labor or employee unions, addressing their grievances
and settling the disputes effectively in order to maintain peace and harmony in
the organization. $ is the art and science of understanding the employment
Gunion*management8 relations, #oint consultation, disciplinary procedures,
solving problems with mutual efforts, understanding human behavior and
maintaining wor! relations, collective bargaining and settlement of disputes.
The main aim is to safeguarding the interest of employees by securing the highest level
of understanding to the extent that does not leave a negative impact on organization. $t is
about establishing, growing and promoting industrial democracy to safeguard the
interests of both employees and management.
1uman /esource (anagement is concerned with the 4people5 dimension in
management. =ince every organization is made up of people, acquiring their services,
developing their s!ills, motivating them to high levels of performance, and ensuring that
they continue to maintain their commitment to the organization are essential to achieving
organizational ob#ectives. This is true regardless of the type of the type of organization*
government, business, education, health, recreation, or social action. Betting and !eeping
good people is critical to the success of every organization, whether profit or non*profit,
public or private. Those organization that are able to acquire, develop, stimulate, and
!eeping outstanding wor!ers will be both effective and efficient. Those organizations
that are ineffective or inefficient ris! the hazards of stagnating or going out of business.
=urvival of an organization requires competent managers and wor!ers coordinating their
efforts towards an ultimate goal. %hile successful coordination cannot guarantee
success, organizations that are unsuccessful in getting such coordination from managers
and wor!ers will ultimately failKK To loo! 1/( more specifically, we suggest that it is a
process consisting of four functions*acquisition, development, motivation, and
maintenance*of human resources. The acquisition function begins with planning.
/elative to human resource requirements, we need to !now where we are going and how
we are going to get there. This includes the estimating of demands and a supply of labor.
cquisition also includes the recruitment, selection, and socialization of employees.
The development function can be viewed along three dimensions. The first is
employee training, which emphasizes s!ill development and the changing of attitudes
among wor!ers. The second is management development, which concerns itself
primarily with !nowledge acquisition and the enhancement of executive6s conceptual
s!ills. The third is career development, which is the continual effort to match long*term
individual and organizational needs. The motivation function begins with the recognition
that individuals are unique and that motivation techniques must reflect the needs the
needs of each individuals. %ithin the motivation function, alienation, #ob satisfaction,
performance appraisal, behavioral and structural techniques for stimulating wor!er
performance, the importance of lin!ing rewards to performance, compensation and
benefits administration, and how to handle problem employees are reviewed. The final
function is maintenance. $n contrast to the motivation function, which attempts to
stimulate the performance and (aintenance function is concerned with providing those
wor!ing conditions that employees believe are necessary in order to maintain their
commitment to the organization.
%ayanad 1andloom <ower loom nd (ultipurpose $ndustrial 7o*operative =ociety 2td
is recruiting s!illed and experienced wor!ers from various part of the country. =!illed labor is an
asset for the company. -or smooth functioning of production s!illed and uns!illed wor!ers are
needed. 1ere uns!illed wor!ers are mainly appointed on a daily wage basis.
fter recruiting the employees the company provides training to the employees. The
quality of the wor!ers increases the quality of the product and increases production. ;ow almost
all the companies considering that training is an investment. During the training period
employees will be familiar with the machines and its operations. =o that production will go
smoothly. -or motivating the employees company prepare plans and policies.
The following is the hierarchical structure of 1/( Department in %ayanad 1andloom
<owerloom nd (ultipurpose $ndustrial 7o*operative =ociety 2td.
STRUCTURE OF HRM
1/ (;B'/
=3<'/>$="/=
%"/.'/=
TABE ;. SHO+ING NUMBER OF EMPO"EES IN +A"ANAD HANDOOM
PO+EROOM AND MUTIPURPOSE INDUSTRIA CO, OPERATI%E SOCIET"
t-
7TB"/: (2' -'(2' T"T2
"--$7' C
*
C
1;D 2""( +0 @ 2C
<"%'/ 2""( 20 +0 ?0
T"T2 @0

Wage Policies
The term wage and salary are synonymous. Though wage is usually associated with blue
collar and daily rate wor!ers, where as salary is associated with remuneration given to the white
collar and permanent staff. Benerally monthly remuneration is given to the permanent staff as
salary. $n this company there are wage people and salaried people. =ome are daily wor!er. =ome
fixed wages are paid to them, =upervisors are getting monthly salary. The company is wor!ing in
its initial stage so that they can adopt better promotional policies and programmers regarding the
wor!ers.
The company is followed the wage system. $t means the wages are provided to
employees on the basis of time spend by them in the company premises. The company uses the
electronic punching system for time !eeping. lthough the company fixed the minimum wages
which is amounted to /s.+@0.
"ver wage paid to a wor!er who produces more than E pieces get /s ?0 per piece
additional produced. 'fficient wor!ers who are treated with incentives in the form of additional
wage.
%ayanad 1andloom <ower loom nd (ultipurpose $ndustrial 7o*operative =ociety 2td follows
the following procedures for the appointment of wor!ers in the factory.
Recru.tment
%ayanad 1andloom <ower loom nd (ultipurpose $ndustrial 7o*operative =ociety 2td searches
various employees to its wor! or administrative level from %ayanad and other Districts through
various modes.
They are9
;ews paper advertisement
%ee!ly advertisement
Through existing employees
-rom other reputed companies
/elatives of existing wor!ers
Se1ect.on
>arious steps in selection are as follows.
Receipt and scrutiny of application:
The first step in selection process is receiving the application. (inimum qualification for
applying the #ob is = = 2 7.
The receipt of the application follows scrutiny.
Tests:
$t is the next step of selection procedure. Test measure emotional maturity, sentiments,
conflicts, ascendancy, sociability, ob#ectivity etc of a candidate.
Intervie:
The most delicate aspect of the selection procedure is interview. The employment
interview is for the purpose of determining the suitability of the applicant for the #ob of the
applicant.
The people who have passed the interview will be selected.
Place!ent and orientation:
The last step in the selection procedure is placement. <lacement has been
defined as the determination of the #ob to which an accepted candidate is to be
assigned and his assignment to that #ob.
Tra.n.ng
fter selecting an employee, the most important and established part of the personnel
programme is to impart training to the new comer. $n %ayanad 1andloom <ower loom nd
(ultipurpose $ndustrial 7o*operative =ociety, the employees are trained for two months without
any deduction in basic wages. "n the #ob training method is followed by company that means the
wor!ers are imparted training at the actual wor! place by the specified supervision.
Promot.on
<romotion provides motivation and #ob satisfaction to all personnel. The company
has a sound promotion policy. The company is granting the promotion on the basis of experience
and educational qualification.
A!enities and "enefit sc#e!e provided "y t#e fir!
The company provides following amenities and benefits to its employees.
Bonus, bonus is given to each employee twice in a year on the basis of basic wages.
ea9e 0.t4 0ages: %ayanad 1andloom <ower loom nd (ultipurpose $ndustrial 7o*operative
=ociety 2td provides a total of +? days public holidays. <lus =unday in an year. 7ompany also
allow sic! leave to wor!ers for sufficient period.
Em81o5ee 8ro9.-ent 2un-: =ec.C 'mployee <- and (iscellaneous ct, +0C2 empowers the
7entral Bovernment of <- under the ct for employees or any class of employees.
%ayanad 1andloom <ower loom nd (ultipurpose $ndustrial 7o*operative =ociety 2td
created <- for the employees. 'mployees, contribution for the <- is +2D of basic wages and
employer6s contribution is +2D from the +2D, ?.@@ go to employees state insurance fund.
F.rst a.-: The 7ompany maintaining a first aid box which contains first aid box which contains
first aid medicine. The first aid facility is provided to each and every section.
Ot4er <ene2.ts: The 7ompany provides medical allowances, loans etc to the wor!ers.
Records !aintenance in t#e personnel depart!ent
%ages register
(uster roll
)onus register
1oliday register
$OB SATISFACTION
Mob =atisfaction describes how content an individual is with his Hher #ob. Mob
satisfaction is essential component of organizational health. The level of #ob satisfaction seems to
have some relation with various aspects of wor! behavior such as accidents, absenteeism,
turnover and productivity. =everal studies have revealed varying degree of relationship between
#ob satisfaction and these factors of wor! behavior.
The happier people are within their #ob, the more satisfied they are said to be. Mob
satisfaction is not the same as motivation or aptitude, although it is clearly lin!ed. Mob design
aims to enhance #ob satisfaction and performanceJ methods include #ob rotation, #ob enlargement,
#ob enrichment and #ob re*engineering. "ther influence on satisfaction is very important attribute
which is frequently measured by organization. The most common way of measurement is the use
rating scales where employees report their #obs. The following tables and graphs shows the #ob
satisfaction level of employees in the organization.
INDUSTRIA REATIONS
The expression $ndustrial /elation is used to express the nature of relationship
between the employer and employee in an industry on an organization, where willing co*
operation emanates from employees towards the achievement of organizational goals, there is
said to be good $ndustrial /elations.
THE CONCEPT OF INDUSTRIA REATIONS
The concept of $ndustrial /elations has generally developed as a consequence
of $ndustrial /evolution. <rior to this the master and servant relationship which existed was
simple and of personal nature, with acceleration is industrialization, the relations aspect become
complex and impersonal.
Traditionally, the role of $ndustrial /elation G$/8 was reacti0ve and has been
created as a fire*fighting function and $/ personnel used to come into action when crisis erupted.
This has been so much in practice that $/ personnel are re* enforce their own relevance in the
organization.5 The managing direction of large corporation remar!ing that this personnel
manager was so much of fire fighter that he felt uneasy when there was no fight5. $n today
contest the $/ strategy was become more proactive.
The concept that have become the source of $/ strategy formulation are
productivity, competitiveness, #ob hopping, downsizing, union free organization etc. for
progressive organizations.
DEFINITIONS
'ncyclopedia )ritannica has defined $/ as follows9*
4the concept of industrial relation has been extended to denote the relations of
the state with employees, wor!ers and their organizations. The sub#ect, there for, includes
industrial relation and #oint consultation between employers and wor!ers at their places of wor!.
7ollective relations between employers and trade union and the part played by the state in
regulating these relations5.
rmstrong has defined $/ more elaborately as follows9*
4$ndustrial relations is concerned with the systems and procedures used by the
union and employers to determine the reward for effort and other conditions of employment, to
protect the interests of the employed and their employees, and to regulate the ways in which the
employers treat their employees.5
OB$ECTI%ES OF INDUSTRIA REATIONS
The need for employee*employer relations, particularly operative and management arises
because of the following reasons.
Traditionally, labor and management have perceived that their interests in the
organization differ and these interests are mutually exclusive.
There are no mutually agreed yardstic!s to measure how far the interest of both these
group are being met by the organization.
Therefore, both the groups claim, rationality in putting forward their demands for
meeting out their ob#ectives.
%hen both the group meet to settle their difference over some issues affecting their
interests, they bring with them some carryovers from the past beside their mistrusts and
suspicious for each other.
$n the light of the above, we find that some !ind of system must be developed to bring
harmoniums relationship between the employers and employees. 1owever many times such an
attempt may not adequate. Therefore the organization is required to develop an effective $/
system for bringing harmonious relationship between operative and management. $n particular,
good $/ systems help in achieving the following ob#ectives9
'stablish harmonious relationship between operative and management by providing
=afeguard to their respective interests and developing underta!ing and goodwill between
them.
To avoid industrial conflicts and to develop mutuality among the interest of these parties.
To raise productivity in the organization and to curb the employee turnover and
absenteeism.
To avoid Bovernment interference in the wor!ing of the relationship between employees
and employers as the state empowered to intervene in the wor!ing of any organization of
the between the employees and management goes out of proportion.
$n conclusion, the practice of 1/( needs to be integrated with the overall strategy to ensure
effective use of people and provide better returns to the organizations in terms of /"$ G/eturn on
$nvestment8 for every rupee or dollar spent on them. 3nless the 1/( practice is designed in this
way, the firms stand to lose from not utilizing people fully. nd this does not bode well for the
success of the organization.
S+OT ANA"SIS
=%"T is an acronym for the internal strength and wea!ness of the firm and the
environment opportunities and treads facing that firm. =%"T analysis is a daily used technique
through which managers create a quic! overview of a company6s strength situation. $t is based on
the assumption that an effective strategy derives from a sound fit between a firm6s internal
resources Gstrength F wea!ness8 and its external situation. G"pportunities F threat8. good fit
maximize a firm6s strength and opportunities and minimize its wea!ness and threads.
=trength are internal competent of a firm, particularly in comparison with that of its
competitor. =trengths may encompass the company image, brand image, business synergies and
functional areas such as mar!eting finance, personnel production and /FD.
%ea!nesses are those factors which tend to decrease the competencies of the firm,
particularly in comparison with its competitors. =uch wea!ness may includes poor product
quality, obsolete techno ledge, high production cost, lac! of /FD, bac! up, poor distribution
infrastructure, poor financial position , wea! management etc.
%ea!ness is a limitation or efficiency in one or more resource or competencies related to
competitors that ensure the effective performance of the firm.
n opportunity is a ma#or favorable situation in firm6s environment. .ey trends are one
source of opportunity identifiable of a previously overloo!ed mar!et segment changes in
competitors or regulatory circumstances, technological changes, and improved buyer or supplier
relationships could represent opportunity for the firm.
Threat is a ma#or unfavorable situation in a firm environment. Treats are !ey impediments to
the firms current or desired position, the entrance of new competitors, slow mar!et growth,
increased bargain power of !ey buyers or suppliers technological changes and new revised
regulations could represent threats to a firms success.
3nderstanding the !ey opportunities and threats facing firms helps its managers identify
realistic options from which to choose an appropriate strategy and clarifies the more effective
rich for the firm. The second fundamental focuses in =%"T analysis is the identification of
internal standard and wea!nesses.
%ayanad 1andloom <ower loom (ultipurpose $ndustrial 7o*operative =ociety 2td has
some strength, wea!ness, opportunities and threats.
STRENGTHS
/ight products quality and reliability
=uperior product performance vHs competitors
'xperienced and s!illed staff.
1ave customer list
Direct delivery capacity
(anagement is committed and confident
+EA3NESS
The company is a small player
;on availability of raw material
2imited budget
;ew wor!ers need training
(achine brea! down
;o reorganized trade unions
OPPORTUNITIES
There is no local competitors
7ould extend to other places
7ould see! better supplier deal
THREATS
2egislation could impact
'nvironmental problem could arise
1igh transportation cost
-rom the above lists it is clear that the %ayanad 1andloom <ower loom (ultipurpose $ndustrial
7o*operative =ociety 2td have more opportunity and strengths, threats, and wea!nesses. The
company is in growing stage. $f the company is utilizing the opportunities it can reduce wea!ness
and threats.
FINDINGS AND SUGGESTIONS
FINDINGS
This study aims at evaluation of employee*employer relationship prevailing in the %ayanad
1andloom <ower loom (ultipurpose $ndustrial 7o*operative =ociety 2td. s a living factor, it is
necessary to give more attention on this factor of production. This study diagnoses the wor!
environment so as to ensure good environment for the wor!er.
The main purpose of the present study is to ma!e a detailed study about the human /esource
management in %ayanad 1andloom <ower loom (ultipurpose $ndustrial 7o*operative =ociety
2td, with the sub ob#ectives such as, !nowing about the employer employee relationship
prevailing in the organization, employee6s satisfaction, the quality of wor! life and !nowing
about the incentive system existing in the organization.
The following are the findings of the study.
%ayanad 1andloom <owerloom (ultipurpose $ndustrial 7o*operative =ociety 2td is the one and
only Textile factory in the (alabar area which produce different types of textile items bedsheet,
lun!y, shirt, carpet, etc.
BIBOGRAPH"
+. Tony =adler, N1uman /esource (anagement6
2. Dr. Bupta 7.), N1uman /esource (anagement6, =ultan 7hand and educational
publishers ;ew Delhi 200C.
?. 2.( <rasad, N1uman /esource (anagement6, =ultan 7hand and educational
publishers ;ew Delhi 200?.
I. swathappa.., N1uman /esource and (anagement6, Tata (cBraw*1ill <ublishing
7ompany 2td, ;ew Delhi 200C.
C. Mane %eightman, N(anaging 1uman /esources6 Maco <ublishing 1ouse )ombay.
@. www.textile industry.com
E. . >inod and Dr .. >engopoalan, , 4(anagement <rinciples5,
<ublisher*7alicut 3nivercity
<... 2azer, 4)usiness =tudies5, 'xcel <ublishers
%eihrich, Bannice and .ootz, 4(anagement* Blobel and 'nterpreneurial
<respective5
Dr. . >enugopal, F bdul ssis .oroth, 41umen /esource (anagement5,
<ublisher* 7alicut univercity
APPENDI=
O3'=T$";;$/'
+. ;ame9
2. ge9
?. =ex9 male female
I. (arital status 9 married unmarried
C. 'ducational qualification9 post graduate Braduate
diploma ==27 others
@. =ervice 9 below C years +0 year +0*+C year +C
year and above
E. /emuneration per month9 below C000 C000*+0000 above
+0000
&. Designation
0. <hysical wor! environment9 much satisfied satisfied average
dissatisfied much dissatisfied
+0./ecreation and refreshment facility9 much satisfied
satisfied average dissatisfied much dissatisfied
++. =ecurity and safety much satisfied9 satisfied average dissatisfied
much dissatisfied
+2.%ages and incentives9 much satisfied satisfied average
dissatisfied much dissatisfied
+?.2eisure hours9 much satisfied satisfied average dissatisfied
much satisfied
+I.%or!ing hours9 much satisfied satisfied average
dissatisfied much satisfied
+C.7asualH medical leaves available9 much satisfied satisfied
average dissatisfied much satisfied
+@.2ighting and ventilation facility9 much satisfied satisfied
average dissatisfied much satisfied
+E.7anteen facility9 much satisfied satisfied average
dissatisfied much satisfied
+&. /elationship with supervisors and management9 much satisfied
satisfied average dissatisfied much dissatisfied
+0./elationship with colleagues9 much satisfied satisfied
average dissatisfied much dissatisfied
20.7hanges for free expression of feelings9 much satisfied satisfied
average dissatisfied much dissatisfied
2+.<sychological satisfaction9 much satisfied satisfied
average dissatisfied much dissatisfied
22.Training and development programmes9 much satisfied satisfied
average dissatisfied much dissatisfied
2?."pportunity for personal development9 much satisfied satisfied
average dissatisfied much dissatisfied
2I.=timulation of creative thin!ing9 much satisfied satisfied
average dissatisfied much satisfied
2C.<resent policies and practices9 much satisfied satisfied
average dissatisfied much dissatisfied
2@.bsence of stereo type and favoritism9 much satisfied satisfied
average dissatisfied
2E.<articipative management9 excellent good average poor
very poor
2&. 'mployee retention programs9 excellent good average
poor very poor
20.Discovery of talent9 much satisfied satisfied average
dissatisfied much dissatisfied
?0."rganizational development and cultural changes excellent
good average poor very poor