A STUDY ON EMPLOYER AND EMPLOYEE RELATIONSHIP

AT AGRO BIO TECH, KOTTAYAM

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
continue to be a success, to make profits for its shareholders and to keep its
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 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
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
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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,
employees can promote the building of this relationship by being open with
their employer and sharing information about themselves and their lives.
Boundaries
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 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
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
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 (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
be considered. In certain occupations (e.g. auto mechanics, carpenters,
photographers) it is customary for employees to use their own tools.

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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 person’s job, like a person’s 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.
In addition to the employer’s more obvious obligation to advance and
protect the reputation and financial well-being of the company, the employer
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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 company’s
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
instrumentalities of the organization’s interests rather than ends in and of
themselves fail to meet their moral responsibilities.
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Duty of Employees
Employees also have moral obligations, and they go beyond giving a full
day’s work for a full day’s 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 employee’s back, most
employees would consider that an act of betrayal. “Why didn’t you tell me my
job was at risk?” “Why didn’t 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 can’t 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 doesn’t 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.
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
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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.
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
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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 organization 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
organization.
 To know the employees view towards the management concern on
welfare.
 To understand the extent of participative management practiced in the
organization.
 To find out the employees opinion towards the flexibility of HR policies
in the organization.
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  To know the opinion towards the leadership style adopted in the
organization.
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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 1.2 INDUSTRY PROFILE:
NATURE AND HISTORY OF THE COMPANY
This study has been conducted in Agro Bio-tech Research Centre
Ltd, situated in Kottayam. The company is manufacturing and distributing
various types of bio-fertilizers and bio pesticides, suitable for sustainable and
organic agriculture in the country. They produce different bio fertilizers viz.
Rhizobium, Azospirillum, Azotobacter, Phosphobacteria, V.A.Mycorrhiza, Bio-
potash and bio control agents like Trichoderma sp., Pseudomonos, fluorescence,
Beauveria bassiana, Verticillium lecanii, Paecilomyces lilacinus, Metarhizium
anisopliae, Nomuraea reley and organic manures like Bio-organic manure,
Super organic manure, Super meal, Super organic plus etc. under the trade
name ‘ABTEC’. The research and development wing in the company is
developing many more products, which will soon hit the market. The sources of
culture are International Crop Research Institute (ICRISAT), Regional Centre
of Organic Farming, and Project Directorate of Bio control, Indian Institute of
Spices Research (IISR), Kerala Agriculture University (KAU) and Tamil Nadu
Agriculture University (TNAU).
Agro Bio Tech Research Centre Ltd was established in 1993 with the
main objective of manufacturing and distributing quality inputs suitable for
organic farming and thus promote eco-friendly and sustainable agriculture. The
company utilizes the main resources like Men, Machine, Material and Money
for achieving desired goal.
Agro Bio Tech Research Centre Ltd, the pioneers in the manufacture of
Bio fertilizers and Bio-pesticides in the state of Kerala, India. The company’s
Bio-control agent ABTEC TRICHO (Trichoderma spp) is the only one in
Kerala to get CIB registration. To meet the arduous task of food and fibers
requirement, agriculture is to be made efficient, economical and sustainable. It
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is our greed and desire for higher productivity, that we incline ourselves to the
usage of chemical fertilizers and pesticides. This has not only resulted in
causing serious environmental hazard but also destroyed the ecological balance,
thus depleting the microbes irrespective of the fact whether they are beneficial
or harmful. The pesticide residue in food also leads to various diseases like
cancer and the alarming rate of increase in such diseases is now shocking the
conscience of scientists’ world over. The only solution that they put forward to
protect the universe and our upcoming generation is nothing but to promote
Organic Farming. Bio-fertilizers and Bio-control agents are an integral part in
performing Organic Farming in its real sense. Appreciations from the farmers
who use the products and the feedback from the field through the sales officers
have motivated to do further research in the field of agriculture and thus
increase our product range and production capability. Now many of the farmers
are able to avoid chemical fertilizers and pesticides completely by substituting it
with bio fertilizers and Bio pesticides.

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 PRODUCT PROFILE
PRODUCT PROFILE
The company is producing a host of bio-fertilizers and bio-control
agents including organic manures under our brand name “ABTEC”. The bio
inputs are manufactured in our fully air-conditioned laboratory under the
technical guidance and supervision of expert senior Agricultural Scientists
using modern bio-technological methods. All our products are subjected to
strict quality check in all stages of production.
Range of Organic products

Bio-fertilizer: Bio-control agents:

Rhizobium Tricho (Trichoderma Sp.)

Azospirillum Pseudo (Pseudomonas fluorescence)

Azotobacter Beauvaria (Beauvaria bassiana)

Phospho bacteria Verticillium (Verticillium lecanii)

Bio-Potash (Frateuria aurentia) Hirsutella (Hirsutella thompsonii)

Bacillus (Bacillus Subtilis) (BCB 19

VAM (V.A Mycorrhizae)
- ICRISAT)

Bacillus thruringiensis (BT)

Paecilomyces (Paecilomyces
lilacinus)
 ABTEC Azospirillum
ABTEC Azospirillum is available in liquid formulation with a high cell
count of 2 X 109 c.f.u. /ml. The bacterium lives in close association with
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 and within the root system of crop plants and has high Nitrogen fixing
capacity.
Recommended crops: Rice, wheat, maize, barley, ragi, other minor
millets, fodder grass, sugarcane, rubber, tea, coffee, coconut, cardamom,
pepper, cotton, grapes, turmeric, ginger, banana, vegetables, fruit plants,
flowering plants, vanilla, etc
Seed Treatment: Mix 100 ml. ABTEC Azospirillum with 1000 ml. of
clean water, mix 20 - 30 kg. seeds in the solution by gentle agitation. Dry
the seeds in shade for 30 min. before sowing.
Benefits of ABTEC Azospirillum
1. Better crop growth and seedling establishment
2. Helps to fix 15 - 20 kg. N/acre/year
3. Increases crop yield by 15 - 20 %
4. Helps to reduce N. fertilizer by 20 - 30 %
5. produces significant quantities of growth hormones like
gibberellins, cytokinins Indole Acetic Acid (IAA) etc.
 ABTEC Azotobacter
Formulation : ABTEC Azotobacter is available in liquid form with a
high cell count of 2x 109 c.f.u/ml. cannot tolerate anaerobic condition in
soil. Hence, not recommended for wetland crops.
Recommended crops: All crops except wetland crops
Soil Application : Mix 5ml. of ABTEC Azotobater with 1 kg. organic
manure and apply at the base. For main field/nursery application, (1acre)
mix 1 litre ABTEC Azotobacter with 200kg. organic manure and
broadcast when the soil is just wet. For potted plants also ABTEC
Azotobacter is very effective
Benefits
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 1.Better crop growth & seedling establishment
2. Helps to fix 20kg N/acre/year
3. Increases crop yield by 15-20%
4. Helps to reduce N.fertilizers by 25%
5. Plays a minor role in biological control of crop diseases.
 ABTEC Phospho bacteria
Formulation: ABTEC Phospho bacterium is available in liquid
formulation. It is a free living bacterium in soil which helps to convert
the insoluble inorganic form of phosphates to simple soluble form.
Benefits
1. Efficient utilization of rock phosphate and a saving of 15 - 20% in
fertilizer cost.
2. Increase crop yield by 15 - 25 %.
3. Better nutrient uptake and thereby vigorous crop growth
 ABTEC Bio-Potash (Frateuria aurentia)
Formulation: ABTEC Bio- potash is available in liquid formulation with
high cell counts of 2 X 109 c.f.u. /ml. It can tolerate a wide range of soil
pH (3.5 - 8.5) and temperature (15 - 420C). The bacteria help to mobilize
the insoluble form of potassium for crop growth at a faster rate. Seventy
percent of insoluble potassium is made available to the crop plants within
25 days of bio-potash application in soil.
Recommended crops: For all crops in all soil
Soil application: Mix 5 ml. bio-potash with 1 kg. organic manure and
apply at the base, when the soil is just wet.
Benefits
1. Reduces cost of potash application by 50-60 %
2. Improves resistance of crop plants
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3. Resistant to a wide range of soil pH and temperature.
4. Suitable to apply for all crops.
5. Improves crop growth and yield by 20-30%
6. Compatible with other bio-fertilizers
 ABTEC Tricho (Trichoderma Sp.)
Formulation: ABTEC Tricho is available in liquid form with a high
spore count of 3 X 109 c.f.u./ml. It is an eco-friendly bio-fungicide
containing spores, different enzymes and antibiotics
Recommended for: Quick wilt of black pepper, foot rot of betel vine,
soft rot of ginger, turmeric, Galinga, safed musli, capsule rot of
cardamom, clumprot of cardamom, Panama wilt of banana, fusarium wilt
of cotton, guava, pigeon pea, vanilla, grapes, etc,
 ABTEC Beauvaria (Beauvaria bassiana)
Formulation: ABTEC Beauvaria is available in liquid form with a high
spore count of 3 X 108 c.f.u/ml. It is an entomopathogenic fungus used
for controlling insect pests.
Recommended crop pests: Pests belonging to Lepidoptera, coleoptera,
Hemiptera, Hymenoptera and Diptera. (Leaf eating caterpillars of rice,
vegetables, vanilla, cotton, tobacco etc,
 ABTEC Verticillium (Verticillium lecanii)
Formulation: ABTEC verticillium is available in liquid form with a high
spore count of 2 X 109 c.f.u/ml. It is an entomopathogenic fungus with
mycoparasitic action on rust and powdery mildew fungi
Recommended crop pests: Aphids, scales, whiteflies, thrips, red spider
mites, nematodes, etc.
 ABTEC Hirsutella (Hirsutella thompsonii)

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 Formulation: ABTEC Hirsutella is available in liquid form with a high
spore count of 2 X 109 c.f.u/ml. It is an acaropathogenic fungus which
can kill several eriophyid mites including the coconut mites.
Recommended crop pests: Coconut eriophyid mites (Aceria
guerreronis) and other mites of vegetable and fruit crops.
Methode of application: Mix 250 ml. ABTEC Hirsutella in 50 litres of
water and spray on the coconut bunches at bimonthly intervals.
 ABTEC Bacillus (Bacillus Subtilis)
Formulation: ABTEC Bacillus is available in liquid formulation with
high Cell count of 2 X 109 c.f.u./ml. It is an aerobic spore forming
bacteria.
Recommended Crops: Cardamom, pepper, vanilla, vegetables,
mulberry, coffee, tea, ornamentals, cotton, grape, potato, tomato,
cucurbite, etc.
 ABTEC Paecilomyces (Paecilomyces lilacinus)
ABTEC Paecilomyces is available in liquid form with a high spore count
of 2 X 109 c.f.u./ml. It is a soil inhabiting fungi, pathogenic toseveral root
parasitising nematodes (Nematopathogenic fungi). They are pathogenic
to root knot nematodes of Jasmine, Potato, tomato, chillies, brinjal,
bhindi, cowpea, cucurbits, cardamom, pepper, rice cyst nematode, lesion
nematodes of cocunut, arecanut, banana, pepper, etc. Attack both the egg
masses and cysts of these nematodes.
 ABTEC Pseudo (Pseudomonas fluorescence)
ABTEC Pseudo is available in liquid form with a high count of 2 X 109
c.f.u./ml. They are a group of gram negative rod shaped, soil inhabiting
bacteria coming under plant growth promoting Rhizobacteria(PGPR)
group. They are characterised by their twin properties, i.e. disease
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 suppression and plant growth promotion. They are antagonistic to several
root pathogenic fungi, bacteria, nematodes and several foliar fungal and
bacterial pathogens.
Recommended for: Quick wilt and pollu disease of Black pepper, soft
rot of ginger, turmeric, rot diseases of vanilla, foot rot, leaf spot of
betelvine, sheath blight, sheath rot and blast of paddy, capsule rot and
chenthal disease of cardamom, shoot tip rot of rubber seedling, fungal
viral diseases of vegetables, etc
Soil application: Mix 1 litre ABTEC Pseudo (for 1 Acre) with 200 kg.
organic manure and apply in moist soil/base of trees @ I kg./potted plants
@ 250 g.
Foliar spraying: Mix 250 ml. ABTEC pseudo in 50 litres of water and
spray on the foliage during evening hours.
 Btk (Bacillus thuringiensis serovar kurstaki) : Btk are highly specific,
eco friendly and with no effect on humans, wild life, pollinators and other
beneficial ansects.
Formulation: Btk in the form of Powder 2 X 107 c.f.u/gm
Method of application : Mainly used for foliar spraying. Mix 10-20gm
powder in1ltr. Water and spray on the spoilage.
These are the main products produces in this company they
are more beneficial to the farmers.

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 Kottayam-686008 LIST OF DIRECTORS
Name Address Designation
1. K.J.Jacob KOCHETT, Thazhathangady.P.O
Kottayam-686005 Managing Director
2. Dr. D.Clarson ‘Dev Dale’, Poovanthuruthu. P.O,
Kottayam-686012 Director
(Technical)
3. B.Mohan Das Kuttakkattu House
Krishna Krupa,
West Kodungallur, Aluva-10 Director
4. K.M.Mathen Kayalakkakathu,
Gandhinagar P.O,
Kottayam-686008. Director
5. Bibin.Jacob.K KOCHETT, Thazhathangady.P.O
Kottayam-686005 Director
6. Leela Chandrakamma ayalakkakathu,
andhinagar P.O , Director

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 FUNCTIONAL DEPARTMENTS
4.1 PRODUCTION DEPARTMENT OVERVIEW
Production is the primary business of an organisation. All other wings
or activities of an organisation exist to the existence of production. Without
production or anything to sell, there is no organisation at all. So the production
department has a significant role in the business organisation. The main
function of production department is to convert inputs into outputs. Production
is the functional area responsible for turning inputs into finished outputs
through a series of production processes. The Production Manager is
responsible for making sure that raw materials are provided and made into
finished goods effectively. He or she must make sure that work is carried out
smoothly, and must supervise procedures for making work more efficient and
more enjoyable.
4.1.1 PRODUCTION PROCESS
Generally the term production involves the transformation of inputs to
outputs trough a particular process.

TRANSFORMATIO
INPUT OUTP
S N PROCESS UTS

1. Inputs: These include the six Ms – man, machine, material, money,

method and management.
2. Transformation process: This process in which the inputs are
converted into outputs. It is a value addition process it modifies or adds
value to the input and converts it into a form that is more useful and
saleable to a customer. This value addition can be in any of the following
ways;
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  Alteration : This include all activities such as change in physical state of
input, change in dimensions, adding chemicals, heating, rolling,
galvanising,..etc.
 Transportation: This refers to physical movement of goods from one
place to another. Some firms especially traders, specialise in buying
goods from one place and transporting it into a location where it can be
sold.
 Storage: This refers to a preserving goods. This is also kind of
transforming goods.
3. Output: An output can be good or a product or a service.

4.1.2 Objectives of the Production Department

 Customer Satisfaction: Customer satisfaction is vital for the survival of
an organization. An organization studies the expectation of a customer or
the service that need to be rendered and decide on the product. The
product produced by the company must be satisfied by the customer.
 Profitability: To achieve sales the pricing of the product should be
optimum. So the market price of the product should be competitive and
commensurate which the features offered by the product.
 Timeliness: the products produced or services rendered may be
quantitative and cost effective but if it is does not reach the consumer
when required the organization loses out on the products market.
The production department will set standards and targets for
each section of the production process. The quantity and quality of products
coming off a production line will be closely monitored. In businesses focusing
on lean production, quality will be monitored by all employees at every stage of
production, rather than at the end as is the case for businesses using a quality
24 | P a g e
control approach. They will set the standards and targets at each stage of the
production process. The quantity and quality of products coming off a
production line will be closely monitored.
Production in Agro – Bio Tech Research Centre Ltd
Agro – Bio Tech Research Centre Ltd. is a manufacturing company
they producing bio fertilizer and bio control agents. There is a separate
department for production. The department is under the supervision

of the production manager or the Chief technician and the manager

administration. Technology used for manufacturing products is superior and
most suited for climatic and geographic conditions. They collect efficient
mother cultures of different bio-fertilizers and bio-pesticides from different
agriculture universities and ICAR institutes who are actively doing research in
this field. They also get cultures from Kerala Agricultural University,
Tamilnadu Agricultural University Coimbatore, Indian Institute of Spices
Research Calicut and Regional Centre of Organic farming, Bangalore.
The cultures are then mass multiplied by using specific media in
fermentors. Such culture is then mixed with suitable carriers. This ready to use
products are then packed and marketed.
They have all the modern equipments necessary for manufacturing and
for determining the quality of bio-fertilizers and bio-pesticides. They also have
a well-experienced team involved in R&D and field experiments. The company
also has more technical assistants and technicians for better manufacturing.
There are about twenty staffs in the production department. The production
time period is 8.30 am to 5.00pm in every day. They produce around 20 tone
output per day. Final output is produced from two way process. The first
process includes the process of multiplication of mother culture. In the second
25 | P a g e
process they mix the developed bacteria with suitable carriers such as bon mills,
compost…etc. The developing bacteria may be converted into liquid or powder
form according to the usage. After the mixing process the final products are
packed with suitable bags.
CHART OF PRODUCTION DEPARTMENT

ADMINISTRATO
R PRODUCTION
DEPARTMENT

SUPERVISOR CHIEF
-1 TECHNICIA
SUPERVISORN
-2 QUALIT
Y
CHECK-
SUPERVISO QUALIT
1
R-3 Y
CHECK-
2 LAB
ASSISTANT
BATCH - 1 BATCH - 2 S
FOR FOR PRODUCING
PRODUCING BIO CONTROL OTHER
STAFFS
BIO AGENTS
ONLY
FERTILIZERS WORKERS WORKING
WORKERS
FOR FOR IN LAB
MIXING MIXING
WORKERS WORKERS
FOR FOR
PACKING PACKING

OTHER
WORKERS

PRODUCTION PROCESS IN AGRO–BIO TECH

26 | P a g e
 There are two activities include in the production process. The
production process in Agro – Bio Tech Research Centre ltd. is depicting in
the following figure;
1stprocess: - The fist process is doing in the specific Lab under the direction of
chief technician with the help of lab assistance there are around 15 staffs
working in the lab. The research and development process also doing in the
Lab.

INPUTS
PROCESSIN OUTPU
G TS

 INPUTS – Mother cultures of different bio-fertilizers and bio-pesticides

collected from different agriculture universities and ICAR institutes who
are actively doing research in this field.
 PROCESSING – The process function include the multiplication of
mother culture by using specific media in fermentors. Research and
Development also include in this Process.
 OUTPUTS – The out puts from first process is the developed culture or
bacteria ready for mixing. They are in the form of Liquid and the
Powder.
2nd process:- The second process is done outside the lab under the guidance of
supervisors. There are mainly three supervisors in this department. In this
process include the activity of mixing and packing. There are two batches in
this process, one for producing bio fertilizers and another for bio control agents.

INPUTS PROCESSIN OUTPUT

G S

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 INPUTS: - The inputs in this process are the outputs from the first
process, bone mills, composts, earth- worms…etc. They are collected
from outside the states.

 PROCESSING: - The second process include Mixing and Packing .

The out puts from the first process and inputs in the second process are
mixed at a stipulated ratio and then packing it in a priced bag.

 MIXING: - Mixing is a process in which the out puts from the first
process and inputs in the second process are mixed at a stipulated ratio.
This is done by workers under the guidance of supervisors. Well
equipped machineries are used for mixing the products.

INPUTS MIXING OUTPUT

S

 PACKING: - Packing is process of pack the products in specified bags.

As the bio fertilizer and bio control agents are kept very carefully they
should be packed properly. The packing bags are purchased from
SHARO POLYMERS, manufacture of plastic bags and covers. As the
price and quantity printed on it, the workers in Batch can pack the
product very easy. But the cost of bags is the expense of the company.

 OUTPUTS: - The final output is a finished goods ready for sale. They
are the bio fertilizer and bio control agents.

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4.2 ACCOUNTING & FINANCE DEPARTMENT

ACCOUNTANT 1

ACCOUNTANT 2

ACCOUNTANT 3

CAHSEIR

Finance department contains two divisions i.e., Finance and Accounts. All the
financial works are fully computerized and are connected with every
department. Finance department controls all cash transactions. Audit
department is for verifying all the financial statements and cash transactions.
On line cash payment facility is also in the organization. This department
prepares annual budget. The commissions and other payments to the agencies
and branches are done through this department.
Source of fund
Bank loans are the main source of fund for Agro Bio-tech Research Centre Ltd.
It also includes promoter’s contribution, working capital etc.Finance
department will regulate the income and expenditure of the company. And
prepare an annual budget and monitor income and expenditure to facilitate the
implementation of the budget. It will be responsible for the disbursement of
cash and cashbook should be maintained and tallied every day.
Finance department will give a financial statement of the company
every day to MD with any variation from the budget with the corrective steps
29 | P a g e
proposed. It will maintain required registers and ledgers to all necessary work
related to income tax, sales tax and central and state excise. Collection of cash,
maintenance of cash book, safe custody of cheques received, presenting them
for collection and its follow up, maintenance of a register for cheques, advising
legal action for bounced cheques will be the function of the finance departments
. Finance department should also advice the credit worthiness of agents to the
marketing department and should

terminate supply to agents who have undesirable outstanding or poor credit

worthiness.
4.3 MARKETING DEPARTMENT
The traditional definition of marketing is the performance of
business activities that direct the flow of goods and service from producers to
consumers. The marketing concepts hold the key to achieving its organizational
goals which consists of the company being more effective than competitors in
creating, delivering and communicating consumer value to its chosen target
markets.
The American Marketing Association offers the following
definition "Marketing is a process of planning and executing the conception of
pricing, promotion and distribution of ideas, goods & services to create,
exchange values that satisfy individual and organizational goal". Theodore
Leavitt of Harvard drew a perspective contrast between the selling and
marketing concepts: Selling focuses on the need of the seller: marketing focuses
on the needs of the buyer. Selling is preoccupied with the idea of satisfying the
needs of the customer by means of the activities associated with creating,
delivering and finally consuming it. Product, while marketing is the whole
cluster.
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MARKETING STRATEGIES
The firm’s product has attained wide market coverage in Kerala within
the short period time of it being established. Now Kerala market is dominated
by the firm’s product. The effective marketing strategy that they
have adopted is the reason behind this explosive growth of the firm. Expansion
of existing market into other geographical areas, i.e., now the firm is the market
leader in Kerala mat industry and they are about to expand their market all over
South India in order to attain their target turnover. Planning for introducing new
products into market and entering untapped segments is their innovative
strategy.
STRUCTURE OF MARKETING DEPARTMENT

MARKETING
DEPARTMEN
T
SALES
COORDINATOR
SALES
MANAGER
SALES
EXECUTIVES IDUKKI
KAZARAGO
DE
MALAPURA KOTTAYA
MTHRISSUR M
ALAPUZHA
PATHANATHITT KANNUR
A
WAYAN
AD

MARKETING MIX
Marketing mix is the set of marketing tools that the firm uses to
pursue its marketing objectives in the target market. It is classified as four Ps of
marketing i.e.; product, price, place, and promotion
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 - Product
- Price
- Place
- Promotion
PRODUCT:
The firm products are scientifically designed to provide god results to farmers.
The products are available in nine variants each catering to a specified user
segment. The range comprises of everything from regular fertilizer to special
and high-yielding varieties.. The firm manufactures a wide range of fertilizer
catering to diverse segment.
PRICE:
Price denotes value of a product or service expressed in money.
Pricing is one of the most important activities for any organization. Pricing
policy adopted by the firm is Transfer Pricing. The firm setup its price at
transfer price. Transfer price is the price at which the firm transfers products to
distributors. A general guideline as to the total markup of 11% of the
distributor, a markup of 25% to the retailers. Price quoted is inclusive of
transportation charge’s. The firm allows 2% discount on cash sale. Various
schemes and offers are announced for distributors during monsoon season.
PROMOTION:
To win the battle of competition every manufacture has to choose a
number of promotion tools which can be classified as- advertising, publicity,
Personnel Selling and sales promotion.
ADVERTISEMENT AND PUBLICITY
The major purpose of advertisement and publicity is to promote
effectively through providing information to customers to make them aware
about the characteristics of the product.
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 The effective formulation strategies are formed by the marketing
department. The advertisement methods that the firm follows are given below:
1. Wall paintings
2. Sales promotion schemes
3. Visual/electric media
4. Hoardings
5. Exhibitions
6. Laminated boards
7. Retailers trade
8. Turnover discount to distributors
9. Sales incentive scheme

PLACE (DISTRIBUTION)
The products are made available all over Kerala and Tamil Nadu by its
wide distribution network. Now they are going to expand their marketing
network all over south India.
The distribution network is given below:
Exporting Activities:
As the firm strictly follows its quality policy, the products satisfies the
expectation of the customers. They receives inquiries from Sri Lanka, U.A.E,
Netherlands, Germany and other middle East countries regarding export of high
yield varieties of fertilizer. They plan to market in other countries also

4.4 PURCHASE & STORES DEPARTMENT

STORES
DEPARTMEN
T

UNIT-
STOCK UNIT- 33 | P a g e
1
KEEPER 2

STOCK
KEEPER
gro Bio-tech Research Centre Ltd. has a separate department for purchasing the
raw materials. This department is named as purchase department. Purchase
manager controls this department. The main function of this department is to
ensure sufficient raw materials for production. Purchase department is
responsible for the quality, price and quantity of any item purchased.
The purchase procedure is following
1. Purchase requisition
2. Enquiry
3. Quotation
4. Quotation tabulation statement
5. Purchase order
6. Invoice
7. Purchase report
8. Purchase register
Purchase made on behalf of the company should be channelized
through purchase department. The purchase department may entertain no
emergency purchase request unless of course the reason for the emergency is
explained satisfactorily in writing. Every support should be supported by an
intend from the requesting department before making purchase, the purchase
department should request to the finance department for financial sanction. The
request should carry the purchase intend competitive quotation and any other
data’s found to be in need.

34 | P a g e
 Wherever possible regular supplier with pre fixed long term rates are
desirable. But this does not include raw materials for production. Every
purchase order, unless otherwise explained with reason in writing, should have
competitive quotations. When the quantity of purchase or value of purchase is
high, minimum of three quotations should be obtained for comparison.
Permission from finance department should be obtained if forced to violate this
procedure. The section of material should be based on price, quality of material,
make, brand, lead-time, credit period etc
Purchase department will be solely responsible for price, quality or
quantity of any item purchased. Request for purchase should be made in the
prescribed form signed by the person heading the department and forwarded to
purchase department. Purchase request must include data’s like item name,
quantity, specification (if any), current stock, date on which the item is required
etc.
The purchase department should send the invoices to the finance department
along with the copy of the purchase order, intend and G.N.R after verifying and
certifying the accuracy of the above details. It is the duty of the purchase
department to prepare and maintain a list of and price of items, which have
major seasonal variation in prices. Purchase department should advice AGM
and finance department regularly on this matter and initiate purchase during the
season, base on the availability of finance, inventory holding cost, storage
requirements etc.

Purchase department should give a daily payment schedule statement

to the finance department for them to arrange the cash flow for prompt
payment. Whenever required the purchase department should obtain the
expertise of other departments to specify and evaluate the quality of the
35 | P a g e
material. Purchase request receive, with various department along with
tabulation of competitive quotations should be send to finance department for
financial sanction.
When the goods are received, the goods are directed to the concerned
store department, which made the request and they, after verifying the quality
and price, and after entering the stock in the register send the “goods received
note” along with the copy of purchase sanction, purchase order and invoice to
finance department.
The finance department after verifying the purchase and getting satisfied
releases payment of all bills.
PURCHASE ORDER
On the basis of quotation, purchase order is prepared. It contains
reference number, date, purchase order number, quotation number; suppliers
name and address, payment forms, tax rate, delivery period, place of deliver,
item, quality, rate etc. Payments are made by ready cash and credit records.

INVOICE
Purchase order is prepared in 4 copies. Original is send to suppliers,
another one is send to account section and the rest two to purchase department.
The purchase materials are checked with the help of invoice.
PURCHASE REPORT
When the goods are received, the goods are directed to the concerned store
which made the request and after verifying the quality, quantity and price, enter
in the stock register with the goods received note along with the copy of

36 | P a g e
purchase sanction, purchase order and invoice to the finance department after
checking of the raw materials and prepare the purchase report.
Purchase department is usually divided into 3 sections:
1. Purchase/procurement
2. Receipt
3. Handling
STORE DEPARTMENT
Store department is the department where all the raw materials, work
in progress, and finished goods are stored. This department is responsible for
the proper storage of all the goods. And an Asst. manager controls this
department. Under his control there is three supervisors for finished goods
store, raw materials and packing material respectively.

STORE PROCEDURE
Materials are intending by Store Department on the basis of minimum-
maximum-order level fixed on the stock card. Other local raw materials are
arranging by the production in charge through Purchase Department.
Stock issues are punching in the computer everyday consolidated
issue statements are received from the computer and it is posted in the stock
card. Stock card is tallying with the actual stock, time to time excess shortage is
adjusting accordingly. There is a serial number on the stock card and the same
number and name on the labels are tied with the bags. Bundles kept on the rack
to identify the material.
Materials are stocking serially as far as possible and others are kept
in the rack and open covered sheds. Requirements of seasonal and bulk items
can be fixed as the stock card according to average yearly consumption noted.

37 | P a g e
 On receipt of materials we are taking entry in the rough book and sending
necessary intimation to the concerned department with samples of approval.
Further “goods received note” got certified and sending to purchase department
for further action.
Issues are made as per requirement of production. Electrical and other
miscellaneous items are issuing as per instruction of concerned department
heads. Tools and instruments are issuing according to temporary or permanent
loan register.
INVENTORY CONTROL
Maximum level mentioned on the stock card should not be gone up, at
the same time minimum stock should not come down. As a special case and
some particular materials can be for a long period which is not available in the
open market.
Materials are issued on the basis of Batch manufacturing Record (BMR).
The production officer prepares BMR. The issuing items of raw materials are
entered in the stock register (quality purchased, quality issued, balances etc) by
the store manager.
The items in the BMR are taken and given to production. These raw
materials cannot be used directly for producing products. So they are send for
washing, drying, chopping, sieving etc.. Then all these items are given for
disintegration. The machinery used for this purpose is known as disintegrator.
Various raw materials like herbs, roots, bark of trees, seeds etc. are used for
disintegration. Multi pulvarator and micro pulitivator are used for making it a
very fine powder. For sieving the raw material, there is a sieving machine.
There is a thermic fluid boiler. The heat generated using furnace oil is
transferred into thermic fluid. It provides heat for production of medicine. It is
circulated through insulated pipes.
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 In juicing area the raw materials are converted into juice form. There is a
processing area. Here processing function takes place. After processing,
products are given for packing. There is a liquid filling machine for filling
Liquid’s into bottles. Pouch packing machine is used for packing choornums, in
small sachets. These are taking place in packing section.
Procedure of the store
1. Manager in charge of the store shall be solely responsible for the safe
custody and proper storage of all materials, packing material, finished
goods, tools and accessories, spares etc.
2. They should maintain a stock and issue register, which should be
submitted to the AGM for periodic inspections.
3. On arrival of any item to the store they should evaluate the quantity and
quality as per specification and as per invoice and issue a goods received
note to purchase department.
4. They are empowered to reject any item found not conforming to the
specification and any short supply should be mentioned in the GRN.
5. Raw materials, before being taken into stock , should be checked and
approved by the person authorized by the production department.
6. The stores on all raw materials to analyse its aging and usability should
carry out periodic inspection and the same should be intimated to the
production department.
7. Considering the seasonal variations in prices they should prepare a list of
items and should study the feasibility of purchasing them.
8. Periodic inspection of FG store, RM store, tools and accessories and
spares should be carried out to assess the accuracy of the stock in hand.
9. First in first out principle should be maintained in RM and FG store.

39 | P a g e
It is the duty of the stores department to constantly monitor the stock of FG, PM
and RM and make request to the purchase department for purchase.
4.5 HUMAN RESOURCE DEPARTMENT
DEPARTMENT CHART

SENIOR MANAGER
HRD

HR MANAGER

ASSISTANT MANAGER

OFFICE ASSISTANTS

“THE MOST VALUABLE ASSET OF EVERY ORGANIZATION,

THE HUMAN RESOURCE……..”
HR department is considered as an indispensable part of every
organization. Without HR department an organization cannot manage and
administer various functions and activities.HR department is practicing various
programmes including human resources planning recruitment and selection
training and development and induction programmes, welfare and social
security measures job analysis and evaluation compensation management
system, grievance handling measures, work committee, measures to reduce
turnover and absenteeism

FUNCTIONS OF THE HR DEPARTMENT

 Recruitment and selection
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  Performance appraisal
 Training and development
 Welfare activities
 Attendance management
 Wage and salary management
 ESI scheme administration
RECRUITMENT & SELECTION
This is the most important function of this
department. This is because qualified employees should be placed for the job. It
is the process of selecting for and obtaining applications from right persons.
The Agro Bio-tech Research Centre Ltd, recruitment goal is to attract and
employ a high qualified and diverse work force to provide quality services to
the company for long time.
The first step in responding to a vacancy is to review the organizational
need and determine the most effective way to support the company’s mission.
Factors to consider when evaluating a vacant post should include the
organization’s current business needs, program requirement as well as changes
in the positions reporting relationship, duties and responsibilities, employment.
DETERMINING SELECTION CRITERIA
The first step in attracting and hiring qualified candidates is to
review, revise or develop a carefully prepared Employee Work Profile (EWP).
The EWP is the corner stone for the recruitment process and is the basis for
validating employment decisions. Human Resources should review the EWP to
resolve any questions prior to recruitment.
The company recruits employees through the following sources:
1) Contacts through present employees
2) Former employees
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 3) Through advertisements
4) Through personnel consultants
5) Campus recruitment
SELECTION
Steps involved:
1. Preliminary Interview/Group Discussion
2. Application Blank
3. Employment tests
4. Employment Interview
5. Reference check
6. Medical exam
7. Final selection
TRAINING AND DEVELOPMENT
The company is providing training to existing as well as
new workers as and when necessary. Fully fledged training programs are
adopted by the company. Company maintains a training calendar through which
company forecast its training programs. Off the job as well as on the job
training is provided.
Fresh candidates are given induction training and existing
employees will be given ob the job training. For fresh candidates give an
induction program along with the 3 months training.
WELFARE ACTIVITIES
Organizing welfare facilities for employees is an essential
function of the H R Department. Welfare activities include the following:-
 SNEHABHAVAN –Company provide house under Sneha Bhavan
program to those workers who does not have house.

42 | P a g e
  TOUR PROGAMME – Company has conducting annual tour programs
every year to various places for entertaining the workers and staffs.
 WEDDING PROGRAMME –One of the appreciable welfare activity
conducted by the company is the wedding programs for the poor sections,
mostly orphans and also conduct wedding programs for the workers.
 EDUCATION FACILITIES – Along with the above mentioned
activities, company provides education facilities for the children of
employees of the company.

COMPENSATION MANAGEMENT SYSTEM

Agro Bio-tech Research Centre Ltd, is maintaining effective
compensation management system so as to give prompt and correct payment
to its employees. They are also giving incentives to its workers or employees to
motivate their performance of job.
Grievance Handling Measures
The company is provided grievance box in each working unit
or sections so as to put complaints and suggestions by the employees.
Works Committee
To maintain a good industrial relation, Agro Bio-tech
Research Centre Ltd, create works committee which includes participants from
almost all departments & sections. Problems of all employees are discussed &
solved in the works committee. Works committee meets once in three months.
Identity card
The HRD department issues covered smart card to employees. It
contain stamp size photograph of the employees, designation, employee code,
department .The employee should carry the identity card during work hours.
43 | P a g e
LABOUR WELFARE
1) Providing shelters, Rest rooms and Lunch rooms
2) Providing vehicle shed.
3) Providing purified drinking water.
4) Providing Latrines and Urinals.
5) Providing Masks.
6) Providing Medical Facilities.
7) Providing Vehicle Facilities.
TRADE UNIONS
H R Department is the department for Human resources. Various trade
unions are active in the company. Major trade unions in the company are
AITUC, BMS and CITU. H R department is maintaining a cordial relationship
with these trade unions.
Rewards and Recognition:
Motivating employees by rewarding sustained performance is one of the
four goals identified to support and operationalize the Agro Bio-tech Research
Centre Ltd, compensation philosophy. Often Employee - Employer relationship
can be achieved and enhanced through recognition.
Monetary and Non-Monetary Awards:
The level of an employee contribution to the work unit, company, should
be considered when determining the award to be provided to the employee.
Recognition awards may be in the form of monetary and non- monetary items.
Monetary items are those paid by any negotiable instrument such as cash,
cheque etc. this type of awards also includes any item that can be easily
convertible into cash. Non-Monetary awards include items such as non-
refundable gifts, meals, trips, plaques, clothing, or other similar items.
TYPE OF EMPLOYEE RECOGNITION PROGRAMMES:
44 | P a g e
 Awards for length of service.
Employee suggestion programme.
Employee recognition programme.
SAFETY POLICY:
FIRE SAFETY POLICY:
1. Fire extinguishers are not to be removed from their proper
locations or discharged unless there is a true fire emergency.
2. Tampering with safety seals on any egress door is prohibited.
3. Exterior elevated areas (fire escapes, roofs, parapets, etc.) of
dormitories are designed to be used as a second means of egress in
an emergency. No items may be placed in these areas at any time
under any circumstances.
4. Safety signs and markings are not to be altered, defaced, destroyed,
covered, or removed
5. Nothing may be affixed to any window or egress door(room entry
door, hall way door).
6. Tapestries o other wall coverings must be hung vertically and must
at least 18 inches from any heat source. Nothing may be hung from
the ceiling.
7. Excessively disorderly conditions and the storage of excessive
amounts of paper, trash, and recyclables are prohibited.
8. No vehicles may be stored or parked in the areas.
9. Fire & Safety policy is a major criterion in performance
evaluation.
10.In order to ensure that workers are complying with the company’s
fire code, the Security Department conducts periodic inspections.
4.6 RESEARCH AND DEVELOPMENT
45 | P a g e
 R&D
DEPARTMEN
T

CHIEF
TECHNICIA
N

QUALI QUALI
TY TY
CHECK CHECK
-2 -1
LAB
ASSISTANT
S

OTHER STAFFS
ONLY
WORKING IN
LAB

R & D department is controlled by Asst Manager R & D. and four

chemists are working under his control. The main function of R & D
department is to develop new range of products with highest quality at
minimum expense.
R & D department has to ensure certain fixed standards for their
products. The department also keeps certain registers i.e., Quality Control
Register for finished goods and raw materials and packing
For medicines Preservative measure and Control Sample cum Stability
Study Register are also maintained.
QUALITY CONTROL
A team of doctors, botanists and chemists with special training in quality
control of plant-based fertilizer maintain the quality control lab. Traditional
quality control methods like tasting and smelling are still in vogue in spite of
profuse use of modern sophisticated quality control equipments. Extensive use
46 | P a g e
of electronic data processing in quality control ensures precision and
consistency.
Main functions of R & D department
1. Raw materials quality checking
2. Comparison with standards.
3. In process checking.
4. Finished products quality checking.
5. Packing materials quality checking.
4.8 ADMINISTRATION DEPARTMENT
Human Resource Management
HRM is the process of acquiring, training, appraising, compensating
employees and attending to their labor relations, health and safety and fairness
Concern. In other words HRM is the people concerned dimension in
management. Since every org is made up of people, acquiring their services,
developing their skills, motivating them to higher level performance and
ensuring that they continue to maintain commitment to the org are essential to
achieve organizational objectives. This is true regardless of the type of the
organizational, government, business education, health recreation and social
action.
HRM refers to a set of programmes, functions and activities designed
and carried out in order to maximize both employees as well as organizational
effectiveness.
The main functions are;
a. Conducting job analysis
b. Planning Labour needs and recruiting job candidates
c. Selecting job candidates
d. Conducting orientation and training programs for new employees.
47 | P a g e
 e. Managing wages and salaries
f. Providing incentives and benefits
g. Appraising the performance
h. Communication with employee9 interviewing, counseling,
discipline)
i. Training and developing managers
j. Building employee commitment
RESPONSIBILITIES OF HR MANAGER
(a) The HR manager is responsible for the manpower planning,
recruitment, selection, training compensation package,
performance appraisal, maintaining discipline and harmonious
industrial relationship with Agro Bio-tech Research Centre Ltd,
(b) He is responsible for providing advices and guidance / assistance
to the officers and staff working in the unit under the control of
The General Manager in the matters connected with performance
appraisal, discipline, harmonious relation, training, optimum use of
time, achieving the targeted production etc.
(c) HR manager is responsible for obtaining necessary function for the
creation of posts, pay scale and other required sanctions from
managing director / chairman for filling up manpower
requirements from time to time.
(d) HR manager shall be responsible for the proper administration of
the statutory and non statutory welfare programming in the firm
(e) HR manager shall be responsible for complying with various
labour legislations.
(f) The HR manager is responsible for formulating HR policies and
interpretation of different labour laws.
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 (g) The HR manager is responsible for preparation of wages and salary
bills and passing it to finance department for disbursement.
(h) The HR manager is responsible for identifying the training needs
of the organization and its employment and prepare training
calendar and arrange various training programs for the employees.
In its essence HRM is the qualitative improvement of human being
who is considered the most valuable asset of an organization, the
organizational resources and end users of all products and services.
In brief the functions of HRM are.
1. Job analysis
Job analysis is the procedure through which a HR manager has to
determine the duties of the position and characteristics of the people to hire for
them.
2. Human Resource Planning.
Human resource planning is understood as the process of foresting an
organization’s future demand and supply of the right type of people in the right
time at the right place. In other words HRP is the process by which an
organization ensures that it has right number of and the right kind of people at
the right place at the right time, capable of effectively and efficiently
completing those tasks that will help the organization achieve its overall
objectives.
3. Recruitment:
The firm follows a centralized system of recruitment programmes and
its implementation is done at corporate level. Recruitment is the process of
searching for and obtaining applicants for jobs from among whom the right
people can be selected.
4. Selection
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 Selection is the process of differentiating between applicants in order
to identify and hire those with a greater likelihood of success in a job. Selection
is concerned with picking the right candidates from a pool of applicants.
Selection is negative in its application as it seeks to eliminate as many
unqualified applicants as possible in order to identify the right candidate. In the
firm selection of employees are done at two levels-workers level and at the
managerial level.
5. Job Description:
Job description is preparing for a number of different purposes in
an organization. The area follows.
 To define responsibilities of a job.
 To review the organization structure and distribution of duties with the
organization for the job evaluation.
 For the foundation of performance appraisal
 To provide information about a post to be filled for recruitment/selection
purpose.
6. Personal Specification:
Personal specification is a set of criteria developed from the job and
organization context which describes the skill and attributes of a job holder.
A personal specification helps to:-
- Provide an objective standard against which candidates can measure. It helps
to avoid purely subjective judgment.
- Personnel specification will help identify training and development plans for
successful candidates. It is most useful to find a candidate for a job who fulfills
all requirements.

50 | P a g e
 The firm is conducting interviews in their selection process. The
question and acceptable response are specified in advance and are rated for
appropriateness of content.
8. Orientation and placement.
Orientation, also called as induction, is provide a new employee with
the Information he or she needs to perfume comfortably and planned
induction programme for the fresh employees about their job, their co Workers
and the organization . Thus orientation programme conveys three types of in
formations.
 General information about the daily works routine.
 A review of the organization history, founder, objectives,
operations and products or services as well as how the employee’s
job contributes to the organizational needs.
 A detailed presentation of the organization polices, work rules and
employee benefits.
After the orientation programme, the evaluation of the
programme is conducted by time interview. After giving orientation programme
for the new employees, the firm is taking care of the placement of the employee
because when an employee has been hired or oriented he or she must be placed
in his /her first job. Placement is understood as the process of allocation of
people to the job. It is the assignment or reassignment of an employee to a new
or different job.
9 .Training and development
In the firm HR authority is conducting training and development
programe for employee to improve current and future employee performance by
increasing an employee’s ability to perfume through learning, usually by
changing the employee’s attitude for increasing his /her skill and knowledge
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.The need for training and development is determine by the employee’s
performance deficiency.
10. Performance appraisal
Performance appraisal is the systematic evaluation of the individual
with respect to his/ her potential for development. The firm conducts
performance appraisal once in a year. The method for performance appraisal is
for evaluating performance of employees on rating scale method because this is
the simplest and most popular technique for approving employee performance.
The typical rating scale system consist of several numerical scale, each
representing a job related performance criterion such as dependability,
initiative, output, alternatives, attitudes, cooperation and the like . Each scale
ranges from excellent to poor.

11. Welfare measures:

Labour welfare is a term which must necessarily be elastics, It has
somewhat different interpretation from country to country according to the
different social customs, the degree of industrialization and educational level of
workers. The management of the firm is well aware of the growing necessity of
welfare activities and pursues a policy of improving the facility aimed at total
well being of its workforce. They are:
A. Al employees in the organization are covered under the employee state
insurance (ESI) scheme. No other insurance scheme prevails in this
organization
B. Festival allowances are given to the employee on the occasion of
notified festivals.
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 C. Annual bonus/ incentives are paid out to the employees as per the
company rules.
12. Relation between employees and management:
The relationship between manager and employee must be
handling effectively as both the employee and the organization are to propose
together whether or not some of the employee’s rights must be addressed. It is
important to develop communication and update HR polices and rules so that
managers and employees will know what is expected.
First aid: First aid facilities are provided in the factory for all the employees.
Safety: A well equipped security force is provided for safeguarding everything
inside the factory premises.
4.8 IT AND SYSTEMS DEPARTMENT:
IT and Systems department of Agro Bio-tech Research Centre Ltd, is
responsible for all the work related to information technology. In this company
every department use different software and different ERP. Agro Bio-tech
Research Centre Ltd, use FIDELIO software to save their data like no. of
policies sold. Each department is connected through this software and according
to their requirement every department take information from that software. If
there is any problem with the systems, software or networking then system
department staff is called.

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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 like “Agro Bio Tech, Kottayam”, 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

55 | P a g e
Man power Report, company’s 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

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 DATA ANALYSIS & INTREPRETATION
TABLE NO: 3.1

Satisfied with the relationship between you and your 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.

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 Chart No. 3.1
Relation Ship Between Employee & Employer

Chart Title
No. Of Respondents % of Respondents

100 100

80 80

20 20

Yes No Total

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 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

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.

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 CHART 3.2
Support By Employer to Employee

No. Of Respondents

Excellent
30%

Total
50%

Good
10%

Poor
5%
Average
5%

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 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

Chart Title

100
90
80
70
60
50
40
30
20
10
0
Yes No Total

No. Of Respondents % of Respondents

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 TABLE 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

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

No. Of Respondents
Increment Tour Package Appreciation Other Benefits Total

25%

50%

15%

5%
5%

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 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

No. Of Respondents

No
8%

Total
Other
50%
Yes 50%
42%

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

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 Chart 3.6
WORK ENVIRONMENT PROVIDED BY THE EMPLOYER

No. Of Respondents

Excellent
30%
Total
50%

Good
10%
Poor Average
5% 5%

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 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.

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 Chart 3.7
SUPPORT FROM THE CO - WORKERS

No. Of Respondents

Yes
37%
Total
50%

No
13%

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

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 Chart 3.7
INCENTIVES PROVIDED BY THE EMPLOYER

No. Of Respondents
Excellent Good Average Poor Total

5%
10%
50%

50%

35%

0%

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 Table 3.8
EMPLOYERSUPPORT 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 doesn’t matter.

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 Chart 3.8
EMPLOYERSUPPORT INCREASES PRODUCTIVITY

No. Of Respondents

Yes
45%
Total
50%

No
5%

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 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.

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 Chart 3.9
PRODUCTIVITY RATED BY THE EMPLOYER

Average No. Of Respondents

5%
Good
5%
Poor
5%

Other Total
Excellent 55% 50%
35%

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 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.

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 Chart 3.10
SUPPORT BY THE EMPLOYER IN PERSONAL MATTER

Chart Title
No. Of Respondents % of Respondents

100

40 40 100
40 40 20
20

Highly Satisfied Dissatisfied Total

Satisfied

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 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.

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

Chart Title

200

150

% of Respondents
100
No. Of Respondents

50

0
Yes No Total

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 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.

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 Chart 3.12
Supervisors to check the Employee Employer Relationship

No. Of Respondents
Yes No Total

37%
50%

13%

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 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.

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 CHART 3.13
PERFORMANCE OF THE SUPERVISORS

Chart Title
No. Of Respondents % of Respondents

65 25 10 100

65 25 10 100

Highly Satisfied Dissatisfied Total

Satisfied

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 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.

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 Chart 3.14
HAVE YOU EVER MISUSED THE SUPPORT BY EMPLOYER

No. Of Respondents
Yes No Total

15%

50%

35%

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 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 don’t change their work style.

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 Chart 3.15
PERFORMANCE AFTER GETTING APPRECIATION /
ENCOURAGEMENT

Chart Title
Work as Before Total

100 100

25 25

--- ----
75 75
No. Of Respondents % of Respondents

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 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

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

No. Of Respondents

Internal
Control
System
27%
Total
50%
Internal Audit
Labour Audit 5%
18%

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 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

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

Chart Title

100
80
60
40
20
0
Internal Internal Audit Labour Audit Total
Control System

No. Of Respondents % of Respondents

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 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.

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 Chart 3.17
MEASURES MISUSED BY THE EMPLOYEES

Total
Total

100 100

--- ---
25 25
75 75
No. Of Respondents % of Respondents

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 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.

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 Chart 3.18
MEASURES MISUSED BY THE EMPLOYEES

Total

100
80
60
40
20
0
--- ---
25 25
75 75
No. Of Respondents % of Respondents

Total

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 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.

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 Chart 3.19
PUNISHMENT GIVEN BY THE EMPLOYER

Chart Title
No. Of Respondents % of Respondents

100

50
100
25 25
50
25 25
Suspension Dismissal Recover the amount Total

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 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.

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

Chart Title
No. Of Respondents % of Respondents

100 100 100 100

0 0

Yes No Total

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 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 ……

No. Of Respondents

5% Increase
50%
Not Change
45% 50%
Decrease
0% Total

103 | P a g e
 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.

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 Chart 3.22
Employer Performance

Chart Title
No. Of Respondents % of Respondents

100
90

90 100
10
10 0
Excellent Good Average Total

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FINDINGS AND SUGGESTIONS

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 4.1 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 doesn’t 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.
 it is clear that the majority of the respondents are happy with the measures adopted by
the concern.

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  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 don’t 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

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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.

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3 CONCLUSION
This project was under taken in Agro Bio - Tech at Kottayam 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

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 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

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 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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