An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
CHAPTER 1
INTRODUCTION
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1.1 INTRODUCTION TO THE PROJECT
Employer- Employee relationship constitute one of the most delicate and complies problems of
the modern industrial society which is characterized by rapid changes. Industrial Relation is used
to express the nature of relationship between the employer and employee in an industrial
organization. The ever growing and fast changing scientific and technological development
brought forth in the industrial world a unique type of employer- employee relations replacing the
traditional master – servant relationship. Employees are no longer viewed as solely an economic
tool, but rather as a human beings who are driven and controlled by diverse elements which
affects total make up.
According to Bethel, Atwater, smith and statesman Industrial Relation is that part of
management, which is concerned, with the manpower of any enterprise. It is thus closely linked
with Human Resource management or rather it is the part of the human relation function. Many
Industrial Relation policies are based on human Resources Management problems. Similarly,
cordial Industrial Relations cannot exist without healthy personnel practices, and HRM cannot be
successful without cordial relations. This is perhaps why the personal policies of any
organization include Industrial Relation policies also.
As a matter of fact, Industrial Relation form an indispensable part of the Human resource
Management, which is the basic need, an important function and an area of great concern for
management of today, particularly in India. It therefore deserves a proper attention.
1.2 PROBLEM STATEMENT
A Good Relationship is necessary for the smooth running of any business. The term ‘Industrial
Relations’ means the relationship between employers and employees, A good communication
between an employer and its employees is imperative for building a positive work place culture.
In order to improve the work performance, an employee must receive feedback, both positive
and critical. Gratitude and Appreciation is very important. Discipline that benefits the company
and the employees.
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Employers will treat their employees with respect and vice versa if they all want to succeed and
achieve goals. Spending a time with the employees, listening to employees is important. The
negative effects of employer –employee relation, an employer who fails to understand issues
concerning his employees might not achieve long-term success in his enterprise.
The project work entailed,” AN EVALUVAION OF EMPLOYER EMPLOYEE RELATIOSHIP
AT PRICOL LIMITED, COIMBATOTE”. The study aims at identifying the effectiveness of
better employer employee relationship with in the organization for its smooth running and the
overall development.
1.3 SIGNIFICANCE OF THE STUDY
The concept of industrial relations has a very wide meaning and connotation. In the narrow
sense, it means that the employer, employee relationship confines itself to the relationship that
emerges out of the day to day association of the management and the labor.
In its wider sense, industrial relations include the relationship between an employee and an
employer in the course of the running of an industry and may project it to spheres, which may
transgress to the areas of quality control, marketing, price fixation and disposition of profits
among others.
1.4 VARIABLES OF THE STUDY
 Age
 Educational Qualification
 Year of experience
 Department
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1.5 OBJECTIVES OF THE STUDY
The main objective of the present research work is to study the existing Industrial
Relation in the organisation. In order to obtain the objective the following sub hypothesis were
framed.
1.
To find out the opinion of employees regarding the present employer - employee
relations.
2.
To find out the opinion of employees about grievance redressal procedure.
3.
To find out the opinion of employees about employees participation in
management and dispute settlement machinery.
4.
To find the effectiveness of training program.
5.
To suggest ways to improve the existing relation.
1.6 LIMITATIONS
1.
While for certain dimensions, one need to use separate scales, no attempt, however, has
been made in the present study in this regard. Some of the dimensions to the job
satisfaction are measured using the response obtained for only one question. This could
heavily restrict the generalization of the result of the study.
2.
The study cannot be generalized to the whole organization because the researcher could
personally contact only the dayshift employee. However care is taken for reliable data.
3.
Since the topic chosen was very vast and sensitive the research limited the scope of the
study to certain area.
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1.7 SCOPE OF THE STUDY
The study also aims at analyzing the good records of the business on employee performance,
evaluations, firings, discipline and other employee and employer matter. Moreover, this study as
a feed back to the management, enabling to take appropriate action to stand a good relationship
among its employees the study also aims at satisfaction amongst its employees.
1.9 CHAPTERIZATION
The whole study is mainly divided into six chapters:
Chapter - 1 Introduction This chapter deals with the Introduction of the project, Problem
Statement, Significance of the study, Variables of the study, Objectives of the study, ,
Limitations of the study, Scope of the study Chapterization, Industry and Company Profiles.
Chapter - 2
Theoretical Framework .This chapter includes Introduction, Meaning and
Definition, Importance of study, Features of
Industrial Relations, Objectives of Industrial
Relations, Scope of Industrial Relations, Importance of Industrial Relations, Causes of poor
Industrial Relations, Suggestions to improve Industrial Relations and Review of Literature.
Chapter3
Research Methodology This Chapter is concerned with Research Design, Data
Collection , Construction of Questionnaire ,Sample Size
Chapter - 4
Data Analysis & Interpretation It is concerned with Data Analysis and
Interpretation based on the responses of the respondents in accordance with the area under study
Chapter - 5
Findings Suggestions and Conclusion This chapter includes the findings based
on the data analysis. The chapter also deals with the conclusion of the research study.
Chapter - 6
Bibliography This chapter is concerned with the references based on the study.
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1.10 INDUSTRY PROFILE
1.11 INDIAN CONTEXT
The Indian auto-components industry has experienced healthy growth over the last few years.
The auto-component industry of India has expanded by 18.3 per cent to reach at a level of US$
51.2 billion in FY 2017-18.
The auto-components industry accounts for 2.3 per cent of India’s Gross Domestic Product
(GDP) and employs as many as 1.5 million people directly and indirectly each. A stable
government framework, increased purchasing power, large domestic market, and an ever
increasing development in infrastructure have made India a favorable destination for investment.
1.12 MARKET SIZE
The Indian auto-components industry can be broadly classified into the organised and
unorganised sectors. The organised sector caters to the Original Equipment Manufacturers
(OEMs) and consists of high-value precision instruments while the unorganised sector comprises
low-valued products and caters mostly to the aftermarket category.
The total value of India’s automotive exports stood at US$ 13.5 billion in 2017-18 as compared
US$ 10.9 billion in the year 2016-17. This has been driven by strong growth in the domestic
market and increasing globalisation (including exports) of several Indian suppliers. Growth is
further expected to accelerate to 8-10 per cent in FY19 due to pick up in global scenario.
According to the Automotive Component Manufacturers Association of India (ACMA), the
Indian auto-components industry is expected to register a turnover of US$ 100 billion by 2020
backed by strong exports ranging between US$ 80- US$ 100 billion by 2026.
Investments .The Foreign Direct Investment (FDI) inflows into the Indian automotive industry
during the period April 2000 – December 2018 were recorded at US$ 20.85 billion, as per data
by the Department of Industrial Policy and Promotion (DIPP).
Some of the recent investments made/planned in the Indian auto components sector are as
follows:

Schaeffler India, the Indian arm of Germany’s automotive and industrial parts maker, is
planning to invest Rs. 300 crore (US$ 46.66 million) per annum over FY18-19.
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
As of December 2018, German automotive major Continental has planned investments of
Rs. 180 crore (US$ 25.65 million) for setting up a premium surface materials facility in Pune.
The facility will have an initial capacity of five million square metres and is expected to start
production in 2020.

In October 2018, IMI Precision Engineering inaugurated its second largest manufacturing
facility in the Asia Pacific region. The company is planning to expand its product and technical
offerings over the course of the next few years.

As of September 2018, air-compressor manufacturer Elgi Equipment’s is going to invest
Rs 18 crore (US$ 2.56 million) for setting up of a motor production facility in India. The facility
is expected to be commissioned in Q1 FY20.
1.13 MAJOR PLAYERS
1) Bharat Forge Limited (BFL), a Pune-based Indian multinational company, is a technology
driven global leader in metal forming, having transcontinental presence across nine
manufacturing locations, serving several sectors including automotive, power, oil and gas,
construction & mining , rail, marine and aerospace. Part of Kalyani Group, BFL today has the
largest repository of metallurgical knowledge in the region.
2) In India, Bosch is a leading supplier of technology and services in the areas of Mobility
Solutions, Industrial Technology, Consumer Goods, and Energy and Building Technology.
Additionally, Bosch has in India the largest development center outside Germany, for end to end
engineering and technology solutions.
3) For over five decades, SPARK MINDA, Ashok Minda Group (erstwhile MINDA Group) has
been a major presence in India’s automobile industry. These fifty years have been interspersed
by a number of technological innovations that have gone on to become industry standards. Today
the Group has emerged as one of the leading manufacturer of automotive components and
employs more than 14,000 people in India and overseas.
4) Samvardhana Motherson Group (SMG) combines the power of innovation and product quality
to passionately create world class products that cater to customer needs across diverse industries,
especially automotive. Founded in 1975, the Group has a diversified industry-leading portfolio of
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auto ancillary products and services that make it a full system solutions provider for its
customers across the globe.
5) The TVS Group is India’s leading supplier of automotive components and one of the
country’s most respected business groups. With a combined turnover of more than over US$ 6.5
Billion , the TVS Group employs a total workforce of close to over 39,000 employees. Charting
a steady growth path of expansion and diversification, it currently comprises of over 50
companies.
6) The Amtek Group, headquartered in India, is one of the largest integrated component
manufacturers in India with a strong global presence. It has also become one of the world’s
largest global forging and integrated machining companies. The Group has operations across
Forging, Iron and Aluminium Casting, Machining and Sub-Assemblies.
7) Since its inception in 1880, Exide remains the first and foremost battery brand in India.
Exide’s journey dates back to as far as the 1880s when the automobile battery was at its infancy
and evolving to maturity step by step. Exide is the only brand that offers a battery for every type
of vehicle on Indian roads. Exide is the chosen battery for all international automobile companies
in India.
8) Federal-Mogul Corporation is an innovative and diversified US$ 7.4 billion global supplier of
quality products, trusted brands and creative solutions to manufacturers of automotive, light
commercial, heavy-duty and off-highway vehicles, as well as in power generation, aerospace,
marine, rail and industrial. Federal-Mogul Powertrain focuses on original equipment powertrain
products for automotive, heavy-duty and industrial applications.
9) Gabriel India Limited is the flagship company of ANAND and a leading name in the Indian
Auto Component Industry. Established in 1961, the company provides the widest range of ride
control products in India, including Shock Absorbers, Struts and Front Forks, across every
automotive segment with over 300 product models on offer.
10) JBM Group is a focused, dynamic and progressive organization that provides customers with
value added products, services and innovative solutions. The Group has a diversified portfolio to
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serve in the field of automotive, engineering & design services, renewable energy and education
sectors and has an infrastructure of 35 manufacturing plants, 4 engineering & design centers
across 18 locations globally.
11) JMT Auto Limited is one of the largest Auto component manufacturers in the Eastern region
and has significant expertise in the auto sector with proven capabilities in Heat treatment & gear
manufacturing besides a variety of components for Oil and Gas industry. Established in 1987, the
company has the competitive edge based on the latest CNC Technology, its core competence
being high precision Gears and Shafts.
12) Through the past 20 years since its incorporation in 1992, PCL has emerged as one of the
market leader in Camshaft manufacturing. The company has always maintained a comprehensive
quality management system that is aligned with its world-class production practices and an
adherence to a constant state of improvement.
13) The Sona Group was founded in 1987 to manufacture components for the automotive
industry. Today it is a US$ 800 million multinational – with over 16 plants across India, 3 in
Germany and 1 in the USA. The group also has a strategic position in Fuji Autotech, Europe –
which has subsidiaries in Brazil, France, Sweden and the Czech Republic.
14) Suprajit Group comprises of Suprajit Engineering Limited, Suprajit Automotive Limited,
Suprajit Europe Limited, and Phoenix Lamps Limited. The group is a global leader in the
automotive cable industry. With the most competitive manufacturing in India and its technical
and logistical supports worldwide, the group provides the optimal product development and
manufacturing solutions to its domestic and international customers.
15) WABCO INDIA LIMITED designs, manufactures and markets conventional braking
products, advanced braking systems, and other related air assisted products and systems. The
company has grown significantly in the Indian commercial vehicle market. WABCO India
serves its aftermarket customers through a wide national distribution network. With five worldclass manufacturing facilities, software design center and a test track in India, WABCO India
excels in engineering and manufacturing.
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1.14 ACHIEVEMENTS
Following are the achievements of the government in the past four years:
The FAME – India Scheme formulated by Department of Heavy Industry led to a

continuous increase in registered OEMs and vehicle models. Also, the scheme enhanced the
sales of electric vehicles and about 261,507 electric/hybrid vehicles were supported under the
scheme up to December 6, 2018. In February 2019, the Government of India approved the
FAME-II scheme with a fund requirement of Rs 10,000 crore (US$ 1.39 billion) for FY20-22.

Under National Automotive Testing and R&D Infrastructure Project (NATRiP) various
facilities including passive safety labs comprising of crash core facility and crash
instrumentations including dummies were established at ICAT-Manesar & ARAI-Pune.

To give a fresh thrust to e-mobility in public transport, Department of Heavy Industry
announced the launch of public & shared mobility based on electric powertrain.
1.15 GOVERNMENT INITIATIVES
The Government of India’s Automotive Mission Plan (AMP) 2006–2016 has come a long way in
ensuring growth for the sector. Indian Automobile industry is expected to achieve a turnover of
$300 billion by the year 2026 and will grow at a rate of CAGR 15 per cent from its current
revenue of $74 billion.
Government has come out with Automotive Mission Plan (AMP) 2016-26 which will help the
automotive industry to grow and will benefit Indian economy in the following ways:
Contribution of auto industry in the country’s GDP will rise to over 12 per cent.

Around 65 million incremental number of direct and indirect jobs will be created.

End of life Policy will be implemented for old vehicles.
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1.16 FUTURE
The rapidly globalising world is opening up newer avenues for the transportation industry,
especially while it makes a shift towards electric, electronic and hybrid cars, which are deemed
more efficient, safe and reliable modes of transportation. Over the next decade, this will lead to
newer verticals and opportunities for auto-component manufacturers, who would need to adapt
to the change via systematic research and development.
The Indian auto-components industry is set to become the third largest in the world by
2025. Indian auto-component makers are well positioned to benefit from the globalisation of the
sector as exports potential could be increased by up to US$ 30 billion by 2021E.
Investments and expansions in the Indian Auto component sector
In April 2019, Durr, a German automotive painting and sealing company, entered into a
partnership with Patvin to provide automated painting solutions for two or three-wheelers and
agricultural machinery for the Indian markets.

The capital expenditure by the domestic automotive component manufactures is expected at
around Rs 24,000 crore (US$ 33.26 billion) over the FY19 and FY20.

As of December 2018, Kesoram Industries has decided to demerge its tyre business to unlock
value and raise capital for expansion. The restructuring will help the company to enter the high
margin automotive radial tyre business. The company expects that the demerger of the business
may be completed by July 2019.

As of December 2018, German automotive major Continental has planned investments of Rs 180
crore (US$ 25.65 million) for setting up a premium surface materials facility in Pune. The
facility will have an initial capacity of five million square metres and is expected to start
production in 2020.

In October 2018, the company inaugurated its second largest manufacturing facility in the Asia
Pacific region. The company is planning to expand its product and technical offering over the
course of the next few years.

As of September 2018, air-compressor manufacturer Elgi Equipment’s is going to invest Rs 18
crore (US$ 2.56 million) for setting up of a motor production facility in India. The facility is
expected to be commissioned in Q1 FY20.
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
As of January,2019 Lite Auto Components Pvt Ltd, a part of Hindustan Magnesium Products Pvt
Ltd plans to invest Rs 500 crore (US$ 69.30 million) to set up Magnesium-based manufacturing
plant in Andhra Pradesh.

In August 2018, the Board of Directors of Amara Raja Batteries approved setting up of a Rs 700
crore (US$ 99.74 million) greenfield automotive battery plant with a production capacity of 6.5
million units per annum. As of October 2018, the company decided to further enhance the
capacity of the plant to 10.8 million units in phases.

In August 2018, JK Tyre and Industries Ltd inaugurated its state-of-the art global technology
centre in Mysore. Research at the centre will focus on various aspects of tyre technology
including coming up with advanced laboratory predictors for tyre performance and recognizing
key inputs for life prediction of rubber products.

As of August 2018, Rico Auto Industries is soon going to sign a Joint Venture (JV) deal with HZ
Manufacturing to produce automatic transmission for scooters.
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1.17 COMPANY PROFILE
The Premier Instruments and Control Limited was incorporated in the year 1972 as a private
company. The company was started with an objective of implementing the project for
manufacture of automotive instruments and allied accessories. Its registered office is located at
Avinashi road, Coimbatore.
It has commenced commercial production in the year 1975 with an initial capacity of 4
lakhs Nos. of dashboard instruments per annum in technical collaboration with M/s International
Instruments Limited Bangalore for 10 years period who was dominant market leader. It is
primarily an automobile ancillary unit with a little bit of diversification in the recent years in to
electronics small machine tools, and instruments and allied accessories.
With the young and dynamic term with the backup of the established market network of
its associate concern namely M/S L.G. Balakrishnan and Bros. Limited and M/S L.G.
Equipment’s Limited and the financial support of its promote concern M/S Precot Mills Limited
and M/S Super spinning the company was able to overtake M/s auto meters limited and
established as a second largest manufacturers of dashboard instruments in the country with in a
period of 4 years. Further the company was able to register consistent growth in the turnover
year after year due to its dedicated personnel and commitment to quality and service. Besides
continues research and development work and multidisciplinary engineering Base have
strengthened its capability to cater to the changing needs of the endusers within a reasonable
time.
The company has increased its installed capacity from 4 lakhs Nos. of dashboard
instruments per annum over the period and has emerged as market leader having a market share
of nearly 50 percent of total Indian market catering to the needs of almost all the vehicle
manufactures in the country, besides meeting the replacement market demand through the
country wide dealers network.
During the year 1985 the company has entered in to technical collaboration with M/S
N.S. International Limited U.S.A. for up gradation of technology in the manufacture of
dashboard instruments for two wheelers.
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Further during the financial year 1991-92 the company has entered into technical collaboration
with M/S Nippondaso Company Limited, Japan to improve upon its existing technology in the
manufacture of four wheeler instrument to manufacture combination meters for high quality cars,
the organization entered in to a new technology agreement in 1996 with M/s Nippon Seiki
company Limited, Japan New collaboration agreement to manufacture special angular
speedometer with M/S Nippon Seiki company Ltd., Japan in 1997.
The research and development activities have enable the company in achieving
improvement in quality and ability to deliver a range of products as per customer specification.
During these periods many programs for modernization, expansion and environmentally
acceptance means and share the benefit with the society.
The corporate objective of the organization.

Adopt sound practices and adopt them to suit their needs.

Continuously improve their levels of quality and productivity through technology up gradation
and human resource.

Act as a reasonable corporate citizen.

Enhance quality of life of their immediate and surrounding environment. Pricol provide value
and satisfaction to customers on products and service, which will meet internationally recognized
standards. This is achieved through training, development and motivation of all the employees.
1.18 PRICOL LIMITED
Pricol Limited, India stands testimony to its commitment to manufacture and develop authentic
and reliable automobile parts. The company's mission for creating a leadership principle based
on customer satisfaction; building pride among Partners, employees, stakeholders and suppliers
through fair judgment and delegation has been upheld time and again. The resilience shown by
company in face of adverse circumstances sets a benchmark for automobile industry.
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The core values that form the foundation of such a robust conglomerate primarily is respect for
an individual contributor. Pricol is a company that understands the importance of innovation and
re-evaluation of its products and manufacturing techniques. Hence, is entitled distinct
recognition as an ace in the automobile advanced techniques.
Its offices are spread across India. The factories are located in New Delhi, Uttarakhand, Pune,
and Coimbatore. Marketing and regional offices are situated in Indore, Hyderabad, Kolkata,
Ahmadabad, Mumbai, and Gurgaon. It has its presence in 45 countries of the world making it a
key global player. Pricol has its offices in Chicago, USA, Roserath, Germany, Pisa, Italy, Kariya,
Japan, Guangzhou, China and Jakarta Indonesia.
The group of companies is Pricol Technologies, English Tools, Pricol Travels, Pricol
Engineering Industries Limited, Pricol Packing Limited, Pricol Cargo, Xenos Technologies,
Pricol Properties limited, Pricol corporate services limited, Pricol Academy of Excellence
(PACE), and Carcerano Pricol tech, it has liaisons with companies like DENSO, Magneti
Marelli, NHK Spring and Directed Electronics. More than four thousand people contribute in
ceaseless, qualitative and reliable productivity, growth and sustenance of the company and its
International alliances. The success of is assured because of these devoted and sincere
professionals who have worked diligently to make this a dream come true. The glory belongs to
each and all members of the Pricol family.Pricol Limited has seven (7) manufacturing units,
more than fifty (50) products, around two thousand (2000) product variants on offer. Instrument
Clusters, Secondary Air Valves, Oil pumps, Speed Sensors, Auto Decompression units
,Centralized lubrication Systems, Vehicle Tracking systems, Convenience and Security Systems,
Digital Tachograph, Low oil pressure switches, etc. .Sintered components such as Gears,
Gerotors, Hubs, Pistons are manufactured using ferrous carbon and nickel carbon based alloys.
Anti- rust steam treatment, projection wielding and secondary machining is also done to ensure a
longer life of the automobile parts.
Automobile industry giants include suppliers, importers and manufacturers. Pricol has been a
trustworthy partner in most of their business endeavors. The clientele of the company includes
L&T CASE, Either India, Ashok Leyland, Escorts, Terex UK, and John Deere, India, Indo Farm
Tractors, General Motors and other stalwarts of the industry. It has ISO/TS 16949, ISO 14001
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&OHSAS 18001 certifications for its Management Systems, Design, Development and its
factories.
Pricol has won many prestigious accolades and national awards for quality, performance, and
development of technology. A few of them are Outstanding Performance in cost by Denso
Haryana Pvt Ltd- 2007-08, Best supplier award, Bronze Award for overall excellence in
manufacturing, Certificate of Honor for Contribution Technology developed in India, Export
Award, Best Vendor Award, Outstanding Indigenization Award, Outstanding performance in
quality, and countless others reflect the unfailing devotion to the growth and establishment of
technological prowess of the company.
1.19 ORGANISATIONAL CHART OF PRICOL LIMITED
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1.20 PRICOL ENGINEERING INDUSTRIES LIMITED
Pricol Engineering Industries Limited (PEIL), established in 2001 is part of Pricol Group. PEIL
has made a mark in some of the most critical areas in Defense and Railways. Ever since its
inception, PEIL especially for the Indian Defence sector whether it is in creating a new product
line, or recreating an existing one is driven by the thirst to innovation. Some of the complex
products developed and manufactured for Indian Defence and Railways has been successfully
installed and tested. PEIL is capable of developing complex electrical, electronic and electromechanical products for Defence and Railways. Indigenous product development occupies a
place of pride at PEIL.
PEIL has its own in house design and manufacturing facilities with well experienced Engineers
in design, Production, QA and Marketing. A state-of-the-art facility for product reliability,
testing which includes Vibration & Shock, Temperature Chambers etc. to meet the rugged test
requirements is part of PEIL. PEIL also have a separate after sales support team to support the
products in & out warranty period to maintain long term relationship with customers.
1.21 PRODUCTS MANUFACTURED AT PEIL

RAILWAYS
1) Dual Cab Control System
2) Air Flow Indicator
3) Control Console for Diesel Locomotives (WDP4 & WDG4)
4) Central Control Unit
5) Speed Indicator
6) Double Pressure Gauge
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7) Tracting effort and Braking Effort Meter
8) Shunting Desk
9) Driver Desk
10)Electrical Control Cabinet

DEFENCE
1) Hull Electric Panel for BMP- II
2) Tachometer Generator
3) Temperature Warning Device
4) Speedo Reduction Gear Tachometer Generator
5) Speedo Indicator
6) Electric Thermometer Temperature Indicator
7) Hour Meter
8) Temperature Sensor
9) Unified Pressure Warning Device
10) Potentiometer
11) Tacho Indicator
12) Pressure Indicator
13) Fuel Level Indicator
14) Electric Pressure Transducer
15) Air Pressure Warning Device
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1.22 CATEGORIZATION OF PRODUCTS OF PRICOL LIMITED
Product range of the company includes parts for:
Two wheelers
 Speed sensors
 Fuel level sensors
 Oil pumps
 Oil switches
Four wheelers
 Analog clocks
 Brake light switches
 Gear shifter
 Temperature sensors
 Power sockets
Tractors, Construction and Industrial
 Neutral safety switches
 Pressure Gauges
 Temperature Gauges
 Over speed warning system
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Commercial vehicles
 Road speed limiter
 Vehicle Tracking system
 Fuel level sensors
 Centralised lubrication system
Fleet management solution
 Digital fare metres
 Vehicle monitoring system
 Vehicle tracking system
Sintered components
 Gears
 Piston
 Gear shifter parts
 Oil-less Bearings
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1.23 CUSTOMERS OF THE COMPANY PRODUCT
Domestic Customers
1.Two wheelers
Yamaha, Honda, Hero motors, Suzuki motors, Royal Enfield, Bajaj
2. Four wheelers
Toyoto motors, Honda, Maruti Suzuki, Mahindra, Tata,Reva, Renault Nissan
3. Commercial vehicles
Ashok Leyland, Volvo, Piaggio, Eicher, Force motors, Mahindra Navistar
4. Tractors
Escorts, Sonalika, Swaraj Mazda, New Holland, Mahindra, Eicher, John Deere
5. Industrial
Ashok Leyland, Kirloskar, Cummins, Mahindra,
6. Railways
SIEMENS, Indian railways, Integral Coach Factory
International Customers
1.Two wheelers
Harley Davidson, Honda, JAWA, Piaggio, Triumph, Moto Guzzi, Suzuki
2. Four wheelers
Suzuki, KIA
3. Commercial vehicles
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BMC, Volvo, Pierce, Askam, Oshkosh, Navistar
4. Tractors
AGCO, John Deere, Massey Ferguson, Simplicity
5. Industrial Application
Parker, Teksan Generator, Lister Petter, Sab Wabco
6. Off road vehicles
Polaris, Arctic cat
1.24 SERVICE COMPONENTS
 Testing facilities
Facilities to meet automotive standards as per the specific customer requirements .
For e.g.: SAE J 1378 for SUZUKI, SAE J 1810 for TOYOTA
 Design facilities
Facilities for Mechanical components and Electronics components.
PRO ENGINEER – WILD FIRE 3, UNI GRAPHICS – NX4
PIC development system (Microchip), ICD2 (Microchip)
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1.25 QUALITY POLICY OF THE COMPANY

Systematic training and motivation of employees.

Complying with customer requirements and applicable statutory/regulatory requirements.

Continually improving the efficiency and effectiveness of the Quality Management
Systems.
1.26 QUALITY CERTIFICATIONS
•
•
ISO/TS 16949
•
Automotive Quality Management
•
Global technical specification and quality management standard
•
By Bureau of Indian Standards (BIS)
OHSAS 18001:2007
An internationally-applied British Standard for occupational health and
safety management systems.
•
ISO 14001:2004
•
Sets out the criteria for an effective Environmental Management System
•
Reduced cost of waste& savings in consumption of materials
•
Lower distribution costs
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CHAPTER-2
REVIEW OF LITERATURE AND
THEORETICAL FRAMEWORK
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2.1 INTRODUCTION TO INDUSTRIAL RELATIONS
Industrial relation means the relationship between employers and employees in course of
employment in industrial organizations. However, the concept of Industrial Relations has a broad
and narrow meaning. In a broad sense, the term Industrial Relations includes the relationship
between the various unions, between the state and the unions as well as those between the
various employers and the government.
In the narrow sense, it refers to all types of relationships between employer and employees,
trade union and management, works and union and between workers and workers. It also
includes all sorts of relationships at both formal and informal levels in the organization.
Relations of all those associated in an industry may be called Industrial Relations.
2.2 DEFINITIONS
According to International Labour Organization, Industrial relations comprise relationships
between the state on one hand and the employer’s and employee’s organization on the other, and
the relationship among the occupational organizations themselves.
According to J.T. Dunlop, “Industrial relations are the complex interrelations among managers,
workers and agencies of the government.”
According to Dale Yoder “industrial relations is the process of management dealing with one or
more unions with a view to negotiate and subsequently administer collective bargaining
agreement or labor contract”.
2.3 IMPORTANCE OF STUDY
Conflict is an integral part of modern industry due to the diversity of thoughts of the
members
of the organization. Establishing and maintaining a state of order at the work place is a crucial
aspect of the management. No industrial enterprise can be managed in a state of chaos and
confusion. So when discussing about managing of employer – employee relations consideration
should be emphasized on the ways and means of establishing a working order. The three goals of
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an organization are to get people, to cooperate through mutually related interests and to gain
satisfaction from their relationship. A number of factors social, economic and political have
influenced Industrial Relation in India. Unless there is good employer-employee relation there
cannot be a good human relations.
2.4 FEATURES OF INDUSTRIAL RELATIONS
Industrial relations are outcomes of employment relationships in an industrial enterprise. These
relations cannot exist without the two parties namely employers and employees. Industrial
relations system creates rules and regulations to maintain harmonious relations. The government
intervenes to shape the industrial relations through laws, rules, agreements, terms, charters etc.
Several parties are involved in the Industrial relations system.
The main parties are employers and their associations, employees and their unions and the
government. These three parties interact within economic and social environment to shape the
Industrial relations structure. Industrial relations are a dynamic and developing concept, not a
static one. They undergo changes with changing structure and scenario of the industry as and
when change occurs. Industrial relations include both individual relations and collective
relationships.
2.5 OBJECTIVES OF INDUSTRIAL RELATIONS

To maintain industrial democracy based on participation of labor in the management and gains of
industry.

To raise productivity by reducing tendency of high labor turnover and absenteeism.

To ensure workers participation in management of the company by giving them a fair say in
decision-making and framing policies.

To establish a proper channel of communication.

To increase the morale and discipline of the employees.
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
To safeguard the interests of the labor as well as management by securing the highest level of
mutual understanding and goodwill between all sections in an industry.

To avoid all forms of industrial conflicts so as to ensure industrial peace by providing better
living and working standards for the workers.

To bring about government control over such industrial units which are running at a loss for
protecting the livelihood of the employees.
2.6 SCOPE OF INDUSTRIAL RELATIONS
The scope of industrial relations includes all aspects of relationships such as bringing cordial and
healthy labor management relations, creating industrial peace and developing industrial
democracy.
The cordial and healthy labor management relations could be brought in:

by safeguarding the interest of the workers;

by fixing reasonable wages;

by providing good working conditions;

by providing other social security measures;

by maintaining healthy trade unions;

by collective bargaining.
The industrial peace could be attained;

by settling industrial disputes through mutual understanding and agreement;

by evolving various legal measure and setting up various machineries such as Works Committee,
Boards of Conciliation, Labor Courts etc.
The industrial democracy could be achieved;
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
by allowing workers to take part in management; and

by recognition of human rights.
2.7 IMPORTANCE OF INDUSTRIAL RELATIONS
 Uninterrupted Production: The most important benefit of industrial benefits is that it ensures
continuity of production. This means continuous employment for all involved right from
managers to workers. There is uninterrupted flow of income for all. Smooth running of industries
is important for manufacturers, if their products are perishable goods and to consumers if the
goods are for mass consumption (essential commodities, food grains etc.). Good industrial
relations bring industrial peace which in turn tends to increase production.
 Reduction in Industrial disputes: Good Industrial relations reduce Industrial disputes. Strikes,
grievances and lockouts are some of the reflections of Industrial unrest. Industrial peace helps in
promoting co-operation and increasing production. Thus good Industrial relations help in
establishing Industrial democracy, discipline and a conducive workplace environment.
 High morale: Good Industrial relations improve the morale of the employees and motivate the
worker workers to work more and better.
 Reduced wastage: Good Industrial relations are maintained on the basis of co-operation and
recognition of each other. It helps to reduce wastage of material, manpower and costs.
 Contributes to economic growth and development.
2.8 CAUSES OF POOR INDUSTRIAL RELATIONS
Perhaps the main cause or source of poor industrial relations resulting in inefficiency and labor
unrest is mental laziness on the part of both management and labor. Management is not
sufficiently concerned to ascertain the causes of inefficiency and unrest following the laissezfaire policy, until it is faced with strikes and more serious unrest. Even with regard to methods of
work, management does not bother to devise the best method but leaves it mainly to the
subordinates to work it out for themselves. Contempt on the part of the employers towards the
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workers is another major cause. However, the following are briefly the causes of poor industrial
relations:
 Economic causes: Often poor wages and poor working conditions are the main causes for
unhealthy relations between management and labor. Unauthorized deductions from wages, lack
of fringe benefits, absence of promotion opportunities, faulty incentive schemes are other
economic causes. Other causes for Industrial conflicts are inadequate infrastructure, worn-out
plant and machinery, poor layout, unsatisfactory maintenance etc.
 Organizational causes: Faulty communications system, unfair practices, non-recognition of trade
unions and labor laws are also some other causes of poor relations in industry.
 Social causes: Uninteresting nature of work is the main social cause of poor Industrial relations.
Dissatisfaction with job and personal life culminates into Industrial conflicts.
 Psychological causes: Lack of job security, non-recognition of merit and performance, poor
interpersonal relations are the psychological reasons for unsatisfactory employer-employee
relations.
 Political causes: Multiple unions, inter-union rivalry weaken the trade unions. Defective trade
unions system prevailing in the country has been one of the most responsible causes for
Industrial disputes in the country.
2.9 SUGGESTIONS TO IMPROVE INDUSTRIAL RELATIONS
 Sound personnel policies: Policies and procedures concerning the compensation, transfer and
promotion, etc. of employees should be fair and transparent. All policies and rules relating to
Industrial relations should be fair and transparent to everybody in the enterprise and to the union
leaders.
 Participative management: Employees should associate workers and unions in the formulation
and implementation of HR policies and practices.
 Responsible unions: A strong trade union is an asset to the employer. Trade unions should adopt
a responsible rather than political approach to industrial relations.
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 Employee welfare: Employers should recognize the need for the welfare of workers. They must
ensure reasonable wages, satisfactory working conditions, and other necessary facilities for
labor. Management should have a genuine concern for the welfare and betterment of the working
class.
 Grievance procedure: A well-established and properly administered system committed to the
timely and satisfactory redressal of employee’s grievances can be very helpful in improving
Industrial relations. A suggestion scheme will help to satisfy the creative urge of the workers.
 Constructive attitude: Both management and trade unions should adopt positive attitude towards
each other. Management must recognize unions as the spokesmen of the workers’ grievances and
as custodians of their interests. The employer should accept workers as equal partners in a joint
endeavor for good Industrial relations.
 Creating a proper communication channel to avoid grievances and misunderstandings among
employees.
 Education and training imparted to the employees.
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2.10 REVIEW OF LITERATURE
An employee is a person who works in the service of another person under an express or implied
contract of hire, under which the employer has the right to control the details of work
performance. (Black's Law Dictionary) B.Holmes&Rahe, (2007) defined An employer means
legal entity that controls and directs a servant or worker under an express or implied contract of
employment and pays (or is obligated to pay) him or her salary or wages in compensation.
Employers face many challenges within the workplace but federal laws and regulatory agencies
exist to ensure that employers are correctly operating under the current laws and guidelines to
protect employees from unfair or discriminatory actions.
(Jennifer Schneider,2010) When an employee has made a mistake, the employer should act
immediately. The faster dealing with a problem the faster it stops. (Jennifer Schneider, 2010)
Employee participation is very important for the purpose by changing employee’s attitudes and
improving the work environment.
Tamilselvan. Rl.(2010), studied the impact of industrial relation on employee productivity which
recognized that now a days various new technologies and latest machineries are being introduced
in the market for the improvement in productivities, but the human input towards the
improvement in the productivity , economic growth and development is very- very crucial factor
which cannot be overlooked by organizations. The trade unions also plays an important roles to
make industrial environment conducive and with the objective of promotion of productive
efficiency, capitalism.
Mostak, Ahamed Galib et al.(2011), collected the recent labour unrest from May-2009 to June2011(i.e. 11 nos. of labour unrest) in the Indian automobile industries. Now a days maintaining
the co-ordial human relation in the auto industries in India is a very big challenge. The factors
which are affecting the industries are demand for wage hike, reinstatement of terminated or
dismissed workers, demand for recognition of labour union, hiring of 85% on contractual basis to
run the plant, lack of motivation ,security, safety in the organizations. Some of the factors are
also having the indirect relation to strike such as price hiking of raw materials, customers
complaints, additional government, tax liabilities etc.
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Bassey,Antigha Okon et al.(2012), studied the strong effect or impression of multi-union on
industrial harmony. In this study there is tertiary hospital organization in Cross River State and
taken a sample of 226 subjects randomly from the two hospital having the multi-union each
union struggle to survive and do better than other union. Due to the existence of inter-union
conflict the industrial harmony disturbed by frequent strike. Donnelly , Gibson and Ivancevich
(1984) shared that inter-group disagreement in any organization works as major source of
industrial conflict and disharmony. To prevent from strike and disparity the govt. should review
the existing employee’s salary structure it’s scale and make relevant amendment in industrial
law periodically.
M.N. Badrinath et al.(2012), founded that , now a days the companies are facing throat cut
competition and to increase the profitability deploying the 55 % of the labour force on contract
basis. Most of the automobile companies are just having the 7% people on permanent basis. In
this case study of the company’s named Maruthi Suzuki India ltd it focuses on various aspect of
labour issue and shared their impact on profit of the organization thus the issue of contract
labour and importance of collective bargaining helps in maintaining positive industrial relations.
Nupur Chaudhary et al.(2012), interpreted that motivation is an effective tools for employee’s
performance(productivity ) and their retention in any organization. To face the challenges and
market competitiveness all the factors of employee retention and production (4M-Men. Material ,
Machine , Method) should be utilized in an optimum manner for the survival of any
organization. The profit and revenue growth of any organization is only the outcome of the
motivated employees which are also the actual assets of the concerned organization. Positive
motivation is only possible in the organization by handling of thoughts, feelings and emotions to
protected highest productivity. In this research the data is collected from 70 employees in the
form of questionnaire from the employees working in various department having different job
responsibilities and concluded that employees motivation is having the direct impact on
productivity and growth of the organizations.
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Arun Kumar Puttapalli et al.(2012), defined that the discipline is primary requirement for
maintaining the industrial harmony for the smooth running of any organization and its prosperity.
Any organization which is having the good culture motivated employees outstanding quality
always invariably and ultimately succeed. The structured disciplined system in the organization
keep the morale high of the employees make them more responsible increase the productivity
and quality of work and encourage the employees to be more creative to bring new suggestions
or ideas to the organization on the other hand the non-committed or in disciplined employees
shows the lack of interest or enthusiasm in his work and resulted in conflict and frustrations.
U. M. Premalatha(2012), shown an approach that the industrial development i.e. improving the
productivity and profitability is a result of industrialization. The study on industrial relations is
done by among 15 industrial undertakings in Thane district. Of Mumbai which were covered
under the umbrella of MIDC . The economic conditions of an industry depend upon its
harmonious relationship, which can only be possible by the emotional involvement of both
employer and employee. For the development of nation or any organization the constant review
of the harmonious industrial relations is required which add value to the continual association by
increasing the productivity and profitability.
R.N. Kadam(2012), searched that, if any country required to develop its economic conditions
then it is necessary for them to maintain the industrial harmony, which resulted into the more
productivity and prosperity. The state government of the country plays a very crucial role in
dealing the industrial conflicts-strikes and lockouts. The findings of this study is that the
employees involved in the strike and lockouts has increased from 5.12 lakhs(1971) to 1 crore 19
lakhs (1999). To achieve the industrial peace the harmonious relationship between labour and
management is the basic requirement for the same. ILO defines, “Industrial relations deals with
relation between the state, employers and workers unions/organizations. The main industrial
disputes are mostly related to with their wages ,hours of work, working conditions and welfare
facilities etc.
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CHAPTER-3
RESEARCH METHODOLOGY
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3 RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
The project work was based on descriptive study. Descriptive research is description of
the state of affairs, as it exists at present. The main characteristics of this method are that the
researcher has no control over variables; he can only report that what has happened or what is
happening.
3.2 DATA COLLECTION
The data collected is primary in nature. Questionnaire was used to gather information.
Apart from this interview was made with the HR Department executives.
3.3 CONSTRUCTION OF QUESTIONNAIRE
The questionnaire was structured bearing in mind the objective of the study.
Questionnaires were scientifically planned and cover major aspects of Industrial Relation system.
5Points, 4points& 3points rating scales were used to know the opinion of the workers regarding
on important areas such as communication, grievance, discipline procedure and workers
participation in management.
3.4 SAMPLE SIZE
Size of the sample
=
50
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CHAPTER – 4
DATA ANALYSIS AND INTERPRETATION
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4 .DATA ANALYSIS AND INTERPRETATIONS
After the data have been collected, they are tabulated properly. Data analysis has been carried
out to know the employee’s attitude. Percentage analysis is used.
TABLE – 1
Job Satisfaction
Sample Size 50
Sl. No
Nature of response
No. of Respondents
%
1
Highly satisfied
Nil
Nil
2
Satisfied
35
70
3
Normal
12
24
4
Dissatisfied
3
6
5
Highly dissatisfied
Nil
Nil
The following table shows the job satisfaction level of employees with in the prospective
organization.
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JOB SATISFACTION
6%
24%
Satisfied
Normal
Dissatisfied
70%
Interpretation
From the above table, the researcher has the following inference :

70% of the respondents are satisfied with their job.

24% of the respondents are normally satisfied with their job.

6% of the respondents are dissatisfied with their job.
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TABLE - 2
Opinion Regarding the Facilities Provided and Non- Statutory Welfare
Measures
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Highly satisfied
Nil
Nil
2
Satisfied
43
86
3
Normal
7
14
4
Dissatisfied
Nil
Nil
5
Highly dissatisfied
Nil
Nil
This table shows the opinion regarding the facilities provided and non-statutory welfare
measures provided within the organization.
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OPINION REGARDING THE FACILITIES PROVIDED AND NONSTATUTORY WELFARE MEASURES
14%
Satisfied
Normal
86%
Interpretation
From the above table, the researcher has the following inference :

86% of the respondents are satisfied with the facilities provided in the company.

14% of the respondents are normally satisfied with the facilities provided in the
company.
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TABLE – 3
COMMUNICATION
Information Pertaining to Factory and Job
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Well informed
30
60
2
Sometimes informed
18
36
3
Not informed
2
4
The table shows the details of information pertaining to factory and job .
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INFORMATION PERTAINING TO FACTORY AND JOB
60
50
40
Well informed
Sometimes informed
Not informed
30
20
10
0
Nature of response
Interpretation
The researcher deciphered the following from the above table :

60% of the respondents are well informed.

36% of the respondents are sometimes informed.

4% of the respondents are not informed.
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TABLE – 4
Upward Communication
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Well
24
48
2
Only at times
26
52
3
Not at all
Nil
Nil
The table showing the details regarding the process of upward communication with in the
organization.
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UPWARD COMMUNICATION
48%
Well
Only at Times
52%
Interpretation
From the above table one can infer the following :

48% of the respondents feel that their views are well communicated upwards.

52% of the respondents feel that their views are communicated only at times.
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TABLE – 5
GRIEVANCE SETTLING
Participation of Superior and top Management to Settle Grievance
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Always
48
96
2
Sometimes
2
4
3
Not at all
Nil
Nil
The table shows participation of superior and top management within the organization .
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PARTICIPATION OF SUPERIOR AND TOP MANAGEMENT TO
SETTLE GRIEVANCE
100
90
80
70
60
Always
50
Sometimes
40
Not at all
30
20
10
0
Nature of response
Interpretation
One can elicit the following from the table :

96% of the respondents feel that their superiors and top management always
participate to settle grievance.

4% of the respondents feel that their superiors and top management sometimes
participate to settle grievance.
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TABLE – 6
Employees Satisfaction Regarding Grievance Settlement
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Often
23
46
2
Sometimes
17
34
3
Rare
10
20
4
Never
Nil
Nil
The table shows Employees Satisfaction regarding grievance settlement with in the organization.
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EMPLOYEES SATISFACTION REGARDING GRIEVANCE
SETTLEMENT
20%
46%
Often
Sometimes
Rare
34%
Interpretation
From above table one can infer the following :

46% of the respondents are often satisfied with grievance settlement.

34% of the respondents are sometimes satisfied with grievance settlement.

20% of the respondents are rarely satisfied with grievance settlement.
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TABLE – 7
DISCIPLINE
Awareness of the Rules Regarding Discipline
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Very Well
41
82
2
Sometimes
9
18
3
Not at all
Nil
Nil
Table showing the information pertaining awareness of the rules regarding discipline within
the organization.
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AWARENESS OF THE RULES REGARDING DISCIPLINE
18%
Very well
Sometimes
82%
Interpretation
The following inferences can be made from the above table :

82% of the respondents are well aware of the disciplinary rules.

18% of the respondents are sometimes aware of the disciplinary rules.
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TABLE – 8
Application of the Disciplinary Rules
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Applied on all occasions
50
100
2
Applied at times
Nil
Nil
3
Not applied at all
Nil
Nil
The table shows the application of the disciplinary rules.
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APPLICATION OF THE DISCIPLINARY RULES
Applied on all occasions
Interpretation
From the above table one can infer the following information :

All the respondents feel that the disciplinary rules are applied on all occasions.
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TABLE – 9
Employees Opinion Regarding the Punishment for Violation of Rules
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Suitably punished
50
100
2
Occasionally punished
Nil
Nil
3
Ignored
Nil
Nil
The table pertains the information regarding employees opinion regarding the punishment for
violation of rules.
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EMPLOYEES OPINION REGARDING THE PUNISHMENT FOR
VIOLATION OF RULES
Suitably Punished
Interpretation
The following details are inferred from the above table :

All the respondents feel that the company suitably punish those who hurt/violate
rules of discipline.
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TABLE – 10
Employees Opinion about the Opportunities to Upgrade Skills in Training
Programs
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Strongly agree
20
40
2
Agree
8
16
3
Undecided
12
24
4
Disagree
8
16
5
Strongly disagree
2
4
The table shows the information regarding the employees opinion about the opportunities to
upgrade skills in training program.
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EMPLOYEES OPINION ABOUT THE OPPORTUNITIES TO UPGRADE
SKILLS IN TRAINING PROGRAMS
4%
16%
40%
Strongly Agree
Agree
Undecided
Dia-agree
Strongly Disagree
24%
16%
Interpretation
From the above table one can infer the following :

40% of the respondents strongly agree that they have got lot of opportunities to
upgrade skills in training programs.

16% of the respondents agree that they have got opportunities to upgrade skills in
training programs.

24% of the respondents have no idea.

16% of the respondents feel the opportunities to upgrade skills in training
programs.

4% of the respondents strongly disagree the view.
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TABLE – 11
Employees Opinion about the Identification of the Training Needs
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Strongly agree
30
60
2
Agree
12
24
3
Undecided
8
16
4
Disagree
Nil
Nil
5
Strongly disagree
Nil
Nil
This table shows employees opinion about the identification of the training needs.
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EMPLOYEES OPINION ABOUT THE IDENTIFICATION OF THE
TRAINING NEEDS
16%
Strongly agree
Agree
Undecided
24%
60%
Interpretation
From the above table one can infer the following :

60% of the respondents strongly agree that they training needs identified by their
superiors are proper and appropriate.

24% of the respondents agree that they training needs identified by their superiors
are proper and appropriate.

16% of the respondents have no idea.
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TABLE – 12
Employees Opinion about the Trainers Communication
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Strongly agree
36
72
2
Agree
14
28
3
Undecided
Nil
Nil
4
Disagree
Nil
Nil
5
Strongly disagree
Nil
Nil
This table shows the employees opinion about the trainers communication.
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EMPLOYEES OPINION ABOUT THE TRAINERS COMMUNICATION
28%
Strongly agree
Agree
72%
Interpretation
From the above table one can infer the following :

72% of the respondents strongly agree with the trainers communication.

28% of the respondents agree with the trainers communication.
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TABLE – 13
Employees Opinion about the Arrangements Made for Training
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Excellent
9
18
2
Good
41
82
3
Undecided
Nil
Nil
4
Poor
Nil
Nil
5
Very poor
Nil
Nil
This table implies the details of employees opinion about the arrangement’ s made for training.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
EMPLOYEES OPINION ABOUT THE ARRANGEMENTS MADE FOR
TRAINING
18%
Excellent
Good
82%
Interpretation
From the above table one can infer the following :

18% of the respondents feel that the excellent arrangements are made for training
programs.

82% of the respondent’s feel that the arrangements made for training is good.
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TABLE – 14
Effectiveness of job Performance through Training Programs
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Strongly agree
5
10
2
Agree
32
64
3
Undecided
13
26
4
Disagree
Nil
Nil
5
Strongly disagree
Nil
Nil
This table shows the effectiveness of job performance through training programs.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
EFFECTIVENESS OF JOB PERFORMANCE THROUGH TRAINING
PROGRAMS
10%
26%
Strongly agree
Agree
Undecided
64%
Interpretation
From the above table one can infer the following :

10% of the respondents strongly agree that the training programs increase the
effectiveness of job performance.

64% of the respondents agree that the training programs increase the job
performance.

26% of the respondents have no idea.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
TABLE – 15
Participation of the Employees in Training Programs
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Very much participate
9
18
2
Participate
41
82
3
Undecided
Nil
Nil
4
Not participate
Nil
Nil
5
Very much ignoring
Nil
Nil
The table shows the participation of the employees in training program.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
PARTICIPATION OF THE EMPLOYEES IN TRAINING PROGRAMS
14%
Very much participate
Participates
86%
Interpretation
From the above table one can infer the following :

18% of the respondents feel that the employees very much participate in the
training programs.

82% of the respondent’s feel that the employees participate in the training
programs.
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TABLE – 16
Attitude Change in Employees after Attending the Training Programs
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Strongly agree
9
18
2
Agree
32
64
3
Undecided
9
18
4
Disagree
Nil
Nil
5
Strongly disagree
Nil
Nil
The table shows the attitude change in employees after attending the training program.
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ATTITUDE CHANGE IN EMPLOYEES AFTER ATTENDING THE
TRAINING PROGRAMS
18%
18%
Strongly agree
Agree
Undecided
64%
Interpretation
The following details are inferred from the above table :
 18% of the respondents strongly agree that they have lot of attitude change after attending
the training programs.
 64% of the respondents agree with the view.
 18% of the respondents have no idea.
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TABLE – 17
Assessment of Training Needs
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Self assessment
2
4
2
By superior
48
96
3
Performance appraisal
Nil
Nil
4
Others specify
Nil
Nil
This table shows the assessment of training needs within the organization.
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ASSESSMENT OF TRAINING NEEDS
4%
Self assessment
By superior
96%
Interpretation
The researcher extracted the following details from the above table :

4% of the respondents feel that the self-assessment is used for the assessment of
the training needs.

96% of the respondents feel that their superiors identifying their training needs.
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TABLE – 18
Relationship with Colleagues
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Cordial
42
84
2
Normal
8
16
3
Strained
Nil
Nil
This table implies the relationship with colleagues with in the work environment of the
organization
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RELATIONSHIP WITH COLLEAGUES
16%
Cordial
Normal
84%
Interpretation
Form the above table one can infer the following :
 84% of the respondents have cordial relationship with their colleagues.
 16% of the respondents have normal relationship with their colleagues.
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TABLE – 19
Appreciation from Superiors
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Adequate appreciation
18
36
2
Less appreciation
32
64
3
No appreciation
Nil
Nil
This table shows the appreciation level that the employees gain from their superiors.
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APPRECIATION FROM SUPERIORS
36%
Adequate Appreciation
Less Appreciation
64%
Interpretation
The above table gives following information :

36% of the respondents feel that they are receiving adequate appreciation from
their superiors.

64% of the respondents feel that they are receiving less appreciation from their
superiors.
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TABLE – 20
Participation of Superiors in self Development of the Employees
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Very helpful
44
88
2
Not helpful
6
12
3
Discouraging
Nil
Nil
This table shows the participation of superiors in self-development of the employees.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
PARTICIPATION OF SUPERIORS IN SELF DEVELOPMENT OF THE
EMPLOYEES
12%
Very helpful
Not helpful
88%
Interpretation

Form the above table one can infer the following :

88% of the respondents feel that their superiors are very helpful in their selfdevelopment.

12% of the respondents feel that their superiors are not helpful in their selfdevelopment.
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TABLE – 21
Job Security
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Totally secured
4
8
2
Partially secured
23
46
3
Insecure
23
46
This table shows the level of job security with in the prospective organization.
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JOB SECURITY
8%
Totally secured
46%
Partially secured
Insecure
46%
Interpretation

From the above table one can infer the following :

8% of the respondents feel that they are totally secured in their job.

46% of the respondents feel that they are partially secured in their job.

46% of the respondents feel that they are insecure.
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TABLE – 22
Suggestion System and Departmental / Section Meetings in Pricol
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Yes
50
100
2
No
Nil
Nil
This table shows the suggestions system and departmental/ section meetings in pricol.
Interpretation

All the respondents answered that the suggestions system and departmental /
section meetings are present in pricol.
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TABLE – 23
Open – Door Policy
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Yes
48
96
2
No
2
4
This table implies the information regarding the open- door policy within the organization.
Interpretation

96% of the respondents feel that the open-door policy is present in pricol.

4% of the respondents oppose this view.
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TABLE – 24
Enquiry by an Impartial Person
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Yes
50
100
2
No
Nil
Nil
This table implies the enquiry by an impartial person within the organization.
Interpretation

All the respondents answered that the enquiry is made by their immediate
superior.
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TABLE – 25
Preliminary Investigation and Issue of Charge Sheet
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Yes
11
22
2
No
39
78
This table pertains the information regarding preliminary investigation and issue of charge sheet
within the organization.
Interpretation

78% of the respondents are not aware of the issue of charge sheet.

22% of the respondents are aware of the preliminary investigation and issue of
charge sheet.
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TABLE – 26
Orientation / Training Program
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Yes
50
100
2
No
Nil
Nil
This table implies information regarding orientation / training programs at pricol.
Interpretation

All the respondents answered that the orientation / training program is available in
the company.
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TABLE – 27
Training Programs in Relation with Job Performance
Sample size 50
S. No
Nature of response
No. of
Respondents
%
1
Yes
37
74
2
No
13
26
This table implies the effect of training programs in relation with job performance.
Interpretation
74% of the respondents feel that the training programs are directly useful to their job.
26% of the respondents feel that the training programs are not directly useful to their job.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
CHAPTER -5
FINDINGS SUGGESTIONS AND CONCLUSION
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
5.1 FINDINGS

The project study implies that 86% of the respondents are satisfied with the nonstatutory welfare measures and the facilities provided in the company.
5.2 Job Security

On evaluating the security of the job it is identified that 46% of the respondents
feel that they are partially secured in their job

And the remaining 46% of the respondents feel that they are insecure in their job.

We may arrive at the finding that only 8% of the employees feel totally secured
with their job.
5.3 Communication

While evaluating the level of communication we could find that 60% of the
respondents find less face to face communication is a barrier for communication
because of their nature of work.

And also we could find that the remaining 83% of the respondents feel that the
suggestion system and the present communication system is comfortable for
them.
5.4 Grievance Settling

On analyzing the grievance settling factor we may find that 96% of the
respondents answered that all their grievances are settled by their immediate
superior and by the HR department.

Also we could arrive at the finding that arbitration is not available in the company
and open-door policy is present in pricol.
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
A meeting called ‘Good will’ meeting helps the employees to suggest their
views and inconvenience to the management for maintain grievance settling..
5.5 Discipline

On analyzing the Discipline factor within project we may arrive at the finding that
the respondent are aware of the rules regarding discipline and charged employees
given an opportunity to present his witnesses as well as the employees have the
right to cross examine management evidence.

It is also finded that 91% of the respondents from staff level are not aware of the
charge sheet.
5.6 Effectiveness of Training Programs

From the study it is clear that 56% of the employees answered that they have got
lot of opportunities to upgrade their skills in training programs.

The training needs of the employees are identified by their superiors and 62% of
the respondents feel that the superiors not discuss with them while identifying
their training needs.

The employees have all freedom and encouragement to ask and clear doubts in
training programs and 74% of the respondents feel that the training programs are
conducted at right time for effective job performance.

From the study we could able to arrive at the finding that about 74% of the
respondents answered that the course material provided by the organization is
useful and training programs are very interesting.

All the respondents from the sample attended orientation / training programs in
the company.
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5.7 RELATIONSHIP DEVELOPMENT

From the study it 84% of the respondents answered that they have cordial
relationship with their colleagues.

Thus the study implies that remaining 88% of the respondents feel that their
superiors help in their self-development.

Also we may able to procure from the study that 64% of the respondents feel that
they are getting less appreciation.
5.8 SUGGESTIONS

Job satisfaction and dissatisfaction of the employees can be evaluated periodically for
evolving dynamic and pragmatic polices for organizational growth and development.

In addition to the formal reward system, non-monetary rewards and appreciation for
better performance should be introduced.

Most of the employees feel that they are insecure in their job. The organization should
give remedy to relieve employees from this feeling.

Grievance redressal cell can be introduced. The employees can write their genuine
grievances to the cell for their redressal.
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CONCLUSION
The relationship between an employer and an employee is a key deciding factor because
it is very important to have mutual trust. An employer should trust his employee and an
employee should trust his employer. This trust factor actually helps in building a relation
between both the parties. Once this trust factor is built then we say that the base of the
relationship between the parties is set. Going forward trust helps to maintain the relationship and
helps both the parties to understand each other well so that both can contribute to the
development of the organization and personal development. It helps in maintaining the
satisfaction level of both the parties which is very important for both the employer and employee
as if any of the party is not satisfied the growth of the organization is not possible.
The long established employer – employee relationship moving towards a change and
modifications will continue till they take concrete shape. It is the realization and desire of both
employer and employees to maintain the spirit of the system. The personnel management
practices and employment policy should be provided sound base for harmonious industrial
relation.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
CHAPTER-6
BIBLIOGRAPHY
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
6. BIBLIOGRAPHY

EDWIN. B. FLIPPO 1984 “PERSONNEL MANAGEMENT” SIXTH EDITION,
MCGRAW HILL INTERNATIONAL PUBLICATIONS

P.C. TRIPATHI
1994 “PERSONNEL MANAGEMENT AND
INDUSTRIAL
RELATIONS” TENTH EDITION,. SULTANCHAND AND SONS, NEW DELHI.

P. SUBBA RAO 1996 “ESSENTIALS OF HUMAN RESOURCE MANAGEMENT
AND INDUSTRIAL RELATIONS” FIRST EDITION,. HIMALAYA PUBLISHING
HOUSE.
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
QUESTIONNAIRE
AN EVALUVATION OF EMPLOYER-EMPLOYEE RELATIONSHIP
AT PRICOL LTD – COIMBATORE
Please Answer all the question and provide us the real feed back Information
collected will be confidential and will be used for academic purpose
PERSONAL DATA
1. Name
:
2. Age
a. 21 – 25 
b. 26 – 30 
c. 31 – 35 
d. Above 35 
3. Sex
a. Male 
b. Female
4. Years of experience
a. Below 5 
b. 5 – 10 
c. 11 – 15 
d. Above 15 
5. Educational qualification -----------------------------------------------------------------6. Category
:
Staff / Operator
7. Designation / Grade -----------------------------------------------------------------------8. Salary (IN RS) :
9. Are you satisfied with present job?
a. Highly satisfied 
b. Satisfied 
School of Management and Business Studies
c. Normal 
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An Evaluation On Employer-Employee Relationship At Pricol limited, Coimbatore
d. Dissatisfied 
e. Highly dissatisfied 
10. What is your opinion regarding the facilities provided in your company?
a. Highly satisfied 
b. Satisfied 
c. Normal 
d. Dissatisfied 
e. Highly dissatisfied 
11. Are you satisfied with the non – statutory welfare measures?
a. Highly satisfied 
b. Satisfied 
c. Normal 
d. Dissatisfied 
e. Highly dissatisfied 
COMMUNICATION – I
1. How are you informed of what goes on in the factory pertaining to your interest
and job?
a. Well informed 
b. Sometimes informed 
c. Not informed 
2. How are your views communicated upwards?
a. Well
b. Only at times 
c. Not at all 
3. Does the superior communicate every thing about your work to you on time?
a. Yes 
b. No 
4. Is the present communication system / pattern comfortable for you?
a. Yes 
b. No 
5. Is the suggestion system / pattern comfortable for you ?
a. Yes 
b. No 
6. Is departmental section meetings often held in pricol?
a. Yes 
b. No 
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7. What are the barriers do you find to effective communication in your
organization?
Less face to face communication
Yes 
No 
Semantic (language) barriers
Yes 
No 
Lack of trust
Yes 
No 
Inter personal barrier
Yes 
No 
If any other (specify)
GRIEVANCE SETTLING – II
1. Are you permitted to meet your superior and top management to settle grievance
step by step?
a. Always
b. Sometimes 
c. Not at all 
2. How patient your superior in listening to your problems?
a. Very patient  b. Somewhat 
c. Dead card 
3. Have you got occasion to settle your grievance by passing your immediate
supervisor?
a. No occasion 
b. Sometimes 
c. Always 
4. Is arbitration available in your company?
a. Yes 
b. No 
5. Is open door policy and opinion survey present in pricol?
a. Yes 
b. No 
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6. Does the grievance procedure really help the employee to release the pent-up
emotions?
a. Yes 
b. No 
7. Is the incident closed with a sense of satisfaction on the part of everyone
immediately involved in the original complaint?
a. Often 
b. Sometimes 
c. Rare  d. Never 
DISCIPLINE – III
1. How well do you know the rules regarding discipline?
a. Very well 
b. Sometimes 
c. Not at all 
2. How well do you think the disciplinary rules are applied in your company?
a. Applied on all occasions  b. Applied at times 
c. Not applied at all 
3. Is charged workers given an opportunity to present his witnesses?
a. Yes 
b. No 
4. Do the workers have the right to cross examine management evidence ?
a. Yes 
b. No 
5. Is the evidence of management taken on presence of charged worker?
a. Yes 
b. No 
6. Does preliminary investigation and issue of charge sheets is part of the
discipline procedure?
a. Yes 
b. No 
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7. How does your company punish those who hurt / violate rules of discipline?
a. Suitably punished  b. Occasionally punished 
c. Ignored 
INDUSTRIAL RELATIONSHIP DEVELOPMENT – IV
1. How is the mutual understanding between your views and company rules?
a. Good understanding 
b. Fare understanding 
c. No understanding 
2. How is the relationship with your colleagues?
a. Cordial 
b. Normal 
c. Strained 
3. What is the extend of co-operation you get from your colleagues?
a. Desired extend 
b. Adjustable 
c. No co-operation 
4. What is the rate of appreciation you get from your superiors for any good work
performed?
a. Adequate appreciation 
b. Less appreciation 
c. No appreciation 
5. When you approach your superiors?
a. They like it 
b. Keep distance 
c. They dislike it 
6. How does your superiors deal with you?
a. Formal authoritarian 
c. Take it easy type 
b. Indifferent 
d. Warm, yet task oriented 
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7. How is your superiors help in your self – development ?
a. very helpful 
b. Not helpful  c. Discouraging 
8. How do you feel your involvement in your company activities and decision –
making?
a. Complete involvement 
b. Little involvement 
c. No involvement 
9. Do you feel secure in your job?
a. Totally secured 
b. Partially secured 
c. In secured
10. How much opportunity do you have to know your company plans and policies
all times and when changes occur?
a. Enough opportunity 
b. Rare opportunity 
c. No opportunity 
11. Do you encourage your subordinates to give their views freely?
a. Very rare 
b. Average 
c. No encouragement 
d. No subordinates 
EMPLOYEE
EDUCATION
-EFFECTIVENESS
OF
TRAINING
PROGRAMS
1. I have got lot of opportunities to upgrade my skill in training programs?
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
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2. The training needs identified by my superior are proper and appropriate
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
3. Superior discusses with me while identifying my training needs
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
4. The course materials provided by the organization are useful
a. Highly useful 
b. Useful 
c. Undecided 
d. No use 
e. Highly useless 
5. Trainees are able to communicate effectively
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
6. I have all freedom and encouragement to ask and clear doubts in training
programs.
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
7. Training programs are conducted at right time for effective job performance.
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
8. Sufficient administrative arrangements are made for training
a. Excellent 
b. Good 
d. poor 
e. Very poor 
School of Management and Business Studies
c. Undecided 
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9. Training programs are very interesting
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
10. Employees participate in training programs
a. Very much participate 
b. Participate 
d. Not participate 
c. Undecided 
e. Very much ignoring 
11. Organization takes care of all emergency training needs that arise from time to
time.
a. Strongly agree 
b. Agree 
c. Undecided 
d. Disagree 
e. Strongly disagree 
12. I can see a lot of attitude change in my self after attending the training
programs.
a. Strongly agree 
d. Disagree 
b. Agree 
c. Undecided 
e. Strongly disagree 
13. How was your training needs assessed?
a. Self assessment 
c. Performance appraisal 
b. By superior 
d. Others specify --------------------
14. Have you attended any orientation / training programme in pricol?
a. Yes

b. No 
If yes, does the training programme directly useful to your job?
a. Yes

School of Management and Business Studies
b. No
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EMPLOYEE PARTICIPATION
1. Would you feel that there should be a scheme for workers participation in
management?
a. Yes

b. No 
2. Do you have any such scheme in your organization?
a. Yes

b. No 
3. Do you think the present forms of participation would help employee to develop
his personality?
a. Yes

b. No 
School of Management and Business Studies
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