INTRODUCTION

Industrial relations can be defined as the relations between managements and

unions or between representatives of employees and representatives of employers. The
term industrial relations, in its widest sense, include relations in all aspects of work and
employment between the parties to an employment contract.
Issues relations to people as groups/ collectives vis-a-vis managements are also
relevant in non-unionized situations/ therefore, the study of industrial relations is also
referred to as employment relations, which covers all aspects of relations between
employees and employers/managements and encompasses both unionized and nonunionized situations.
Of all the human resource management problems that have emerged on the
corporate forefront in recent times, the problem of industrial is the one that has achieved
more prominence than any other one. The increased popularity of this vital aspect of
Human Resources Management is due to one single factor, that it deals with people who
are the base of industry- a class of people that makes things to happen. Their inaction or
violent action very often makes paper headlines. Certainly, the strikes, redundancies,
gharries by the workforce and the indifferent and inhuman attitude of employers in
dealing various labour problems is matter of great concern for one and all bothered about
the nations welfare. In fact, the very relationship between labour and management itself
creates a host of opportunities; they bring parties to conflict.
Prior to the industrial Revolution, the problem of industrial relations was literally
non-existent as the owners were themselves producers or the production was carried out
by the family members themselves. However, with the industrial revolution, in Europe
and its subsequent impact on the entire globe, the scenario changed considerably. As
with the emergence of factories, the cottage industries were thrown in back gear, which
compelled a large number of workers to leave their farms and become wage earners in
factories with meager wages under tiring working conditions. With the passage of time, a
substantial population including men, women and children started concentrating in
1

industrial centers; and this population characterized by ignorance, poverty, conflicting

ideologies.
Coming to the Indian industrial scene, which is rapidly transforming form the
agrarian system to the industrial one, the study of manpower management relations
cannot be underestimated. The country which has a population of 38 millions (1991) of
which 14 millions (1991) are in the workforce but only 25.5 of total working population
is organized. In the light of these facts, the question that pricks ones mind is that, is it
really worthwhile to study the industrial relations that effect only a small chunk of
workforce. The answer to this query lies in the fact that the relations that influence such
a small segment of workers has far-reaching implications not only on the attitude of
unorganized workers but on economy as a whole. Hence, there is a case for the study of
industrial relations.
The jute industry plays a vital role in the growth of nations economy, jute, the
Golden fibre as it is called, is a plant that yields a Fibre used for sacking and cordage.
This is the raw material used for sacks worldwide. Jute is truly one of the most versatile
fibre gifted to man by nature that finds various uses in the form of handicrafts. Next to
cotton, jute is the cheapest and most important of all textile fibers. Jute cultivation
provides work for millions of farmers, landless laborers and industrial workers and
provides jobs for many others
indirectly.
Rapid expansion of jute into a wide range of life style consumer Products has been
made possible due to the versatility of jute. Spinning of high quality yarns and weaving
of lightweight fine-textiled fabrics of uniform structure in exotic colors and designs are
made in both jute factories and handloom sectors. With vastly improved bleaching
dyeing and finishing processes and by blending jute with other aural or synthetic fibers,
the finished jute products now ensure feel. Today jute can be defined as eco-friendly
natural fibre with versatile application prospects ranging from low volume geo-textiles to
high value carpet, composites, decorative, upholstery furnishings, fancy on-woven for

new products, decorative colour boards etc. jute with its unique versatility, rightfully
deserves to be branded as the fibre for
Future.
In coming decades, a number of jute mills and mini jute plants will be seen
engaged in big way in production of jute and jute blended

yarns especially of finer

accounts, through various routes of yarn manufacturing. The uses of jute are manifold
although the traditional use in packing, sacking and carpet backing. These light weight
yarns are to be used in value added textile applications like upholstery, furnishing,
garments and bags etc are just few examples.
Industrial relations in Indian industry are not so satisfactory, which becomes a
complex socio-economic problem in several factors outside the organization as well as
inside the organization. The present study is on Industrial Relations in Sri Lakshmi
Srinivasa Jute Mills Ltd: Sri lakshmi srinivasa jute mill is one of the jute industries which
need to be improved in this aspect. Poor industrial relations invariably causes to hamper
the production.
Srinivasa jute mill which is located at cantonment Vizianagaram district, Andhra
Pradesh, is a labor intensified factory where most of the workers are illiterates and as a
result so many disturbances have come out in the functioning of the factory. Due to
misunderstandings and misconceptions of the workers and managements inability to
meet all the requirements of the workers many hurdles have been faced which lead to
strikes and lockouts. We are going to see various aspects of industrial relations in our
forth coming paragraphs in srinivasa jute mill.

NEED FOR THE STUDY

The development of any organizations depends on the good industrial relations
which involved both management and workers. Until and unless there is commitment
from both sides good industrial cant be achieved. Every organization faces a problem in
maintaining good relations, this may be due to man, money, machinery, material, working
environment labor unions or anything.
Poor industrial relations adversely have an affect on the industry,

labour

community in particular and eventually the nations economy. The concept of industrial
relations cannot be viewed in isolation. As a matter of fact many other problems are also
associated with this concept. Finally, the objective has been to know the importance of
maintaining good industrial relations towards growth of the individual as well as the
nation.
The jute industry plays an important role in India economy especially in the
economy of eastern region. It is important to the economy not only due to its capacity to
earn foreign exchange but also its provides substantial employment opportunity to
industrial sector. A bout 2.5 lakh persons are engaged in organized jute industries. There
are at present 73 jute mills in the country, out of which West Bengal has59,Bihar has3,
Uttar Pradesh has 3, Andhra Pradesh has 4, and Assam,Orissa, Tripura and Madhya
Pradesh one each. Of the 73 mills, 6 belongs to nationalized sector, which accounts for
about 12% of the total production capacity in 46% Percent of the world export of jute
goods. The total capital invested in the industry is of the order of Rs.300 crores. The
estimated value of output of the industry is of the order of Rs.500 corers; out of which
goods worth Rs.200 crores are exported.

SIGNIFICANCE OF THE STUDY

Industrial relations enable us to know the relations between managements and
unions or between representatives of employees and representatives of employers. The
term industrial relations, in its widest sense, include relations in all aspects of work and
employment between the parties to an employment contract. Issues relations to people as
groups/ collectives vis-a-vis managements are also relevant in non-unionized situations/
therefore, the study of industrial relations is also referred to as employment relations,
which covers all aspects of relations between employees and employers/managements
and encompasses unitized and un-unitized situations.
Industrial relations is an art of living together for the purpose of production
productive efficiency and human well being and industrial progress. The crucial problem
of industrial relations management comes with the existence of gigantic industries in late
19th century. But it was there since ages.
Prior to the industrial Revolution, the problem of industrial relations was literally
non-existent as the owners were themselves producers or the production was carried out
by the family members themselves. However, with the industrial revolution, in Europe
and its subsequent impact on the entire globe, the scenario changed considerably. As
with the emergence of factories, the cottage industries were thrown in back gear, which
compelled a large number of workers to leave their farms and become wage earners in
factories with meager wages under tiring working conditions. With the passage of time, a
substantial population including men, women and children started concentrating in
industrial centers; and this population characterized by ignorance, poverty, conflicting
ideologies.
Industrial relations patterns, organized sector and its impact on unorganized: The
pattern of industrial relations in the organized sector of economy has a definite impact on
labour-management relations in the unorganized sector.

The trends and pattern

established in the organized sector spill over or influences the practices of even the
most unorganized industries.

OBJECTIVES OF THE STUDY

The following are the objectives of the study:
1. To study the profile of sri lakshmi srinivasa jute mills ltd.
2. To study the theoretical concept of Industrial Relations.
3. The find out the state of industrial relations in sri lakshmi srinivasa jute mill ltd.
4. To analyze the causes for deviations of industrial relations.
5. To suggest suitable measures to maintain good industrial relations.

METHODOLOGY
The available data was collected through different sources. Primary and secondary
data to find out the causes for poor industrial relations and to suggest measures to
minimize the deviations. The schedule was administered with 60 workers who were
selected randomly from all the departments of the company.
1. Primary data :
`

primary data was collected during the project using questionnaires. During the

course of project each individual was explained the contents of questionnaires, to get the
right information from the respondent.
2. secondary data:
The conceptual framework for the study was drawn from various published
sources including journals websites magazines, handbooks certified standing orders of
the company etc.

LIMITATIONS OF THE STUDY

1. Considering the vast field of subject the training period available was not sufficient for
detailed analysis. Despite time constraints, all efforts

have been put to give a

comprehensive view of the subject.

2. Due to the confidential matters some required data could not be made available.
3. Data collection was difficult due to the illiteracy and unnecessary fears of workers.
4. Detailed study is not possible due to the shortage of time.
5. The sample size is limited to 60.

FRAME WORK OF THE STUDY

Chapter 1:
Deals with the introduction to the project along with need of the study,
objectives and limitations by which the project was carried out.
Chapter 2:
Deals with the profile of jute industry at national level and at sri
lakshmi

srinivasa jute mills ltd, Vizianagaram.

Chapter 3:
Deals with the theoretical concept of Industrial Relations.
Chapter 4:
Deals with analysis part of the survey that was carried out in sri
lakshmi
srinivasa jute mills ltd regarding current

scenario of Industrial

Relations.
Chapter 5:
Deals with the set of findings and suggestions relating to Industrial
Relations in sri lakshmi srinivasa jute mills ltd.

INDUSTRY PROFILE
The jute industry plays an important role in India economy especially in the
economy of eastern region. It is important to the economy not only due to its capacity to
earn foreign exchange but also its provides substantial employment opportunity to
industrial sector. A bout 2.5 lakh persons are engaged in organized jute industries. There
are at present 73 jute mills in the country, out of which West Bengal has59,Bihar has3,
Uttar Pradesh has 3, Andhra Pradesh has 4, and Assam,Orissa, Tripura and Madhya
Pradesh one each. Of the 73 mills, 6 belongs to nationalized sector, which accounts for
about 12% of the total production capacity in 46% Percent of the world export of jute
goods. The total capital invested in the industry is of the order of Rs.300 crores. The
estimated value of output of the industry is of the order of Rs.500 crores; out of which
goods worth Rs.200 crores are exported.
Apart from all these three million agriculturist families derives a substantial part
of their income from cultivation. Prior to 1838, jute manufacture was a cotton industry,
which was a virtual monopoly of India. In 1885 Indias first jute factory, was set up at in
Bengal, followed by several others. Due to massive increase in demand for India had
very well coped up and had developed without protection with the help of locally
available raw material, adequate finance from British managing agencies and port
facilities of the Kolkata harbor.
Nearly 75% of Indias jute growing area went to East Bengal in Pakistan where as
most of the mills remained on the Indian territory, after the patrician which gave a sever
blow through both extensive and intensive cultivation. As days passed on Bangladesh
became most powerful competitor, which has built considerable jute manufacturing
capacity over the years by putting up more modern machines as against Indias old
factories.
Jute industry has been located in five states in India i.e. west Bengal, Andhra
Pradesh, Bihar, Uttar Pradesh and Madhya Pradesh. Though the units engaged in this
line are located in this five states. The main concentration of the industry is only in the
10

state of west Bengal particularly about 60 miles long and 2 miles broad along both the
banks of the Hoogly above and below Kolkata. It is interesting to note that following are
the reasons for nearly 90% of concentration of this industry around Kolkata. They are
1.Raw jute is cheap and cannot afford much transportation cost and as such mills
were forced to establish around Kolkata because of the availability of raw material in
abundance in that area.
2.Availabilty of power especially coal in West Bengal.
3.Transport, port, financial and commercial development of export market in Kolkata.
The central government as well as some state government is encouraging
farmers to produce raw jute with a view to feed our jute industry and to established
new units in various locations through out the country. For example Tamilnadu
proposal to launch a scheme for cultivation of jute with the ultimate aim of starting a
jute mill. The jute mill in guntur (in AP) at present draws its supply of raw jute from
Orissa jute to Bengal..

SIZE:
Market and managerial integration determines, to a large extent,

the

optimum size of unit in jute industry. The influence of technical factors has, in the
past, been very little in determining the optimum size of units in jute industry. In the
last quarter of the 19th century a number of large sized units was set up due to the
expanding volume of the world trade. The average size of jute mills in India is larger
than that of mills in UK where jute factory has more than 1000 looms. The loom
age capacity of a vast number of Indian jute mills range from 1400-5000 through
mills outside Bengal is mainly influenced by location advantage. It is because of
availability of adequate supply of raw jute. Marketing and managerial integration for
the accelerated the situation and created an atmosphere, which made them big. It is
not possible to say that unit working with a

particular loom age capacity each at

optimum level because the problem of optimum size for the Indian jute industry
became more complicated. If we say today that a particular unit is at optimum level it
may not hold good tomorrow due to dynamic conditions arising in day to day life of
jute industry. Exactly the same thing is happening due to the man made calamity in
11

Bangladesh. As a result, our industrial units are trying to increase the size so as to
increase the production to meet the worlds demand.

PROBLEMS OF JUTE INDUSTRY:

Raw materials: Though jute industry in India is well developed and well organized it is
best with multiplicity of problems. The fluctuations in production of raw jute have
continued the following partition, when nearly 75% Indian jute growing area went to
East Pakistan. The fluctuating trend is attributed to the fact that brings an agro based
industry the production of jute is subjected to natural vagaries, which greatly influence
the value of agricultural output. The production of raw jute (including mesta) which was
at a peak level of 12.6 million tonne bale (of 180 kg each) in 1985-86 has fallen in
successive years to a level ranging between 8.5 to 10.3 million tones bales.
Obsolete machinery: a part from the question of supply position of the raw jute, basic
problem facing the industry is the existence of obsolete machinery. Productivity is very
low when compared to Pakistan, Brazil, Philippines and some other countries in Africa
who are producing low priced jute goods. It would be rather difficult to compete with
new mills setup in foreign countries on modern lines if we fail to modernize our plants
and equipments. Therefore, it is necessary to modernize our machinery but it needs
adequate resources which creates another problem that is finance.
Labour unrest: Another serious problem facing the industry is the frequent labour
unrest in the country. In the year 1959 man hours lost due to strikes and lock outs were
nearly 33 lakh. Even in the succeeding year also the same trend continued except in the
year 1963. since then the man hours lost to the industry increased sharply, from 58.7 lakh
in 1964 to 141.7 lakh in 1969. due to man hours lost both production and export of jute
goods were adversely affected. In 1974, the jute mills suffered a production loss of Rs
47.6 corers on account of the 33 days strike early that year. Even in the subsequent year,
the position has not improved in the industry. As many as13.2 million man days were
lost during January to june in 1997 in west Bengal where the jute industry is centralized
in the later years.
12

Competition from substitutes: Increase in cost of production due to a marked increase

in the price of raw material made Indian jute goods dearer. As a result foreign countries
developed substitutes. During recent years, the synthetic materials and other alternatives
like papers have emerged as major competitors of goods in the field of packing. Unless
we reduce cost of producti9on and offer the goods at a low price there will be no future
for our jute industry.
Cost of productions; The jute industry is experiencing the baneful effects of cost of
inflation. In the last 10 years the cost of production has gone up by about 60%. Among
the various components of cost, they has been a steep price in wages while increase in
raw materials cost has been of lesser magnitude. The cost of other elements like dyes,
chemicals and power charges also increased.
Competition; Indian dominated in the world market for jute for quite a longer time
holding a prominent position of contributing a lions share of the export trade in jute and
other jute products. The industry had witnessed a boom in 1971-72 due to disturbances
in Bangladesh. But this boom was shot lived in Bangladesh has staged a significant
recovery in recent years. Bangladesh produces fine quality raw jute and manufactures of
a variety of jute goods. Bangladesh has been quoting Indian jute goods in foreign
markets.

In many cases, the overseas buyers have been placing orders first with

Bangladesh mill, Indian mills getting residual orders. In fact the Bangladesh jute goods
are stated to be cheaper than Indian products.
It is the fiscal policy, which has been mainly instrumental for indias losing the
bulk of its export markets for jute goods to synthetics to Bangladesh. Heavy export duty,
in addition to artificially pushing up the prices of Indian goods, acted as an additional
stimulus for growth to the rival jute industry across the Indian boarder. The jute mill
industry is ever losing on its internal sales. It has been hamstrung by the operation of
stiff excise duty, currently at Rs 600 per tones of sacking, which comprises about 50% of
the industries output. The governments purchase policy for jute goods is also hurting
13

the industry. The industry has incurred heavy financial losses since 1970 on its supplies
of BT wills to the Director General of supplies and disposes . the current purchase policy
of floating spot tenders without mentioning the quantity and some times not making
purchases is all the more damages.
Modernization: Another basic problems is the existence of obsolete machinery. The
survival of the industry is greatly dependent on its ability to accelerate the pace of
modernization. The Indian jute industry lags between its foreign counterpart both in
capital equipment and techniques. As late as 1956,the planning commission had pointed
out that the existing machinery had become to a large extent worn out and obsolete. The
continuous neglect of timely modernization of plant and machinery in the jute industry
and the absence of a thrust in research especially at a time when competition from the
synthetic fiber goods manufacturers was quite evident, have brought the Indian jute
industry to a point of chronic un-profitability of the jute manufacturers. Firstly, the
industry was no reserves. Secondly, it lags the capacity to repay or even service loans
and finally, because of inability to make profits, the industry is fast becoming un-viable.
The government and jute mills should wake up and initiate measures for regaining
the past glory of jute industry. The government and the development. There is today
global awareness about the environmental friendly ness of the jute fiber. It is time that
we should make publicity about the superiority of jute fiber over the other varieties of
packaging material plastics. The government should also make efforts to see that the loss
suffered by the jute industry by the disintegration of the soviet union be compensated by
large volume of export to the other countries. The Indian government should change its
packing rules. The government should make use of jute bags compulsory in place of
plastics. Cement industry and fertilizer industry should be given concession for buying
jute bags.
Instead of plastic bags, the shopkeepers should use jute bags. Vegetables and
flowers can also be packed in jute bags because of their porous nature. The government
may also consider the use of jute goods in its own establishments on a wider scale. The
14

jute industry should diversify its products both for domestic as well as for international
markets. Jute can be used in cars, buses, and other vehicles as seat covers. It is
increasingly being used as soil saver and steps are required to be taken by jute mills to
capture its world market. Dusting clothes, tv covers, table covers, table covers, book
covers, dressing table covers etc. can be made of jute. The government and the industry
should also pay special attention to encourage farmers to produce the right type of jute
and mesta.

MILESTONES OF INDIAN JUTE INDUSTRY

The largest producer of raw jute in the worlds. The biggest manufacturer of jute
goods in the world. The capacity to manufacture the widest range of products, tailored
to customers requirements. Comprehensive and world class research and development
facilities in the area of jute agriculture, product development and machinery design.
High quality conscious employing most modern facilities for TQC. Export history of
raw jute and manufacturers dates back to over 100 years.

Highly developed

infrastructure like ports, shipping facilities and etc. A vibrant jute has the capacity to
produce and meet the international demand for food grade jute bags and cloth.

15

PROFILE OF THE SRI LAKSHMI SRINIVASA JUTE MILL

LIMITED
The selected unit Sri lakshmi srinivasa jute mill ltd -(Aruna Jute Mills) was
formerly under the management of GIS Ltd-Kolkata and the same management disposed
of their unit to the Management of Sri lakshmi srinivasa jute mill ltd, Vizianagaram and
this unit was taken over this unit has been functioning on the name of Sri lakshmi
srinivasa jute mill ltd Vizianagaram .
The New management ever since its taking over, it has its own policy in
developing this unit in a multi dimensional way employing a large no. of people to work
at different new machine in skilled and the development of the industry is still going on
and it may still recruit some more employees to work for the production and productivity
work. Therefore it is evident that this venture accommodates large number of people
creating employment opportunities in its developmental activities . The economy of the
industry is sound and satisfactory. Despite of many a hurdle in its routine administration
methods. However this selected unit Sri lakshmi srinivasa jute mill ltd is in a position to
withstand any problem contemplated in its routine administration. This unit prior to its
purchase and expansion was a small twine unit manufacturing twine with a capacity of 50
tons per day as the company was established only to manufactured twine , as having its
Head Office at Rajam with a broad history of the following features.
Since, the company the General Industrial Society Limited has its Head Office at
Rajam .It is a public limited company , which was incorporated on, or about 31 st
December 1892 in France under the name society General Industries De Chandan Nagar
(SOCIETE ANNOYME). The Company in terms of Sections (I) (H) of the companies
act, 1956 by the ministry of Finance Department of Company Law Administration,
Government of India with effect from 15-2-1957 . The Name of the company has been
changed to The General Industrial Society Limited with effect from 28-02-1957 as per
Certificate of change of Name issued by the Registrar of Companies. The companies
board on 11-05-1957 later adopted this name.

16

At Vizianagaram, the Vizianagaram Jute Division (Aruna Mills located at

Vizianagaram-Visakhapatnam road, pin code -531 211. The Vizianagaram jute division
commenced its commercial product of jute twine and rope factory the initial capacity of
the mills is 18 tons per day of jute twine and rope . There after with the efficient
management it flourished and reached to the sound foundation of expression to the extent
of 45 tons capacity per day. The product is popularly known Aruna Twine not only in
the land but also grabbed international reputation. It got trade links with Arab countries
and few other countries abroad by way of exports of its products in the customers in the
nature status. It provided employment opportunities near about 1600 people altogether
and running very ideally and peacefully the workers of the factory hail from near about
villages and those that have come out side settled in the area. With the result a big town
shop has been developed .With the advent of establishing industrial Estate in the area it
has further developed and many other industries have gown up with sound infrastructure
facilities and later it has been merged recently in Vizianagaram.
The Management of Hoogly Mills Projects Limited Believes the principle that the
progress of an industry depends on the extent to which its labour force is satisfied and
basing on this principle and in order to develop the overall personality of the work force,
the Management has provided many welfare facilities in the Management has provided
many welfare facilities in the organization. In fact the labour welfare scheme in HMPL is
regarded as a wise investment which shows profitable returns in the form of greater
efficiency in the long run.
The Management of Sri lakshmi srinivasa jute mill Ltd is welfare conscious and
has included in the ambit of amenities all social security and social insurance schemes for
the comfortable and happy living of the employees.
STANDING ORDERS:
The sri lakshmi srinivasa jute mills follows certified standing orders which
Was established in the year 1958 under industrial employment (standing orders) Act
1946. These standing orders describes many things related to sri lakshmi srinivasa jute
17

mills like Dos and Dons, misconduct and shifts etc. Some definitions under these
certified standing orders are
PERMENENT WORKER:
The worker who has guaranteed work in all working days throughout the year is
known as permanent worker.
SPECIAL BADLI WORKER:
The worker who has guaranteed work of 220 days in a year which includes all
unauthorized absentees and leaves like medical and sick leaves etc. is known as special
badly worker.
APPRENTICE:
The sri lakshmi srinivasa jute mills have its own apprentice scheme called as
C.J.m. actual working apprentice scheme under which the management paid stipend to
their apprentices.
There is no job guarantee to those who finished their apprentice period in jute
mills. If any requirement is there the management conducts a test after 300 days of
apprentice and take them based on merit.
POLICES:
All the polices regarding sri lakshmi srinivasa jute mills are set by board of
directors and kept confidential.
MISSION: To survive in this cut throat competition with in as well as out side the jute
industry.
VISION; To meet the packing requirements of the country.
STRENGTH: Quality
OPPURTUNITY: Ability to maintain quality.
THREAT: Competition and wages.
Within: Productivity and cost of production.
Outside: Competition from plastic industry in packaging.
ANALYSIS: The sri lakshmi srinivasa jute mills has the ISO 9001:2000 certificate for
maintain

good quality of sacking hags.

This is strength of the organization for

reorganization. Where as when come to weaknesses the management benevolence and

18

law abiding. So, it does not unfair labour practices as a result the unions take it as
advantage and instigate the workers to go against the management and gets benefited.
The opportunity to the sri lakshmi srinivasa jute mills is the ability to maintain
good quality of sacking bags because of skilled worker and availability of good quality of
raw materials.

When the srinivasa jute mills comes to threats is facing cur throat

competition from plastic industry and cost of production which includes wages and poor
productivity.
For the past over one and a half decades have been losing ground substantially to
synthetic woven sacks. Sri lakshmi srinivasa jute mills which is essentially jute sacks
manufacturing unit only, is one of the worst effected now at a time has come when the
management is compelled to take necessary steps to face the competition to extent
possible in the interest of its survival. Sri lakshmi srinivasa jute mills also have to take
necessary steps to survival by reducing wages and higher productivity substantially.
Even these steps may not be adequate. These efforts will need to be strengthened by
modernization and achieving substantially higher level of productivity as a matter of
constant exercise.
QUALITY SYSTEM;
Over the years the company has improved its quality system in order to build
customer confidence, to enhance the quality image of the company in national and
international markets.
Recently, the company has got ISO 9001;2000 certificate. This is an international
standard for the quality assurance system.

It comprises of three quality assurance

standards.
The sri lakshmi srinivasa jute mills has maintained well quality systems.

USI -9001

ISO-9002

ISO-9003

ISO-9001:2000
19

QUALITY POLICY:

To achieve customer satisfaction by following standards given in the customer

order and carrying out subsequent changes, if any suggested buy customers on
mutual acceptance.

To commit ourselves to conform to the requirements of ISO-9001, ISO-9002 by

team work and continuous productivity.

To train and motivate employees to promote team spirit in order to achieve better
utilization of our men, machine and materials.

QUALITY OBJECTIVES:

To reduce degradation and rework.

To improve cost effective ness

To achieve continual improvement in customer satisfaction.

20

PRODUCTS AND SERVICES

Sri lakshmi srinivasa jute mills products range includes
Sacking bags

A Twills (100 kg)

B Twills (50 kg)

Hessian products: Fabric bags and D.W. tarpaulin fabric/bags.

Sale yarn

: Counts of yarn /bags and D.W.32 Ib single or piled.

All qualities of bags are packed in bales with specific numbers of bags per bale
SHIFT TIMINGS:
A , B, C Shifts.
According to Act the occupier will give the work 8 hours per day. Weekly 48
hours. Here 8 hours working time divided into 2 relay daily they have 3 shifts
A,B,C.
Shift

1st relay

2nd relay

shift

6:30Am To 11:30Pm

2:30Pm To 5:30Pm

shift

11:30Am To 2:30Pm

5:30Pm To 10:30Pm

shift

10:30Pm To 6:30Am

21

PROCESS CHART
Production is carried out as a chain process. The process is as follows.
SUPPORTING

JUTE

DEPARTMENTS:

BATCHING&SELECTON

MILLMECHANIC

PREPARING
SPINNING
WINDING
BEAMING

FACTORY
MECHANIC:

WEAVING
FINISHING

WORK SHOP

SEWING
ELECTRICAL

BALING& PACKING

GENERAL

DISPATCHING

22

STRUCTURE OF ORGANISATION
(HRM/ PERSONAL DEPARTMENT)

General manager

Mill manager

work shop

store dept

account dept

excise dept

personal dept

quality

dept

Accounts

senior

personal

Officer

clerk

manager

Cashier

supervisor

labour welfare
Officer

Account
Clerk

jute

Head time

production

23

keeper

quality control
manager

MAN POWER PARTICULARS OF SRI LAKSHMI SRINIVASA JUTE

MILLS.
Total man power as on 30-04-2011.
Departments

Permanent

shift

Workers B

shift

Budli

Learners

shift

shift

shift

Shift

shift
Batching
Preparing
Spinning
Winding
Beaming
Weaving
Finishing
Bale packing
Mechanical
Clerks
H/sewers
Total

13
9
18
14
4
13
39
16
126

9
11
18
9
7
13
67

shift

13
11
24
6
1
14
69

101
42
128
82
33
240
105
731

111
44
133
97
33
224
101
148
68
53
1012

shift

94
41
133
101
35
246
106
756

11
17
62
18
7
38
3
156

7
8
69
8
1
51
8
69
1
7
229

13
6
60
7
7
33
7
133

CONCEPTUAL STUDY OF INDUSTRIAL RELATIONS

Industrial relations can be defined as the relations between managements and
unions or between representatives of employees and representatives of employers. The
24

Total

372
189
645
342
128
872
330
256
85
3279

term industrial relations, in its widest sense, includes relations in all aspects of work and
employment between the parties to an employment contract. Issues relation to people as
groups/ collectives vis-a-vis managements are also relevant in non-unionized situations/
therefore, the study of industrial relations is also referred to as employment relations ,
which covers all aspects of relations between employees and employers/managements
and encompasses unitized and un-unitized situations.
EVOLUTION OF INDUSTRIAL RELATIONS:
Industrial relations is an art of living together for the purpose of production
productive efficiency and human well being and industrial progress. The crucial problem
of industrial relations management comes with the existence of gigantic industries in late
19th century. But it was there since ages. Before going into dealt with the vast subject of
industrial relations let us have a outlook of various developments of industrial relations
since inception of existence of human being with various stages.
1. Primitive stage:
This is the first stage of human being under which the necessities of life were
simple and few, mostly provided by hunting and fishing.

The members of the

families/groups worked side by side, with very little specialization. Production wise jute
sufficient for consumption and therefore, there were no savings, on accumulation of
wealth. Authority was exercised by the elderly people; decision making was carried out
by them and was acceptable to the members of the group.
2. Agrarian economy stage:
Under this stage the views on property was changed. The tribal society, property
was common and collective asset of the group was identified as a personal asset of land
lords. The employee-employer relationship was that of the master-servant/slave type.

3. Serfdom stage:
Serfdom developed under feudal society. The serf were regarded as unfortunates
who were born too their jobs and held the jobs throughout their lives and thus lived a life
25

of servitude. They were of limited intellect, ignorant, depraved and were without
personnel ethics and hence subject to complete direction and domination.

4. Handicraft stage:
This system introduced an important innovation in the careers of workers. The
workers/ crafts men owned factor of production, worked with their own tools and with
the help of the members of the family.
5.Cottage or Putting-out stage:
Under this stage both technological changes and expansion of markers were held.
The master-crafts men buy raw material and supply as well as finance to crafts men. The
craftsmen deliver their products to their financiers who supplied them raw materials.
6. Factory or industrial capitalism stage:
Under this stage the cottage workers became factory hands. In these factories a
large number of people worked under the same roof. This made it possible to supervise
the more closely. With the invention and manufacturing of power driven machinery and
human labour were replaced. This gave raise in industrial revolution.
IMPORTANCE OF INDUSTRIAL RELATIONS:
Prior to the industrial Revolution, the problem of industrial relations was literally
non-existent as the owners were themselves producers or the production was carried out
by the family members themselves. However, with the industrial revolution, in Europe
and its subsequent impact on the entire globe, the scenario changed considerably. As
with the emergence of factories, the cottage industries were thrown in back gear, which
compelled a large number of workers to leave their farms and become wage earners in
factories with meager wages under tiring working conditions. With the passage of time, a
substantial population including men, women and children started concentrating in
industrial centers; and this population characterized by ignorance, poverty, conflicting
ideologies.

26

Coming to the Indian industrial scene, which is rapidly transforming form the
agrarian system to the industrial one, the study of manpower management relations
cannot be underestimated. The country which has a population of 38 millions (1991) of
which 14 millions (1991) are in the workforce but only 25.5 of total working population
is organized. In the light of these facts, the question that pricks ones mind is that, is it
really worthwhile to study the industrial relations that effect only a small chunk of
workforce. The answer to this query lies in the fact that the relations that influence such
a small segment of workers has far-reaching implications not only on the attitude of
unorganized workers but on economy as a whole. Hence, there is a case for the study of
industrial relations.
Industrial relations patterns, organized sector and its impact on unorganized: The
pattern of industrial relations in the organized sector of economy has a definite impact on
labour-management relations in the unorganized

sector.

The trends and pattern

established in the organized sector spill over or influences the practices of even the
most unorganized industries.
Unions are important force in the Indian political system: The impact of Indian
trade unions on the political system is much wider than on industry. The Indian trade
unions which are a fall-out of the political system are invariably used by both the ruling
and opposition parties for electioneering purpose. Varying patterns of industrial relations:
In India, the patterns of industrial relations are not only in sharp contrast both in
unorganized and organized sector, but also within the latter, they exhibit a considerable
variation.
Status Difference in the workers of public and private sector. In India, with the
adoption of socialistic pattern of society and subsequent acceptance of industrial policy
resolutions of 1956, the public sector was the responsibility to accelerate the economic
development of the country.
Factors effecting in Industrial Relations:

27

The industrial relations system of an organization influenced by a variety of factor. A few

important are:
Institutional factors.
Economic factors.
Social factors.
Technological factors.
Psychological factors.
Political factors.
Enterprise-related factors.
Global factors.
These inter-related and interdependent factors determine the texture of
industrial relations in any setting. In fact, they act, interact, and reinforce
one another in the course of developing the industrials.
Under institutional factors are included items like state policy, labour laws,
voluntary codes, collective bargaining agreements, labour unions,
employers organizations/federations ect.
Under economic factors are included economic organizations, type of
ownership individual, company whether domestic or MNC, Government,
op-operative ownership nature and composition of workforce, the source
of labour supply, labour market relative status, disparity of wages between
groups, level of unemployment, economic cycle.
Under social factors items like social group creed, social values, norms,
social status influences industrial relations in the early stages of
industrializations.
Under technological factors falls items like work methods, type of
technology used, rate of technological change R&D activities ability to
cope up with emerging trends etc.
Under psychological factors falls items pertaining to industrial relations
like owners attitude, perception of workforce, workers attitude towards

28

work, their motivation, morale, interest5, alienation, dissatisfaction and

boredom resulting from man-machine interface.
The political factors such as political institutions, system of government,
political philosophy attitude of government, ruling elite and opposition
towards labour problems.
Under enterprise-related factors, fall issues like style of management
prevailing in the enterprise, its philosophy and value system,
organizational

climate,

organizational

health,

of

competition,

adaptability to change and the various human resources management

policies.
Under global factors, the various issues included are international
relations, global conflicts, dominant economic-political ideologies, global
cultural milieu, economic and trading polities of power blocks,
international trade agreements and relations, international labour
agreements ect.
APPROACHES TO INDUSTRIAL RELATIONS:
The industrial relations can be viewed from the various angles which may range
from the economic and social, political to the legal, psychological and managerial. But
none of these give a perfect view of industrial relations

but certainly adds to our

intellectual dimension in this context. For instance, an economist tries to interpret the
problem of industrial relations in terms of interpersonal forces of the laws of demand and
supply. To a political, the dynamics of industrial conflict revolves round the problem of
class war; for a psychologist, industrial relations can be best studied in terms of work
behavior and attitude of labour and management and the like.
Psychological Approach to Industrial Relations: The psychologists are of the view
that the problem of industrial relations are deeply rooted in the perception and the attitude
of focal participants. The influence of individuals perception on his behavior has been
nicely studied by Mason Harie. He studied the behavior of two different groups, namely,
29

union leaders and the Executives through T.A.T. for the test a photograph of an
ordinary middle-aged person served as input, which both the groups were expected to
rate. The general impression about person is radically different when he is seen as a
representative of management from that of the person as a representative of labour. The
management and labour see each other as less approximately of others position than of
oneself. The management and labour see each other as less dependable.
The management and labour see each other as deficient in thinking regarding
emotional characteristics and inter-personal relations. Sociological Approach to Industrial
Relations: The industry is social world in miniature and the workshop is in reality a
community made up of various individuals and groups with differing personalities,
educational background, family breeding, emotions, likes and dislikes, and a host of other
personal

factors, such as attitudes and behavior.

These differences in individual

attitudes and behavior create problems of conflict and competition among the members
of an industrial society.
Human Relations Approach to Industrial relations: Among all the areas of
management, perhaps one of the most delicate and tricky ones is concerned with human
resource management.

Their handling is radically different from that of physical,

material and financial resources because these are not inanimate or passive, buy
composed of pulsating human beings having their own emotions, perception attitude
personality etc. these characteristics make them complex individuals and when they
interact with others, wither individually or in groups, their complexity farther multiplies.
Socio-Ethical Approach to Industrial

Relations: Though not much widely

accepted nut one of the often academically discussed approach to industrial relations is
the socio-ethical approach. This approach holds that industrial relations besides having a
sociological base does have same ethical ramifications. As good industrial relations can
be only maintained when both labour and management realize, their moral responsibility
in contributing of each others problems.

30

Gandhi an Approach to Industrial Relations: Gabdguhis views on industrial

relations are based on his fundamental principles of truth and non-violence, and nonpossession or paragraph.

Out of these principles evolved the concept of non-co-

operational and trusteeship on which his philosophy of industrial relations rests. This
philosophy presumes the peaceful co-existence of capital and labour, which calls for the
resolution of conflict by non-violent, non-co-operation, which actually amounts to
peaceful strikes in ordinary parlance. Gandhiji has accepted the workers right to strike,
but remarked that this right is to be exercised in a just cause, and in a peaceful and nonviolent manner and it should be resorted to only after employers fail to respond to their
moral appeal. System Approach to Industrial Relations: John Dunlop has developed a
system approach to industrial relations.
This approach is quite helpful in studying the industrial relations in the sense that
it focuses on participants in the process, environmental forces and the output. Further, it
studies inter-relations among different facets of industrial relations system.
POLICIES:
The Workmens Compensation Act-1923.
The provided significant measures of protection of workers against injury during
employment.
During the second world war employers made enormous profits. The workers
demanded a share in it. Bonus and Dearness Allowance was granted to them but as the
money wages did not increase in proportion the rise in prices, the government tried to
check this dissatisfaction and consequential strike activity by prohibiting strikes under the
Emergency Rules. Tripartite consultative machinery was instituted in 1942, evolving
certain principles, norms and practices in 1950s which have subsequently shaped the
pattern of industrial relations in India.
The years immediately followed second world was (1946&47) were most
disturbed where a large number strikes took place. However, a large number trade unions
31

formed. As a result in 1946. the industrial employment (standing orders) Act was passed
to regulate terms and conditions of service. The industrial Disputes Act, 1947, provided
for the settlement of disputes.
Independence and after:
In 1947 the industrial truce resolution was adapted for giving paramount
importance to the maintenance of industrial peace as a result to fillip the production with
interest of the national economy. The Minimum Wages Act, the factories Act and the
employees state insurance Act were all enacted in 1948.
During the first and second five year plan period, certain norms, mechanism and
practices formulae for need based minimum wage boards, guidelines of rationalization,
code of discipline, code of conduct, scheme for workers participation in management,
model grievance procedure, evolution and implementation machinery and emphasis on
Voluntary Arbitration.
`

Due to frequent changes in government and un favorable economic environment,

the industrial relations in the country are too exhibit and erratic pattern. It is regrettable
to note that ever since the declaration of the new economic policy in 1991, the countrys
industrial relations are in doldrums on account of the various atypical changes that have
emerged on the industrial scene.
So far we have seen various developments in industrial relations. Now let us see
various characteristics features of industrial relations that have greater impact.
The Trade Unions Act-1926 and The Trade Disputes Act-1917.
Trade unions are a major component of the modern industrial relations system. A
trade union of workers is an organization formed by workers to protect their interest and
improving their working conditions. Each trade union has its own strategy to reach those
goals.
Employers also found it advantageous to deal with a group, or a representative of
a group rather than go through the process of dealing with each individual over a length
of time.
32

Unionization: Law and Environment

The trade union Act,1996 states any seven or more members of trade union may,
by subscribing their names to the rules of trade union and by other wise complying with
the provisions this Act with respect to this registration, apply for registration of the trade
union under this Act. The major political parties such as the congress, the communist, the
CPI and the socialist each have federation at the effects or national level.
National Level Federations:

1: All India Trade union Congress (AITUC): This national federation was established
in 1921. ideologically it is linked with the communist philosophy and there fore espouses
a more radical approach.
Major Objectives:

To establish a socialist state in India and nationalization of the means of

production, distribution and exchange as far as possible.

To improve the economic and social conditions of the working class, by securing
better terms and conditions of employment.

To safe guard and promote the workers right to free speech, freedom of
association and assembly and the right to strike.

2: Indian National Trade Union Congress (INTUC): This union was organized in 1947
with active support and encouragement from congress leaders.
Major Objectives:

To ensure full employment.

To secure greater participation of workers in the management of enterprises.

To secure complete organization of all categories of workers including

agricultural labour.

To organize workers on an industry wise basis.

To improve the conditions at work and to provide various social security

measures.
33

To develop among the workers a sense of responsibility towards industry and the
community.

3: Centre of Indian Trade Unions (CITU): This was established in 1971 as a result the
split in AITUC which a sequel to the split in CPI a new centre, the centre of trade unions
(CITU) emerged owing to its allegiance to the CPI(M).
Major Objectives:

It is animated by the goal of organizing workers to further their interests in

Economic, social and political matters.

4: Hind Mazdoor Saba (HMS): This national federation was established in 1948 with
linkage of socialistic parties.
Major Objectives:

To promote the economic, political and social interest of the workers and to prove
their terms and conditions of employment.

To form a federation of unions from the same industry or occupations at the

national level.

To promote the formation of co-operative societies and to foster workers

education.

Financial Support:
All the unions above discussed have only one finance resource that is subscription
from its subscribers. Though the amount is differ from union to union, all the needs to be
fulfilled with that amount only.
Multiplicity of Unions:
In multi union situations at the plant level, the problem of inter-unions rivalry
frequently poses a managerial problem. Disagreement among unions to technological
changes, rationalization, automation or terms and conditions of employment causes work
stoppages. Some times one union agrees while other not, for a variety of reasons. These
rifts are also due to the rivalry among leaders or to difference in strategy to be adopted or
34

to differences in ideology. At this juncture due to union multiplicity the beneficiary is

always the employer.
INDUSTRIAL DISPUTE ACT 1947:
Introduction: The law relating to industrial relations in India is contained in the
industrial Disputes Act of 1947. This is a Central Act which came into operation on 1st
April, 1947.
Objective of the Act:
According to the Notification in the official Gazette of India, 1946,pt. V., the Act
was enacted to achieve the following object. Experience of working of the Read
Disputes Act of 1929, has revealed that its main defect is that while restraints have been
imposed on the rights of strike and lockout in public utility services, no provision has
been made to render the proceedings institutable under the Act for the settlement of an
industrial dispute, either by reference to a Board of Conciliation or to a Court of inquiry
conclusive and binding on either parties to the dispute.
The defect was overcome, during the war, by empowering under Rule 18-A of the
Defence of Indian Rules, the central Government to refer industrial disputes to
adjudication and to enforce the awards.

Rule 81-A is being kept in force by the

Emergency power ordinance, 1949, for a further period of six months, as industrial unrest
in checking, which this rule has proved useful, is gaining momentum due to stress of
post-war industrial readjustments, the need of permanent legislation in replacement of
this rule is self-evident. This bill embodies the essential principles of Rule 81-A which
has proved generally acceptable to both employers and workmen retaining impact for the
most part, the provision of the Trade Disputes Act, 1929.
INDUSTRIAL EMPLOYMENT STANDING ORDERS ACT 1946:
The preamble of the Act clearly says that the Standing Order shall deal with the
conditions of employment of workers in an industrial establishment. It is obligatory upon
all employers covered by this Act to define precisely the conditions of employment under
them which will govern relations between the employer and the employees and to make
the said conditions known to the workmen employment in respect of all employees
35

belonging to the same category and discharging the same or similar work in an industrial
establishment.
DISCIPLINE:
Discipline is very essential for a healthy industrial atmosphere and the
achievement of organizational goals. An acceptable performance from sub-ordinates in
an organization depends on their willingness to carry out instructions and the orders of
their superiors, to abide by the rules of conduct and maintain satisfactory standards of
work.
Indiscipline is non conformity to formal and informal rules and regulations. It is
necessary to correct indiscipline in an organization as soon it is observed because of its
adverse of its adverse influence on the moral and motivation of the employees as well as
the organization.
The essential prerequisites to manage indiscipline are.
1. reasonable, legitimate, and clear rules and regulations
2. workers should be involved in framing rules and regulations so that they willingly
accept them
3. prior notice of consequences of breaking rules
4. consistency and uniformity of punishment
5. respect for the human personality
6. management persons should set high standards
procedure of disciplinary enquiry
1. Issue and service a charge sheet calling up on the employee to submit an
explanation.
2. Consideration of the explanation
3. Giving notice of an enquiry into the charges in case of unsatisfactory on
explanation
4. Suspension with or without pay, pending enquiry (if needed)
5. Enquiry into the charge

36

 Deciding as to who should conduct

Deciding as how to proceed
Deciding about the order examining witnesses
6. Recording the findings by the enquiry officers
7. punishment decision
8. Communication of punishment
Discipline and legal aspect
In order to improve the industrial relations climate and standardize conditions of
employment including the procedure for disciplinary action, the industrial
employment (Standing Orders) Act was passed in 1946. this Act extended to the
whole of India and is applicable to industrial establishments employing 100 or more
work men on any day of the preceding 12 months. The Act is central legislation but
is administered by both the central and state governments in their respective spheres.

INDUSTRIAL CONFLICT
When ever there are differences between the goals of separate separate groups or
even several individuals in a group, conflict occurs. Much industrial harmony be
sought as an Organisational objective, some conflict is inherent in the industrial
structure. Conflict of interest between the various groups, strong enough to cause
prolonged work stoppage, is ever present. The three main groups in an industry
namely Owners, managers, and Workers, develop different orientations and
perceptions of their interests. The pursuit of divergent objectives by each causes
friction severe enough to lead to strike lockouts.
Industrial conflict and legal aspect:
The industrial Dispute Act, 1947 was enacted to promote industrial peace by
providing appropriate machinery for amicable settlement of disputes arising between
employers and employees. The principle objects of this Act are
1. The promotion of measures to secure cordial relations between workers
and management
37

2. Investigation and settlement of industrial disputes

3. Prevention of illegal strikes and lockouts
4. Provision of relief in matters of lay off and retrenchment
5. Several authorities called works committees, conciliation offices, court of
enquiry, arbitration, labour courts, industrial tribunals, and national
tribunals are named for purposes of investigation and settlement of
disputes.
CENTRAL BOARD OF WORKERS EDUCATON SCHEME:
Illiteracy rate of Indian industrial

labour is unduly high and that with the

introduction of technologically advanced products in industries, it is perilous to have

illiterate workers finding to new machines. A workers education scheme was taken up
and semi autonomous body known as the CBWE was constituted by the Government of
India to administer it.
Objectives of scheme

To develop stronger and more effective trade unions.

To develop leadership from the rank and file.

To identify the social and economic responsibilities of organized labour.

To promote among workers a greater understanding.

TECHNOLOGY AND INDUSTRIAL RELATIONS:

The effects of technology on labour management are man power, job security and
redundancy training etc. the unions and management have their respective points of
view, with government stepping in to resolve issues and give directions for the future,
keeping in mind the national interest and objectives.
Technological changes do have an impact on industrial activity which alters the
relationship between the employer and employees. This requires change and adjustments
in the work situation. In application of advanced techniques of production, adequate care
will have to be taken to see that the traditional labour intensive sector which provides
employment to a large labour force continues to exist.

38

SAFETY AND INDUSTRIAL RELATIONS:

Safety and accident prevention concerns managers for several reasons, one of
which that the work related accident figures are staggering.

The main purpose of

effective safety programs in an organization is to prevent work related injuries accidents.

Some types of industrial related accidents are

Slipping and falling hazards.

Collisions and obstruction hazards.

Equipment hazards.

Fire hazards.

Hazards from falling of objectives, Etc.

Basically there are two causes for work place accidents.

1. Unsafe conditions.
2. Unsafe acts.
Measures to ensure industrial safety are
1.

Safety policy.

2. Top management support.

3. Safety committee.
4. Safety discipline motivation.
5. Safety engineering.
6. Safety training and communication.
7. Governmental support.

Legal provisions regarding safety

The increasing complexity and hazardous nature of modern industrial operations,
in 1970 the Occupational Safety and Health Act (OSHA) was passed. Basically the
approach in OSHA is one of the setting comprehensive and specific standards,
governmental policing of company practices and work places, and enforcement through
citations, fines and other penalties. The Occupational Safety and Health Administration
is the department of labour. The research agency with respect to industrial hazards in the
National Institute for Occupational Safety and Health located human services.
39

The top management is being asked to take the initiative and accept responsibility
for occupational health and safety. Employees are educated that the best safety device is
to be careful. The Factories Act provides for safety officers as a statutory for employers,
employing 1000 or more workers.

He will look after all responsibilities towards

industrial safety.

40

Data Analysis on Industrial relations of the employees in

Sri Lakshmi Srinivasa Jute Mill Limited.
(1) What is the Educational Qualification of the employees.

Category

Frequency

Percentage (%)

Illiterates
Up to 5th class
Up to 10th and above
Total

30
20
10
60

50%
33%
17%
100%

From the above table it is understood from the educational survey that the
organization employees has 50% of the illiterates 33% of the employees are up to 5 th
class and remaining 17% respondents qualification is up to 10 th and above. In the
jute industry it is not necessary for the higher qualification so they recruited the
illiterate peoples also.
41

(2) How for your trade unions are useful to workers.

Usefulness of

No. of Respondents

Percentage (%)

35
15
10
60

58%
25%
17%
100%

Trade Unions
Very useful
Useful
Not useful
Total

From the above table it is found that 58% of employees opine that trade unions
are very useful, 25% of employees are of the opinion that trade unions are useful.
However 17% of employees opine that trade unions are not useful. However, trade unions
play an important role in organization.

42

(3) Will the management consider the recognized trade unions suggestions in
decision making.

Respondents

Response

Percentage (%)

Consider
Partly consider
Not consider
Total

20
30
10
60

33%
50%
17%
100%

It is found that 33% of respondents view that management consider trade unions
suggestion in decision making , 50% of the respondents view that management consider
partly and 17% of the

respondents opine that management does not consider the

suggestions of trade unions in decision making.

43

(4) How do you rate Collective Bargaining process.

Rating

Respondents

Percentage (%)

Very good
Good
Average
Total

20
30
10
60

33%
50%
17%
100%

From the above table, it is found that33% of the respondents are of the
opinion that collective barging is very good. Whereas 50% of the respondents
feel that Collective Bargaining is good. A small portion of 17% opine that
Collective Bargaining is average.

44

(5) Is the Grievance redressal functions are up to the market.

Response

Respondents

Percentage (%)

Satisfaction
Good
Not good
Total

30
20
10
60

50%
33%
17%
100%

From the above table it is found that the 50% of the employees are opine that
the grievance redressal are up to the mark, so they are satisfied. Some of the 33% of
the employees said to the its just for good. But remaining 17% of the employees
opinion is that the grievance redressal is not good. Efficient functioning of Grievance
redressal increases efficiency of the employees.

(6) Is there any unfair labour practice from the employer.

45

Response

Respondents

Percentage (%)

Yes
No

50
10

83%
17%

Total

60

100%

It is understood that 83% of the respondents are of the opinion that there are
unfair trade practice but a very small percentage of respondents feel that there are no
unfair practices. However, Unfair trade practices must be abolished for efficient
functioning of the organization.

(7) Implementation of Statutory provisions in the organization.

46

Response

Respondents

Percentage (%)

Very good
Good
Satisfy
Total

40
10
10
60

66%
17%
17%
100%

From the above table it is found that 66% of the employees opine that
implementation of Statutory provisions are very good 17% of the respondents opine
that they good . And the remaining 17% of the respondents opine that they are
satisfied. Implementation of Statutory provisions of the organization enables smooth
functioning of the organization.

(8)

Does the management following the negotiation method when the

dispute occurs.

Response

Respondents

Percentage (%)

Follows

30

50%

47

Sometimes follows
Not follows
Total

20
10
60

33%
17%
100%

From the above table it is found that 50% of the employees are of the view that
management follows the negotiation methods. 33% of the employees opine that, the
management some times follows the negotiation methods. The remaining 17% of the
employees opine that management does not follow the negotiation method when
dispute occurs..

(9) Are the trade union leaders capable to negotiate.

Response

Respondents

Percentage (%)

Capable
Incapable
Total

50
10
60

83%
17%
100%

48

From the above the table it is found that 83% of employees opinion is the trade
unions leaders are capable and 17% of the employees are of the opinion that trade
union leaders are not incapable. However a Trade union leader must be capable
enough to negotiate with the top management.

(10) Is there any Discipline policy for the organization.

Response

Respondents

Percentage %

Yes
No
Total

40
20
60

67%
33%
100%

49

From the above table it is found that 67% of the employees opinion is that
the organization has the discipline policy. The 33% of the employees opinion is
that the organization has not the discipline policy. Discipline is an essential
element for smooth functioning of every organization.

(11) How the Management is treating the workers.

Treatment

Response

Percentage %

As partners
As employee
As slaves

10
40
10

17%
66%
17%

50

Total

60

100%

From the above table it is understood that the 66% of the employees opinion is
that the management treats the employees like the employees. But some of the other
17% of the employees opinion is that the management treat the employee like partner
of the organization. Remaining 17% of employees opinion is that the management
treats the employees like the slaves.

(12) Any influence on industrial relations from the new employee.

Response

Respondents

Percentage (%)

Lot of influence
Party
Not influence
Total

30
20
10
60

50%
33%
17%
100%

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From the above table it is found that the 50% of the employees opinion is that
there is a lot of influence to the new employee in the organization. The 33% of the
employees opinion is that the influence is happening partly and the 17% of the
employees opinion is that there are no influence on industrial relations from the new
employee.

(13) Are the Workers fighting for Wages, Facilities or Incentives

Response

Respondents

Percentage (%)

Wages
Facilities
Incentives
Total

10
10
40
60

17%
17%
66%
100%

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From the above table it is understood that the 66% of the employees say that
they are fighting for incentives. Remaining 17% employees says that they fight for
wages and same percentage of the employees says that they fight only for facilities.
Thus it is found that maximum number of workers fight for incentives.

(14) Who plays the major role in maintaining Industrial relations.

Response

Respondents

Percentage (%)

Workers

15

25%

Employees

10

17%

Trade unions leaders

20

33%

IR officers

15

25%

Total

60

100%

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It is found in the survey that Industrial relation plays a major role on trade
union leaders which is 33%, 25% on workers and 25% on Industrial Relation
officers and 17% on Employees.

(15) What are the Pay determinants followed by this organization.

Category

Response

Percentage (%)

Performance

45

75%

Education

8%

Experience

10

17%

Total

60

100%

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It is found that75% respondents are of the opinion that pay determinants is

performance. 17% respondents are of the opinion that

pay is determinant on

experience where 5 respondents are of the view that pay determinant is based on
education. Performance is said to be major criteria for Pay determinant in the
organization.

(16) Are you satisfied with the provision of family pension and schemes.

Response

Respondents

Percentage (%)

Good
Satisfied
Poor
Total

30
20
10
60

50%
33%
17%
100%

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It is understood from the above table that 50% of respondents feel good about the
family pensions and other schemes provided by the organization. 33% of the respondents
are satisfied with the scheme while the remaining 17% of the respondents opine that
family pension and other schemes are not up to the mark.

(17) Are you satisfied with the fringe benefits provided by the company.

Response

Respondents

Percentage (%)

Good
Satisfied
Poor
Total

20
30
10
60

33%
50%
17%
100%

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From the above table it is understood that 33% of the respondents opine that
fringe benefits provided by the company the is good . 50% of employees are satisfied
with fringe benefits. Remaining 17% of employees opine that fringe benefits are poor.

SUMMARY
The selected unit Sri lakshmi srinivasa jute mill Ltd-(Aruna Jute Mills) was
formerly under the management of GIS Ltd-Kolkata and the same management disposed
of their unit to the Management of Sri lakshmi srinivasa jute mill Ltd, Vizianagaram a
and this unit was taken over this unit has been functioning on the name of Sri lakshmi
srinivasa jute mill Ltd, Vizianagaram . The economy of the industry is sound and
satisfactory. Despite of many a hurdle in its routine administration methods. However this
selected unit Sri lakshmi srinivasa jute mill Ltd is in a position to withstand any problem
57

contemplated in its routine administration. The Vizianagaram jute division commenced

its commercial product of jute twine and rope factory the initial capacity of the mills is 18
tons per day of jute twine and rope.
There after with the efficient management it flourished and reached to the sound
foundation of expression to the extent of 45 tons capacity per day. It got trade links with
Arab countries and few other countries abroad by way of exports of its products in the
customers in the nature status. It provided employment opportunities near about 1600
people altogether and running very ideally and peacefully the workers of the factory hail
from near about villages and those that have come out side settled in the area. With the
result a big town shop has been developed.
The Management of Sri lakshmi srinivasa jute mill Ltd is welfare conscious and
has included in the ambit of amenities all social security and social insurance schemes for
the comfortable and happy living of the employees. The sri lakshmi srinivasa jute mills
has the ISO 9001:2000 certificate for maintain good quality of sacking hags. This is
strength of the organization for reorganization.

Over the years the company has

improved its quality system in order to build customer confidence, to enhance the quality
image of the company in national and international markets.

FINDINGS

It is found in that

Sri lakshmi srinivasa jute mill ltd provide the

employment without much qualifications because must of the employees

are illiterate and very few are above secondary education.

It is found that the trade unions are doing great job.

The study reveals that the management partly consider to the trade union
suggestions decision making.
58

The number of employees opinion is that the trade union leaders are
capable to negotiate.

The number of workers opinion is that the organization has some

discipline policies.

It is found that the management treat the employees like as employees.

The study reveals that the organization pay to the workers dependents
upon the performance.

Though it has provided employment on a large basis, salaries are not

reasonable as per present standard of living.

The study reveals that it has not good any medical facilities for the
workers.

It is found that the organization not provided qualitative canteen facilities

to workers.

It is found that organization not providing adequate medical facilities.

SUGGESTIONS
The analysis of causes for poor industrial relations has lead to certain practical
suggestions. They are
The recruitment procedure of workers should be changed. So, that only those
workers who have proper education are given jobs.
Regular checks on the maintenance of the premises should be carried on, so
that littering of cigarette butts and pan marks in premises can be curtailed.
Severe punishments like wages cuts, dismissal and increment cut ect. Should
be implemented for those who are habituated to absent.
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 Personal counseling system has to be made effective so that the problem of

dissatisfaction towards job can be solved.
The disciplinary action procedure should be improved so that the problem
creators will set right early.
Conduct safety programs to educate workers on safety.
Involve the workers while taking decisions on their duties and responsibilities
so that they must follow them.
The organization has to provide adequate medical facilities.

A STUDY ON INDUSTRIAL RELATIONS

(With Reference to Sri Lakshmi srinivasa jute mill Ltd.)
1.

Name of the employee:

2.

What is the Educational Qualification of the employees.

(a) Illiterates

3.

(c) Up to 10th class

How far your trade unions are useful to workers.

(a) Very useful

4.

(b) Up to 5th class

(b) Useful

(c) Not useful

Will the management consider the recognized trade unions suggestion is decision
making.
60

(a) Consider
5.

(c) Average

(b) Good

(c) Not good

Is there any union labour practice from the employer.

(a) Yes

8.

(b) Good

Is the grievance redressal function are up to tae mark.

(a) satisfied

7.

(b) No

Implementation of statutory provisions in the organization.

(a) Very good (b) Good

9.

(b) Incapable

(b) No

How the management is treating the workers.

(a) Lot of influence (b) Partly

13.

(c) Incentives

(b) Employer

(c) Trade union leaders

What are the pay determinants followed by this organization.

(a) Education

16.

(b) Facilities

Who play major role in maintaining Industrial Relations.

(a) Workers

15.

(c) No influence

Are the workers are fighting for wages or facilities.

(a) Wages

14.

(c) Not follows

Is there any discipline policy for the organization.

(a) Yes

12.

(b) Some times follows

Are the trade unions leaders capable to negotiate.

(a) Capable

11.

(c) Satisfied

Does the management following the negotiation method when the dispute occurs.
(a) Follows

10.

(c) Not consider

How do you rate collective bargaining process.

(a) Very good

6.

(b) Partly consider

(b) Experience

(c) Performance

Are you satisfied with the provision of family pension and scheme.
(a) Good

(b) Satisfied
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(c) Poor

17.

Are you satisfied with fringe benefits provided by the company.

(a) Good

(b) Satisfied

(c) Poor

(Signature of employee)

62

BIBLIOGRAPHY
1. Dynamics of Industrial Relations : Memoria-memoria-Gankar.
2. Personal management : Dr.P.C Tripati Sultan chand & Sons-1995
3. Industrial Relations : Arun Monoppa Tata Me Graw-Hill publishing , company
Limited-1995
4. Personal Administration: A point of view & method pigor &
Hill international Book Company

Myers Me Graw

5. Personal management : Edwin B.Flippo Tata Me Graw Hill Publication sixth

Edition 1984.
6. Dynamics of industrial relations : Ammonia, Mamoria Gankar
7. Personal management : Manoj Kumar Sarkar crest publishing House First
edition-2000
8. Records and reports : Sri Lakshmi Srinivasa Jute Mills Limited, post box no. 116,
Cantonment, Vizianagaram Jute Division, Vizianagaram. Pin: 535003. Email:slsjmlvzm@sancharnet.in

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