SUMMER TRAINING PROJECT REPORT On “INDUSTRIAL RELATIONS” A STUDY ON IFFCO AONLA UNIT, BAREILLY SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE REQUIRMENTS FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION PROGRAMME: 2011-2013
SUBMITTED BY:
FAISAL KHAN (11-MBA-23) DEPARTMENT OF BUSINESS ADMINISTRATION FACULTY OF MANAGEMENT STUDIES AND RESEARCH ALIGARH MUSLIM UNIVERSITY ALIGARH
TABLE OF CONTENTS 1.
DECLARATION
2.
ACKNOWLEDGEMENT
3.
PREFACE
4.
ORGANISATION’S OVERVIEW
5.
SWOT ANALYSIS OF IFFCO
6.
LITERATURE REVIEW
7.
FINDINGS OF THE RESEARCH
8.
CONCLUSION
9.
SUGGESTIONS AND RECOMMENDATIONS
10.
LIMITATIONS
11.
BIBLIOGRAPHY
12.
ANNEXURE -QUESTIONNAIRE
DECLARATION
I hereby declare that the project, which is being presented in this report, entitled “Industrial relations” in IFFCO Aonla unit, Bareilly is an authentic record of my own work during the period of 6 weeks from 5th June 2012 to 15th July 2012 as a part of MBA course of AMU, Aligarh. The information which is given by me in this report is exclusively for the concerned organization. It could not be submitted by anywhere else.
Faisal Khan (11-MBA0-23) AMU, Aligarh
ACKNOWLEDGEMENT I hereby take this opportunity to thank all those whose efforts and help have made this internship project a success. Above all I thank God Almighty for giving me the strength to work and successfully complete this internship project. I would like to thank the management of IFFCO Aonla unit, Bareilly for extending their support to me. I am highly grateful to my supervisor Mr. D. Kalia (Dy. General Manager, Training Department) for his support and guidance. I also take this opportunity to thank Mr. Sanjeev Saxena (HR Manager) and Mr. Vivek Himmatsinghka (Asst. HR Manager) for their kind cooperation I am deeply indebted to Mr. R. K. Srivastava (Jt. General Manager, P & A Department) for the moral support.
With sincere regards Faisal Khan (VT. No. 441)
PREFACE It was overall a very good experience of getting Training from professional organization like IFFCO. I have started my training on 5th June, 2012 which was completed on 15th July, 2012. The title of my report “Industrial Relation” was assigned by my project supervisor Mr. Sanjeev Saxena during the training. I learned not only about the relation the employer share with employees but also got a feel of an organization, where the maximum effort are putting towards the overall development of employees and workers. Being socially responsible, the company is encouraging greenery in the nearby environment. During my training, I also came to know about various standing orders which are being followed such as leave rules, promotional activities etc. the library situated inside the factory area was a source of information for me where I got all kind of books and journals related to my topic. My humble endeavour and motive in presenting the project report is to impart balanced introduction and knowledge of the industrial relations in IFFCO, which is an important part of the organization. It is hoped that this project will serve as supportive documents, as effort has been tried to make this report an informative, stimulating and self explanatory.
Introduction To The organisation
Overview Indian Farmers Fertilizer Cooperative Limited( IFFCO) was established on 3 November, 1967 as a multiunit cooperstive organization with broad objectives of augmenting fertilizer production ensuring fertilizers availability at farmer‟s door steps, strengthening cooperative fertilizer distribution system and educating, training and guiding the farmers for improving agricultural productivity and rural economy. From its very inception, IFFCO has been performing exceedingly well. In fact, IFFCO‟s name has assumed the hallmark of success. Over the years, it has grown in stature, strength and stability and become the light-beacon for others. In just three decades, it has turned out to be an institution with immense contribution in national progress. It is the federation of more than 35000 societies, most of them being village cooperatives, spread all over in sixteen states and three union territories. The organization is distinct in the sense that the farmer owners represented through their village cooperatives also become its customers. IFFCO presently own four most modern plants at Kalol and Kandla in Gujarat and Phulpur and Aonla in Uttar Pradesh having a total annual production capacity of 4.7 million tones of fertilizer material. IFFCO‟s all the plants have been achieving the annual capacity utilization in the range of 112-120%. During mid-sixties the Co-operative sector in India was responsible for distribution of 70% of fertilizers consumed in the country. The Sector has adequate infrastructure to distribute fertilizers but had no production facilities of its own and hence dependent on public/private Sectors for supplies. To overcome this lacuna and to bridge the demand supply gap in the country, a new cooperative was conceived to specifically cater to the requirements of farmers. It was a unique venture in which the farmers of the country through their own Co-operative Societies created this new institution to safeguard their interests. The number of co-operative societies associated with IFFCO has risen from 57 in 1967 to 38,155 at present.
Origin of IFFCO Till sixties cooperative in India had no production facilities despite marketing nearly 70% of fertilizers. IFFCO was established as the farmers own initiative in cooperative Sector on 3rd November, 1967 with the proposed plants at Kalol and Kandla.
With the enactment of Multistate Co-operative Societies ACT 2002, the society is deemed to be registered as a multi state co-operative society. The society is fully owned by Co-operative.
View of IFFCO plant at Aonla
Mission and Vision Mission IFFCO‟s mission is “to enable Indian farmers to prosper through timely supply of reliable, high quality agricultural inputs and services in an environmentally sustainable manner and to undertake other activities to improve their welfare”. Vision To augment the incremental incomes of farmers by helping them to increase their crop productivity through balanced use of energy efficient fertilizers, maintain the environmental health and to make co-operative societies economically and democratically strong for professionalized services to the farming community to ensure an empowered rural India. Vision 2015 In pursuit of its growth and development, IFFCO had embarked upon the successfully implemented its Corporate plan, „Mission 2005‟ and „Vision 2010‟. These plans have resulted in IFFCO becoming one of the largest product and marketer of chemical fertilizers by expansion of its existing units, setting up joint venture companies overseas into new sector. IFFCO has now visualized a comprehensive plan titled „Vision-2015‟ which will be guided by the following objective: To augment the incremental incomes of farmers by helping them to increase their crop productivity. Through balanced use of energy efficient fertilizers, maintain the environmental health. Commitment to social responsibilities for a strong social fabric. To provide to high quality fertilizers to the farmers in right time and in adequate quantities with an objective to increase crop productivity. To make plants energy efficient and continually review various schemes to conserve energy. Commitment to health, safety, environment and forestry development to enrich the quality of community life.
To institutionalize core values and create a culture of team building, empowerment and innovation which would help in incremental growth of employees and enable achievement of strategic objectives. Foster a culture of trust, openness and manual concern to make working a stimulating and challenging experience for stakeholders. Building a value driven organization with an improved and responsive customer focus. A true commitment to transparency, accountability and integrity in principle and practice.
Objectives The board objectives of setting up this venture were: Product fertilizers. Promoting the fertilizers. Ensuring availability of fertilizers at the farmer‟s doorstep. Creating scientific awareness among the farmers. Promoting nation‟s growth through modern farming technique. Improving agriculture productivity through fertilizers application. IFFCO has grown steadily since its inception. Today, it has emerged not only as a largest fertilizer co-operative.
Products and Services Products Urea IFFCO‟s urea is not merely a source of 46% of nutrient nitrogen for crops, but it is an integral part of millions of farmers in India. A bag of IFFCO‟s urea is a constant source of confidence and is a trusted companion for Indian farmer. When farmers buy IFFCO‟s urea, they know that what they get is not just a product but a complete package of services, ably supported by a dedicated team of qualified personnel. More importantly, they are aware that it is their own urea, produced and supplied by a cooperative society owned by themselves. About Urea Urea is the most important nitrogenous fertilizer in the country because of its high N content(46% N). Besides its use in the crops, it is used as a cattle feed supplement to replace a part of protein requirements. It has also numerous industrial uses notably for production of plastics. NKP/DAP As far as Indian farmer is concerned, IFFCO‟s NPK/DAP is not just a source of crucial nutrients N, P, K for the crops, but is an integral part of his/her quest for nurturing mother earth. The bountiful crop that results from this care is an enough reason for the graceful bag of IFFCO NPK/DAP bags to be an integral part of the farmer‟s family. The two grades of NPK produced by IFFCO, 10:26:26 and 12:32:16, indicating the content of N, P, K proportion, are tailor made to supply the exact composition required for replenishment of the soil. The Indian farmer‟s confidence and trust stems from the fact that IFFCO‟s NPK/DAP are merely a part of a complete package of services, ably supported by a dedicated team of qualified personnel. More importantly, they are aware, IFFCO is a co-operative owned by farmers co-operatives. NPK Complex Grades NPK complex fertilizers produced at Kandla are DAP based grades.
At present two grades Grade I- 10:26:26 and Grade II- 12:32:16 are produced. BIO-FERTILIZERS A bio-fertilizers unit was established at Cooperative Rural Development Trust, Phulpur (Uttar Pradesh) in 1996-97 at other at Kalol (Gujarat) in 2003-04 with an annual capacity of 75 MT and 165 MT respectively of different cultures such as Rhizobium, Azotobacter, PSM, Azospirillium and Acetobacter. Phosphate solubilising Micro OrganismSeveral soil bacteria and fungi possess the ability to bring insoluble phosphates into soluble forms by secreting organic acids. They can be applied to and recommended for all crops. AzotobacterIt is non-symbiotic nitrogen fixing bacteria recommended for non-leguminous crops like Paddy, Wheat, Millets, Cotton, Tomato, Cabbage, Mustard, Safflower and Sunflower. The Azotobacter performs well if the soil organic matter content is high. RhizobiumIt is the most important nitrogen fixing organism. It live symbiotically in the root nodules of leguminous plants and supply nitrogen to the plant through nitrogen fixation. Besides, supplying nitrogen to the crop, nitrogen fixed by legume- Rhizobia association would also leave residual nitrogen for the succeeding crops. The beneficiary crops are Groundnut, Soybean, Red-gram, Green-gram, Black-gram, Lentil, Cow pea, Bengal-gram and Fodder legumes. AcetobacterIt is symbiotic bacteria capable of fixing atmospheric nitrogen by living within the sugar plant. They are found in all parts of plant body. It is suitable for sugarcane cultivation. AzospirilliumIt is an associative microaerophilic nitrogen fixer is commonly found in association with the roots of cereals and forage grasses. The beneficiary crop include Sugarcane, Vegetables, Maize, Pearl millet, Rice, Wheat, Fodders and Oil seeds.
IFFCO in the service of farmers Agro-scientists have developed various location specific farm technologies in a way to increase the productivity of crops. Over a period of time these technologies have undergone further improvements to meet the aspirants of farmers. It is important to disseminate the technology from Lab to land for is widespread adoption and to obtain feedback from farmers to bring about improvements to meet local needs. Farmers participation therefore becomes important in the process. In India various agencies viz. GOI, state Govts., State agricultural Universities/Research Institute inputs supply Agencies, National/International organizations, NGO‟s, Credit Institutions etc. are associated and or involved directly or indirectly in transfer of farm technologies. The work done by fertilizers industry on promotion of fertilizers use has been reviewed by Kumar and Shrotriya(13); Kumar et al(12) and Govil and kaore(4). The growth in fertilizers composition over the last five decades has perhaps only statistical significance for the reason then it partially meets the nutrients requirement of crop/cropping system a s nutrient removals are 3 to 6 times higher as compared to nutrient application of 96.7kg NPK/ha (2004-05) leading to mining of nutrient, occurrence of multi-nutrient deficiencies affecting soil health and leading to stagnation in productivity of crops.
Aonla Unit THE ORGANISATION Indian Farmers Fertilizer Cooperative Limited operates two Ammonia plants, each with a production capacity of 1740 MTPD and four Urea plants, each with a production capacity of 1515 MTPD at Aonla Unit, Bareilly, Uttar Pradesh in India. Ammonia plants have been designed based on technology from M/s Haldor Topsoe, Denmark with steam reforming of Natural Gas and /or naphtha and Urea plants have been designed based on technology from M/s Snamprogetti, Italy with IFFCO Aonla is one of the most energy efficient & prestigious fertilizer complexes and is based on Natural Gas from HBJ pipeline. The Unit has been certified for ISO-9001, ISO14000 and OHSAS-18001. IFFCO Aonla has always been a front runner in 'Green Revolution' and has, always taken pride in implementing quality initiatives and practices in its activities. Quality concepts inculcate continual Improvement through fresh initiatives and review of the existing practices. QUALITY & ENVIRONMENTAL MANAGEMENT SYSTEM AT IFFCO AONLA lFFCO Aonla is having well defined and implemented quality policy and environment policy in line with corporate quality, safety, health and environment policies. An approach of total quality management (TQM) is in practice at all levels in the unit. QUALITY POLICY OF IFFCO AONLA UNIT lFFCO Aonla is committed to achieve satisfaction of its cooperative societies, farming community and customers by manufacturing and supplying specified quality product by pursuing: Improvement of Technology for enhancing/maintaining productivity and growth. Creating safe & healthy working conditions and eco-friendly environment. Co-operation and team spirit. Development of human resources.
Aonla Unit-environment To keep pace with the stringent environmental regulation and to maintain ecological balance, zero effluent technology for ammonia and urea plants have been selected at the outset. The quality of liquid effluent discharged from the factory monitored continuously and remain much lower than the norms prescribed by the Uttar Pradesh pollution control board. The lagoons constructed to store the treated liquid effluent attract a large number of migratory birds specially during winter seasons. This speaks the quality of the environment near the unit. The air quality is constantly monitored by providing high volume sampler at different location around the factory campus. Eight meter wide green belt has been developed around the factory and the township to keep the environment clean. Till date more than 15.0 lakhs trees have been planned.
Methodology for Environment Protection Methodology for environment protection starts with identification of all the activities, which have a substantial environment impact. These are:
Air emission quality and quantity Effluent quality and quantity Hazardous waste generation Non hazardous waste generation Consumption and conservation of natural resources Ensure compliances with national environment quality standards, Rules & Regulation covered under Environment protection Act, 1986. Compliances with the Kyoto Protocol (GHG reduction). Recycle and reuse of the wastes generated. Ammonia odors in the plants. Noise
Environment Management System at IFFCO Aonla IFFCO Aonla Unit has sound environment management system comprising of following features:
Afforestation Zero effluent technology Social forestry Monitoring of ambient air and stack emissions Well equipped laboratory and E & PC cell monitor environment parameters Developed of all-round awareness regarding environment issues ISO-14001:2004(EMS) Accreditation
Afforestation The society had promoted a separate Multi-state Co-operative Society named „Indian Farm Forestry Development Co-operative Limited‟ (IFFDC) in 1993 with the prime objective of development of wasteland for tree plantation and to enhance the socio-economic status of rural poor through sustainable Natural Resource Management by collective action. To achieve this, IFFDC initially implemented afforestation and rural development projects in the states of Uttar Pradesh, Madhya Pradesh and Rajasthan with an objective to improve degraded land, generate employment and provide fuel and fodder to the community. Afforestation in about 27000 hectare Wasteland had been achieved by promoting 146 village level Primary Forestry Co-operative Societies (PFFCS). These PFFCS cover about 28500 members, out of which about 38% are land less and 51% small/marginal farmers. The area of operation of IFFDC has further been extended to Uttarakhand, Jharkhand, Orrisa, Chattisgarh, Andhra Pradesh, West Bengal, Assam, Tamil Nadu and Maharashtra.
Pollution Abatement Scheme Implemented/Under Implementation at IFFCO Aonla Unit Purge Gas recovery unit to recover Hydrogen, which has burnt in reformer. Condensates stripper for purification and reuse of ammonia, CO2 and Methanol bearing process. Recycle of contaminated turbine condensate by using Carbon Filter and Polishers. Reuse of boiler Blow Down. Separation and collection of oil by means if Dise Oil separator. Treatment of Ammonia and Urea bearing waste by Deep Hydrolyser and Distillation Column in Urea plants. Provision of Acidic and Alkaline effluent storage and neutralization facilities near ION Exchanges in Plant Battery limit and using them separately for pH adjustment. Creation of “centralized strippers and 2 nos. of Guard ponds are attracting lot of birds especially during winter season. Provision of dedusting system at prilling tower to check dust emission. In built sulphur dioxide, Nitrogen Oxide, Analysersin a fuel gas sticks Ammonia, pH, Urea analysers and Auto samplers at different location in treated effluent line. Use of Eco-friendly Non-chromate treatment for cooling towers since March, 1999. Dust collection system at “pH plant”. Developed green belt throughout the periphery of the plant site and 200m deep belt. On the southern side of plant along with additional afforestation in township has been completed. Environment Management System in accordance with ISO14001:2004 has been implemented. Use of 85% treated effluent for irrigation purposes in green belt
Developments in ammonia production technology Ammonia is an intermediate product in the manufacturing of nitrogenous fertilizers. It is also used for direct application to the soil and in aqua condition with solutions of other nitrogenous fertilizers like ammonium nitrate and/or urea. Besides these, ammonia finds application in the production of nitric acid, soda ash, cleansing agents, leather tanning, petroleum refining, pulp & paper industry, textiles, refrigeration, rubber & synthetic resin industries, explosives and food & beverages industries. (I)
Raw materials used Ammonia is produced by the reaction between nitrogen(N2) and hydrogen(H2) N2 + 3H2 2NH3 Source of Nitrogen is atmosphere air and following hydrocarbons are generally used as the source of hydrogen: a) Natural gas b) Naphtha c) Heavy oil
Other sources of hydrogen which were used earlier for manufacture of ammonia, are: a) Semi-water gas made by gasification of coke/coal with steam. b) Hydrogen produced by electrolysis of water. c) By product hydrogen from chlorine production. (II) Methods for manufacture of ammonia Ammonia is compared of nitrogen and hydrogen in the mole ratio of 1:3. The manufacturing process, depending upon the raw materials used, involves four successive steps: Gasification Conversion of CO Gas purification
Synthesis various processes for the production of sysnthesis gas for the production os ammonia are given below: (I) Electrolysis process Purified water is used as feed stock in electrolysis process. Potassium hydroxide is added to increase conductivity, but it does not participate in the reaction. Chemical components of water, i.e. hydrogen and oxygen, are obtained in pure state through electrolysis. H2O H2 + ½ O2 Hydrogen thus obtained is mixed with required nitrogen from the air separation plant to get synthesis mixture.
(II)
Electrolysis process is very energy intense process. Typical power consumption is 4.3 KWH/m3 of hydrogen, which corresponds to about 8600 KWH/MT of ammonia. Additional energy is required for the air separation plant to produce nitrogen. Energy is also required for compression of hydrogen & nitrogen and recirculation of loop gases. The total energy requirement is 10,200KWH/MT of ammonia (8.8 Gcal/MT). The plants based on this process are located where low cost hydroelectricity is available. By product of electrolysis process are oxygen and heavy water that have use in other industries. Adiabatic pre-reforming The adiabatic pre-reforming in case of vaporized naphtha feed is done to decompose the higher hydrocarbons into lower hydrocarbons for examples CH4, and other components like H2, CO, CO2. The vaporized naphtha is mixed with steam and preheated to about 490 degree C. The gas is passed through the pre-reformer containing Nickel catalyst. The typical composition of the catalyst is nickel-25%, A12O311%, MgO-balance. In the pre-reformer the endothermic reforming reactions are followed by the exothermic methanation and shift reactions. The overall process is normally exothermic.
The gas from adiabatic pre-reformer is sent to primary reformer and secondary reformer for further reforming. (III) Coal Gasification Process The coal gasification process can be classified according to the method of gasification: a) Fixed bed (lurgi process) b) Fluidized bed (winkler process) c) Entrained bed (koppers-totzek(KT) process)
Social forestry A local nursery was developed at site (in township) to grow seeding of a wide variety of plant. The different varieties are:Fast growing trees
Casurina Accasia Eucalyptus Cassia siamea Gulmohar Kanji
Useful trees
Neem Peepal Amaltas Silver oak Mango Guava Banana Pomegranate Ashok
Trees are distributed free of cost to local residents of IFFCO township and resident of nearby village as well as utilized for green belt development at IFFCO Aonla fertilizers complex. Four air conditioning station around the factory have been made in consultation with U.P. pollution board for monitoring Sox, Nox, NH3 & dust. The analysis report of ambient air is being forwarded regularly to UPPCB.
Stack’s emission IFFCO Aonla laboratory monitors following stacks regularly for Sox, Nox & CO etc. And report are being sent to UPPCB on monthly/quarterly and yearly basis:
Name of stack height of stock from G.L. SG stack (01 no) 120m HRSG stack (12 nos. 30 m) Urea pilling tower (02 nos.) 96m & 98m HRU stack 30m Flue gas stack (02 nos.) 30m
Development of All Around Awareness Environment Issues IFFCO Aonla not only operates Pollution Abatement devices successfully but also provides regular awareness to employees and nearly villagers regarding environmental issues. Almost all the employees are covered regularly on various issues like conservation of natural resources, effect of pollutant on health and various are also covered by celebrating and participating in World Environmental Day. ISO-14001:2004(EMS) Accreditation As no system is contemporary unless standardized against some internationally approved/adopted system. It is a matter of great pride that Aonla Unit has been certified for ISO-14001:2004 by M/s BVQI. IFFCO Aonla Unit is having a well defined environmental policy in line with corporate SHE (Safety, Health & Environment Policy signed by Managing Director). The policy states : IFFCO Aonla Unit is committed for continual improvement and protection of environment by setting and reviewing the objectives and targets through Environmental Management Systems focusing at: Compliance of applicable legislation at work place and other requirements, which the organization subscribe. Monitoring and conserving natural resources. Effluent and waste minimization by way of recycling and reuse. Developing awareness and competence amongst Employees, Contractor‟s Staff and related agencies on environmental issues. Emergency preparedness for safety of concerned personnel and plant.
Environmental Objectives
To reduce urea spillage to 250MT/month. To reduce water consumption below 5.0M3/MT of urea production. To plant minimum 15,000 trees in plant and township. To bring awareness among employees, Trainees and contractor‟s staff etc. on environmental issues to minimum 450 praticipants.
IFFCO Association
INDUSTRIES CHIMIQUES DU SENEGAL OMAN INDIA FERTILIZER COMPANY S.A.O.C. INDIAN POTASH LTD. NATIONAL COMMODITY & DERIVATIVES EXCHANGE LTD. NATIONAL COLLATERAL MANAGEMENT SERVICES LTD. KISAN SEWA TRUST LEGEND INTERNATIONAL HOLDINGS INC.
Member of the Board of Directors The Representative General Body ( RGB) which is the General Body forms the supreme body that guides the various activities of IFFCO. The RGB consists of : (1) Members of the Board of Directors. (2) One delegate from each of the Member societies holding shares of the value of Rs. 100 thousand and above; such delegate shall be as per the provisions of the MultiState Co-operative Societies Act/Rules as amended from time to time. (3) Delegates are elected from amongst the representatives of Member-Societies (other than Members holding shares of the value of Rs.100 thousand and above) in each State/Union territory at the rate of one delegate for every 200 societies or part thereof. However, the maximum number of such delegates from any State/Union Territory shall not exceed 25. Such elected delegates shall be as per the provisions of the Multistate Co-operative Societies Act/Rules amended from time to time. The Board of Directors of IFFCO carry out all functions as specified under the MultiState Co-operative Societies Act/Rules. The Board of Directors frame policies, direct the various activities of the Society, and undertake any other activities conductive to overall growth and development of Societies. The Board is headed by the chairman. The Managing Director is the Chief Executive of the organization with responsibilities for general conduct, supervision and management of day to day business and affairs of IFFCO. These directors are assisted by Functional Directors & Senior Executives who are experts in various disciplines. Functional Directors & Senior Executives N.P. Patel
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Chairman
Balvinder Singh Nakai
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Vice-Chairman
Dr. U.S. Awasthi
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Managing Director
Rakesh Kapur
Jt. Managing Director
K.L. Singh
Director (Technical)
Dr. G.N. Saxena
Director (Co-operative)
R.P. Singh
Director (HR & Legal)
A. Roy
Marketing Director
Manish Gupta
Director (Strategy & Joint Ventures)
D.K. Shukla
Sr. Executive Director (TPT)
S.C. Mittal
Sr. Executive Director (MS & IT)
A.K. Singh
Sr. Executive Director (Technical)
D. Bhattacharya
Sr. Executive Director (HR)
Brig. Bhanu B. Sood
Executive Director (Security & Admin)
Kamal Verma
Sr. General Manager (F &A)
Birinder Singh
General Manager (PS)
S. Ramachandran
General Manager (I & L)
Ajay Bhatnagar
Deputy General Manager (Admin)
Suresh Chander Gupta
Deputy General Manager (HR & IR)
J.N. Sahu
Chief Vigilance Officer
Shamsher Singh
Sr. General Manager (Kalol)
K. N. Chhabria
Deputy General Manager (P&A), Kalol
L. Murugappan R. A. Ambwani Surjit Singh
Sr. Executive Director, Kandla Deputy General Manager (P&A), Kandla Sr. Executive Director, Phulpur
Ranjan Dwivedi
General Manager (P&A), Phulpur
Vikram Tripathi
Chief Manager (HR), Phulpur
A. K. Maheshwari
Executive Director, Aonla
R. K. Srivastava
Jt. General Manager (P&A), Aonla
M. R. Patel
Advisor (P&A), Paradeep
D. S. Nair
Deputy General Manager (HR) Paradeep Awards & Achievements
National Energy Conservation Award - 2002 (Certificate of Merit) for Aonla-I in Fertiliser Sector by Ministry of Power,Government of India. 2nd Annual Greentech HR Award - 2012 (Gold Award) from Greentech Foundation for outstanding achievement in Training Excellence. EDGE Winner Award in the year of 2011 for Technical Reporting System Future Strategist Award - 2011 'EDGE' winner award in the year 2010 for Product Despatch System IFA Green Leaf SHE Award. Golden Peacock Award for Occupational Health & Safety–2010. Safety Innovation Award-2010 for implementing Innovative Safety Management Systems from the Institute of Engineers (India). Aonla wins National Safety Winner Award. 10th Greentech Excellence Gold Award. National Safety Awards (1) Winner for the accident free year 2006 and (2) Runner Up for the lowest average frequency rate of consecutive three years 2004, 2005 & 2006. These awards have been constituted by DGFASLI and Union Ministry of Labour and Employment. 'ICQESMS-2007 Excellence Award for Safety & Health in Chemical Industry' and Hazard Identification & Risk Management. NSCI Safety Award-2000 (Prashansa Puraskar) FAI Award for Excellence in Safety for the year 2001-2002.
Suraksha Puraskar for developing & implementing effective systems & procedures. NSCI 'Suraksha Puraskar' under NSCI Safety Awards-2008. FAI Award for "Excellence in Safety" for the year 2007. 3
PRODUCTION CAPACITY (As on March 2012) Largest producer of fertilisers in the country No. of Plant Locations : Five Installed/Revamped Annual Capacity (‟000 MT) ● UREA - 4242.2 ● NP/NPK/DAP - 4335.4 ● TOTAL „N‟ - 2628.2 ● TOTAL „P2O5‟ - 1712.8 ● WSFs - 15.0 ● ZINC SULPHATE MONOHYDRATE - 30.0 Contributed about 22% to the total „N‟ and 30.8% to the total “P2O5” produced in the country during the year 2011-12.
SHARE CAPITAL As on 31st March 2012
(` in Crore)
Authorised Share Capital : 1000.00 Subscribed & Paid up Caital : 425.80 (Entire Share Capital held by Cooperatives)
SWOT Analysis on IFFCO Strengths
IFFCO is the largest marketing of fertilizer industry. Strong base of co-operative society. It is present in all states. It channelizes distribution centre through FCS(Fertilizers Services Centre). Co-operative voluntary organization of farmers are the actual end users with services. Direct relations with customer that make their job carry to read customer. High customer awareness due to heavy promotion, farmer meeting. The storage capacity with co-operative is being steadily augmented with the help of world finance. Co-operative enjoys a high degree of credibility and reputation among farmer for the quality at the product distributed by them. Kandla, Kalol, Phulpur, Aonla units have been awarded by ISO-14001 certificates M/s by London, Kalol and Aonla units also get the ISO-9002 certificates by M/s of being pmg peat man width for most efficient and quality wise as well as environment oriented unit. IFFCO enjoys the status of being the largest producer of urea in the world in a single country.
Weaknesses Traditional setup of organization. Profit is much dependent or directly related to government subsidy. More efforts have to be made in enhancing the allocation of urea and DAP in southern and eastern part of the country. Due to the induction of the state public sector agencies like agro induction cooperation the distribution systems of IFFCO has been affected. Many a time the secretary of the co-operative security is not a villager and hence his identity with the local farmer‟s community is not well established. Customers prefer HDPE pages as puckering of fertilizers because of its multiple uses but due to pressure from government, IFFCO is using both HDPE pages and jute bags for packaging purpose. As a matter of principle IFFCO has to market its restive production through the co-operative systems. The co-operative enough in order to absorb all the additional volumes offered on likely to be offered by IFFCO in future.
Opportunities IFFCO has the opportunity to diversify it‟s business. Increasing consumer base through more and more farmer awareness. IFFCO trust will continue to be on service to the farming community by conducting need based areas specific agriculture extension and promotional schemes for the benefits of farmer have to be further strengthened. IFFCO can modify the co-operative so as to ensure sale of its increased volumes fuel competition from the private firms. It can enlarge its infrastructure by setting pesticide chemical unit and hence can give rise to a new cheaper service to the farmers. IFFCO could get up a co-operative unit for HDPE page manufacturing. In the event of its control of urea, IFFCO might enter in fertilizer export market. IFFCO has set up bio-fertilizer unit to increase the agriculture percolation without affecting the environment which we can say is a part of eco-friendly strategy of IFFCO to increase the co-operative share, to have an edge over the competitions. This may act as a good opportunity for IFFCO. Threats If in case government changes the norms, the operating profit will be affected. Any technically driven organization can compete. Cori‟s policy on electrical to phosphate drop in P & K fertilizers consumption and widening of NPK fertilizers ratio are posing serious threats to the fertilizers in industries. Railway‟s limited number of wagon production is hampering transportation. The involvement of state public sector agencies which sell their fertilizers threatened the market share of co-operative.
Literature Review Industrial Relation Industrial relations constitute one of the most delicate and complex problems of the modern industrial society. This phenomenon of a new complex industrial set-up is directly attributable to the emergence of „Industrial Revolution”. The pre-industrial revolution period was characterized by a simple process of manufacture, small scale investment, local markets and small number of persons employed. All this led to close proximity between the manager and the managed. Due to personal and direct relationship between the employer and the employee it was easier to secure cooperation of the latter. Any grievance or misunderstanding on the part of either party could be promptly removed. Also, there was no interference by the State in the economic activities of the people. Under such a set-up industrial relations were simple, direct and personal. This situation underwent a marked change with the advent of industrial revolution – size of the business increased needing investment of enormous financial and human resources, there emerged a new class of professional managers causing divorce between ownership and management, and relations between the employer and the employer became entranged and gradually antagonistic. This new set-up rendered the old philosophy of industrial relation irrelevant and gave rise to complex, indirect, and impersonal industrial relations. Meaning In the broad sense, industrial relations cover all such relationships that a business enterprise maintains with various sections of the society such as workers, state, customers and public who come into its contact. The term „industrial relations‟ has been variously defined. J.T. Dunlop defines industrial relations as “the complex interrelations among managers, workers and agencies of the governments”. 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 labour contract”.
Objectives of Industrial Relations 1. To bring better understanding and cooperation between employers and workers. 2. To establish a proper channel of communication between workers and management. 3. To ensure constructive contribution of trade unions. 4. To avoid industrial conflicts and to maintain harmonious relations. 5. To safeguard the interest of workers and the management. 6. To work in the direction of establishing and maintaining industrial democracy. 7. To ensure workers‟ participation in decision-making. 8. To increase the morale and discipline of workers. 9. To ensure better working conditions, living conditions and reasonable wages. 10. To develop employees to adapt themselves for technological, social and economic changes. 11. To make positive contributions for the economic development of the country Scope The scope of industrial relations includes all aspects of relationships such as bringing cordial and healthy labour management relations, creating industrial peace and developing industrial democracy. The cordial and healthy labour management relations could be brought in-
ns;
The industrial peace could be attained –
Works Committee, Boards of Conciliation, Labour Courts etc. The industrial democracy could be achieved –
Approaches to Industrial Relations Industrial conflicts are the results of several socio-economic, psychological and political factors. Various lines of thoughts have been expressed and approaches used to explain his complex phenomenon. One observer has stated, “An economist tries to interpret industrial conflict in terms of impersonal markets forces and laws of supply demand. To a politician, industrial conflict is a war of different ideologies – perhaps a class-war. To a psychologist, industrial conflict means the conflicting interests, aspirations, goals, motives and perceptions of different groups of individuals, operating within and reacting to a given socio-economic and political environment”. Psychological approach According to psychologists, problems of industrial relations have their origin in the perceptions of the management, unions and rank and file workers. These perceptions may be the perceptions of persons, of situations or of issues involved in the conflict. The perceptions of situations and issues differ because the same position may appear entirely different to different parties. The perceptions of unions and of the management of the same issues may be widely different and, hence, clashes and may arise between the two parties. Other factors also influence perception and may bring about clashes.
The reasons of strained industrial relations between the employers and the employees can be understood by studying differences in the perception of issues, situations and persons between the management groups and labour groups. The organizational behavior of inter-groups of management and workers is of crucial importance in the pattern of industrial relations. The group-dynamics between the two conflicting groups in industrial relations tend to shape the behavioural pattern. Sociological approach Industry is a social world in miniature. The management goals, workers‟ attitudes, perception of change in industry, are all, in turn, decided by broad social factors like the culture of the institutions, customs, structural changes, status-symbols, rationality, acceptance or resistance to change, tolerance etc. Industry is, thus inseparable from the society in which it functions. Through the main function of an industry is economic, its social consequences are also important such as urbanization, social mobility, housing and transport problem in industrial areas, disintegration of family structure, stress and strain, etc. As industries develop, a new industrial-cum-social pattern emerges, which provides general new relationships, institutions and behavioural pattern and new techniques of handling human resources. These do influence the development of industrial relations. Human relations approach Human resources are made up of living human beings. They want freedom of speech, of thought of expression, of movement, etc. When employers treat them as inanimate objects, encroach on their expectations, throat-cuts, conflicts and tensions arise. In fact major problems in industrial relations arise out of a tension which is created because of the employer‟s pressures and workers‟ reactions, protests and resistance to these pressures through protective mechanisms in the form of workers‟ organization, associations and trade unions. Through tension is more direct in work place; gradually it extends to the whole industry and sometimes affects the entire economy of the country. Therefore, the management must realize that efforts are made to set right the situation. Services of specialists in
Behavioural Sciences (namely, psychologists, industrial engineers, human relations expert and personnel managers) are used to deal with such related problems. Assistance is also taken from economists, anthropologists, psychiatrists, pedagogists, tec. In resolving conflicts, understanding of human behavior – both individual and groups – is a pre-requisite for the employers, the union leaders and the government – more so for the management. Conflicts cannot be resolved unless the management must learn and know what the basic what the basic needs of men are and how they can be motivated to work effectively. It has now been increasingly recognized that much can be gained by the managers and the worker, if they understand and apply the techniques of human relations approaches to industrial relations. The workers are likely to attain greater job satisfaction, develop greater involvement in their work and achieve a measure of identification of their objectives with the objectives of the organization; the manager, on their part, would develop greater insight and effectiveness in their work. Principle of Good Industrial Relations The willingness and ability of management and trade unions to deal with the problems freely, independently and with responsibility.
while formulating and implementing policies relating to general economic and social measures affecting industrial relations.
Introducing a suitable system of employees education and training.
themselves for technological, social and economic changes.
FINDINGS There are chances that the industrial relations may become more complex as the industry is striving to deliver its products and services at optimum cost with the least environmental and social impact. Good industrial relations that take account of different needs, cultures and practices are an essential component of industrial, economic and social stability. Knowledge and adherence to national laws and agreements are fundamental to good, consistent industrial relations policies, practices and outcomes. Here, the conflicts of the employees are being resolved but still there should be more efforts from the side of authority to solve the problems of the employees. Work Participation in Management is being emphasized in the organization and employees are participating in various fields. It could be developed more so that employees are happy with the kind of environment. The working condition of the organization is very good and due to wrong mode of performance appraisal system and confidential promotion manner some employees are not happy with the promotional policies. The welfare schemes of the organization are very good as all the employees believe that they are getting a good amount of incentives, fringe benefits, facilities etc. The transfer schemes are also not good in the organization according to the employees, it can be modified accordingly, so that employees can feel impartial. Many of the employees don‟t even know about the collective bargaining. But after understanding the whole procedure of collective bargaining, they said that there is such procedure in the organization, some of them were satisfied with the procedure but most f them were not satisfied or were confused. So, it is the need of the organization to make their employees understand about the whole procedure and to make them aware about the importance of collective bargaining. About the efforts of the supervisors in the redressal of grievances, it is important to take the problems of the employees more seriously from the side of superiors. Disputes are settled in the organization, however, many employees are not aware about this.
CONCLUSION The conclusion of my study is that in IFFCO basically the employees and the employer relations are very good and are handled very carefully. There are many facilities given to the employees, I can say that employees welfare schemes are very satisfactory. The problem lies with the promotional facilities the employees are not much satisfied, because it is confidential. So, overall however employees want more partial and transparent practices in transfer and promotional schemes, but as other issues are handled very carefully.
SUGGESTION & RECOMMENDATION The present study cannot be said to be complete and there is great scope of elaboration on the present topic in course of further researches. Nevertheless based on personal investigation and responses given in questionnaire, following suggestions are given: Transparency regarding promotion issues of staff and officers should be kept. Participation and transparency between management and staff and officers should be increased. Transfer schemes should be reviewed. Workers education should be promoted. ADDITIONAL SUGGESTIONS: Communication should be enhanced in following dimensions to develop trust and confidence in management: Employees should be informed about the objectives, mission of the organization. They should be informed about the status as compared to any other organization. There should be informed about the status of the organization against the competitive firms. There should be no hide and seek from workers, like performance appraisal system is not having the feedback system. The promotional activities are very confidential. Effective leadership must be practiced by managers to create environment of discipline.
LIMITATIONS 1. The project report was completed within the 4-5 weeks, which was not the sufficient time to evaluate the whole schemes of IFFCO. 2. The research was based on the subjective knowledge rather than the objective one. 3. The guidance provided by guide was not quite complete because of the objective one. 4. The guidance provided by guide was not quite complete because of the lack of time and their busy schedule, still he managed well to direct me. 5. The Training and Development Department was too far from P & A department in distance, which wasted my most of the time during training. 6. Due to some security reasons, trainees were not allowed to enter the factory premises in the last few days of training. 7. The technical support was not satisfactory.
BIBLIOGRAPHY I have taken the help of many sources which provided the valuable information about my project. This information helped me in presenting this report in an effective manner. My valuable source for Primary Data collection was QUESTIONNAIRE. Sources of Secondary data:www.iffco.nic.in IFFCO annual & monthly magazines IFFCO Journals Annual report of IFFCO Services rules of IFFCO
Research Work On “INDUSTRIAL RELATIONS”
ANNEXURE
QUESTIONNAIRE TO THE WORKERS INTRUCTIONS: 1. Read each statement carefully before indicating in the given space. 2. If you find that the categories given don‟t adequately indicate your feelings, then indicate the one which is closest to your opinion. 3. Do not leave any item unanswered. Age:
years
Gender:
1. How many years in total have you been working at this workplace? By workplace we mean the site or location at, or from, which you work. a) Less than 1 year ( ) b) 1 to less than 5 years ( ) c) 5 to less than 10 years ( ) d) 10 years or more ( ) 2. How is the relation between workers and your union leaders? a) Harmonious ( ) b) General ( ) c) Formal ( ) d) Moderate ( ) e) Tension full ( ) 3. How do you convey your needs and compliments to the management? a) Self ( ) b) Through colleague workers ( ) c) Through union leaders ( ) 4. Would you like to accept third party intervention in case of industrial disputes? a) Yes ( ) b) No ( ) c) Can‟t say ( )
5. Either any programme or seminar has been organized by the management or trade union to make you aware about the Factories Act? a) Yes ( ) b) No ( ) c) Up to some extent ( ) 6. Does trade union act properly for labour welfare? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 7. If „No‟ then why trade union does not work properly? a) Selfish elements ( ) b) Lack of co-ordination with management ( ) c) Preference to personal work ( ) 8. Are you satisfied with the way union works? a) Fully satisfied ( ) b) Partially satisfied ( ) c) Neither satisfied nor dissatisfied ( ) d) Partially dissatisfied ( ) e) Fully dissatisfied ( ) f) Don‟t know ( ) 9. If satisfied then why? a) Secure the objective of the union. ( ) b) Security from the management‟s monopoly. ( ) c) Unity in workers through union. ( ) d) Desired fulfilled through union. ( ) e) Above all. ( ) 10. If dissatisfied then why? a) Improper working by union ( ) b) Puppet of management ( ) c) Inactive union ( ) d) Leaders of union are corrupted ( ) e) Emotional harassment of the workers by the union ( ) 11. Is trade union helpful in harmonizing the relationship with management? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 12. What efforts should be done by union for workers welfare? a) Dedication for work ( )
b) Dutiful and liable ( ) c) Organizational awareness workshops ( ) d) Honest and transparent ( ) e) All of the above ( ) 13. Up to what extent the disputes are resolved from the side of management? a) Fully solved ( ) b) Partially solved ( ) c) Unsolved ( ) d) Dispute rises at some point ( ) 14. Are you satisfied with the worker‟s participation in the management? a) Fully satisfied ( ) b) Partially satisfied ( ) c) Neither satisfied nor dissatisfied ( ) d) Partially dissatisfied ( ) e) Fully dissatisfied ( ) f) Can‟t say ( ) 15. How often workers participate in the decision making? a) Regularly ( ) b) Often ( ) c) Sometimes ( ) d) Occasionally ( ) e) Never ( ) 16. Issues in which workers are allowed to participate in decision making a) Issues related to the disciplinary actions ( ) b) Issues related to the transfer of employees ( ) c) Welfare schemes ( ) d) Issues related to the working conditions ( ) e) Issues related to the working shifts ( ) 17. During the last 12 months, have you discussed any of these with your supervisor/line manager? a) How you are getting on with your job ( ) b) Your chances of promotion ( ) c) Your training needs ( ) d) Your pay ( ) e) None of these ( ) 18. How much contact do you have with trade union or other worker representative about workplace matters?
a) I am frequently in contact with the worker representatives ( ) b) I am occasionally in contact with the worker representatives ( ) c) I do not know any worker representative ( ) 19. Are you aware about the concept of collective bargaining? a) Yes ( ) b) No ( ) 20. If „Yes‟, then how often management agreed to your terms and conditions? a) Every time ( ) b) Sometimes ( ) c) Hardly ever ( ) d) Never ( ) 21. Do you think that management does fair redressal of employee‟s grievances? a) Yes ( ) b) No ( ) c) Up to some extent ( ) 22. Are you satisfied with the current communication system between worker and management? a) Fully satisfied ( ) b) Partially satisfied ( ) c) Neither satisfied nor dissatisfied ( ) d) Dissatisfied ( ) e) Completely dissatisfied ( ) 23. Are you satisfied with the current „Performance Appraisal System‟? a) Fully satisfied ( ) b) Partially satisfied ( ) c) Neither satisfied nor dissatisfied ( ) d) Dissatisfied ( ) e) Completely dissatisfied ( )
24. Are you satisfied with the current feedback system in „Performance Appraisal‟? a) Fully satisfied ( ) b) Partially satisfied ( ) c) Neither satisfied nor dissatisfied ( ) d) Dissatisfied ( ) e) Completely dissatisfied ( )
25. Do you think that the Promotional policies in IFFCO are completely transparent and are based on the performance? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 26.Do you think that the Promotional policies in IFFCO need to be revised? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 27. Are you satisfied with the transfer policies in IFFCO? a) Fully satisfied ( ) b) Partially satisfied ( ) c) Neither satisfied nor dissatisfied ( ) d) Dissatisfied ( ) e) Completely dissatisfied ( ) 28. Do you hold any recognized vocational qualification or diploma? a) Yes ( ) b) No ( ) 29.Which of the following is most helpful in keeping you updated about your workplace? a) Notice boards ( ) b) E-mails ( ) c) Workplace newsletter or magazines ( ) d) Meetings of managers and employees ( ) 30. In general, how would you describe the relations between managers and employees. a) Very good ( ) b) Good ( ) c) Neither good nor poor ( ) d) Poor ( ) e) Very poor ( ) f) Don‟t know ( )
QUESTIONNAIRE TO THE MANAGEMNET INTRUCTIONS: 1. Read each statement carefully before indicating in the given space. 2. If you find that the categories given don‟t adequately indicate your feelings, then indicate the one which is closest to your opinion. 3. Do not leave any item unanswered. Age:
years
Gender: 1. How many years in total have you been working at this workplace? By workplace we mean the site or location at, or from, which you work. e) Less than 1 year ( ) f) 1 to less than 5 years ( ) g) 5 to less than 10 years ( ) h) 10 years or more ( ) 2. What kind of personality development programmes are organized by the management? a) Training programme ( ) b) Guest lectures ( ) c) Tour programme ( ) d) Higher education programme ( ) 3. Do you think that all the statutory/non-statutory benefits provided to workers are reviewed and implemented at regular period of time? a) Yes ( ) b) No ( ) 4. What kind of method is used by the trade union to express their dissatisfaction? a) Lockouts ( ) b) Strikes ( ) c) Peaceful table talks ( ) d) Sit-in ( ) e) Through notices ( ) 5. In case of „Peaceful talks‟, what kind of steps are taken by the management regarding the issues? a) Timely talks with union ( ) b) Open meetings with the workers ( )
c) Timely implementation/solution ( ) d) Any grievance committee ( ) 6. In present scenario, trade union is active for what? a) In the favour of workers ( ) b) For their own benefits ( ) c) For both ( ) 7. Giving more rights to union will affect in the decision making and the development of the organization? a) Yes ( ) b) No ( ) 8. In present globalized environment for the development of the organization, is ir necessary to have union? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 9. In present scenario of globalization and liberalization, is the role and effect of union are decreasing? a) Yes ( ) b) No ( ) 10. Without the involvement of trade union, which kind of relationship with workers you have maintained? a) Very good ( ) b) Good ( ) c) Satisfactory ( ) d) Dissatisfactory ( ) 11. The delegation of authority to the employees by the management is based on a) Experience ( ) b) Performance ( ) c) Qualification ( ) d) Personal belongingness ( ) e) Other reasons ( ) 12. Do you think that the current communication system is well-planned and sophisticated? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 13. Does management pay attention to the personal problems of the employees?
a) Yes ( ) b) No ( ) c) Can‟t say ( ) 14. What kind of communication channel you prefer to address the employees? a) Through Trade union ( ) b) Notices and circulars ( ) c) Telephonic conversation ( ) d) Personal meetings ( ) e) E-mails ( ) 15. How often the trade union obstructs the direct communication between workers and management? a) Every time ( ) b) Sometimes ( ) c) Hardly ever ( ) d) Never ( ) 16. Areas of grievances which are frequently reported. a) Poor physical conditions of the workplace ( ) b) Lack of proper tools, machines and equipments ( ) c) Frequent changes in the schedules or procedures ( ) d) Rigid production standards ( ) e) Poor relations with the supervisor ( ) 17.Which of the following policy or practice of management results in grievances? a) Poor payment ( ) b) Leave facilities ( ) c) lack of career planning & development ( ) d) hostility towards trade union ( ) e) communication gap ( ) 18.Transfers are done mostly because of personal bias. a) Strongly agree ( ) b) Agree ( ) c) Neither agree nor disagree ( ) d) Disagree ( ) e) Strongly disagree ( ) 19. Do you think that the management has succeeded in maintaining discipline among the employees? a) Strongly agree ( ) b) Agree ( )
c) Neither agree nor disagree ( ) d) Disagree ( ) e) Strongly disagree ( ) 20. Which of the following approach is favoured by the management to maintain discipline? a) Human relations approach ( ) b) Human resources approach ( ) c) Group discipline approach ( ) d) Leadership approach ( ) 21. Workers are allowed to participate in the management at a) Lower level ( ) b) Departmental level ( ) c) Top level ( ) d) Not allowed ( ) 22. Which level of participation is favoured by the management? a) Informative participation ( ) b) Consultative participation ( ) c) Associative participation ( ) d) Administrative participation ( ) e) Decisive participation ( ) 23. Steps taken by the management to make the employees aware about the collective bargaining. a) Programmes ( ) b) Seminars ( ) c) Personal meetings ( ) d) Training sessions ( ) e) None ( ) 24. Collective bargaining is executed mostly in the matters of a) Wage and bonuses ( ) b) Production norms ( ) c) Grievance redressal procedure ( ) d) Rights and responsibilities of trade union ( ) e) Working conditions ( ) 25. Do you think that the current performance appraisal system is satisfactory from the employee‟s point of view? a) Yes ( ) b) No ( )
c) Can‟t say ( ) 26. Which part of the PMS needs to be restructured? a) Performance assessment ( ) b) Feedback from the peers ( ) c) Assessment tool ( ) d) Feedback to the employees ( ) e) Whole PMS 27. Do you think that the performance appraisal system has helped to motivate the employees? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 28. Workers have always shown their faith in democratic principle s. a) Strongly agree ( ) b) Agree ( ) c) Neither agree nor disagree ( ) d) Disagree ( ) e) Strongly disagree ( ) 29. Are you satisfied with the kind of relation you have maintained with the workers? a) Completely satisfied ( ) b) Satisfied ( ) c) Neither satisfied nor dissatisfie ( ) d) Dissatisfied ( ) e) Completely dissatisfied ( ) 30. In general, how would you describe the relations between managers and employees? a) Very good ( ) b) Good ( ) c) Neither good nor poor ( ) d) Poor ( ) e) Very poor ( ) f) Don‟t know ( )
QUESTIONNAIRE TO THE TRADE UNION
INTRUCTIONS: 1. Read each statement carefully before indicating in the given space. 2. If you find that the categories given don‟t adequately indicate your feelings, then indicate the one which is closest to your opinion. 3. Do not leave any item unanswered. Age:
years
Gender:
1. Do you think that your union if fulfilling its objective, “harmonizing the relationship between management and workers”? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 2. Trade union focuses on : a) Raising the life standard of the employees ( ) b) Development of the company ( ) c) Both ( ) 3. Which of the following steps you would take in order to solve the problems of workers? a) Through communication ( ) b) Through notices ( ) c) Lockout and strikes ( ) 4. What steps or programmes you would organize for the welfare of the workers? a) Training programmes ( ) b) Awareness programmes ( ) c) Social programmes ( ) d) Personal meetings ( ) 5. Do you think that there is need for multiple trade unions in your organization? a) Yes ( ) b) No ( ) c) Can‟t say ( )
6. Do you think that the present platform is effective enough for the smooth flow of information between union and management? a) Strongly agree ( ) b) Agree ( ) c) Neither agree nor disagree ( ) d) Disagree ( ) e) Strongly disagree ( ) 7. Is the effect of union is decreasing in the present scenario? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 8. Do you accept the third party intervention in case of any industrial dispute? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 9. Without the involvement of management, which kind of relationship with workers you have maintained? a) Very good ( ) b) Good ( ) c) Satisfactory ( ) d) Dissatisfactory ( ) 10. Problems which are frequently faced by the workers. a) Poor physical conditions of the workplace ( ) b) Lack of proper tools, machines and equipments ( ) c) Frequent changes in the schedules or procedures ( ) d) Rigid production standards ( ) e) Poor relations with the supervisor ( ) 11. Do you think that action of the union promotes indiscipline in the organization? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 12. Does management pay attention to the personal problems of the union members? a) Every time ( ) b) Sometimes ( ) c) Hardly ever ( ) d) Never ( )
13. Which of the following policy or practice of management gives rise to the grievances? a) Poor payment ( ) b) Leave facilities ( ) c) Lack of career planning & development ( ) d) Hostility towards trade union ( ) e) Communication gap ( ) 14. What kind of communication channel you prefer to contact the workers? a) Through management ( ) b) Notices and circulars ( ) c) Telephonic conversation ( ) d) Personal meetings ( ) e) E-mails ( ) 15. How often the management obstructs the direct communication between the workers and the trade union? a) Every time ( ) b) Sometimes ( ) c) Hardly ever ( ) d) Never ( ) 16. Are you satisfied with the workers participation in management? a) Completely satisfied ( ) b) Satisfied ( ) c) Neither satisfied nor dissatisfied ( ) d) Dissatisfied ( ) e) Completely dissatisfied ( ) 17. Do you think that the management has succeeded in winning the confidence of the workers? a) Strongly agree ( ) b) Agree ( ) c) Neither agree nor disagree ( ) d) Disagree ( ) e) Strongly disagree ( ) 18. What steps have been taken by the trade union to make the employees aware about the collective bargaining? a) Programmes ( ) b) Seminars ( ) c) Personal meetings ( )
d) Training sessions ( ) e) None ( ) 19. Trade union is allowed to participate in the management at a) Lower level ( ) b) Departmental level ( ) c) Top level ( ) d) Not allowed ( ) 20. How often the management accepts the terms and conditions of the trade union in collective bargaining? a) Every time ( ) b) Sometimes ( ) c) Hardly ever ( ) d) Never ( ) 21. Are you satisfied with the current performance appraisal system? a) Yes ( ) b) No ( ) c) Can‟t say ( ) 22. Which part of the performance appraisal system needs to be restructured? a) Performance assessment ( ) b) Feedback from the peers ( ) c) Assessment tool ( ) d) Feedback to the employees ( ) e) Whole PMS 23. Are you satisfied with the transfer policies designed by the management? a) Completely satisfied ( ) b) Satisfied ( ) c) Neither satisfied ( ) d) Dissatisfied ( ) e) Completely dissatisfied ( ) 24. Do you think that transfers are done mostly because of the management‟s personal bias? a) Strongly agree ( ) b) Agree ( ) c) Neither agree nor disagree ( ) d) Disagree ( ) e) Strongly disagree ( )
25. In general how would you describe the relations between trade union and management? a) Very good ( ) b) Good ( ) c) Neither good nor poor ( ) d) Poor ( ) e) Very poor ( ) f) Don‟t know ( )
