A STUDY ON HUMAN RESOURCES AUDIT

OF AGRICULTURAL LABOUR AT

ELAKURUCHY IN ARIYALUR DISTRICT

I. ADAIKALASAMY

CHAPTER - I

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Every organization is essentially a combination of Physical and Human Resources

(HR). Physical Resources refer to materials, money and machines pre-arranged by the

organization for production or trade, Human Resources, on the other hand, refer to the

knowledge, education, skills, training and proficiency of the members of the organization.

All organizational resources are important for achieving the objectives of an organization. In

fact, the effectiveness of an organization lies in the judicious blending of the two resources to

achieve optimum competency.

However, for a long time, it was felt that the efficient utilization of Physical

Resources was primary for developing an organization. This was so because the acquisition

of Physical Resources resulted in a huge outflow of funds and those assets carried a definite

value. On the contrary, it was felt that hiring employees ever cost anything substantial for a

firm and it was also quite easy to replace them. This made Human Resources less important

for employers. But, in the past decade, employers have realized that intellectual capital is

1
critical to business success. The main reasons for this change are due to the understanding

that

Product innovation and marketing strategy, which are crucial for market survival and

growth in a competitive environment, are possible only when a good and creative workforce

is present.

The challenge, opportunities and even disputes of creating and managing

organizations arise mostly from people-centred problems.

People are not alike and they cannot be treated identically. They differ physically and

psychologically. These differences require individual attention in order to achieve the

optimum productivity.

Indian organizations are no exception to this change in understanding. They realize

that technology by itself cannot triumph in the market and that technology coupled with a

workforce is essential for the success of an organization,. The growing importance of HR in

Indian organizations is best reflected in their mission statements. The mission statements of a

few Indian organizations, which emphasize the significance of Human Resources, are as

follows

1.2 MEANING OF HUMAN RESOUCRES

Organizations are managed by people and through people. Without people,

organizations can never exist. Indeed, people who make up the Human Resources of a

company are unique and they can make or break an organization, depending upon their level

of commitment, contribution and cooperation. Hence, it is relevant to know the intricacies of

the term Human Resources first, before we discuss HR Management (HRM) in detail.

Different people have defined Human Resources differently.

2
 CHAPTER - II

HUMAN RESOURCES AUDIT

A Human Resource Audit aims at ascertaining the effectiveness of the HR department

and its functions. The basic goal of an HR Audit is to find out the HR interventions that will

increase the firm’s competitive advantage. An HR Audit also ensures the compliance of the

HR department with the goals, plans and policies of the organization, similarly, it makes sure

that the statutory provisions and other regulations of the government are followed properly

without any deviations. I also make certain that the HR policies are followed uniformly

across the entire organization. In fact, it helps in determining not only the efficiency of the

HR policies and policies and practices but also their cost to the organization. The Audit also

helps in assessing the role and contributions of the HR functions sin the overall strategic

planning of the organization. It facilitates the development of the benchmarks with which the

actual hr performance can be compared to identify any performance deficiency. Infact, the

HR Audit assists the organization in the effective formulation of HR strategies which will

align well the over all corporate strategy.

HR Auditing is similar to traditional Auditing except that the latter focuses on

financial functions while the former focuses on the hr functions of the organization. Like a

traditional Audit, it involves the logical gathering and investigation of the relevant

information at periodic intervals. The HR information in an HR Audit relates to the people,

structures and HR philosophy of an organization,. The HR Audit normally covers HR

functions like employee staffing, training and development, compensation, maintenance,

including motivation, communication and leadership, safety and health, and industrial

relations. It also focuses on the HR information system, HR research and record keeping,

returns on HR investment and policies, procedure, and regulatory compliances.

3
 Measuring the effectiveness of the HR activities of an organization is the essence of

the definitions, of HR Audit. We shall now see some of these definitions.

We may define an HR Audit as a systematic inquiry into the efficacy of the

philosophy, policies and practices concerning HR Management in terms of organizational

performance and its level of alignment with the overall organizational strategies.

2.1 FEATURES OF AN HR AUDIT

The primary goal of an HR Audit is to assess how efficiently the HR functions were

performed by the HR department. As such, it provides baseline information to the top

Management to determine the efficacy of its HR strategies and HR department.

Benchmarking HR policies and practices is a basic feature of an HR Audit as it facilitates

purposeful comparisons. A few other features can also be made out from these definitions.

An HR Audit is an independent, objective and critical examination of the HR

functions of an organization,.

 It gathers data about the people, process, structure and policies of an

organization as part of investigation.

 It establishes a benchmark for measuring the actual performance of the HR

department so as to identify the performance and efficiency gaps.

 It detects non-compliance by the HR department on matters concerning

statutory provisions, corporate goals and HR policies while performing HR

functions.

 An HR Audit is done by the internal employees or the external consultants

with external in HR Management and basis knowledge in law and Auditing.

4
  The HR Audit report is normally sent to the senior Management for necessary

action in order to ensure better regulative and other compliances by the hr

department.

 The HR Audit is normally carried out at regular intervals in the organization.

It may be conducted once in a year.

2.2 DEFINITIONS

‘A Human Resource Audit is defined as an investigative, analytical an comparative

process that attempts to reflect the effectiveness of the Human Resource functions” 1

- Jack J. Phillips

“The Human Resource Audit is defined as an investigation into size, skill, structure,

and all other issues surrounding to those currently employed by the organization and its

future Human Resource needs”.2

- David Campbell et. Al.

“HR Audit is defined as a way of assessing the nature and impact of Human Resource

department activity at particular points in time.”3

- Rosemary Harrison

“Human Resource Audit is a systematic assessment of the strengths, limitations, and

developmental needs of its existing Human Resources in the context of organizational

performance”.4

- Eric G, Flamholtz.
1
Jack J. Philips, Ron D. Stone and Patricia Pulliam Philips, The Human Resources Scorecard: Measuring he
Return on Investment (Boston, MA: Butterworth Heinemann,2001),p.5.
2
David Campbell, Geroge Stonehouse and Bill Houston, Business Strategy: An Introduction (Boston, MA:
Butterworth Heinemann, 2002), pp.48-49.
3
Rosemary Harrison, Employee Development (New Delhi: University Press, 2003), p.215.
4
Eric G. Flamholz, and Yuonne Randle, The Inne Game of Management: How to make the Transition to a
Managerial Role ( New York: AMACOM,1987).

5
2.3 OBJECTIVES OF AN HR AUDIT

The basic objective of an HR Audit is to evaluate the current HR policies, procedure

and practices of an organization so as to determine the extent of their contribution to the

accomplishment of corporate objectives. The evaluation is usually done in terms of

completeness, accuracy and effectiveness of the HR policies and practices 1, HR Audit serves

several other purposes. These are

 To identify the degree of efficiency in the performance of the HR department

in implementing the HR policies and practices of the organization and assess

the general environment prevailing in HR department.

 To propose appropriate strategies and corrective action, in case of performance

and efficiency gaps.

 To determine whether the HR functions are performed according to the

established practices and procedure of the organization.

 To measure the HR department’s record of compliance with the statutory

provisions regarding hiring, compensation, safety and health, dispute

settlement, etc.

 To discover the areas where cost savings could be achieved in HR activities

like recruitment, development, retention, and separation of Human Resources

 To have am improved control over and check on all internal operations of the

organization.

 To create a sense of accountability and discipline among the employees by

investigating their past actions periodically

1
Jack J. Philips, Ron D. Stone and Patricia Pulliam Philips, The Human Resources Scorecard: Measuring he
Return on Investment (Boston, MA: Butterworth Heinemann,2001),p.14.

6
  To provide feedback to the employees about the areas of good performance

and areas where improvements are required.2

 To create HR Management from an abstract concept into a measurable and

quantifiable activity

 To determine the HR areas and functions which require further research and

development.3

 To recognize the good work done by the HR people and reward them

appropriately

 To prepare the organization for countering the possible legal actions from the

aggrieved employees affectively.

2.10 HUMAN RESOURCE AUDIT OF AGRICULTURAL LABOURER

Agriculture is the backbone and dominant sector in Indian economy. India has a

geographical area over 320 million hectares of which 175 million hectares are considered as

cultivable lands.

Agriculture includes the growing of plants and the raising of animals for food,

clothing and other needs of man. The word agriculture comes from the Latin words ager,

meaning field, and culture, meaning cultivation. The bacon and cereal we eat for breakfast

come from agricultural products. So do the raw- materials for woollen suits, cotton dresses,

and leather shoes. Factories also make paint, plastics and medicine from farm products.

Agriculture is the world’s most important industry. The main branches of agriculture

include – crop – farming, dairying, and ranching poultry – raising and fruit – growing. But

not all work related to agriculture takes place on farms. Many business process, package and

2
Paul Banfield and Rebecca Kay, Introduction too Human Resource Management (New York: Oxford
University Press, 2008),p.182.
3
Rosemary Harrison, Employee Development (New Delhi: University Press, 2003),p.218.

7
sell farm products, Trucks and rail roads have the farmers crops and livestock to market.

Other industries make fertilizer, tools, and machines.

2.10.1 AGRICULTURAL LABOUR

“In India, there are 74.6 millions of agricultural labourers and in Tamil Nadu their

population is 78.96 lakhs. It is because of the toiling of agricultural labourers, our 846 million

hungry stomachs are getting filled up three times daily. If they do not put their hands in the

soil, others cannot put their hands in their food. But, they still remain poorest among the poor

in India”

2.10.2 KOLAPPAN COMMITTEE REPORT

The Kolappan Committee Report on Agricultural labourer in Tamil Nadu, submitted

in 1998 (based on the constitution by the Tamil Nadu Government, in August 1997, of the

Committee “to analyze the nature and extent of socioeconomic problems confronted by the

agricultural labourers in Tamil Nadu and to suggest the ways and means of improving their

levels of living, at least just above the poverty line”) has once brought the debate on the

miserable conditions of agricultural labourers in Tamil Nadu to front-stage. In May 2000, the

State unit of the CPM’s Agricultural Workers Union released copies of the Report, charging

the Tamil Nadu Government with “deliberately holding back the major recommendations of

the Kolappan Committee on farm labour even 16 months after it was submitted”. In the 2000

Budget Session, the State Govt. announced `the acceptance of the Kolappan Committee’s

recommendations’. Much of the analysis and many of the suggestions given by the

committee, surely, need the urgent attention of the government.

Agricultural workers constitute by far the largest segment of workers in the

unorganised sector. In Tamil Nadu, 66% of population is still dependent on agriculture and

59.4% of the total workforce is in agriculture sector. Rural Tamil Nadu is faced with “severe

8
unemployment and under employment’ as the industrialization of the 1990’s had failed to

absorb the surplus labour in agriculture. An estimated 16 lakhs had joined the ranks of

agricultural labour force in the 1990’s in the State. As per the Kolappan Report, there are

78.96 lakhs of agricultural labourers and 56.64 lakhs of cultivators (1995-96). Among the

districts in the plains, the number of agricultural workers varied from a minimum of 1.23

lakhs in Pasumpon district to a maximum of 6.36 lakhs in Tirunelveli district. Further in the

hill district of Nilgiris, the agricultural labour population is 0.25 lakh. Similarly, the

agricultural labour population in Madras (Chennai) district is only 199.Due to their low social

status in the rural hierarchy and economic problems such as inadequacy of employment

opportunities, poor security of tenure, low income and inadequacy of diversification of

economic activity, the situation of the agricultural labour is indeed quite bad. And being

dispersed and unorganized, agricultural labourers have minimal bargaining power to demand

a rational wage structure.

Agricultural operations are seasonal and agricultural workers are faced with

unemployment during the lean months, which can be as long as 6 months. During off

seasons, they migrate to urban centres in search of jobs, upsetting family situations and

general welfare.

In Tamil Nadu, a male agricultural labourer gets, on an average, 150 days of work in a

year, and a female gets about 100 days in a year. It ranged from a minimum of 90 days to a

maximum of 120 days for women and from a minimum of 120 days to a maximum of 240

days for men. Rural Tamil Nadu is faced with “severe unemployment and underemployment’

as the industrialization of the 1990’s had failed to absorb the surplus labour in agriculture

9
2.10.3 HUMAN RESOURCE AUDIT IN AGRICULTURE:

Have somebody heard about Human Resource Management in agriculture, if no there

are implication of Human Resource Management in agriculture as agriculture is a labour

intensive business, so it requires labours and managing labour requires lot of understanding

of social factors which plays important role. Human Resource Management in Agriculture

will include the following:

1. Procurement of labour

2. Utilization of labour and duration of employment

3. Period leave and absenteeism

4. Nature and extent of indiscipline

5. The determination of the labourers and trends in wage rates.

6. The application of incentives and provision of other benefits.

7. The nature and Redressal of grievances

8. Agricultural labour unions.

9. Conflicts between cultivators and labourers

10. Consultation and co-operation between cultivators and labourers.

Indian agriculture is still unorganized as far its operation is concerned; we know the

manpower plays an important part in operation. Agriculture distribution channel involve high

number intermediaries in between which leads to escalation of price of the agriculture

produce. Indian agriculture industry is the largest vegetable growers in the world but with

waste at 30% due to bad handling and infrastructure problem.

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 Majority of the problem in Indian agriculture industry will be solved with the

effective and productive workforce working, if the proper rules and regulation are made

regarding wages, conflict Management and above points also.

One of the reasons which lack in HRM activities in Agriculture is due to less number

organized player and resistant to change from the farmers and bigger unorganized player. The

Human Resource in Indian agriculture originally consists of only cultivators. But due to

historical, economic and social factor, labour class has emerged in course of time. Thus

Human Resource in agriculture has come to consist of cultivators (owner/lessees of land) and

labour.

2.10.4 NEED FOR EFFECTIVE HUMAN RESOURCE MANAGEMENT:

It is an established fact that Human Resource Management will have a profound

impact on agricultural productivity—productivity per hectare and productivity per worker

employed. The yield per hectare is below the world average in all the crops. Human Resource

Management with all its firepower which showing phenomenal success in other sector will

definitely lead to increase in productivity and resolves inequality & conflicts.

This study will help he Agricultural labourers to overcome from their problems and it

will clearly studies the Human Resource on agriculture labourer at Elakurichy.

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 CHAPTER - III

RESEARCH DESIGN

3.1 REVIEW OF LITERATURE

In this section review of literature related to the study is made and research design is

made. I have collected number of articles and views of the authors. Usually this research on

Human Resource Audit will base on Industrial Labourer. But some authors spoke about

Human Resource Management in Agriculture. Now we try to apply Human Resource Audit in

Agricultural Labourers.

3.1.1 Horowitz’s view

Horowitz et al. (2002), provide one of the most definitive pieces of research on the

subject of Human Resource challenges in mergers and acquisitions. Their article identifies the

attributes of organizational culture and Human Resource practices required for successful

transitions in mergers and acquisitions, and analyses the implications of culture types for

inter-organizational combinations. They cite the importance of information when dealing

with employee turnover during a merger or acquisition, and also the importance of giving

special attention to Management style and organizational integration in successfully

managing mergers and acquisitions. Another recent academic piece to touch on the subject

was that of Signorovitch (2004). This article discussed how to successfully deal with a

change in leadership in a company, and in some cases, those leadership changes were

accompanied by other changes, such as reorganization, acquisitions or mergers. He claimed

that it is also not that difficult to get some early insights into the new leader from colleagues

12
in the organization, especially in the Human Resources department, due to that department’s

necessary close association with the change.1

3.1.2 Meyer’s view

Meyer (2001) takes another approach to the topic, using an understanding of the

allocation processes in mergers and acquisitions by applying an organizational justice

perspective. This is a perspective that had previously been neglected in past research on

mergers and acquisitions, but which is very important in understanding the challenges

Managers face in allocating Human Resources and other resources of symbolic importance.

Particular, the paper examines the trade-offs between multiple goals in selecting distributive

and procedural justice rules, and identifies factors that constrain these choices. A similar

perspective is offered by Lieberman and Moss (2001), who analyse the reasons

reorganizations and mergers often result in workforce reductions, and the forms these

changes often take. However, this paper concentrates more on the legal challenges and risks

for in-house counsel and the Human Resources departments when dealing with local and

regional employment laws, claiming that, with proper planning and advice, the potential for

incurring charges of discrimination or other employment law issues can be anticipated and

avoided. However, the paper is very clear that Human Resource departments planning a

reduction in force, whether due to mergers or otherwise, are often running tribunal risks, and

should consider whether other options are feasible, including freezing wages or postponing

wage increases if cash needs are an immediate issue.2

1
Asia Monitor: China & North East Asia Monitor (2005) China’s Bid For Unocal Hits Controversy. Vol. 12,
Issue 8, p. 1.
2
Meyer, C. B. (2001) Allocation Processes in Mergers and Acquisitions: An Organizational Justice
Perspective. British Journal of Management; Vol. 12, Issue 1, p. 47.

13
3.1.3 Merger and Kearney’s view

Specific information on the role of the HR department in the medium and long term,

following a merger or acquisition, can be harder to find, although People Management (2003)

focused on the study HR’s Contribution to International Mergers and Acquisitions, released

by the Chartered Institute of Personnel and Development, stating the importance of

accounting for differences in Human Resources Management policies and industrial relations

between companies, whilst also studying information on cultural due diligence. In contrast,

Kearney (2005), whilst discussing the consolidation of Oracle and PeopleSoft workforces,

looked at differences in the consolidation process in several countries, including collective

consultation on the merger and job losses. His conclusion was that job losses are inevitable in

a merger, and it is up to HR departments to complete them as swiftly as possible because

prolonging the pain for everyone in the name of protecting the few really is cruel. (Kearney,

2005) Kearney’s conclusions back up those of Faulkner, Pitkethly and Child (2002), who

investigated HRM practices adopted by companies from the USA, Japan, Germany and

France in UK companies that they acquired, with UK/UK acquisitions used as a control. The

research, which was based on a survey instrument applied to 201 companies and interviews

with forty, notes that there is some convergence of HRM practices, in that, for example, all

countries researched employ performance-related pay and increased the amount of training in

their new subsidiaries. It found, however, that there is a distinct difference in the HRM

practices employed by companies from each of the countries, influenced by the characteristic

HR practices common to companies in the country of origin of the parent. This work thus

shows the importance of accounting for national differences, whilst also ensuring that

necessary changes are carried out swiftly and efficiently in order to minimize prolonging the

pain, as Kearney put it.3

3
Kearney, V (2005) It’s kind to be cruel during mergers– otherwise you’re just prolonging the pain. People
Management; Vol. 11, Issue 8, p. 48.

14
3.1.4 Pomeroy’s view

More focused, research was undertaken by Pomeroy (2005), who focused mainly on

the role played by Hewlett-Packard Human Resources and workforce development executive

vice president Susan Bowick in the HP-Compaq merger in 2001, showing the pressures that

mergers and acquisitions can place on senior HR Management. Further, the Human

Resources Department Management Report (2005), focused on the announcement of

Affiliated Computer Services Inc. that it will acquire Mellon Financial Corp.’s Human

Resource (HR) consulting and outsourcing division in the U.S. This report examined the

increasing tendency for companies to acquire well functioning Human Resource operations,

as well as develop and focus on their own, thus voicing the expectation that the HR business

process outsourcing market would grow, fuelling the so called ‘Mergerama’.4

Obviously, the differences in HR practices across nations are of vital importance to

potential mergers and acquisitions made by Chinese state owned companies, especially if

they are acquiring companies based in western nations. This is shown most clearly on the

front cover of the August 2005 edition of Asia Monitor: China & North East Asia Monitor.

The article focuses on the US$18.5bn offer by China National Offshore Oil Corp. (CNOOC)

for Unocal Corp., the US oil and gas company, which, according to the publication, is a

landmark event. Not only is the deal the biggest ever by a Chinese company, but it is also the

first contested take-over, and it is the first to be made in a strategic and politically sensitive

sector. Members of the U.S. Congress are attempting to block the deal on the grounds of

national security. Also, they feel that the deal is unfair on commercial grounds because of the

hidden subsidy that the 70% state-owned CNOOC receives from the Chinese government.5

4
Pomeroy, A. (2005) Orchestrating a Mega-Merger. HR Magazine; Vol. 50, Issue 6, p. 58.
5
Asia Monitor: China & North East Asia Monitor (2005) China’s Bid For Unocal Hits Controversy. Vol. 12,
Issue 8, p. 1.

15
3.1.5 Zhu, Cooper, De Cieri and Dowling’s views

It is possibly in response to this, that the changes commented on by Zhu, Cooper, De

Cieri and Dowling (2005) have occurred in Chinese state owned industry. Their research

firstly notes that the Chinese government has launched extensive reforms to encourage

integration with the global economy and, secondly, investigates the implications for Human

Resource Management practices of the changing business environment in China, ownership

of organizations, organizational strategies and strategic integration of the HR function. The

results from two surveys in major Chinese cities, in 1994/5 and 2001/2, with Managers of

state-owned, privately owned, collectively owned and foreign-invested enterprises, are

analysed, and regression analyses are used to show that organizational strategy and

organizational ownership, in contrast with earlier research, were not found to be strong

predictors of HRM practices. The changing business environment in China and participation

by the HR function in strategic decision-making were the strongest predictors of HRM

practices, and overall, a strategic role for the HR function and implementation of ‘Western’

HRM practices are becoming more prevalent in China, although the legacy of traditional

practices endures and new challenges are emerging.6

3.1.6 Goodall and Warner’s view

This research can also be viewed with that of Goodall and Warner (1997), who

examined HRM in joint ventures in Shanghai compared with those in Beijing, using a case-

study approach. They focused primarily on issues relating to labour contracts, rewards and

benefits, social insurance, trade unions and personnel policies, and described developments in

China in each of these areas. The extent to which HR practices in joint ventures are distinct

6
Chiu, S. W. K. and Levin, D. A. (2003) HRM in Hong Kong since 1997. Asia Pacific Business Review; Vol.
9, Issue 4, p. 32.& Chu, P. and Siu, W. S. (2001) Coping with the Asian economic crisis: the rightsizing
strategies of small- and medium-sized enterprises. International Journal of Human Resource Management;
Vol. 12, Issue 5, p. 845.

16
from those in contemporary state owned enterprises was also examined. The papers

conclusions were that, although, as one would expect, foreign ownership modified traditional

practice, the degree and extent to which this was true varied widely. Although neither of these

pieces of research directly related to mergers and acquisitions, they were both strongly

focused on the influence of the west in China, and thus provide good data and analyses which

will be prevalent in the study of the M&A field.7

3.1.7 Hong Kong’s view

Hong Kong is a useful case study for predicting and analyzing the potential future

directions the Chinese mainland state owned enterprises will take, and HRM practices and

development there were reviewed by Chiu and Levin (2003). Their work briefly reviewed the

principal types of employment systems that emerged within this environment following the

reunion with the People’s Republic, and analysed how changes in the economy, the politics,

and the labour marker impacted on these systems from the late 1970s to the mid-1990s. In

particular, it examined how Human Resources Management practices in both the private and

public sectors’ have changed since 1997 in response to two critical events occurring that year:

the onset of the Asian Financial Crisis and the change of sovereignty over Hong Kong. A

further study on the effects of the Asian Financial Crisis on Human Resource practices in the

area was conducted by Chu and Siu (2001), whose paper examined the processes of the

‘rightsizing’ strategies of Chinese-owned small and medium-sized firms in Hong Kong. The

research results suggest that SMEs in Hong Kong follow different Human Resources

practices at different stages, and also suggested a tentative model for the ‘rightsizing’

7
Goodall, K. and Warner, M. (1997) Human Resources in Sino-foreign joint ventures: selected case studies in
Shanghai, compared with Beijing. International Journal of Human Resource Management; Vol. 8 Issue 5, p.
569.

17
strategies of Human Resource departments in Chinese state owned small and medium-sized

firms in Hong Kong.8

3.1.8 Wong and Wang’s view

Another piece with strong relevance is that Law, Wong and Wang (2004), who claim

that the localization of Human Resources has been a major objective for many transnational

corporations and state owned enterprises in China. After a review of related literature and in-

depth interviews with six such corporations, Wong and Law (1999) developed a model

explaining the localization process in China, and based on this localization model, Law,

Wong and Wang (2004) conducted an empirical test involving the antecedents of successful

localization results of 139 transnational corporations in the country. Results showed that

whether or not localization had been identified as an important goal, overall localization

planning efforts and most importantly the actual Human Resources Management practices

were important factors leading to successful localization of expatriate positions.9

3.1.9 Wen’s view

Several pieces of academic research have examined recent merger and acquisition

data regarding Chinese state owned enterprises, one of the most recent of which was

conducted by Wen (2004), who used a Cournot competition model to show that the welfare

consequences of different reforms are determined by the industrial structure, the distribution

of production capacities, and the cost differentials among firms. As these factors vary from

industry to industry, decisions on reform of loss-making state owned enterprises, including

choices between mergers and sale, to which the enterprises’ assets should be sold as well as

the auction approach should be endogenized within the industrial structure. Near the end of

8
Chu, P. and Siu, W. S. (2001) Coping with the Asian economic crisis: the rightsizing strategies of small- and
medium-sized enterprises. International Journal of Human Resource Management; Vol. 12, Issue 5, p. 845.
9
Woodard, K. and Wang, A. Q. (2004) Acquisitions in China: A View of the Field. China Business Review;
Vol. 31 Issue 6, p. 34.

18
2003, the Far Eastern Economic Review looked at the purchase of the two plants of U.S.-

based Intergen Co. in Australia by China state-owned Huaneng Power International Inc., and

examined some of the potential implications10.

3.1.10 Movshuk’s view

A deeper look at this field was undertaken by Movshuk (2004), who used a stochastic

frontier model with panel data, in order to evaluate the impact of major reform initiatives,

including merger policy, on enterprise performance in China’s iron and steel industry. While

the production possibility frontier of examined enterprises was shifting upward, their

technical efficiency did not improve significantly, and was even deteriorating in the mid-

1990s. Moreover, the largest steel enterprises did not have a pronounced efficiency advantage

over smaller ones, even though the former are considered by the Chinese authorities as the

core of their ongoing centralized merger campaign to create internationally-competitive steel

conglomerates. As such, the paper examines various determinants of enterprise inefficiency,

and discusses policy implications of major findings, including some implications that could

potentially impact on HR departments.11

3.1.11 Woodard and Wang’s view

Another useful piece is that of Woodard and Wang (2004), who discuss the

implications of the acquisitions of Chinese companies being made by international companies

for total foreign direct investment. They also mention the formation of the State Assets

Supervision and Administration Commission in line with the restructuring and privatization

of state-owned enterprises, showing that not only must HR departments in Chinese state

10
Wen, M. (2004) Bankruptcy, sale, and mergers as a route to the reform of Chinese SOEs. China Economic
Review; Vol. 15, Issue 3, p. 249.
11
Movshuk, O. (2004) Restructuring, productivity and technical efficiency in China’s iron and steel industry,
1988-2000.Journal of Asian Economics; Vol. 15, Issue 1, p. 135.

19
owned enterprise be prepared to acquire other companies, but they would do well to consider

the possible implications of acquisition themselves.

3.1.12 Mostafa Karbasioun & Martin Mulder’s view

Numerous organizations have increasingly realized that their most important

resources are human. Furthermore, two important domains in the field of Human Resources

have been distinguished: Human Resource Management (HRM), and Human Resource

Development (HRD). These two fields are interrelated and have a significant influence on

organizational performance. This is especially true in extension services, of which the major

commitments are education, training, and development. Therefore, this research has focused

upon to the situation of HRM and HRD in the agricultural extension system of Iran. Formal

agricultural extension services began more than 50 years ago in Iran and endeavors have been

particularly accomplished in this field after the revolution of 1979.

Nevertheless, there still are a number of barriers and restrictions which hampering

extension procedures, and as a result extension, has not been appropriately successful or

satisfactory for farmers throughout the years. In order to explore what could be done to

support extension systems and facilitate its evolution, several studies have been conducted in

Iran. These studies indicate that no sufficient efforts are being made towards HRD and HRM

in agricultural extension in Iran. Therefore, this research pays specific attention to the

obstacles in the field of HRM/HRD in agricultural extension organizations in Iran. Finally,

recommendations will be presented to overcome the barriers observed.

3.1.13 Wayne H. Howard’s View

A Review with Applications to Agriculture by Wayne H. Howard12 and Kenneth A.

McEwan13 for years the major Management concern of farm Managers was farm production.
12
Assistant professor, Department ofAgricultural Economics and Business, University ofGuelph, Guelph.
13
l2Farm Management specialist, Ontario Ministry ofAgriculture and Food, Toronto.

20
In the 1970s and 1980s, the importance of finance and marketing emerged as two additional

critical success factors in production agriculture.

The purpose of this paper is to present some common Human Resource Management

(HRM) theories. The theories presented are not exhaustive, but they present a useful

framework for analyzing HRM practices. A brief review of HRM studies in agriculture is also

presented. A summary and recommendations for future research conclude the paper.

A fourth Management area of growing importance to successful farming is managing

labour (Thomas and Erven 1989). Total employment in farming has been steadily decreasing

to less than 4% of Canada's labour force in 1984 from close to 20% in 1950 (Agriculture

Canada 1984). However, the labour remaining in agriculture has been changing structure,

with a greater proportion of hired labour. Hired labour accounted for 30% of total hours of

Canadian agricultural labour in 1983, up from 18% in 1961 (Statistics Canada 1981,1971). A

similar situation exists in U.S. agriculture

The increasing proportion of hired labour in agriculture indicates a need for more

research and extension activities in labour issues, but the importance of personnel

Management is not universally recognized in our discipline. Most studies of agricultural

labour have been on agricultural versus non-agricultural wage rates (Tweeten and Brinkman

1976), supply of seasonal labour (Torok and Huffman 1986), or labour productivity in the

aggregate (Polopolus 1986). A recent survey of introductory farm Management course syllabi

and commonly used farm Management textbooks found that, whereas 70% of the texts had a

chapter on labour, only 35% of the syllabi listed labour as a subject explicitly discussed

(Howard and Harling 1988).

21
3.1.14 Lane and Campbell’s View

There have been few studies published on HRM in agricultural, but labour has been

recognized as a problem in agriculture for many years. Lane and Campbell (1952) found

acquiring and keeping adequate farm labour to be one of the most common and difficult

problems confronting Ontario farmers. They identified regular hours, good living conditions

and good wages as the factors most important in keeping labour. McBride surveyed

employees on dairy farms in 1969. Those employees ranked good wages, good housing and

regular hours worked as the top priorities when applying for new positions. Dairy employees

were surveyed again by Okyere (1972), who found that employee satisfaction was highly

correlated with the image the employee holds of the dairy industry as a whole. Okyere also

found a negative relationship between education and employee turnover. Many studies have

pointed out that wages in agriculture are lower than wages in non-agricultural industries.

Newby (1972) attempted to answer why at least some employees are satisfied with lower

wages. From British farm employees, he gathered information on job satisfaction, goals and

expectations, as well as normal wages and employment statistics from the British Ministry of

Labour.

Essentially he concluded there were three reasons for lower agricultural wages:

 In general, the productivity of labour in agriculture is well below that in

industry or services.

 Compared with most manual work, agriculture offers greater noneconomic

rewards.

 However, the tolerance of lower income for the sake of non economic rewards

is extremely sensitive. The aspirations and expectations of individuals are

22
 shaped by the norms and values of other individuals and groups with whom

they identify.

3.1.15 Reddy. M.J.M’s View

Reddy. M.J.M, has pointed out that marketable surplus is imputed quantity derived

after retention for home consumption, seed requirements, payment of wage in kind, including

disbursements to village artisans for services rendered and for livestock feed the problem of

marketable surplus is related to the production and consumption sides by the commodity. The

importance of marketed surplus cannot be ignored in view of the tendency by small

cultivators to succumb to forced sales to meet urgent needs. Hence a study on marketed and

marketable surplus and the factors which govern the flow of marketed surplus was considered

important in order to identify the weaknesses of the present marketing system in Elakurichy.

It forms the staple food in this region.14

3.1.16 Awasthi.P.K’s View

Awasthi.P.K, has pointed out that risk and uncertainty constitute two major hazards

which hamper agricultural production and bring about instability in the rural economy. The

position is no different in Jabalpur district of Madhya Pradesh. A part of variation in crop

yield, measured in a quantitative manner through probability estimates may be termed as risk

while that part of for which parameters of probability distribution can not be established in an

empirical manner may be termed as “Uncertainty” .During the post – Green Revolution

period, paddy production was found to be significantly associated with rainfall as it was for

the pure – Green Revolution period. Against expectations, the association between percentage

area irrigated and area under high yielding Karieties was significantly inverse. This interred

that the expansion of area under high yielding varieties of paddy in the district is not

14
Reddy.M.J.M, “marketable Surplus in Paddy”, Agricultural Situation in India, Vol.XLI, No.10. January 1987,
p.823.

23
restricted to irrigation facilities. Another strange but important finding is that the increase in

rainfall has almost inverse relationship with area under paddy in this district. The district

represents the ‘Haveli’ system of farming where following during Kharif followed by wheat

in Ragi is quite common. Paddy production during revolution period was simply the matter of

trend and the area under the crop and its irrigated area did not influence the Paddy

production.15

3.1.17 Madhusudan Ghosh’s View

Madhusudan Ghosh has pointed out that employment generation is concerned, there is

no doubt that cultivation of high yielding varieties (HYVs) as such would result in a

substantial increase in employment in agriculture. The present study, we have examined the

effects of agricultural modernization upon rural employment by comparing the labour

requirement per unit of land in HYV paddy in relation to local varieties of paddy two types of

innovations in agriculture one in the form of land augmenting technology and another. In the

form of labour displacing mechanization technology consisting of HYV seed, chemical

fertilizer, irrigation and pesticides which have been part of the “Green Revolution” process.

The intensity of adoption of new agrarian technology at the farm level, we have estimated the

following functional relation between farm size and percentage of total paddy area under

HYV paddy. There is no farm household cultivating local varieties of autumn and summer

paddy it is not possible to compare labour requirements respectively in local and improved

varieties of AUS and summer paddy. There exists no pure “traditional farming in any of the

selected villages, the farmers are very often found to use modern inputs like chemical

fertilizers, pesticides, even in the cultivation of local varieties of paddy there fore, one does

15
Awasthi P.K, Risk and Uncertainty in Paddy Production”, Agricultural Situation in India, Vol.XLII, No.7,
Oct-1987, pp.611-612.

24
not find the exact magnitude increase in the demand for labour due to HYV technology

solely.16

3.1.18 V. Venkatesh’s View

V. Venkatesh has pointed out in addition the activities of the market functionaries also

affected the availability of the food grains and their prices in the open market. Thus the

government intervention is essentially intended to protect the consumer from rising prices

and ensure a fair price to the producers. The government intervention is mostly in the form of

price controls procurement, restrictions on movement and distribution of food grains through

public distribution system, with the advent of green revolution and perceptible improvement

in the production of food grains, the intervention by the government has undergone a

significant change. Emphasis on price control was shifted to provide a remunerative price to

the producer as a measure of price support and procurement system was introduced. The

procurement price was intended to act an incentive for the producers to produce more and

ultimately enhance the production of food grains in the State of Tamil Nadu.17

3.1.19 Rajagopal’s View

Rajagopal, has pointed out that the high yielding varieties programme (HYVP) was

started country wide during green revolution period, and the programme was adopted in

Madhyaprdesh since 1975 on wards on intensive scale. Later, during the expansion phase, the

location specific character of agricultural technology the contribution of the new varieties to

productivity, growth and increasing adoptability of high – yielding varieties of food grains in

response to extension communication have become highly significant in those regions

where substantial investment on creation of physical and institutional infrastructure has been

16
Madhusudan Ghosh, “Technological Change and Employment Generation in a Rice – based Agriculture,
Agricultural Situation in India, Vol. XLII, No.10, January-1988, pp.881-886.
17
Venkatesh, “Government Intervention in the Paddy Marketing System”, Agricultural Situation in India,
Vol.XLII, No.12, March-1988, p.1077.

25
made. The south eastern part of Madhya Pradesh which is predominant in Paddy cultivation

has also experienced the consequences of the adoption of HYV paddy seed. The agricultural

extension programmes such as TV programme, fertilizer education were implemented the

experiences of those years have thrown light on many issues related to the problems and

prospects of HYV and its adoptability in the region. The real level of adoption HYV ,

however, lies in the appraisal of its economic and technical viability. The reason might be that

farmers having large landholding may not be able to adopt the cultivation of HYV due to

highest specially during the usage of chemical fertilizers, pesticides etc.,18

3.1.20 Suhag. K.S’s View

Suhag. K.S has pointed out that the Agriculture under the comprehensive scheme for

studying the cost of cultivation of principal crops, the net incomes from rice crops in each of

the selected state were derived by subtracting cost from gross incomes per hectare. The net

incomes so obtained were deflated by the whole sale price index [1970-71 = 100] to work out

net farm income per hectare at constants price. They were also adjusted for the interpolated

holding sizes to arrive net farm income per holding at constant prices. The net farm income

per hectare of rice also declined overtime in rice producing states like Andhra Pradesh. Bihar,

Orissa, West Bengal, and Haryana. But the real net income per hectare marginally improved

with time in Tamil Nadu. Net farm income per unit of land was the highest in Haryana. 19

3.2 RESEARCH DESIGN

3.2.1 Statement of the Problem

“In India, there are 74.6 millions of agricultural labourers and in Tamil Nadu their

population is 78.96 lakhs. It is because of the toiling of agricultural labourers, our 846 million
18
Rajagopal, “Imfact of Paddy High-Yielding variety seeds on farmers”, Journal of Rural Development, Vol.8,
No.3, May-1989, pp.309-311.
19
Suhag.K.S, “Dynamics of Net Incomes from Rice in India”, Agriculture Situation in India, Vol.XLV, No.3,
June-1992, pp.165-166.

26
hungry stomachs are getting filled up three times daily. If they do not put their hands in the

soil, others cannot put their hands in their food. But, they still remain poorest among the poor

in India”

Now the economic status of the people is increasing. People want to change their life

style. They are moving to urban places. Basically 80 percentages of women labourers are

employed in Agriculture field.

Now people are not willing to work in the field whole day. So they are encouraging

their children to study more and to work in the companies. If this situation continues more

than en years then we will not get food to eat. In order to overcome these difficulties this

study will help to overcome from this problem.

3.2.2 Objectives of the Study

The following are the important objectives of the study

1. To study about HRM in the mode of Introduction.

2. To learn the concept of HR audit.

3. To assess the work life of Agricultural labourers in the study area.

4. To audit the HR value of Agricultural labourers in the study area.

5. To offer suggestions to improve the HR value of Agricultural labours.

3.2.3 Methodology

This study on the Human Resource Audit on agricultural labours is confined to

Elakurichy alone. This village may be taken as a model because of the specific and intensive

nature of agricultural labourers in the area.

27
 For this study both primary and secondary data have been collected. The method of

random sampling has been adopted and 50 sample agricultural labourers have been chosen.

The data have been collected through personal enquiry with help of a detailed questionnaire.

In order to analyse the data in clear cut way bar and pie charts have been drawn.

Null Hypothesis Ho: and Alternative Hypothesis H1: is used to find out the solution.

Finally I will propose few suggestions to improve HR values in agricultural labourers.

3.2.4 Scope of the Study

The scope of the study is given below;

 The real situation of the agricultural labourers have been analysed. The

economic condition of this agricultural labourers of this area have been

analysed.

 The various problems of the agricultural labourers have been analysed.

 The quality of life and Human Resource value have been analysed.

3.2.5 Limitations

The study is approximately true not absolute since only we can collected and analysed

50 sample units. The conclusion not in clear picture to the distribution of entire area.

THE WORK LIFE OF AGRICULTURAL LABOUR

4.2 Analysis and Interpretations of the Study Area according to Primary

Source

Now let us study the extensive study about Agricultural Labourer in Elakurichy.

Table: 1 - Distribution of Respondents by Sex

28
There are 943 males and 876 females in BC, 121 males and 119 females in MBC and 317

males and 281 females in SC Category in this village. Our concern is to take sample from all

categories of people at random.

Sex No. of Respondents Percentage (%)

Male 32 64
Female 18 36
Total 50 100
*Source: Primary Data
Inference

It is inferred from the above table that the majority of the respondents are from the

male group (64%). The female respondent is only 36%.

Table: 5 Nature of the farm

In this village Rice crops, Sugar cane crops and Cerals are available but due to water scarcity

many opt for rice crops .

Items Male Per Female Per Total Per

Sugar cane crops 6 18.75 0 0.00 6 12.00
Rice crops 23 71.88 18 100.00 41 82.00
Cerals 3 0 0 0 3 6.00
According to Season &
Price 0 0 0 0 0 0
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred from the above table, that the yield of Rice Crops percentage is high

than the other crops.

Chart 5 - Nature of the farm

29
 Table: 6 Legal forms of the Lands

Most of the Agricultural labourers are not owning own lands. For this study is

made.

Items Male Per Female Per Total Per

Own Landlord 13 40.63 8 44.44 21 42.00
Land taken for Lease\ 1 3.13 0 0.00 1 2.00
Labourer 18 0 10 0 28 56.00
On Agreement Basis 0 0 0 0 0 0
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred from the above table, that in the legal form of the lands, labourer

categories are more than the Own landlords and Land taken for lease. Also that the male

labourers are more than the females.

Chart 6 Legal form of the Lands

30
 Table: 7 Farming Experience

The Agricultural labourer’s experience of farming will differ. This study depicts

their experience.

Items male Per Female Per Total Per

1-5 Years 4 12.50 5 27.78 9 18.00
5-10
Years 16 50.00 3 16.67 19 38.00
10-15
years 12 0 10 0 22 44.00
15 &
above 0 0 0 0 0 0
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred from the above table, that the males are highly experienced in farming

than females, and their experience range is between 5 – 10 years.

Chart 7 - Farming Experience

31
 Table: 8 Workers in the Field
The Agricultural labourers are not working in the same field. According to the need

they are employed.

Workers male Per Female Per Total Per

Min 3 15 46.88 10 55.56 25 50.00
3 to 10 4 12.50 0 0.00 4 8.00
10 &
above 13 0 8 0 21 42.00
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred from the above table, that the no. of workers in each field is minimum 3

and maximum 10 & above. Also, the no. of male workers are more than females.

Chart 8 - Workers in the Field

Table: 9 Observations of the Seasonal Employees

The Agricultural labourers are not employed properly. But during the season

they are employed.

Condition Male Percentage Female Percentage Total Percentage

Yes 2 6.25 8 44.44 10 20.00
No 21 65.63 3 16.67 24 48.00

32
Part time 9 28.13 7 38.89 16 32.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the seasonal male employee’s percentage (65.63%) is more than

females, without any condition basis.

Chart 9 Observations of the Seasonal Employees

Table: 10 Owner's Friendship with other Business Parties

The Agricultural labourers are not living alone. They are with other business

parties also. This study will answer the friendship with other business parties.

Condition Male Percentage Female Percentage Total Percentage

Yes 24 75.00 8 44.44 32 64.00
No 8 25.00 10 55.56 18 36.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

33
 It is inferred that the Land Owners relationship with other business parties are better

on some condition basis.

Table 11 Seasons in which the greatest amount of Sales

During the summer season there is a great need of agricultural products. We shall see
the sales.

Seasons Male Per Female Per Total Per

Summer 19 59.38 18 100.00 37 74.00
Winter 13 40.63 0 0.00 13 26.00
Autumn 0 0 0 0 0 0.00
All the
above 0 0 0 0 0 0
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred that, the profit scale is high in summer season compare to other season’s.

In that too males profit percentage is high.

Chart 11 - Seasons in which the greatest amount of Sales

Table 12 Profit per Year

The primary concern of each business is profit. The agricultural labourers also will

look after profit. Now we shall see the profit of the agricultural labourers.

Profits Male Per Female Per Total Per

34
 5000-10000 16 50.00 6 33.33 22 44.00
10000-15000 13 40.63 6 33.33 19 38.00
15000-20000 3 0 6 0 9 18.00
20000 and above 0 0 0 0 0 0
Total 32 18 50 100

*Source: Primary Data

Inference

It is inferred that, the majority of males profit scale is around 5000 to 10000 per year.

Chart 12- Profit per Year

Table 13 Subsidies from Government

Now the Government provides number of subsidies. Now we shall see its usefulness.

Conditions Male Percentage Female Percentage Total Percentage

Yes 29 90.63 9 50.00 38 76.00
No 3 9.38 9 50.00 12 24.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the male farmers are highly profited by the subsidies given by the

government on some condition basis.

Table 16 Usefulness of Special Programmes for the Economic Growth

Conditions Male Percentage Female Percentage Total Percentage

35
Yes 26 92.86 5 55.56 31 83.78
No 2 7.14 4 44.44 6 16.22
Total 28 100 9 100 37 100

*Source: Primary Data

Inference:

It is inferred that the Economic growth programmes conducted to the farmers was

highly useful to the male workers (92.86%) than the female workers (55.56%)

CHAPTER -V

THE AUDIT OF HR VALUE OF AGRICULTURAL LABOURS

In this chapter we shall discuss about the audit of HR value of the agricultural

labourer by way of studying their motivation, job satisfaction, quality of work life and their

personal interest.

5.1 The HR value of Agricultural Labours in study area based on primary source

Table 23 Motivation of the Labour

Motivation is needed for each and individual human beings. It gives life. Now let us

see how the Agricultural Labourers are motivated.

Motivation Male Percentage Female Percentage Total Percentage

Highly motivated 2 6.25 9 50.00 11 22.00
Feasible 9 28.13 5 27.78 14 28.00
No 21 65.63 4 22.22 25 50.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the percentage of the female workers (50%) are high in the

motivation of farming than male.

Chart 23 Motivation of the Labour

36
 Table 24 Granting of Bonus

Granting bonus is important tool to get good result and growth. Is there granting of

bonus for agricultural labours by the Government as well as from land lords.

Condition Male Percentage Female Percentage total Percentage

Yes 6 18.75 7 38.89 13 26.00
No 24 75.00 4 22.22 28 56.00
Sometimes 2 6.25 7 38.89 9 18.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the no. of female farmers are more in granting for bonus than male

farmers on some condition basis.

Chart 24 Granting of Bonus

37
 Table 25 Special Training For Labourers

On going formation is needed for each and every work. For Agricultural labours

ongoing formation is given in the form of special programmes.

Conditions Male Percentage Female Percentage total Percentage

Yes 16 50.00 18 100.00 34 68.00
No 0 0.00 0 0.00 0 0.00
Rarely 16 50.00 0 0.00 16 32.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the participation of female labours are more than male labours when

the special training programmers were conducted for them.

Chart 25 Special Trainning For Labourers

Table 26 Satisfaction of the Programme

The result of the special programmes is below

Level Male Percentage Female Percentage total Percentage

Highly
Satisfied 2 6.25 8 44.44 10 20.00
Satisfied 30 93.75 10 55.56 40 80.00
No 0 0.00 0 0.00 0 0.00
Total 32 100 18 100 50 100

*Source: Primary Data

38
 Inference:

It is inferred that the female labours are highly satisfied than male labours when the

programmers conducted and the male labours are just satisfied than females.

Chart 26 Satisfaction of the Programme

Table 27 Interest of the Labour after Training

Interest is the basic factor of every achievement. After the training programme how

the interest of labour is increases or decreases is studied from following table.

Level Male Percentage Female Percentage total Percentage

Yes 4 12.50 7 38.89 11 22.00

Partially interested 14 43.75 4 22.22 18 36.00

Need somemore advanced
techniques 14 43.75 7 38.89 21 42.00

Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that, according to male farmers the training programmers are partially

interested and they need some new advanced techniques. To females, they are interested and

so they need some more new techniques.

Chart 27 Interest of the Labour after training

39
 Table 28 Profit after Trainning

Profit is the basic factor of each business. After the training programme how the profit

of labour is increases or decreases is studied from following table.

Level Male Percentage Female Percentage Total Percentage

Huge 4 12.50 7 38.89 11 22.00
Normal 21 65.63 5 27.78 26 52.00
Not
Profitable 7 21.88 6 33.33 13 26.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the majority of the male farmers feel that their Profit scale to be

normal even after training and for the majority of females feel that it is huge.

Chart 28 - Profit after Trainning

40
 Table 29 Use of Media

Media plays vital role. Now media is used in agriculture field also. Let us see how it

helps the agricultural labourer..

Use Male Percentage Female Percentage total Percentage

Can learn new
techniques 17 53.13 9 50.00 26 52.00
Not much interesed 5 15.63 3 16.67 8 16.00
Should be interested 10 31.25 6 33.33 16 32.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the majority of the male and female workers feel that they can learn

new techniques through media.

Chart 29 - Use of Media

41
 Table 30 Job Environment

Good job environment makes high yielding. How the job environment of agriculture

labourer is discussed in this table.

Conditions Male Percentage Female Percentage total Percentage

Favorable 6 18.75 8 44.44 14 28.00
Not
Favorable 13 40.63 5 27.78 18 36.00
Medium 13 40.63 5 27.78 18 36.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the majority of the male farmers feel that their job environment is

not favorable and medium and for female farmers it is favorable.

Chart 30- Job Environment

42
 Table 31 Break Intervels

The number of break intervals is studied in the following table.

Frequent Male Percentage Female Percentage total Percentage

One 14 43.75 6 33.33 20 40.00
Two 14 43.75 7 38.89 21 42.00
Three 4 12.50 5 27.78 9 18.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the farmers had one or two break intervals per day.

Chart 31 - Break Intervels

43
 Table 32 Development Work Of Government or NGO'S

Every nook and corner NGO’s are working for the growth of the society. In

Elakurichy how the development of NGO’s is discussed in the following table.

Condition Male Percentage Female Percentage total Percentage

Yes 27 84.38 9 50.00 36 72.00
No 5 15.63 9 50.00 14 28.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the majority of the farmers still need some of the developed

techniques in the work of government and NGO’s.

Chart 32 - Development Work Of Government or NGO'S

Table 33 Satisfaction of Developmental Programme

How people feel the work done by NGO’s

Satisfaction Male Percentage Female Percentage Total Percentage

Highly
satisfied 7 25.93 4 44.44 11 30.56
Satisfied 15 55.56 4 44.44 19 52.78
Not Satisfied 5 18.52 1 11.11 6 16.67
Total 27 100 9 100 36 100

*Source: Primary Data

Inference:

44
 It is inferred that the development programmes conducted by the NGO’s and

Government are only just satisfied by the farmers.

Chart 33 - Satisfaction of Developmental Programme

Table 34 Getting a Good quality of work for the Family Members

Agriculture labourers are asked about their family members quality of life. The result

is studied in below table.

Condition Male Percentage Female Percentage total Percentage

Yes 17 53.13 15 83.33 32 64.00
No 15 46.88 3 16.67 18 36.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the farmers are highly benefited by getting a good quality of work

for their family members.

Chart 34 Getting a Good quality of work for the Family Members

45
 Table 35 Child Labour in the Family

Child labourer is prohibited by the Government. Will they employed in Elakurichy?

This study will help us to find out.

Conditions Male Percentage Female Percentage total Percentage

Yes 12 37.50 3 16.67 15 30.00
No 20 62.50 15 83.33 35 70.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that now a days the rate of the child labours are gradually decreased in

the farmer’s family.

Chart 35 - Child Labour in the Family

46
 Table 36 Union Systems in Farming

Union systems is the need of the hour to get our own rights. Is there union system at

Elakurichy for agricultural labourers..

Conditions Male Percentage Female Percentage total Percentage

yes 7 21.88 17 94.44 24 48.00
No 25 78.13 1 5.56 26 52.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the majority of the male farmers not interested in farming union

systems and for female farmers they need some of the union systems in farming.

Chart 36 Union Systems in Farming

Table 37 Supervisory Strategies

The supervisory strategies deal about job involvement, individual hard work, planning

and team work.

Strategies Male Percentage Female Percentage total Percentage

Job involvement 10 31.25 6 33.33 16 32.00
Individual hard work and
planning 4 12.50 6 33.33 10 20.00
Well planned team work 18 56.25 6 33.33 24 48.00
Total 32 100 18 100 50 100

47
 *Source: Primary Data
Inference:

It is inferred that the majority of the farmers feel to have a well planned team work to

improve their strategies.

Chart 37 - Supervisory Strategies

Table 38 Use of Agricultural Call Centres

The on line call centres provides instant information. How call centres help

agricultural labourers at Elakurichy?

Condition Male Percentage Female Percentage total Percentage

Yes 14 43.75 10 55.56 24 48.00
No 0 0.00 0 0.00 0 0.00
Yes but not
satisfactory 18 56.25 8 44.44 26 52.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the most of the farmers are using the Agricultural Call Centers but

among them most of the male farmers feel that their service is not satisfactory.

Chart 38 - Use of Agricultural Call Centers

48
 Table 39 Water at the time of cultivation

Water scarcity is the primary factor of under growth of economic standard of the

agricultural labourer. Now let us see the availability of water during the time of cultivation at

Elakurichy.

Condition Male Percentage Female Percentage total Percentage

Yes 24 75.00 7 38.89 31 62.00
No 7 21.88 10 55.56 17 34.00
Yes but not
enough 1 3.13 1 5.56 2 4.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that most of the farmers can get enough amount of water at the time of

cultivation for their fields.

Chart 39 Water at the time of cultivation

49
 Table 40 Power Supply

Power supply is used for irrigation. If there is no proper power supply there wont be

work for agricultural labourer in the field.

Condition Male Percentage Female Percentage total Percentage

Yes 14 43.75 10 55.56 24 48.00
No 1 3.13 3 16.67 4 8.00
Yes but not
enough 17 53.13 5 27.78 22 44.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that most of the farmers cannot able to get a enough amount of power

supply for their lands.

Chart 40 Power Supply

50
 Table 41 Facing the Natural Calamities

Every year agricultural labourers are facing natural calamities. Will it affect the

labourer in Eakurichy?

Condition Male Percentage Female Percentage total Percentage

Yes 31 96.88 17 94.44 48 96.00
No 1 3.13 1 5.56 2 4.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that most of the farmers faced so many natural calamities and so they

were highly affected due to that.

Chart 41 Facing the Natural Calamities

51
 Table 42 Buying of Seeds when the price is increased

When the rate of the seeds is increased how the labourer is managing the situation?

Mode male Per Female Per Total Per

By
government 17 53.13 7 38.89 24 48.00
By NGO 11 34.38 3 16.67 14 28.00
By
borrowing 4 0 8 0 12 24.00
All the above 0 0 0 0 0 0
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred that the farmers seek the governments help whenever the price of the

seeds increased. Also, they used to borrow the money from others in that situation.

Chart 42 Buying of Seeds when the price is increased

Table 43 Health problem of the Agricultural Labours

Agricultural labourers are working in the field. There are no safety measures are not

followed in the field. How the workers face when there is a health problem at Elakurichy.

Condition Male Percentage Female Percentage total Percentage

Yes 31 96.88 18 100.00 49 98.00
No 1 3.13 0 0.00 1 2.00
32 100 18 100 50 100

52
 *Source: Primary Data
Inference:

It is inferred that most of the labours were facing lot of health problems due to

continuous doing hard work.

Chart 43 Health problem of the Agricultural Labours

Table 44 Medical support from the Government or NGO's

Agricultural labourers are working in the field. There are no safety measures are not

followed in the field. How the workers face when there is a health problem at Elakurichy?

Conditions Male Percentage Female Percentage Total Percentage

Yes 16 50.00 10 55.56 26 52.00
No 0 0.00 0 0.00 0 0.00
Yes but not
enough 16 50.00 8 44.44 24 48.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the farmers are getting the medical support from the government

side and from NGO’s but the facility provided is not sastisfactory.

Chart 44 Medical support from the Government or NGO's

53
 Table 45 Economic conditions to Carryout the alternative method

Now there are number of alternative methods are introduced. How the Labourers’s

economic condition to carry out alternative method..

Condition Male Per Female Per Total Per

Feasible 1 3.13 0 0.00 1 2.00
Need support from the
government 15 46.88 11 61.11 26 52.00
From NGO 16 0 7 0 23 46.00
Not possible 0 0 0 0 0 0
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred that the farmers were seeking the great economic support from the

government and NGO’s when they undergo any alternative method to increase their

economic level.

54
 Chart 45 Economic conditions to Carryout the alternative method

Table 46 Use of Alternative method

Agricultural labourers are interested in alternative method or not is discussed in the

following table.

Condition Male Percentage Female Percentage total Percentage

Yes 9 28.13 8 44.44 17 34.00
No 14 43.75 7 38.89 21 42.00
Sometimes 9 28.13 3 16.67 12 24.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that most of the male famers were not interested to undergo any

alternative method but some of the female farmers are interested .

Chart 46 Use of Alternative method

55
 Table 47 Strategy and internal Politics regarding alternative method

Strategy and internal Politics regarding alternative method is discussed in the

following table.

Use of policies Male Percentage Female Percentage total Percentage

Full support 2 6.25 2 11.11 4 8.00
Partially
supported 17 53.13 7 38.89 24 48.00
Neglected 13 40.63 9 50.00 22 44.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the farmers are not fully supported by all when they wish to undergo

any alternative method.

Chart 47 Strategy and internal Politics regarding alternative method

56
 Table 48 Satisfaction of the Alternative method

Satisfaction of the Alternative method by the agricultural labourers are measured in

the following table.

Conditions Male Percentage Female Percentage Total Percentage

Yes 0 0.00 0 0.00 0 0.00
No 18 56.25 7 38.89 25 50.00
Sometimes 14 43.75 11 61.11 25 50.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that most of the farmers are not completely satisfied if any alternative

method is followed .

Chart 48 Satisfaction of the Alternative method

Table 49 Change in one area will affect other areas

Now people look for changes. Is there is change in one area will affect other areas is

discussed in the following table.

Condition Male Per Female Per Total Per

Yes 18 56.25 11 61.11 29 58.00
No 0 0.00 0 0.00 0 0.00
May be in
future 6 0 4 0 10 20.00

57
 Both a and c 8 0 3 0 11 22.00
Total 32 18 50 100

*Source: Primary Data

Inference:

It is inferred that mostly if any changes practiced in one area it will surely affect the

nearby areas also.

Chart 49 Change in one area will affect other areas

Table 50 Personal interest of the Agricultural labour

The personal interest of agricultural labourer at Elakurichy is studied in the following

table.

Personal
interest Male Percentage Female Percentage total Percentage
Yes 7 21.88 2 11.11 9 18.00
No 25 78.13 16 88.89 41 82.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that most of the agricultural labous didn’t show their personnel interest

in farming.

Chart 50 Personal interest of the Agricultural labour

58
 Table 51 Personal Satisfaction of the Agricultural Labour

The personal satisfaction of agricultural labourer at Elakurichy is studied in the

following table.

Satisfaction Male Percentage Female Percentage total Percentage

Yes 5 15.63 2 11.11 7 14.00
No 10 31.25 7 38.89 17 34.00
Partially
satisfactory 17 53.13 9 50.00 26 52.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the most of the labours are not completely satisfied in their work

field.

Chart 51 Personal Satisfaction of the Agricultural Labour

59
 Table 52 Future vision of the Agricultural labour

The future vision of agricultural labourer at Elakurichy is studied in the following

table.

Conditions Male Percentage Female Percentage Total Percentage

Yes 1 3.13 2 11.11 3 6.00
No 21 65.63 9 50.00 30 60.00
Children's
interest 10 31.25 7 38.89 17 34.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:

It is inferred that the agricultural labours are not highly interested to bring up their

children to work in the same field.

Chart 52 Future vision of the Agricultural labour

60
 Table 53 Family Support for the Agricultural Labour

Family Support for the Agricultural Labour is feasible or not is discussed in the following

table.

Support
Male Percentage Female Percentage Total Percentage
Full
support 0 0.00 0 0.00 0 0.00
Feasible 18 56.25 9 50.00 27 54.00
No 14 43.75 9 50.00 23 46.00
Total 32 100 18 100 50 100

*Source: Primary Data

Inference:
It is inferred that the agricultural labours are facing only a feasible support from the
family.
Chart 53 Family Support for the Agricultural Labour

61
 Table 54 Suggestions
Suggestions will help to improve more. The suggestions of the agricultural labourer

will help another to come in their life.

Suggestions Male Per Female Per Total Per

Publishing of
directory 7 21.88 4 22.22 11 22.00
Marketing campaign 9 28.13 3 16.67 12 24.00
Distribution Network 8 0 7 0 15 30.00
Education program 8 0 4 0 12 0
Total 32 18 50 76

*Source: Primary Data

Inference:

It is inferred most of the farmers suggest that they need a quality marketing campaign

to sold their products.Also,they feel distribution network and educational programme to be

improved.

Chart 54 Suggestions

62
5.2 HYPOTHESIS

5.2.1 Association between Social Status and work Satisfaction

Social Not partically Total

Status Satisfied satisfied satisfied
23
SC 3 8 12
27
BC 4 9 14
0
MBC 0 0 0
0
OC 0 0 0
50
Total 7 17 26
*Source: Primary Data
Null Hypothesis Ho:

There is significant association between social status of respondents and their work

satisfaction.

Alternative Hypothesis H1:

There is no significant association between social status of respondents and their

work satisfaction.

Chi-Square Test:
χ2 = (Σ(Oi-Ei)2) / Ei
Where Oi = Observed Frequency
Ei = Expected Frequency

63
 Ei = (RT X CT) / GT
Where RT = Row Total
CT = Column Total
GT = Grand Total
Expected Frequency (Ei)

Social Status Sat Not Sat Par Sat

SC 3.22 7.82 11.96
BC 3.78 9.18 14.04
MBC 0 0 0
OC 0 0 0

(Σ(Oi-
Oi Ei Σ(Oi-Ei)2
Ei)2) / Ei
3 3.22 0.0484 0.015031
8 7.82 0.0324 0.004143
12 11.96 0.0016 0.000134
4 3.78 0.0484 0.012804
9 9.18 0.0324 0.003529
14 14.04 0.0016 0.000114
Total 0.035756
χ2 = (Σ(Oi-Ei)2) / Ei

Degree of Freedom
= (r-1) (c-1)
= (4-1) (3-1)
=6
Calculated value of χ2 =0.035756
The tabulated value of χ2 = 0.05 d.f. 6 at 5% of level of significance is 12.592

Conclusion

Since calculated value of χ2 is very less than the tabulated value, Null hypothesis is

accepted. So it concludes that there is significant association between social status and their

work satisfaction

64
5.2.2 Association between Experience of Agricultural Labour and their Work

Satisfaction

Work not partically

Satisfied Total
Experience satisfied satisfied
1-5 years 2 4 3 9
5-10 years 2 4 13 19
10-15 years 3 9 10 22
15 & above 0 0 0 0
Total 7 17 26 50

*Source: Primary Data

Null Hypothesis Ho:

There is significant association between experience of agricultural labourer and their

work satisfaction.

Alternative Hypothesis H1:

There is no significant association between experience of agricultural labourer and

their work satisfaction.

Chi-Square Test:

χ2 = (Σ(Oi-Ei)2) / Ei
Where Oi = Observed Frequency
Ei = Expected Frequency
Ei = (RT X CT) / GT
Where RT = Row Total

65
 CT = Column Total
GT = Grand Total
Expected Frequency (Ei)

Work Experience Sat Not Sat Par Sat

1-5 years 1.26 3.06 4.68
5-10 years 2.66 6.46 9.88
10-15 years 3.08 7.48 11.44
15 & above 0 0 0

Oi Ei Σ(Oi-Ei)2 (Σ(Oi-Ei)2) / Ei
2 1.26 0.5476 0.434603
4 3.06 0.8836 0.288758
3 4.68 2.8224 0.603077
2 2.66 0.4356 0.163759
4 6.46 6.0516 0.93678
13 9.88 9.7344 0.985263
3 3.08 0.0064 0.002078
9 7.48 2.3104 0.308877
10 11.44 2.0736 0.181259
50 50 20.1764 2.414257
χ2 = (Σ(Oi-Ei)2) / Ei
Degree of Freedom
= (r-1) (c-1)
= (4-1) (3-1)
=6
Calculated value of χ2 =2.414257
The tabulated value of χ2 = 0.05 d.f. 6 at 5% of level of significance is 12.592

Conclusion

Since calculated value of χ2 is very less than the tabulated value, Null hypothesis is

accepted. So it concludes that there is significant association between experience of labour

and their work satisfaction

66
67
 CHAPTER - VI

SUGGESTIONS TO IMPROVE THE HR VALUES OF AGRICULTURAL

LABOURERS

6.1 FINDINGS

Following are the important finding of the study.

1. Majority of the respondents are from the male group (64%). The female respondent is
only 36%.
2. Majority of the male respondents 72% are married, but at the same time 47% are
unmarried. The married and unmarried female labours are equal.
3. Literate rates are more among the females (83.33%) than males.
4. The yield of Rice Crops percentage is high than the other crops.
5. The legal form of the lands, labourer categories are more than the Own landlords and
Land taken for lease. Also that the male labourers are more than the females.
6. The males are highly experienced in farming than females, and their experience range
is between 5 – 10 years.
7. The no. of workers in each field is minimum 3 and maximum 10 & above. Also, the
no. of male workers is more than females.
8. The seasonal male employees percentage (65.63%) is more than females , without any
condition basis.
9. The Land Owners relationship with other business parties is better on some condition
basis.
10. The profit scale is high in summer season compare to other seasons. In that too males
profit percentage is high.
11. The majority of males profit scale is around 5000 to 10000 per year.
12. The male farmers are highly profited by the programmers conducted about subsides
from government were highly benefited by the male farmers than females.
13. The Economic growth programmes conducted to the farmers was highly useful to the
male workers (92.86%) than the female workers (55.56%)
14. the percentage of female farmers (44.44%) are high than the male workers when the
programmers are conducted to them at regular interval of time. Also the male farmer’s
percentage (78.13%) is more when it is conducted periodically.
15. The male farmers feel good for the Quality of the Fertilizers and Pesticides provided
than females on condition basis.

68
16. The majority of the precaution methods followed by the farmers while using
pesticides are they are always close to the water area.
17. The percentage of the female workers (50%) are high in the motivation of farming
than male.
18. The no. of female farmers are more in granting for bonus than male farmers on some
condition basis.
19. The participation of female labours are more than male labours when the special
training programmers were conducted for them.
20. The female labours are highly satisfied than male labours when the programmers
conducted and the male labours are just satisfied than females
21. According to male farmers the training programmers are partially interested and they
need some new advanced techniques. To females, they are interested and so they need
some more new techniques.
22. The majority of the male farmers feel that their Profit scale to be normal even after
training and for the majority of females feel that it is huge.
23. The majority of the male and female workers feel that they can learn new techniques
through media.
24. The majority of male farmers sell their products to the individual customers and also
to the retail shops. Majority of female farmers sell their products to the individual
customers only.
25. The farmers preferred more to sell their products locally and regionally. In that male
farmers shows high interest.
26. The male farmers feel they are unable to get enough potential revenue in sales.
According to female farmers they were not able to find local and regional customers.
27. Most of the farmers suggest that they need a quality marketing campaign to sold their
products. Also, they feel distribution network and educational programme to be
improved.
28. The farmers will used the unsold products as a compost for soil and they will also
feed that to pets and animals.
29. The majority of the male farmers feel that their job environment is not favorable and
medium and for female farmers it is favorable
30. The development programmes conducted by the NGO’s and Government are only just
satisfied by the farmers.
31. The majority of the farmers still need some of the developed techniques in the work
of government and NGO’s.
32. The farmers had one or two break intervals per day.
33. The farmers are highly benefited by getting a good quality of work for their family
members.
34. Now a days the rate of the child labours are gradually decreased in the farmers family

69
 35. The majority of the male farmers not interested in farming union systems and for
female farmers they need some of the union systems in farming.
36. The majority of the farmers feel to have a well planned team work to improve their
strategies.
37. The most of the farmers are using the Agricultural Call Centers but among them most
of the male farmers feel that their service is not satisfactory.
38. Most of the farmers can get enough amount of water at the time of cultivation for their
fields.
39. Most of the farmers faced so many natural calamities and so they were highly affected
due to that.
40. The farmers seek the governments help whenever the price of the seeds increased.
Also, they used to borrow the money from others in that situation.
41. Most of the farmers cannot able to get a enough amount of power supply for their
lands.
42. Most of the labours were facing lot of health problems due to continuous doing hard
work.
43. The farmers are getting the medical support from the government side and from
NGO’s but the facility provided is not sastisfactory.
44. The farmers were seeking the great economic support from the government and
NGO’s when they undergo any alternative method to increase their economic level.
45. Most of the male famers were not interested to undergo any alternative method but
some of the female farmers are interested .
46. The farmers are not fully supported by all when they wish to undergo any alternative
method.
47. Most of the farmers are not completely satisfied if any alternative method is followed.
48. Mostly if any changes practiced in one area it will surely affect the nearby areas also.
49. Most of the agricultural labous didn’t show their personnel interest in farming.
50. Most of the labours are not completely satisfied in their work field.
51. The agricultural labours are not highly interested to bring up their children to work
in the same field.
52. The agricultural labours are facing only a feasible support from the family.

6.2 SUGGESTIONS

The researches are recommended the following suggestions to improve the HR status

of the Agricultural Labourers in future .

1. In this village agricultural labourers are mostly using traditional methods of working

they can change their work pattern also for this additional.

70
2. In this village the farmers using only inorganic fertilizers which is harmful to the

body. So they should use more organic fertilizers for their cultivation.

3. To get more benefit the agricultural labourers should sell their product to the regulated

market but they selling only in the unregulated market.

4. Storage facilities like farmhouse and storehouse facilities should be provided to

farmers, to avoid immediate sale.

5. Loan through various banks without security must be provided, to avoid borrowing of

private finance.

6. More marketing centres should be opened in many places in the Taluk, and to give

proper information to the agricultural labourers.

7. Government should popularize the various finance schemes among the agricultural

labourers so that they can avail themselves of the benefit of these schemes without

resorting to private finance.

8. Advanced Technology should be adopted in the process of cultivation

9. High yielding variety of seeds must be used for better production

10. A favourable salary must be given to the labourers for their work. This will act as an

incentive for the labourers to work more

11. Government should provide better quality inputs to the labourers. So as to increase the

production.
12. Loans and advances must be given to the agricultural labourers at a low rate of

interest.
13. Source of irrigation such as wells, canals and tube wells, tanks should be extended for

better cultivation.
14. By adopting modern Agricultural Machinery and implements the agricultural

labourers could save time and economy in cultivation.

15. Government should take effective steps to reactivate the problems faced by the

agricultural labourers.
16. Government should reduce the price of fertilizers and pesticides.
17. The Government has to fulfil the following demands of the agricultural labourers.
a. Reviewing employee satisfaction and motivation;

71
 b. Reviewing the salary and benefits market by category (benchmarking);
c. Holding a series of focus groups to compose an action plan based on Audit

results;
d. Formulating policies and procedures;
e. Market analysis;
f. Medical and life insurance;
g. Personnel selection;
h. Hiring personnel;
i. New employee orientations;
j. Employee dismissals;
k. Employee evaluations;
l. Career development; and
m. Training in their work.

CONCLUSION

Indian agriculture is still unorganized as far its operation is concerned; we know the

manpower plays an important part in operation. Agriculture distribution channel involve high

number intermediaries in between which leads to escalation of price of the agriculture

produce. Indian agriculture industry is the largest vegetable growers in the world but with

waste at 30% due to bad handling and infrastructure problem.

Majority of the problem in Indian agriculture industry will be solved with the

effective and productive workforce working, if the proper rules and regulation are made

regarding wages, conflict Management and above points also.

One of the reasons which lack in HRM activities in Agriculture is due to less number

organized player and resistant to change from the farmers and bigger unorganized player. The

Human Resource in Indian agriculture originally consists of only cultivators. But due to

historical, economic and social factor, labour class has emerged in course of time. Thus

Human Resource in agriculture has come to consist of cultivators (owner/lessees of land) and

labour. Need for the effective Human Resource Management.

It is an established fact that Human Resource Management will have a profound

impact on agricultural productivity—productivity per hectare and productivity per worker

72
employed. The yield per hectare is below the world average in all the crops. Human Resource

Management with all its firepower which showing phenomenal success in other sector will

definitely lead to increase in productivity and resolve inequality & conflicts.

Our study clearly reflects the above Indian situation. So the Human Resource Audit

will identify the real situation and problems of agricultural labourers. This Audit also gives

findings and suggestions to increase the job satisfaction and the quality of life of the

agricultural labours.

73
 FUTURE STUDY FOR THE AGRICULTURAL HUMAN RESOURCES

Human Resource Development is an important factor in capacity building and

improving the overall efficiency of functionaries involved in implementation, monitoring,

evaluation, research and extension programmes. Training is a major component of

Human Resource Development. Systematic training, planning, Management and its

implementation by making best utilization of resources available within the country helps

in bringing about desirable changes in knowledge and upgrade skills of extension

functionaries associated with the process of agriculture development. The training

infrastructure has been created to meet out the training requirements of all levels of

extension functionaries, farm youth and farmwomen. Looking into the importance of

training in capacity building of extension experts and farmers, this scheme is selected for

the strengthening of extension services and dissemination of agricultural technology to

the farming community.

74
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 APPENDIX – 1
AN INTERVIEW SCHEDULE WITH A FARMER
Personal Profile :
1. Name :
2. Sex :
a.Male b. Female
3. Marital Status :
a. Married b. Unmarried
4. Community :
a.SC b.BC c.MBC d.OC
5.Education :
a.Educated b.Uneducated
Farmers and growers:
1. What is the nature of your farm ?
a. Sugar cane crops b. Rice crops
c. Cerals d. According to season & Price.
2. What is the Legal form of your land ?
a. Own Land Lord b. Land taken for lease
c. Labour d. On agreement basis.
3. How many years have you been in farming?
a. 1 – 5 yrs b. 5 – 10 yrs c. 10- 15 yrs d. more than 15yrs
4. If you are a land lord how many workers do you have?
a. min 3 b. above 3 to 10 c. 10 and above
5. Do you have seasonal employees?
a. Yes b. No c. Part-time
6. How do you found owners of similar businesses to be friendly?
a. Yes b. No
7. Which season do you have the greatest amount of sales?
a. Summer b. Winter c. Autumn d. All the above.
8. What profit do you think your business should bring each year ?
a. 5000 – 10000 b. 10000 –15000
c. 15000 – 20000 d. 20000 and above
About Subsidies :
1. Did you receive any subsidies from government?
a. Yes b. No
2. How do you feel about the subsidies in general?
a. Satisfied b. Not satisfied c. Not needed
3. Did any special programme conducted for you from the government
regarding different kinds of subsidies ?
a. Yes b. No
4. If yes, is it useful for your cultivation and for your economic growth?
a. Yes b. No
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5. How the programmes were conducted?
a. Regularly b. Periodically
6. Are you getting enough and good quality of fertilizers and pesticides for your
farm?
a. Yes b. No
7. What precautions are you following while using pesticides?
a. Wear special clothing b. Doctors nearby
c. Close to water always d. All the above
Motivation and Taining :

1. If you are a labour,did your land lord is interested in motivating you ?

a. Highly motivated b. Feasible c. No
2. Is any bonus provided during the festival season or during high yielding ?
a. Yes b. No c. Sometimes
3. Did you get any special training from the government for cultivation and
yielding?
a. Yes b. No c. Rarely
4. Are you satisfied with that programme ?
a. Highly satisfied b. Satisfied c. No
5. If yes, does the people are interested more in cultivation?
a. Yes b. Partially interested
c. Need some more advanced techniques.
6. How about your profit scale from this?
a. Huge b. Normal c. Not profitable.
7. How far the media helps you in farming?
a. Can learn new techniques from this
b. Not much interested c. Should be improved
About your Products:

1. Are you currently selling your products to any of the following local/regional
customers?
a. Individual b. Retail shops c. Both a and b
2. If no, would you consider selling your products locally/regionally?
a. Yes b. No
3. Which of the following barriers exist to selling your products
locally/regionally?
a. Finding local/regional customers
b. Not enough potential revenue from local/regional markets
c. Ability to have regular and consistent supply
d. Lack of understanding of selling directly to customers
e. Other, please specify

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4 .Would any of the following be helpful to you in selling your products
locally/regionally?
a. Publication of a farmer/grower directory
b. Local/regional “local foods” marketing campaign
c. Distribution Network
d. Education program for farmers / growers
5. What will you do with the products if you can’t sell?
a. Use as compost for soil b. Fed to pets and animals
c. Both a and b
Quality of Work Life:
1. How is your job environment?
a. Favourable b. Not favourable c. Medium
2. How many break intervals do you have in a day?
a. One b. Two c. Three and more than 3
3. Did any development steps were taken by the government or NGO’s to
improve your quality of work life?
a. Yes b. No
4. If yes, did they are profitable and satisfied?
a. Highly satisfied b. Satisfied c. Not satisfied
5. Did your family members also getting a good quality of work life?
a. Yes b. No
6. Is there any child labour in your family?
a. Yes b. No
7. Did you have any union systems in farming?
a. Yes b. No
8. What supervisory strategies help to improve your quality of work life?
a. Job involvement b. Individual hard work and planning
c. Well planned team work

The Problem finding process:

1. Do you get the proper guidance from the Agricultural call centres?
a. Yes b. No c. Yes but not satisfactory
2. Did you get a sufficient amount of water at the time of cultivation for your
land ?
a. Yes b. No c. Yes but not enough
3. How about the power supply ?
a. Yes b. No c. Yes but not enough
4. Did you over come any natural calamities that affect your land?
a. Yes b. No
5. How will you meet the price of the seeds when they increased?
a. By government b. By NGO’s
c. Borrowing d. All the above
6. If there any health problem due to heavy work and strain ?
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 a. Yes b. No
7. Are you getting any medical support from government or NGO’s ?
a. Yes b. No c. Yes but not enough
Evaluation of Alterntive methods:
1. Does you have the enough money and others resources needed to carry out the alternative
method when you were affected?
a. Feasible b. Need support from the government
c. From NGO’s d. Not possible
2. Does the alternative meet all your legal and ethic obligations?
a. Yes b. No c. sometimes
3. Is the alternative method becomes a reasonable one for all the
farmers ,how about their strategy and internal politics?
a. Full support b. Partially supported c. Neglected
4. Is the alternative method will be a satisfactory solution always ?
a. Yes b. No c. Some times
5. If yes, does the alternative have the acceptable chance of succeeding?
a. Yes b. Difficult c. Impossible
6. Does the change in one area will affect the other areas ?
a. Yes b. No c. May be in future d. Both a & c.
In Your Vision :

1. Are you working with your own interest as a farmer or pushed into this field ?
a. Yes b. No
2. Are you proud to be a farmer and satisfied with your work?
a. Yes b. No c. Partially satisfied
3.In this modern world, did you wish to make your generation as a farmer?
a. Yes b. No c. Children’s interest
4.How about your family support will be?
a. Full support b. Feasible c. No
5.Give your idea to make the future generation to show their more interest in
farming than in the other modern trends?

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