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A Brie Study o Indu f f In Kalyanpur Ce m

Su m dinp rtia fu e to th re u b itte a l lfilmn f e q O th d g eof Ma r O Bu in ssAd f e e re ste f s e Affilia dtoGa ta Bu hTe n l Un te u m d ch ica i

CERTIFICATE FROM THE GUIDE


This is to certify that the project work titled INDUSRIAL RELATION IN KALYANPUR CEMENTS LTD. BANJARI, ROHTAS is a bonafide work of Mona Sharma, Roll No1016270028 is carried out in partial fulfilment for the award of M.B.A. From SHAMBHU NATH INSTITUTE OF MANAGEMENT AND TECHNOLOGY affiliated to GAUTAM BUDHA TECHNICAL UNIVERSITY under my guidance. This project has not been submitted earlier for the award of any degree/diploma of any other Institution/University. NAME OF THE GUIDE: Miss Upasna Kesharwani DESIGNATION OF THE GUIDE: LECTURER IN HR PLACE: ALLAHABAD

TABLE OF CONTENT

S.No
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 17. TITLE PAGE CERTIFICATION

TITLE

PAGE NO.
1 2 3 4 5 6 6-8 8-26 27 28-58 59 60-69 70 71 72 73 74 75-76

TABLE OF CONTENTS ACKNOWLEDGEMENT DECLARATION PREFACE HUMAN RESOURSE MANAGEMENT INTRODUCTION TO COMPANY TOPICS COVERED UNDER IR INTRODUCTION TO IR RESEARCH METHODOLOGY DATA ANALYSIS & INTERPRETATION FINDINGS SUGGESTIONS LIMITATIONS CONCLUSIONS BIBLIOGRAPHY ANNEXURE

ACKNOWLEDGEMENT
I extend my sincere thanks to Mr. Mukesh Prasad Deputy GM (Personnel dept.) and Mr. A.K. Sinha GM (Personnel dept.) at KCL, Banjari (Rohtas), who helped me, in the completion of this project. I am also thankful to Mr. Piyush Kumar (Personnel Officer) and Mrs. Sweta (Personnel Officer) and Mrs. Mamta (Welfare officer) without their undying help and guidance, this project would not be what it is. I specially extend my heartfelt thanks to Mrs. Upasna

Kesharwani Faculty Guide, SiET(Allahabad) for helping me at every step, and guiding me in every way possible. This project would not have been successful without her help and continuous guidance throughout. A special note of thanks also goes out to the people from various fields for giving me their precious time and helping me with this project. I also extend my appreciation towards my family who encouraged me and were by my side whenever I needed them.

Mona Sharma MBA (2010-2012)

R0ll No. 1016270028

DECLARATION BY THE STUDENT


I Mona Sharma student of Shambhu Nath Institute of Management & Technology, Allahabad (2010-2012) Roll No: 1016270028 do hereby declare that this project report entitled INDUSTRIAL RELATION in Kalyanpur Cements Ltd. Banjari, Rohtas has been written and prepared by me under the guidance and supervision of Ms in requirement for the fulfillment of Master of business administration. I also declare that this project is the result of my own efforts and had not been presented to any other university or institution for the award of any degree or diploma.

PREFACE
It is great honour to work on the project report assigned and to prepare report on this. In the presented report is about of Industrial Relation in Kalyanpur Cements Ltd. Banjari, Rohtas. The topic assigned to me was a very challenging one and after a hard work in collecting the data & analysis, I have reached to the conclusion which is very clearly shown in the report presented. It was not an easy job to work on it and this was possible only with the great help and guidance of who guided me to the right path in each and every problem came in front. Help of other sources has also been taken. It is request to the respected readers to give their views and suggestions regarding this project and will be honoured, which will definitely help me on my next task.

Thanking You.

HUMAN RESOURCE MANAGEMENT


Human resource management (HRM) is the strategic and coherent approach to the of management an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to

current regulations. These policies are often in the form of employee manuals, which all employees have.

HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations. The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

INTRODUCTION TO COMPANY
KALYANPUR CEMENTS LTD

Kalyanpur Cements LTD is situated at Banjari District: Rohtas in Bihar State. Banjari is 34 Kms by road South of Dehri One Sone Railway Station. KCL is one million ton cement producer in Bihar and it known largest cement provider in Bihar and Jharkhand. KCL is providing direct and indirect employment to more than 3000 people.
Kalyanpur Cements LTD, initially known as Kalyanpur Lime and Cement works Ltd was established by M/s. Banerjee Brothers in 1937. Before that it was only Lime factory. Late Mr. C.P.Sinha purchased this company and started production and sale of cement from middle of 1943. Initially only one kiln was working. Later on, two kilns were added in 1957 and1967 in collaboration with M/s. Krupp of Germany and M/s KVS of U.S.A. At present, Company is operating one latest version Dry process kiln commissioned in 1994 with the collaboration of KHD. The company has presently eleven directors on its board. Mr. S.P.Sinha is the chairman of this company. The company has three divisions: Marketing Division Works Division Corporate Division

In Kalyanpur Cements Ltd. there are three categories: 1. Officers 2. Staff 3. Contractual Officers- There are followings grades:

O3- Junior Officers O2- One level higher than junior O1- One level higher than O2 level SM2- Manager Level SM1- Senior Manager Level HOD- GM Level Divisional Head Workers are also divided in grades:

Category Unskilled Semi-Skilled Skilled Skilled Clerical Clerical Clerical

Grade Grade- E Grade-D Grade- B Grade-A GradeTC Grade-I Grade-II

Category Clerical Clerical Highly Skilled Highly Skilled Supervisory

Grade Grade-III Grade-IV Grade-V Grade-VI GradeVII

Mr. Siddharth P. Sinha is the Executive Director and Mr. D.M. Sinha is the Sr. Vice President of the Company. Many departments are functioning at works division to run this company. Mechanical Electrical Instrumentation Production Quality and Control Civil Mines Personal and Administration Accounts Logistics

Security

Approximately 1200 manpower including Engineers, officers, supervisor, permanent labour Contactors labourer are working in this plant.

Time office

KCL time office has four manual punching machines for the attendance of the workers. At the time of entering in the premises, all workers punch their card turn by turn and again submitted in card box. Their salaries are calculated on the basis of punch card. Workers have to punch their card in four times, first at the time of entering, 2nd at the time of lunch, third at the time of resume after lunch and at last off time of their duty. For continuous process of plant, man power is being managed in three shifts. Shift A from 2:00 AM to 10:00 AM Shift B from 10:00 AM to 6:00 PM Shift C from 6:00 PM to 2:00 AM General Shift from 7:30 AM to 5:00 PM

Officers and supervisor mark their attendance in respective attendance registers with their initial. Company may implement automatic and computerized punching machine in future.

Overview of the Organization


KCLs modern million-ton plant:

Installed in 1995 with assistance of World Bank, Indian Financial Institutions and Holder bank of Switzerland. 1. 2. 3. and Slag 4. PLC controlled operations. The essential features of the plant include 5 Stage preheated with Pyroclone for clinkerisation, Waste heat recovery system, Separate Roll Presses for grinding Raw Materials, Clinker

The plant has achieved one of the best power and fuel efficiencies power consumption of 78 KWH/tonne of cement against industry average of 89 KWH and thermal energy consumption of 650 K.cal/Kg of Clinker against industry average of 734 K. Cal/Kg of Clinker. Actual survey found Power and thermal energy efficiencies in KCL to be the best amongst Holder bank group of plants.

WORKING PROCESS

The manufacturing process for cement is combination of many activities at different points. The major portion of the process is continuous round the clock. The process is briefly mentioned by following diagram:

Quarry

Crusher

Raw mill

Blending silo

Clinker ground silo

HP Gr Cl

Kiln

Cement silo

Cement blending

Packing plant

HPGR ground silo

HPGR sl Slag crusher

QUARRY
Waste rocks above lime stone are removed by shovels and dumpers. Air compressors and Drill machines are used to make holes in waste rocks and lime stone. Holes are filled with explosives and blasted to break waste rock and lime stone. Waste rocks are transported by dumpers to waste yard. Lime stone is transported by dumpers to crusher.

CRUSHER Lime stone of maximum one cubic meter size is reduced to -90 mm pieces by crushing in impact crusher. RAW MILL

Crushed lime stone [-90mm] is further reduced to fine powder by grinding in high pressure grinding roller. BLENDING SILO Fine powder from HPGR Raw mill is stored in large silo. Compressed air blowing is done to achieve suitable blending and homogeneity in silo.

KILN Raw meal from blending silo is pumped and fed to modern 5 stage preheated kiln . The kiln is a rotating long cylindrical tube in which fine powder coal is fired . Burning temperature at firing end is 1,400 to 1,450 deg cg. Raw meal is burnt to form nodules called clinker. The main chemical changes are as follows: [1]. CaCo3 - CaO + Co2

[ii]. CaO, Combines with different silicates to form complicated compounds of calcium silicate comprising 80 % by weight. Remaining 20 % are aluminizes and alumina of ferrites.

CLINKER GRINDING Clinker from kiln or from yard is fed to HPGR clinker grinding unit with gypsum. Fine grinding take place with assistance of roller and high efficiency separators. Ground materials are stored in ground clinker silo. SLAG GRINDING Slag, [waste product of steel plant] is fed to HPGR slag unit. Fine grinding take place with assistance of roller and high efficiency separators. The fine powder stored in separate slag silo. CEMENT BLENDING PLANT Ground clinker and ground slag, drawn from respective silos and mixed mechanically. CEMENT SILOS The output of cement blending plant is stored in large vertical silos. PACKING PLANT Cement from silos is drawn by automatic packing machine for packing in bag after packing, each bag weight 50 Kg. These bags are loaded in trucks ready for despatch to different destinations.

TYPE OF CEMENT Cement are available in the market of many varieties for meeting the special purpose of construction. Details of different types with their uses are given below:-

[a] Ordinary Portland Cement [OPC], ( 33 grade , 43 grade , 53 grade ) [b] Portland Slag Cement [PSC] [c] Portland Pozzolana Cement [PPC] [d] White Portland Cement [WPC] [e] Sulphate Resisting Cement [SRC] [f] Aluminous Cement [AC] [g] Masonary Cement [MS] [h] Oil Well Cement [OWC [i] Rapied Hardening Cement [RHC] .

USES OF CEMENT [a] OPC 33 grade slag cement and pozzolana is having low heat of hydration It is also known as low heat cement . It is being use where low heat of hydration is required .Used for building construction. [b] OPC 43 & 53grade is being use where high early strength is required. This type of cement is generally used for railway sleepers and bridge construction. [c] SULPHATE RESISTING CEMENT For use when high sulphate resistance is required. [d] MODERATE HEAT OF HYDRATION CEMENT - For use in general concrete construction exposed to moderate sulphate action or where moderate heat of hydration is required . [e] White cement is made by limiting the Ferric Oxide to such a small value that the product is become white . Also cement for special purposes are made by modification in the composition or heat treatment such as Oil Well Cement, Quick Setting Cement. [f] ALUMINOUS OR HIGH ALUMINA CEMENT Contains much higher percentage of alumina than the Portland. For that reasons it cannot be made from lime

stone and clay , but require Bauxite to mix with the lime stone . The chemical composition is quite different with Portland cement. This cement harden very firstly and getting final maximum strength within 24 hrs.

BY-PRODUCTS There are no by-products in this factory. TRADE Trade mark Cement is sold under the trade mark of KC SUPER CEMENT. Advertisement and Publicity Wide publicity by way of Road hoarding, Radio, sports and Newspaper advertisement is arranged. DISTRIBUTION:Cement is a free-sale commodity i.e. there is no control on distribution price. Stockiest are appointed by Company all over in India for wholesale and retail sale. Consumers can also get cement directly from Factory.

MAINTENANCE OF ACCOUNTS Computerized stores and Financial Accounts are maintained by Company at factory and Head office.

10. PROBLEMS IF ANY LABOUR PROBLEM There is no Labour problem. Labour Management relationship is very good. RAW MATERIAL PROBLEM Lime stone main raw material is obtained from captive Quarries. The quarries are deep and workings are difficult as lot of water is required to be pumped out. Other raw material i.e coal, gypsum, slag etc are received at Dehri On Sone to Banjari. This involves rechanneling of material and adds to cost of material.

Annual outputs:Following is the cement production for last five years 3.46 LTPA 5.91 LTPA 6.56 LTPA 6.69 LTPA 6.38 LTPA

10.4 MANAGER Assistant Vice President (w) Mr D M Sinha

FUTURE PROSPECTS:The future prospects are very high. Company has taken up a modernizationCum - expansion scheme

FACTORY BUILDINGS: The company has its own buildings for various units of the plant, Stores, Offices, and Workshop etc.

There is one 5 stage pre calcinatory kiln, one HPGR grinding mill for Raw meal grinding, one HPGR Clinker grinding unit, one HPGR Slag grinding unit, one Blending unit, one Lime stone crusher, one slag and gypsum crusher, one Coal crusher, one VRM Coal mill, and Three packing plant as main machinery building.

Factory has own colony for officers and workmen. Colony includes School, clubs, welfare centre, playing fields & Garden.

STRATEGIC INTENT:
MISSION:

TO BECOME THE NUMBER ONE SUPPLIER OF CEMENTS BY ENSURING CUSTOMER SATISFACTION OF ITS PRODUCTS AND CONTINUOUS IMPROVEMENT VISION: TO BECOME THE PIONEERS THROUGH OPERATIONAL EFFECTIVENESS AND CUSTOMER SATISFACTION QUALITY POLICY: KCL IS COMMITTED TO MANUFACTURE AND SUPPLY OF CEMENTS OF THE BEST QUALITY WHICH SATISFIES THE REQUIREMENTS OF ITS USERS. IT IS OUR POLICY TO EXCEED CUSTOMER EXPECTATIONS AT THE LOWEST COST. THIS IS THE ONLY WAY TO ENSURE THE COMPANYS FUTURE PROSPERITY. THE QUALITY ASSURANCE SYSTEM OF THE COMPANY SHALL MEET ALL THE RELEVANT REQUIREMENTS OF ISO 9001:2000. IT IS OUR BELIEF THAT OUR WORK CAN BE MEASURED ONLY BY CONTINAL SUCCESS AND IMPROVEMENT. WE ARE COMMITTED TO MAINTAIN AN EFFECTIVE QUALITY MANAGEMENT SYSTEM THROUGH ACTIVE INVELMENT OF ALL EMPLOYEES. WE SHALL COMPLY WITH ALL STATUTORY AND REGULATORY REQUIREMENTS.

MACHINERY AND EQUIPMENT To meet requirement of process, various mechanical and electrical machinery and equipments are installed in different building/sites. MECHANICAL DEPARTMENT There is a Mechanical Department, which is headed by the General Manager (Mechanical). Their main responsibilities are maintenance (preventive, day to day maintenance & break down maintenance) of machines and safe operation of the plant. ELECTRICAL DEPARTMENT There is an Electrical Department, which is headed by the General Manager (Electrical). Its main responsibilities are uninterrupted supply of power and maintenance (preventive, day to day maintenance & break down maintenance) of all electrical equipments C & I DEPARTMENT

There is a Control and instrumentation Department, which is headed by the General Manager (C & I). Its main responsibilities are accurate and reliable measurement, which in turn brings increase in production, energy saving. They are also responsible of maintenance of all instrumental equipments. MINES DEPARTMENT The company has two mines Murli and BLK mines in Banjari, which is nearby the plant and headed by the General Manager (Mines). Its main functions are mining.

MATERIAL DEPARTMENT There is a Material department who is headed by the General Manager (Material). The department is responsible for procurements of raw material and equipments for smooth functioning of plant.

RAW MATERIALS Limestone is main raw materials for cement. The company has own captive lime stone quarries, which cater to the requirement of limestone for Factory. Coal, as main fuel, is obtained from Central and Eastern coal field Gypsum, Slag, Pozzolana, Blue dust are other raw materials which are procured from different sources, lime stone is a sedimentary rock consisting of carbonates of calcium and magnesium with silicates.

LOGISTICS DEPARTMENT For smooth despatch of finished cements as per requirement of marketing division, there is a Logistics Department who is headed by General Manager (Logistics). The department is also responsible for compliance of Excise rules. a. MAINTENANCE OF ACCOUNTS Computerized Financial Accounts are maintained by Company at factory and Head office.

PF TRUST The Company is having own PF trust, which is headed by the President Finance & Company secretary.

PROCESS DEPARTMENT

There is a process department who is responsible for optimum production and is headed by the General Manager (Process).

QUALITY CONTROLL There is a Lab for quality control, which is headed by the General Manager (QC). The department is concerned with ensuring the quality of the products. At each and every stage of production the quality of the product is checked and while it becomes the final product it is crosschecked.

QUALITY SYSTEMS STANDARDS: ISO 9000:2000 BIS Key Features of Plant KCL is using latest technology for its current manufacturing line, which was set up almost at the same time as Tata Steel (now Lafarge), Prism and DLF (now Gujarat Ambuja).

KCL was adjudged the most fuel-efficient plant among Holder bank groups 80 plants worldwide in 1997 both in terms of power and fuel consumption. The plant recorded a specific power consumption of 78 kwh/ ton and fuel consumption of 650 kcals per kg clinker. The plant continues to maintain fuel efficiency despite frequent/intermittent stoppages. Fuel and power efficiencies continue to be comparable with the new plants of reputed companies like Gujarat Ambuja, ACC etc.

PRODUCT PROFILE: Cements are available in the market of many varieties for meeting the special purpose of construction. Details of different types with their uses are given below: -

(a) Ordinary Portland Cements (OPC) - 33grade (b) Ordinary Portland Cements (OPC) - 43grade (c) Ordinary Portland Cements (OPC) - 33grade (d)] Portland Slag Cements [PSC]

(e) Portland Pozzolana Cements [PPC]

MARKETING NETWORK: The Kalyanpur Cements have a rich marketing team headed by Mr. Faisal Alam, President Marketing. KALYANPUR CEMENTS sells over 80% of its cement production in Bihar. It operates depots at: (a) Dehri-on-Sone (d) Buxar (g) Siwan (j) Darbhanga (b) (e) (h) (k) Gaya Arrah Muzaffarpur Patna (c) (f) (i) (l) Biharsharif Chapra Chakia Begusarai

The company also operates depots outside Bihar in the following locations: (a) Varanasi (d) Ranchi (g) Hazaraibagh (b) (e) (h) Mau Koderma Giridih (c) (f) (i) Lucknow (Sahara India) Daltonganj Bokaro

The Government of Bihar is a major customer with the following departments being the major consumer of cement being manufactured by KCL a) b) c) d) Irrigation Department Deputy Development Commissioners Agricultural Marketing Boards Bihar State Electricity Board

The company enjoys a significant freight advantage due to proximity to the consumer market. 60% of its core market lies within a radius of 200 KMs. The remaining Bihar market is within a radius of 350 KMs. KCLs average distance of cement travel is 250 KMs against the industry average of 400 KMs. Corporate Social Responsibility The company provides the following benefits to the local community:

Free High school for boys & girls of employees and local people. Currently 900 students are enrolled Free water supply to nearby villages for agriculture Plantation & forestations Free Medical Service Fulfilment of social obligations at the time of local religious occasions and festivals

PERSONNEL DEPARTMENT: Personnel department is one of the most important departments of any Organization. We also have a personnel department at Kalyanpur Cements Limited. The department is being headed by the General Manager (Personnel) and there are a number of Officers including one Deputy General Manager (Personnel). We are having Plant and the captive Mines. The Personnel department looks after the following functions: Manpower Planning Recruitment &Selection Training & Development Performance Appraisal Compensation Management Wages & Salary Administration Collective Bargaining and Agreements Security Functions Compliance of all records & registers under the Factories Act and Mines Act Hospitality and welfare Functions. It has a record of very cordial industrial relations and workers along with officers are constantly thriving to achieve the Goal.

There is a Companys total manpower comprising all levels at works, Mines, Marketing and Corporate offices, comes to 1086. The breakup of the manpower at all four canters is as follows: Officers Works Division Mines Marketing Division 99 10 33 Staff/ Workmen 675 179 11 43 916 Total 774 189 44 79 1086

Corporate Division 36 Total 178

Now there are some analytical works through charts, which are as follows:
1.

Year wise manpower Age analysis Experience analysis Year wise retirement status Production of cements Production of limestone Despatch Participation by type

2.
3. 4. 5. 6. 7. 8.

Manpower year wise data


2006 OFFICER WORKMEN TRAINEES 79 1111 19 2007 78 1033 22 2008 83 982 18 2009 87 944 28 2010 100 908 27 2011 109 866 26

Manpower chart

Organizational Structure
An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. The framework, typically hierarchical, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. A structure depends entirely on the organization's objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated

in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions have varying degrees of autonomy. An organizational chart illustrates the organizational structure.

Organizational Structure of the Human Resource Management (HRM) department

Introduction to Industrial Relations


TOPIC COVERED UNDER IR: Concept&Definition of IR: Components of IR: Objectives, importance, causes of IR and Suggestions to improve IR: Participative Management: Collective Barganing: Introduction Of trade Union:

VARIOUS ACTS WHICH ARE COVERED UNDER IR: PAYMENT OF Wages Act,1936 Minimum Wages Act,1948 ID act,1947 Factory Act,1948 Workmen Compensation Act,1923

ESI Act,1948 PF Act, 1952 Payment of Gratuity Act,1972 Introduction of Employee welfare and various facilities provided by kcl

INTODUCTION TO INDUSTRIAL RELATION


Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labor) and employers (management).

Concept of Industrial Relations:


The term Industrial Relations comprises of two terms: Industry and Relations. Industry refers to any productive activity in which an individual (or a group of individuals) is (are) engaged. By relations we mean the relationships that exist within the industry between the employer and his workmen. To safeguard the interests of the all the parties, harmonious relationship is necessary for both employers and employees of the production. In order to maintain good relationship with the employees, the main functions of every organization should avoid any dispute with them or settle it as early as possible, so as to ensure industrial peace and harmony with higher productivity. The

Industrial Relation relations also called as labor management, employee-employers relations. DEFINITION: According to International Labour Organisation, Industrial relations comprise relationships between the state on one hand and the employers and employees organisation on the other, and the relationship among the occupational organisations themselves. According to J.T. Dunlop, Industrial relations are the complex interrelations among managers, workers and agencies of the government Components in the IR system: Three main parties are directly involved in industrial relations:

Employers: Employers possess certain rights vis-vis labours. They have the right to hire and fire them. Management can also affect workers interests by exercising their right to relocate, close or merge the factory or to introduce technological changes.

Employees: Workers seek to improve the terms and conditions of their employment. They exchange views with management and voice their grievances. They also want to share decision making powers of management. Workers generally unite to form unions against the management and get support from these unions. Government: The central and state government influences and regulates industrial relations through laws, rules, agreements, awards of court

ad the like. It also includes third parties and labor and tribunal courts.

Objectives of Industrial Relation in today are:

To safeguard the interest of labour and management who are participate in the process of production is being securing the highest level of mutual understanding and goodwill among all those sections in the industry.

To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country. To eliminate, as far as is possible and practicable, strikes, lockouts and gathers by providing reasonable wages, improved living and working conditions, said fringe benefits.

To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism.

To establish and nurse the growth of an Industrial Democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well.

To establish government control of such plants and units which are running at a loss or in which productions has to be regulated in the public interest. In fact the subsidy is to provide for stable of the productions. It is necessary for mankind

IMPORTANCE OF INDUSTRIAL RELATIONS: The healthy industrial relations are key to the progress. Their significance may be discussed as under 1. Uninterrupted production The most important benefit of industrial relations is that this ensures continuity of production. This means, continuous employment for all from manager to workers. The resources are fully utilized, resulting in the maximum possible production. There is uninterrupted flow of income for all. Smooth running of an industry is of vital importance for several other industries; to other industries if the products are intermediaries or inputs; to exporters if these are export goods; to consumers and workers, if these are goods of mass consumption.

2. Reduction in Industrial Disputes Good industrial relation reduces the industrial disputes. Disputes are reflections of the failure of basic human urges or motivations to secure adequate satisfaction or expression which are fully cured by good industrial relations. Strikes, lockouts, go-slow tactics, gherao and grievances are some of the reflections of industrial unrest which do not spring up in an atmosphere of industrial peace. It helps promoting co-operation and increasing production. 3. High morale Good industrial relations improve the morale of the employees. Employees work with great zeal with the feeling in mind that the interest of employer and employees is one and the same, i.e. to increase production. Every worker feels that he is a co-owner of the gains of industry. The employer in his turn must realize that the gains of industry are not for him along but they should be shared equally and generously with his workers. 4. Mental Revolution The main object of industrial relation is a complete mental revolution of workers and employees. The industrial peace lies ultimately in a transformed outlook on the part of both. It is the business of leadership in the ranks of workers, employees and Government to work out a new relationship in consonance with a spirit of true democracy 5. New Programmes New programmes for workers development are introduced in an atmosphere of peace such as training facilities, labor welfare facilities etc. It increases the efficiency of workers resulting in higher and better production at lower costs. 6. Reduced Wastage Good industrial relations are maintained on the basis of cooperation and recognition of each other. It will help increase production. Wastages of man, material and machines are reduced to the minimum and thus national interest is prot

Causes of poor Industrial Relations: Economic causes: Often poor wages and poor working conditions are the main causes for unhealthy relations between management and labour. Unauthorised deductions from wages, lack of fringe benefits, absence of promotion opportunities, faulty incentive schemes are other economic causes. Other

causes for Industrial conflicts are inadequate infrastructure, worn-out plant and machinery, poor layout, unsatisfactory maintenance etc. Organisational causes: Faulty communications system, unfair practices, non-recognition of trade unions and labour laws are also some other causes of poor relations in industry. Social causes: Uninteresting nature of work is the main social cause of poor Industrial relations. Dissatisfaction with job and personal life culminates into Industrial conflicts. Psychological causes: Lack of job security, nonrecognition of merit and performance, poor interpersonal relations are the psychological reasons for unsatisfactory employer-employee relations. Political causes: Multiple unions, inter-union rivalry weaken the trade unions. Defective trade unions system prevailing in the country has been one of the most responsible causes for Industrial disputes in the country.

Suggestions to improve Industrial Relations: Sound personnel policies: Policies and procedures concerning the compensation, transfer and promotion, etc. of employees should be fair and

transparent. All policies and rules relating to Industrial relations should be fair and transparent to everybody in the enterprise and to the union leaders. Participative management: Employees should associate workers and unions in the formulation and implementation of HR policies and practices. Responsible unions: A strong trade union is an asset to the employer. Trade unions should adopt a responsible rather than political approach to industrial relations. Employee welfare: Employers should recognise the need for the welfare of workers. They must ensure reasonable wages, satisfactory working conditions, and other necessary facilities for labour. Management should have a genuine concern for the welfare and betterment of the working class. Grievance procedure: A well-established and properly administered system committed to the timely and satisfactory redressal of employees grievances can be very helpful in improving Industrial relations. A suggestion scheme will help to satisfy the creative urge of the workers. Constructive attitude: Both management and trade unions should adopt positive attitude towards each other. Management must recognise unions as the spokesmen of the workers grievances and as custodians of their interests. The employer should accept workers as equal partners in a joint endeavour for good Industrial relations.

PARTICIPATIVE MANAGEMENT

Employee participation in management is nothing new. It is old as the institution of owners and workers. But its importance has increased and has been brought into sharp focus with the industrial revolution and the advent of large enterprises. In this narrow sense, participative management refers to the consultative councils and committees, comprising representatives of employees, to steps for improving productivity, machine utilization, job loading for effecting saving in power, light, for identifying lazy workers, safety, so on and so forth. In its broad sense, employee participation means associating representative of workers at every stage of decision making, as is done in former East Germany and Yugoslavia. Participative Management is considered as a process by which the workers share in decision making extends beyond the decisions that are implicit in the specific contents of the jobs they do. This in actual practice, amount to the workers having a share in the reaching of final managerial decision in an enterprise.

METHOD OF PARTICIPATION FINANCIAL


PARTICIPATION
BOARD LEVEL PARTICIPATION

OWNERSHIP PARTICIPATION

TOTAL QUALITY MANAGEMENT

COMPLETE CONTROL
WORKERS PARTICIPATION IN MANAGEMENT

QUALITY CIECLES

STAFF OR WORKS COUNCILS

SUGGESTION SCHEMES

JOB ENLARGEMENT AND ENRICHMENT

JOINT COUNCILS AND COMMITTEES

PARTICIPATION THROUGH JOINT COMMITTEES In this method management give chance to employee give there opinion by joining the committee.
In Kalyanpur Cements Limited, Banjari, the management believe in actual and constructive participation of workmen in the entire field. Committees are as follows: -

SAFETY COMMITTEE:
In Kalyanpur Cements Ltd., Banjari there is a safety committee comprising members from both side i.e. from management and workers side discuss safety points. The Schedule of the committee meeting is monthly.

WORKS COMMITTEE:
In case of any industrial establishment in which 100 and more workmen are employed or have been employed on any day in the preceding 12 months, the appropriate government may, by general or special order, require the employer constitute a works committee. The committee shall consist of representatives of employer and workman engaged in the establishment. The representatives of workmen on the committee shall not be less than the number of representative of employer. The representative of the workman shall be chosen in the prescribed manner from among the workmen engaged in the establishment and in consultation with their trade union, if any registered under the TRADE UNION ACT 1926. In KCL, Banjari there is a Works Committee comprising members from both the side i.e. Management and workers.

CANTEEN MANAGING COMMITTEE

The Company is providing canteen facility for workers. In canteen they are proving breakfast, lunch and dinner on a very subsidized rate. For better control and workers participation, there is a canteen managing committee comprising members from both side i.e. workers and management. In the meeting committee members discuss the problem related to the canteen. The schedule of the meeting is monthly.

GRIEVANCE REDRESSAL COMMITTEE


As per the new amendments of the Industrial Disputes Act, the company formed a committee known as Grievance Redressal Committee. The committee comprises members from both side i.e. from management and workers. In the committee the members discuss the issues of grievances raised by workman.

EHS (ENVIRONMENT, HEALTH & SAFETY) COMMITTEE


In EHS committee some member of management side and some member from workers side together meet and discuss the burning issue of environment, health and safety.

PARTICIPATION THROUGH COLLECTIVE BARGANING


The principal by the collective bargaining confers on the management and the workers right, through collective agreements, to lay down the some certain rules for the formulation and termination of the contract of the employment, as well as the conditions of service in an establishment. Such agreements is normally binding on parties and have the force of the law.

Collective bargaining really works well if the bargaining parties, namely, the employer and the workers representative make use of the opportunity for bargaining in the right spirit and for the positive purpose. But in practice whenever the parties get together for the purpose of bargaining, each try to take advantage of the other, often using strikes, lockout and other strong-arm tactics. Collective bargaining really works well in Kalyanpur Cements Limited, Banjari the parties namely the employer and workers representative they make best use this opportunity. The management gets Long Term Settlement with workers through the collective bargaining. This is the best way of participation.

PARTICIPATION THROUGH SUGGESTION SCHEMES


In KCL, Banjari employees views on such matters machine utilization, waste management energy conservation and safety measures are invited, and reward is given for the best suggestion. This procedure enables the management to arouse and maintain the employees interest in the problems of their concern and its REMOVE CONDITION management. It OF POWERLESSNESS also improves the industrial relation of the company. If we talk about the KALYANPUR CEMENTS *CHANGES LTD., BANJARI Joint committees & other method of *LEADERSHIP participation smooth the industrial relation between management *REWARD SYSTEM& union, it also increases the motivation of PERCEPTION OF the workers.
*JOB EMPOWERMENT

PARTICIPATION *COMPETENCE AND PERFORMANCE


*HIGH VALUE *JOB MEANING ENHANCE JOBRELATED SELFEFFICACY *JOB MASTERY *ROLE MODEL *REINFORCEMENT *SUPPORT *INCREASED USE OF TALENT PERFORMANCE

INTRODUCTION OF TRADE UNION


Employees associations constitute one of the stakeholders in industrial relations. These associations are popularly known as trade unions. Trade unions are not confined to mere striking and negotiating on behalf of workers. Trade unions are voluntary organizations of workers of employers formed to promote their interest pro collective action. The trade union act 1926 defines the trade union as a combination, whether temporary or permanent formed: 1. Primarily for the purpose of regulating the relation between (a) Workmen and employers (b) Between workmen and workmen (c) Employers and employers 2. For imposing restricting conditions on the conduct on any trade or business, and includes any federation of 2 or more trade unions.

TRADE UNION OPERATING IN THE ORGANISATION

In Kalyanpur Cements Ltd, Banjari, there are 3 separate trade unions. In KCL there are two-registered Union such as: 1. Kalyanpur Lime & Cement Worker Union (KLCW) affiliated to INTUC (Indian National Trade Union Congress) 2. Kalyanpur Mazdoor Panchayat (KMP)

In Mines also one separate Union i.e. Kamayurange Quaries Labour Union (KQLU) affiliated to INTUC (Indian National Trade Union Congress).

Article I.

Union representatives

The office bearers are the executives of the Union like President, General Secretary etc. Few of the current office bearers in Kalyanpur Lime and Cement Worker Union are following: President (INTUC) Bihar -- Mr. Chandra Prakash Singh. Mr. Lallan Pandey Mr. Baban Kumar Singh

General Secretary (KLCW) Jt. Secretary Treasurer ---

Mr. Anil Pandey

In Kalyanpur Mazdoor Panchayat following are the office bearers: President Vice President --Mr. Damodar Singh Mr. Shambhu Singh

Secretary Treasurer

---

Mr. Shatru dhan Singh Mr. Baikunth Yadav

In the mines the KQLU are having the following office bearers:President (INTUC) Bihar Mr. Chandra Prakash Singh. Mr. Arbind Kumar Singh

General Secretary (KQLU) -Jt. Secretary Treasurer

-- Mr. Upendra Prasad Singh -- Mr. Prithvi Nath Singh

UNION CHARTER MAKING PROCEDURE

Charter Making Procedure

Union asks for the demands from different members of different departments

Syncronisation and Consolidation of demands

Final charter presented to the management

Negotiation with management

Payment of Wages Act, 1936

Applicability
i) Every person employed in any factory, upon any railway or through subcontractor in a railway and a person employed in an industrial or other establishment. ii) The State Government may by notification extend the provisions to any class of person employed in any establishment or class of establishments. Eligibility Every person who is employed in any of the above mentioned establishments and who is drawing less than Rs. 1,600 per month.

Benefits :
The Act prescribes for i) The regular and timely payment of wages (on or before 7th day or 10th day after last day of the wage period in respect of which the wages are payable) ii) Preventing unauthorised deductions being made from wages and arbitrary fines.

Penal Provisions
Penalties are from Rs. 200-1000. Repeat offenses attract 1 to 6 months imprisonment and fine from Rs. 500-3000. Delay wage payments attract penalty of Rs. 100 per day of delay.Minimum Wages Act, 1936

Minimum wages Act,1948

Applicability
Any person who directly or through another person, whether for himself or for any other person employs one or more employees in any scheduled employment in respect of which minimum rates of wages have been fixed under this Act.

Eligibility
Any person who is employed for hire or reward to do any work in a scheduled employment and includes an outdoor worker to whom any articles or materials are given for either doing some work either at home or at any other premises.

Benefits
The Act prescribes the minimum rates of wages payable to employees for different scheduled employment for different class of work and for adults, adolescents, children and apprentices depending upon different localities.

Penal Provisions
Imprisonment up to 6 months and/or fine up to Rs. 500 is imposable for contravention.

INDUSTRIAL DISPUTES ACT, 1947

An industrial dispute may be defined as a conflict or difference of opinion between management and workers on the terms of employment. It is a disagreement between an employer and employees' representative; usually a trade union, over pay and other working conditions and can result in industrial actions. When an industrial dispute occurs, both the parties, that is the management and the workmen, try to pressurize each other. The management may resort to lockouts while the workers may resort to strikes, picketing or gheraos. As per Section 2(k) of Industrial Disputes Act,1947, an industrial dispute in defined as any dispute or difference between employers and employers, or between employers and workmen, or between workmen and which is connected with the employment or non-employment or the terms of employment or with the conditions of labor, of any person.

Causes Of Industrial Disputes The causes of industrial disputes are:

Wages and allowances: Since the cost of living index is increasing, workers generally bargain for higher wages to meet the rising cost of living index and to increase their standards of living. In 2002, 21.4% of disputes were caused by demand of higher wages and allowances. This percentage was 20.4% during 2003 and during 2004 increased up to 26.2%. In 2005, wages and allowances accounted for 21.8% of disputes.

Personnel and retrenchment: The personnel and retrenchment have also been an important factor which accounted for disputes. During the year 2002, disputes caused by personnel were 14.1% while those caused by retrenchment and layoffs were 2.2% and 0.4% respectively. Indiscipline and violence: From the given table, it is evident that the number of disputes caused by indiscipline has shown an increasing trend. In 2002, 29.9% of disputes were caused because of indiscipline, which rose up to 36.9% in 2003. Similarly in 2004 and 2005, 40.4% and 41.6% of disputes were caused due to indiscipline respectively. Bonus: Bonus has always been an important factor in industrial disputes. 6.7% of the disputes were because of bonus in 2002 and

2003 as compared to 3.5% and 3.6% in 2004 and 2005 respectively.

Leave and working hours: Leaves and working hours have not been so important causes of industrial disputes. During 2002, 0.5% of the disputes were because of leave and hours of work while this percentage increased to 1% in 2003. During 2004, only 0.4% of the disputes were because of leaves and working hours

The Factories Act, 1948

(1) This Act may be called the Factories Act, 1948. (2) It extends to the whole of India. (3) It shall come into force on the 1st day of April 1949. Comments: The Factories Act is meant to provide protection to the workers from being exploited by the greedy business establishments and it also provides for the improvement of working conditions within the factory premises. Hence, a beneficial construction should be given and the provisions of the Act should be so construed/interpreted so as to achieve its object, i.e., the welfare of the workers and their protection from exploitation and unhygienic working conditions in the factory premises; It provides the following provisions for maintaining health, security and safety of employees: For Health : Ventilation & Temperature Cleanliness Artificial Humidification Lightening Latrines and urinals Disposal of wastes Dust and fumes Overcrowding Drinking water Spittoons

For Safety: Work on machinery in motion Protection of eyes Self acting machinery Precautions against dangerous Explosives of inflammable gas

Cashing of new machines Excessive weights Pressure plant Precautions in case of fire Hoists and lifts

For Welfare: Washing facilities Rest rooms & Shelters

Facilities for sitting Facilities for storing and drying clothing First aid appliances

Creches Canteens

Workmens Compensation Act, 1923 Applicability

Employer includes any person whether incorporated or not and any agent of employer and when services are temporarily lent or let on hire to another person, then means such other person.

Eligibility
Any workman who is injured by accident arising out of and in the course of his employment in specified list of employment contracts any disease specified therein as an occupational disease peculiar to that occupation.

Benefits:
Amount of compensation shall be payable by the employer i) Where death results from injury 40% of monthly wages x relevant factor or Rs. 20,000/- whichever is more. ii) Where permanent total disablement results from the injury 50% of monthly wages x relevant factor or Rs. 24,000/- whichever is more (relevant factor depends upon the age of a workman) iii)Where permanent, partial disablement or temporary disablement results from injury as per prescribed schedule.

Penal Provisions
Any contract by a worker waiving his right to be compensated under this Act is null and void. Compensation should be paid earlydelay beyond 1 month attract interest @ 6% p.a. and penalty of up to 50% of the compensation. Certain other offenses attract fine up to RS 5,000.

ESI ACT, 1948

Introduction
Employees State Insurance Scheme better known as ESI Scheme was promulgated in 1948 by a Central Act known as Employees State Insurance Act, 1948. ESI scheme is a social security scheme and comes under ministry of labour. The ESI Act 1948 encompasses certain health related eventualities such as sickness, maternity, temporary or permanent disablement, occupational disease or death due to employment injury, resulting in loss of wages or earning capacity-total or partial. Coverage The ESI Act 1948 applies to Non-seasonal factories using power in the manufacturing process and employing 10 or more persons and Non-power using factories or establishments employing 20 or more persons for wagesyee seated. Eligibility 1) Any person employed for wages (up to Rs. 6,500) in or in connection with the work of a factory or establishment end. 2) Any person who is directly employed by the employer in a factory or through his agent on work which is ordinarily part of the work of the factory or incidental to purpose of the factory. Benefits 1) Free medical treatment is offered to covered employees at hospital and dispensaries run by the ESI Corporation. 2) About 7/12th of employees normal wage will be payable to him by ESI during sickness. 3) Maternity benefit for 12 weeks of which not more than 6 weeks should be preceding confinement.

4) Injury during/in course of employment resulting in temporary/permanent disablement entitles the covered employee to a regular payment to substitute his lost wages. 5) Death during course of employment entitles specified dependents to a regular payment. 6) One time payment of Rs. 1,500 to help meet funeral expenses. Penal Provisions 1) For employees contribution : Imprisonment for minimum 2 yrs. to maximum 5 yrs. and/or fine of Rs. 25,000/- . 2) For employers contribution : Imprisonment for minimum 6 months to maximum 3 yrs. and/or fine of Rs. 10,000/-

Employees Provident Fund Miscellaneous Provision Act, 1952 Applicability

&

i) Every establishment which is a factory engaged in any industry specified in Schedule 1 and in which 20 or more persons are employed and ii) Any other establishment employing 20 or more persons which Central Government may, by notification, specify in this behalf. (Infancy period of 3 years has been withdrawn by ordinance w.e.f.22-9-97) iii) any establishment employing even less than 20 persons can be covered voluntarily u/s 1(4) of the Act.

Eligibility
Any person who is employed for work of an establishment or employed through contractor in or in connection with the work of an establishment.

Benefits
Employees covered enjoy a benefit of Social Security in the form of an unattachable, unwithdrawable (except employees and employers contribute equally throughout the covered persons employment. This sum is payable normally on retirement or death. Other

Benefits include Employes Pension Scheme Employees Deposit Linked insurance Fund.

and

Penal Provisions
Liable to be arrested without warrant being a cognisable offense. Defaults by employer in paying contributions or inspection/ administration charges attract imprisonment up to 3 years and fines up to Rs. 10,000 (S.14.) For any retrospective application, all dues have to be paid by employer with damages up to 100% of arrears.

Benefits at a glance
1. Advance for Purchase of Dwelling Site. 2. Advance for Purchase of Dwelling House/flat. 3. Advance for Construction of a House. 4. Advance for Repayment of housing loan to State Govt. housing board or any other govt. recognised housing finance body. 5. Advance for IIIness viz. Hospitalisation for more than month, major surgical operations or suffering from TB, leprosy, paralysis, cancer, heart ailment etc. 6. Advance for Self/Son/Daughter/Sister/Brother. Marriage of

7. Advance for Post MatriculationEducation of Son/Daughter. 8. Advance for Damage to the property Due to Natural calamity (Flood Riot/Earthquake).

9. Advance for Member affected by cut in the supply of electricity. 10. Advance handicapped. for Member who is physically

Payment of Gratuity Act, 1972


The Payment of Gratuity Act was enacted in 1972 and applies to every shop or establishment within the meaning of law for the time being in force in a State in which 10 or more persons are employed or were employed on any day of the preceding 12 months. This Act provides a social security cause with it and has been enacted from the word gratuitous. It is a form of gratitude by the employer towards the employee who has served his organisation for 5 years or more. Gratuity shall be payable to an employee on termination of his employment after he has rendered continuous service for not less than five years. Continuous Service Means: Section 2A of the Act provides the definition of continuous service which says that service been uninterrupted for that period, interruption which may on account of sickness, accident, leave, absence from duty without leave not being absence in respect of which an order treating the absence as break in service has been

passed. For the period of one year employee is deemed to have rendered continuous service for 240 days.

Eligibility
1. Any person employed on wages/salary. 2. At the time of retirement or resignation or on superannuation, an employee should have rendered continuous service of not less than five years, 3. In case of death or disablement, the gratuity is payable, even if he has not completed 5 years of service.

Benefits
1. The quantum of gratuity is to be computed at the rate of 15 days wages (7 days wages in case of seasonal establishments) based on rate of wages last drawn by the employee concerned for every completed year of service or a part thereof exceeding 6 months. 2. The total amount of gratuity payable shall not exceed the prescribed limit. 3. In case where higher benefit of gratuity is available under any gratuity scheme of the Co., the employee will be entitled to higher benefit

Calculation of Gratuity
1. Gratuity = Monthly Salary x 15 days x No. of yrs. of service 26 2. Max. Gratuity payable under the Act is Rs. 10,00,000/- (w.e.f. 24-9-1997)

Penal Provisions
on-payment of gratuity payable under the Act is punishable with imprisonment up to 2 years (minimum 6 months) and/or fine up to RS 20,000/-. Other contravention/offenses attract imprisonment up to 1 year and/or fine up to RS 10,000.

EMPLOYEE WELFARE
Welfare means faring or doing well. It is a comprehensive term, and refers to the physical, mental, moral and emotional well being of an individual. Further, the term welfare is a relative in time and space. It, therefore, varies from time to time, from region and from country to country. Labour welfare, also refereed to as betterment work for employees, relates to taking care of the well being of workers by employers, trade unions, and governmental and non governmental agencies. It is rather difficult to define the term labour welfare precisely because of the relativity of the concept. For Labour welfare of workers, the company is very serious and intended. There are so many means by which the management is facilitating the workers/ officers for better life.

EMPLOYEE WELFARE SCHEME PROVIDED BY KCL


Organizations provide welfare facilities to their employees to keep their motivation levels high. The employee welfare schemes can be classified into two categories viz. statutory and non-statutory welfare schemes. The statutory schemes are those schemes that are compulsory to provide by an organization as compliance to the laws governing employee health and safety. The non statutory schemes differ from organization to organization and from industry to industry. STATUTORY WELFARE SCHEMES Since KCL has more than 800 employees so it is authorised toprovide these facilities.The statutory welfare schemes include the following provisions

1. Washing Facility:KCL has provided adequate & suitable facility for washing workers clothes which they bring with them.

2. Facility for Storing and Drying Clothing:KCL has also provided proper arrangement of storing & drying the clothes of workers. 3. Facility for Sitting:KCL has made proper arrangement of sitting for workmen.

4. First-aid-appliance:KCL has provided 1 first-aid appliance for every one hundred and fifty workers and for every five hundred workers it provides a ambulance with various equipment. 5. Canteen Facility:KCL has made proper arrangement of canteen with all facilities and maintained by a occupier for the employees employed in it. 6. Shelters, rest rooms and Lunch rooms:KCL has provided adequate and suitable shelters, rest rooms and lunch rooms with provision of drinking water, where workers can eat meals brought by them.

NON STATUTORY SCHEMES Many non statutory welfare schemes may include the following schemes: 1.Akansha Recycling paper plant: Akansha recycling paper plant was started on 4 august 2010. This ensures complete recycling of waste paper into valuable products.
th

An idea that helps create something good out of nothing Paper is reuired and used or anything and everything one can think of with hundreds of final uses,

paper satisfies many important human needs. In fact it is an integral part of everyday life. Akansha handmade Products: Akanhsha elegant, ready-to-use products made of handmade paper are:
Lamp shade Slip pad box Gift boxes Paper box Pen stand & paper bin Carry & shopping bags

2. Club:The company has also a club for officers where it organises get together party, various cultural programmes and also various games time to time. 3. Vehicle Facility:Kcl has provided vehicle facility to offficers to go from Banjari to Dehri-On-Sone.

4. Guest House:KCl has provided a guest room for tourist who came to see company can stay in it. 5. School:In KCL there is 3 schools Harijee Montessory School, Harijee Middle School & Harijee High School from which children of the employees working in factiory can study.

RESEARCH METHODOLOGY
A research methodology is a sample framework or a plan for study that is used as a guide for conducting research. It is a blueprint that is followed in processing research work. Thus in good research methodology the line of action has to be chosen carefully from various alternatives. RESEARCH DESIGN A research design is the arrangement of conditions for the collection of data and anaylsis of data. Infact

research design is the conceptual structure within which research is conducted. Descriptive Research Design has been used by me to solve each and every factor of given task. In the descriptive research study, the main purpose is that of formulating a problem for more precise investigation or of developing the working hypothesis forms an operational point of view. The major emphasis is on the discovery of ideas and in sights. DATA COLLECTION METHOD According to the needed research for the project is both Primary and Secondary data collection methods. We have used company website, some publications on the net and information related to broachjer for secondary data collection. To ensure the accuracy of the primary data collection used is the structured interview method. SAMPLING PLAN Sample Size: - 50 employees Sample unit: - Kalyanpur Cements Ltd. Method of sampling: - Simple randam sampling Method of data collection: - Primary & secondary Research design: - Descriptive Design

DATA ANALYSIS AND INTERPRETATION


This part of the Chapter, analyses the factors associated with industrial relation of employees. The collection of data is analyzed and interpreted qualitatively and quantitatively. The data collected is analyzed using percentage analysis

PERCENTAGE ANALYSIS
In percentage analysis, charts like bar chart and pie charts are used to graphically represent the results from percentage analysis of the questionnaire. Further this analysis has been carried out in such a way so as to meet all the objectives set for this research study. The analysis section is as follows
1. Since how many years you have been working in this organization?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 12 8 11 19 50

PERCENTAGE

1 2 3 4

0-5 5-10 10-15 Above 15 Total

24 16 22 38 100

0-5 5-10 10-15 above 15

2. What are the usual problems faced by you?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 15 14 8 13 50

PERCENTAGE

1 2 3 4

Working condition No guidance Union Interference All Total

30 28 16 26 100

no. of respondents

1 working condition 2 no guidance 3 union interferencw 4 all

3. How do you try to resolve it?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 15 17 13 5 50
On your own By consulting your immediate superior with the help of the union All

PERCENTAGE

1 2 3 4

On your own Consulting imediate superior With the help of Union All no. of respondents Total

30 34 26 10 100

4. Are you satisfied with wages & salary provided by KCl?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 22 17 11 50

PERCENTAGE

1 2 3

Strongly agreed Agreed Disagree Total

44 34 22 100

no. of respondents

strongly agreed agreed disagree

5. Are you aware of all welfare schemes provided by KCL? SL NO PARTICULAR NUMBER OF RESPONDENTS 38 12 50 PERCENTAGE

1 2

Yes No Total

76 24 100

no. of respondents

Yes No

6. Are you satisfied with the provision of canteen at your workplace provided by KCL?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 17 13 8 7

PERCENTAGE

1 2 3 4

Highly satisfied Satisfied Neutral Dissatisfied

34 26 16 14

Highly dissatisfied Total

5 50

10 100

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

7. Are you satisfied by the drinking facility in KCL? SL NO PARTICULAR NUMBER OF RESPONDENTS 45 5 50 PERCENTAGE

1 2

Yes No Total

90 10 100

Yes No

8. Are you satisfied with compensation provided by KCL?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 23 12 15 50

PERCENTAGE

1 2 3

Strongly agreed Agreed Disagree Total

44 34 22 100

Strongly agreed agreed disagree

9. Does the management provide First-aid-box to entire department?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 38 12 50

PERCENTAGE

1 2

Yes No Total

76 24 100

Yes No

10. Are you satisfied with your promotional scheme?

SL NO

PARTICULAR

NUMBER OF RESPONDENTS 11 9 5 13 12 50

PERCENTAGE

1 2 3 4 5

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

22 18 10 26 24 100

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

FINDINGS
The findings of the study are follows

Kalyanpur Cements ltd has a well defined organization structure. There is a harmonious relationship is exist in the organization between employees and management.

The employees are satisfied with the present incentive plan of the company. Most of the workers agreed that the company is eager in recognizing and acknowledging their work.

The study reveals that there is a good relationship exists among employees. Majority of the employees agreed that there job security to their present job.

The company is providing good safety measures for ensuring the employees safety.

SUGGESTIONS
The suggestions for the findings from the study are follows. Organization should give importance to communication between employees and gain co-ordination through it. Skills of the employees should be appreciated. Better carrier development opportunities should be given to the employees for their improvement.

If the centralized system of management is changed to a decentralized one, then there would be active and committed participation of staff for the success of the organization

LIMITATIONS OF THE STUDY


The limitations of the study are the following The data was collected through questionnaire. The responds from the respondents may not be accurate. The sample taken for the study was only 50 and the results drawn may not be accurate.

Since the organization has strict control, it acts as another barrier for getting data.

Another difficulty was very limited time-span of the project. Lack of experience. Because of busy schedule of people I could not get proper response. Some people were not able to understand the questionnaires.

CONCLUSIONS
The study concludes that, the industrial relation in KALYANPUR CEMENTS LTD is found good but not very good. The study on industrial relation highlighted so many factors which will help to make better relation between employees & managers. The study was conducted among 50 employees and collected information through structured

questionnaire. The study helped to findings which were related with industrial relation programs. Human Resource management and industrial relation (also called Employment Relations) are complementary objects. If you want to become a good personnel manager, you need a good knowledge of both subjects (even if the posts are now more likely to be called HR manager). A good knowledge of HRM practices alone is not sufficient.

Bibliography:
Books and other references
Human Resource Management Concepts and Issues, T.N. Chhabra

Prasad L.M, Human Resource Management, second edition (2005), Sultan Chand & Sons- New Delhi.

Company manuals Certified standing order of company

Websites

www.google.com www.mbaguys.net www.encyclopedia.com www.scribd.com

ANNEXURE
A STUDY ON Industrial Relation
Respected madam/sir,

As a part of my project I would like to gather some information from you which will help me in an in depth study of project. I would be obliged if you co-operate with me in filling the questionnaire. Since the questionnaire is being used for academic purpose, the information gathered will be strictly confidential.

NAME: DESIGNATION:
Kindly fill the following: (Please put a tick mark in the appropriate box)
1. Since how many years you have been working in this organization?

(a) 1 to 5

(b) 5 to 10 (c) 10 to 15

(d) above 15

2. What are the usual problems faced by you? (a) Working Condition (b) No Guidance (d) all 3. How do you try to resolve it? (a) On your own (b) by consulting your immediate superior (c)With the help of the union (d) All (c) Working Condition

4. Are you satisfied with wages & salary provided by KCl? (a) Strongly agreed (b) Agreed (c) Disagree 5. Are you aware of all welfare schemes provided by KCL? (a) Yes (b) No 6. Are you satisfied with the provision of canteen at your workplace provided by KCL? (a) Highly satisfied (b) Satisfied (c) Neutral

(d) Dissatisfied (e) Highly Dissatisfied 7. Are you satisfied by the drinking facility in KCL? (a) Yes (b) No 8. Are you satisfied with compensation provided by KCL? (a) Strongly agreed (b) Agreed (c) Disagree 9. Does the management provide First-aid-box to entire department? (a) Yes (b) No 10. Are you satisfied with your promotional scheme? (a) Highly satisfied (b) Satisfied (c) Neutral

(d) Dissatisfied (e) Highly Dissatisfied

Thank you for your kind co-operation