Industrial relations

“A STUDY ON INDUSTRIAL RELATIONS” AT
INDIA CARTONS (PVT) LTD COMPANY, SOMALLAPURAM, AMBUR.
PROJECT WORK
Submitted in partial fulfillment of the requirements
For the award of
BACHELOR OF SCIENCE IN INFORMATION SYSTEM MANAGEMENT
SUBMITTED BY
NAME REGISTER NO
R.VAISHNAVI 14U35031
G.SUGANYA 14U35027
D.PREETHA 14U35020
V.SWETHA 14U35029
March 2017
With the guidance of
Mrs. R.MAHESHWARI M.A, PGDPMIR, M.B.A.,
Assistant professor,
Department of Management studies
D.K.M College for women (Autonomous), Vellore – 632 001

CERTIFICATE
This is to certify that the project work entitled “A STUDY ON INDUSTRIAL
RELATIONS” AT INDIA CARTONS (PVT) LTD COMPANY, SOMALLAPURAM,
AMBUR. submitted to D.K.M College for Women (Autonomous), Vellore, in
partial fulfillment of the requirements for the award of the BACHELOR OF
SCIENCE IN INFORMATION SYSTEM MANAGEMENT, is a record of original
research work done by R.VAISHNAVI, G.SUGANYA, D.PREETHA, V.SWETHA,
during the period Jan 1 – Jan 30, 2017 of her research in the Department of
Management studies at D.K.M.College for Women (Autonomous),Vellore, under
my supervision and guidance and it has not formed the basis for the award of any
Degree/Diploma/Associateship/Fellowship or other similar title to any candidate of
any University.
Countersigned Signature of the Guide
Signature of the Head of the Department
Signature of the Head of the Institution

DECLARATION
We, R.VAISHNAVI, G.SUGANYA, D.PREETHA, V.SWETHA, hereby declare that the
project work entitled “A STUDY ON INDUSTRIAL RELATIONS” AT INDIA
CARTONS (PVT) LTD COMPANY, SOMALLAPURAM, AMBUR. submitted to
D.K.M College for Women (Autonomous), Vellore, in partial fulfillment of the
requirements for the award of the BACHELOR OF SCIENCE IN INFORMATION
SYSTEM MANAGEMENT, is a record of original and independent research work
done by us during the period Jan 1 – Jan 30, 2017 under the supervision and
guidance of Mrs. R.MAHESHWARI M.A, PGDPMIR, M.B.A., Assistant professor,
Department of Management studies at D.K.M College for Women
(Autonomous), Vellore, and it has not formed the basis for the award of any
Degree/Diploma/Associateship/Fellowship or other similar title to any candidate of
any University.
Signature of the Candidate

ACKNOWLEDGEMENT
I have deep urge to record my gratitude to the helping hands, since helping hands constitute to
the successful completion of my project work.
First and foremost, I sincerely thank My Parents and Family members for their cooperation,
encouragement and support.
I am grateful to God Almighty who has showered his blessings on us without whom the project
would not have been a successful one..
I am indebted to our President Dr. T. SIVAKUMAR, M.A, for providing excellent environment
and infrastructure at DKM College for Women, Vellore
I extend my thanks to Mr. Maninathan, B.E., Secretary, and Dr. P. N. Sudha, M.sc., M.phil,
M.Ed., DCPA, DIPC, Ph.D., FICCE., FNEA., principal, D. K. M. college for women for
giving me the opportunity to make up this Project.
I also thank Mrs. V. S. PALANIAMMAL, B.E, MBA, M.PHIL, P.HD Head of the
Department of Management Studies for extending her help whenever needed.
My personal and profound thanks to my guide Mrs. R.MAHESHWARI M.A, PGDPMIR,
M.B.A., Assistant professor, Department of management studies for the motivation and internal
guidance in fine-tuning my dissertation.
I am glad to express my deep gratitude and sincere thanks to Mr. S. NATARAJAN, HR at
India Cartons for his invaluable help, untiring patience, timely suggestion, and helping me
directly in the fruitful completion of my project.
VAISHNAVI .R
SUGANYA .G
PREETHA .D
SWETHA .V

TABLE OF CONTENTS
Chapter No Title Page no.
CHAPTER – 1 Synopsis
1.1 Introduction 1 to 32
1.2 Objectives of the study 33
1.3 Scope of the study 34
1.4 Limitations of the study 35
1.5 Company profile 36 to 53
CHAPTER – 2 REVIEW OF LITERATURE 54 to 62
CHAPTER – 3 RESEARCH METHODOLOGY 63 to 69
CHAPTER – 4 4.1 Data Analysis and Interpretation 70 to 127
4.2 Hypothesis Testing and calculation 128 to 148
CHAPTER – 5 5.1 FINDINGS 149 to 151
5.2 SUGGESTIONS 152
5.3 CONCLUSION 153
APPENDICES BIBLIOGRAPHY 154 to 155
QUESTIONNAIRE 156 to 158

LIST OF TABLES
S. No TITLES Page
no.
1 Gender 70
2 Age 72
3 Educational qualification 74
4 Experience 76
5 Industrial relations in the company 78
6 Free access to top management 80
7 Management listen to you with patience 82
8 Management have faith in employees 84
9 Management expects more from employees 86
10 Employees expects benefits from management 88
11 Recreation, Transport and Accommodation are 90
12 Activities of union in favour of employees 92
13 Participation of employees in union 94
14 Opinion on Top management 96
15 Receive the information and communication need to do job 98
16 Regularly receive recognition / praise for doing good work 100
17 People are pleasant and co-operative to work with 102
18 Your opinions and ideas seem to matter 104
19 Manager will care about both your personal and job needs 106
20 Necessary for every employee should participate in decision
making
108
21 Attending the meetings conducted by management regularly 110
22 Workers Participation Management (WPM) concept useful in
improving relations between manager and workers
112
23 Positive impact of participation on Industrial relations 114
24 Manager and supervisor co-operative with you 116

25 Company conducted a training program to develop the Industrial
relations
118
26 Management encourages a right kind of union leadership 120
27 Management and unions develop constructive attitudes towards
each other
122
28 What you like most about the Job and company 124
29 Satisfied with your current designation 126

LIST OF CHARTS
S. No TITLES Page
no.
1 Gender 71
2 Age 73
3 Educational qualification 75
4 Experience 77
5 Industrial relations in the company 79
6 Free access to top management 81
7 Management listen to you with patience 83
8 Management have faith in employees 85
9 Management expects more from employees 87
10 Employees expects benefits from management 89
11 Recreation, Transport and Accommodation are 91
12 Activities of union in favour of employees 93
13 Participation of employees in union 95
14 Opinion on Top management 97
15 Receive the information and communication need to do job 99
16 Regularly receive recognition / praise for doing good work 101
17 People are pleasant and co-operative to work with 103
18 Your opinions and ideas seem to matter 105
19 Manager will care about both your personal and job needs 107
20 Necessary for every employee should participate in decision
making
109
21 Attending the meetings conducted by management regularly 111
22 Workers Participation Management (WPM) concept useful in
improving relations between manager and workers
113
23 Positive impact of participation on Industrial relations 115

24 Manager and supervisor co-operative with you 117
25 Company conducted a training program to develop the Industrial
relations
119
26 Management encourages a right kind of union leadership 121
27 Management and unions develop constructive attitudes towards
each other
123
28 What you like most about the Job and company 125
29 Satisfied with your current designation 127

LIST OF HYPOTHESIS TESTING AND CALCULATION
S.NO TITLES Page no.
CHI – SQUARE
2 and 11 Gender and Employees expect more benefits from the management 128 to 130
2 and 18 Gender and People here are pleasant and co-operative to work with 131 to 133
3 and 19 Age and My opinions and ideas seem to matter 134 to 136
ANOVA
5 and 10 Experience and Management always expects more from employees 137 to 139
5 and 15 Experience and Your overall opinion on the top management 140 to 142
F – TEST

Synopsis
Industrial relations covers all aspects of the employment relationship, including human resources
management, employee relations, and union-management relations. Since the mid-twentieth
century, however, the term has increasingly taken on a narrower, more restricted interpretation
that largely equates it with unionized employment relationships.
Industrial relations pertains to the study and practice of collective bargaining, trade unionism,
and labour-management relations, while human resource management is a separate, largely
distinct field that deals with nonunion employment relationships and the personnel practices and
policies of employers. Both meanings of the term coexist in the twenty-first century, although the
latter is the more common.
The term “industrial relations” came into common usage in the 1910s, particularly in 1912 upon
the appointment by President William Taft of an investigative committee titled the commission
on Industrial Relations. The commission’s charge was to investigate the causes of widespread,
often violent labour conflict and make recommendations regarding methods to promote greater
cooperation and harmony among employers and employees.
Conditions growing out of the industrialization process-twelve-hour work days, tens of
thousands of work-related fatalities, low wages, extremely high rates of labour turnover, and
poor employee work effort and attitudes-led to growing numbers of strikes, revolutionary
economic and political movements, and demands for social and frictions between employers and
employees, and the conflict they precipitated, came to be known as “the Labour Problem.”
In its early years, therefore, industrial relations was broadly conceived because it subsumed all
three types of solutions to labour problems, while in terms of ideology and approach to social
policy industrial relations tented to be reformist, progressive, and critical of laissez-faire
Starting in the early 1960s, the New Deal industrial relations system, with its emphasis on
collective bargaining wages and labour conditions in the economy, began to erode and be
replaced by a new system. The new system that emerged , and then become consolidate in the
1980s and 1990s, featured a much smaller role for collective bargaining with a much-expanded
role for personnel management-and direct government regulation of employment conditions.

1.1 INTRODUCTION
Industrial Relations means the relationship between employees and management in the day-to-
day working industry. But the concept has a wide meaning. When taken in the wider sense,
Industrial Relations is a “set of functional interdependence involving historical, economic, social,
psychological, demographic, technological, occupational, political and legal variables”.
Industrial relations covers all aspects of the employment relationship, including human resources
management, employee relations, and union-management relations. Since the mid-twentieth
century, however, the term has increasingly taken on a narrower, more restricted interpretation
that largely equates it with unionized employment relationships.
In this view, industrial relations pertains to the study and practice of collective bargaining, trade
unionism, and labour-management relations, while human resource management is a separate,
largely distinct field that deals with nonunion employment relationships and the personnel
practices and policies of employers. Both meanings of the term coexist in the twenty-first
century, although the latter is the more common.
The term “industrial relations” came into common usage in the 1910s, particularly in 1912 upon
the appointment by President William Taft of an investigative committee titled the commission
on Industrial Relations. The commission’s charge was to investigate the causes of widespread,
often violent labour conflict and make recommendations regarding methods to promote greater
cooperation and harmony among employers and employees.
Although the term “industrial relations” came into prominent usage in the 1910s, its roots extend
back at least three decades into the nineteenth century. It was during this period, beginning in the
1870s, that the process of industrialization began in earnest in the united states, leading to the
emergence of a growing urban-based wage-earning labour force working in large-scale factories,
mills, and mines.

Conditions growing out of the industrialization process-twelve-hour work days, tens of
thousands of work-related fatalities, low wages, extremely high rates of labour turnover, and
1
poor employee work effort and attitudes-led to growing numbers of strikes, revolutionary
economic and political movements, and demands for social and frictions between employers and
employees, and the conflict they precipitated, came to be known as “the Labour Problem.”
In its early years, therefore, industrial relations was broadly conceived because it subsumed all
three types of solutions to labour problems, while in terms of ideology and approach to social
policy industrial relations tented to be reformist, progressive, and critical of laissez-faire
The three major initiatives were the National Labour Relations Act (encouraging and protecting
the right to join a union and bargain collectively), the Social Security Act (establishing old age
and unemployment insurance), and the Fair Labour Standards Act(setting minimum wages and
maximum hours). The labour movement also transformed itself in the 1930s. More dynamic,
aggressive union leaders came to the force, such as John L. Lewis, Sidney Hillman, and Philip
Murray.
Starting in the early 1960s, the New Deal industrial relations system, with its emphasis on
collective bargaining wages and labour conditions in the economy, began to erode and be
replaced by a new system. The new system that emerged , and then become consolidate in the
1980s and 1990s, featured a much smaller role for collective bargaining with a much-expanded
role for personnel management-and direct government regulation of employment conditions.
Several trends and developments were responsible for this shift. One was a slow but
cumulatively significant shrinkage in the size and influence of the union sector of the economy.
In the private (non-government) sector, the unionized share of the workforce began to contract in
the 1960s and continued to do so until the end of the century. While 32 percent of private sector
workers were covered by collective bargaining contracts in 1960s, in the year 2000 this
proportion had shrunk to 9 percent-a level roughly equal to that in the early 1930s. A number of
factors were responsible for the union decline.

Due to globalization and domestic deregulation of industries, American firms experienced a
gradual increase in competitive pressure, leading them to more aggressively resist union
organizing drives and downsize and eliminate existing unionized plants. This trend was also
2
complemented by greater pressure from financial markets (Wall Street) for higher earnings and
short-run profit performance. Finally, during the presidency of Ronald Reagan in the 1980s
government policy toward organized labour turned more hostile, as reflected in the firing of the
striking air traffic controllers and the pro-management rulings of the National Labour Relations
Board.
Some other authors about Industrial relation:
According to Dale Yoder, Industrial Relations are a “whole field of relationship that exists
because of the necessary collaboration of men and women in the employment process of an
industry. The concept of industrial relations has been extended to denote the relations of the state
with employers, workers, and their organizations. The subject therefore includes individual
relations and joint consultations between employers and work people at their work place
collective relations between employers and their organizations and trade unions and part played
by the state in regulating these relations.
According to K. Aswathappa “Industrial relation is concerned with the relationship between
management and workers and the role of regulatory mechanism in resolving any industrial
dispute”.
According to Kapoor, the concept of "industrial relations is a developing and dynamic concept,
and does not limit itself merely the complex of relations between the unions and management,
but also refers to the general web of relationships normally obtaining between employees a web
much more complex than the simple concept of labour-capital conflict.

According to R.A. Lester "Industrial relations involve attempts at workable solutions between
conflicting objectives and values between incentive and economic security between discipline
and industrial democracy, between authority and freedom between bargaining and cooperation.
According to V. Agnihotri "The term industrial relations explains the relationship between
3
employees and management which stems directly or indirectly from union- employer
relationship.
According to C.B. Kumar (1961) says, Industrial Relations are broadly concerned with bargaining
between employers and trade unions an wages and other terms of employment, the day-to-day
relations, within a plant also constitute one of the important elements and impinge on the broader
aspects of industrial relations.´
According to Douglas McGregor. He gave an impetus to the development of a management
theory which focused on the human beings as part of an enterprise which, in turn, was viewed as
a biological system, rather than as a machine. Human relations, trust, delegation of authority, etc.
were some of the features of this theory.
According to V.B. Singh (1967) is of the opinion that industrial relations are an integral aspect of
social relations arising out of employer-employee interactions in modern industries, which are
regulated by the State in varying degrees, in conjunction with organized social forces and
influenced by prevailing institutions. This involves a study of the state, the legal system, workers
and employers organizations on the institutional level; and that of the patterns of industrial
organization (including management), capital structure(including technology),compensation of
labour force and the forces of market on the economic level.
According to F. Vandenbroucke (2001), we need a set of indicators which truly reflect the
various relevant dimensions at stake: ‘in order to arrive at an intrinsically adequate and
politically acceptable set of indicators, we have to simultaneously follow both a top-down and
bottom-up approach’. More precisely, the top-down approach can be based on general structural

indicators along the lines suggested in the European Commission’s Communication, while the
driving forces behind the bottom-down approach should be the National Employment Plans.
According to Ordway Teed and Metcalfe "Industrial relations are the composite result of the
attitudes and approaches of employers and employees to each other with regard to planning,
4
supervision, direction and co-ordination of the activities of an organization with a minimum of
human effort and friction, with an animating sprit of a cooperation and with proper regard for the
genuine will-being of all members of the organization.
THREE ACTORS OF INDUSTRIAL RELATIONS:
According to John T. Dunlop three major participants or actors of industrial relations viz.,
workers and their organizations, management and Government are identified.
Workers and their organizations
The total worker plays an important role in industrial relations. The total worker includes
working age, educational background, family background, psychological factors, culture, skills
etc., Worker’s organizations prominently known as trade unions play their role more to protect
the workers’ economic interest through collective bargaining and by bringing pressure on
management through economic and political tactics.
Employers and their organizations
Employer is a crucial factor in industrial relations. He employs the worker, pays the wages and
various allowances, and regulates the working relations through various rules, regulations and by
enforcing labour laws. Employers form their organizations to equate or excel their bargaining
power with that of trade unions. These organizations protect the interest of the employer by
pressuring the trade unions and government.
Government

Government plays a balancing role as custodian of the nation. Government exerts its influence
on industrial relations through its labour policy, industrial relations policy, implementing labour
laws, the process of conciliation an adjudication by playing the role of a mediator etc.
5
PARTIES TO INDUSTRIAL RELATION
EMPLOYERS:
Employers too, are directly involved in any dispute between the employers and the employees.
Employers are endowed with certain inalienable rights vis-à-vis labour. The management has the
Employees
Employee
Association
Government
Employer-Employee
Relations
Employers
Employer
Associations
Courts and
Tribunals

right to hire and fire any worker, notwithstanding union restrictions. It is not just firing a worker
here of there, but the management's ability to control the economic destiny of the workers that
matters. The management has the right to relocate, close, merge, takeover or sell a particular
plant - these actions affect workers interests. The management has another powerful weapon -
introducing or threatening to use technological change. Technological change can displace
labour or reduce skills.
6
Armed with these rights, the management resorts to several tactics to break a strike, some of
them even unethical. The management is known to adopt dubious mean to forego a strike, all of
a strike, or tone down union demands. The management often break a powerful union, sets one
faction against another, and favour the most satisfied and the less militant workers. Loyal
workers from sister concern are brought in, on the pretext of a factory visit, and are induced into
a plant and advised to break the strike.
Another tactic employed by the management is to gain the loyalty of employees. The aim of this
tactic is to convince the worker that the management has his or her interests at heart and can
provide him or her with much the same benefit as the union. In part, this tactic is a revival of the
"welfare capitalism" of the 1920s. High wages, pension plans, profit sharing plans, programmes
of stock ownership by workers - all these schemes have been revived, though often in
modernized form, and with considerable effect in the resistance of the new industries to
unionization can be taken as evidence.
Employees’ loyalty is sought to be gained through another method, a positive one. The
management seeds to find out the sources of dissatisfaction and eliminates those irritants.
Workers are encouraged to form informal small groups, psycho-therapy is conducted on a plant-
wide scale, and interaction between the management and employees and among the employees
are structured and practiced.
A militant but incorruptible union is co-opted in routine functions of the organization. For
instance, the union may be used as a channel of information to the employees. It may be used for

meeting certain production problem. In some plants, the management has even brought union
leaders into process of decision making.
In general, managers tend to see employee relations in term of the following activities:
1. Creating and maintaining employee motivation
2. Obtaining commitment from the workforce
3. Establishing mutually beneficial channels of communication throughout the organization
7
4. Achieving of high level of efficiency
5. Negotiating terms and conditions of employment with employee representatives
6. Sharing decisions making with employees
7. Engaging in a power structure with trade union
EMPLOYERS' ASSOCIATIONS
Employers' associations operate at local, industry and all India levels. The Confederation of
Indian Industries (CII) is a powerful body at the national level which is doing an admirable fob
in protecting and promoting the legitimate interests owners of industries.
The major objectives of employers' associations include:
1. Representing employers in collective bargaining
2. Developing machinery for the avoidance of disputes
3. Providing information on employee relations and to give advice
4. Representing members on national issue
The specific objectives of CII are:
1. Identifying and strengthening industry role in the economic development of the country.
2. Acting as a catalyst in bringing about growth and development of the Indian industry.
3. Reinforcing industries commitment to society.
4. Working towards globalization of Indian industry and its integration into world economy.
5. Providing upto date information and data to industry and government.

6. Creating awareness and support industry efforts on quality, environment and consumer
protection.
7. Identifying and addressing special needs of the small scale sector.
8. Promoting cooperation with counterpart organizations.
The other major all India employers associations are ASSOCHAM,
FICCI, AIMO, WASME, FASSI, and FIEO.
8
GOVERNMENT
In a sense, government intervention in IR is as old as the industry itself. However, till the 19th
century, governments everywhere followed the laissez faire policy - they left IR to the managers
and workers who were required to solve the problems themselves. Towards the end of the 19th
century, the attitude of the governments changed. And intervention became a reality. The state,
as of today, regulates the relationship between the management and the labour and seeks to
protect the interest of both the groups. The government has setup wage boards, labour courts,
tribunals, and enacted laws to lay down norms and to enforce their compliance.
JUDICIARY
The powers of the judiciary are of a dual type:
1. The authority of the Courts to settle legal disputes;
2. Judicial review - the authority of the Court to rule on the constitutionality of legislation.
As far as second is concerned, the judiciary gets activated when the legislator passes laws
repugnant to the constitution and when the government implements the enactment improved by
the legislature in a manner opposed to the provision of the legislation. In other word, the courts
of justice protect the citizen from unlawful Acts passed by the legislature and arbitrary Acts done
by the executives. It is the power of the judiciary to settle the legal disputes, referred to them,
that affect IR considerably.
The judicial pronouncements will have a far reaching impact because:
i. Judicial errors do occur, though infrequent,

ii. Possibility of wrong assessment of penalty, "judges notoriously vary in the severity of
punishment inflicted",
iii. Judges are known for pronouncing conflicting verdicts on the same or similar disputes, and
iv. Confusion in turn.
v. The role of judiciary in IR has not been always positive.
The result is that indiscipline in the industry has spread like wild fire and sapped the national
production and productivity. The classic case is the textile industry which has been wrecked by
indiscipline. The conflagration is continuing to engulf various industries one by one.
9
PRINCIPALS OF SOUND INDUSTRIAL RELATONS:
Maintenance of sound industrial relations is as crucial and difficult as that of human relations.
Hence, the following principles should be followed to maintain sound industrial relations:
 Recognition of the dignity of the individual and of his right to personal freedom and
equality of opportunity.
 Mutual respect, confidence, understanding, goodwill, and acceptance of responsibility on
the part of the both employer, management and workers and their representatives in the
exercises of the rights and duties in the operation of the industry.
 Similarly, there has to be an understanding between the various organizations of
employers and employees who represent the management and workers.
FUNCTIONAL REQUIREMENTS FOR SOUND INDUSTRIAL RELATIONS:
 Top management support: Since industrial relations is a functional staff service, it must
derive authority from the line organization. This is accomplished by having the industrial
relations director report to the top line authority- the president, chairman or vice-
president. Besides, top management must also set an example for others.
 Sound Personnel Policies: They constitute a business philosophy for the guidance of the
human relations’ decisions of the enterprise. The purpose of such policies is to decide
ahead of emergency and what shall be done with a large number of problems that may

arise daily. Policy can be successful only when it is followed at all levels from top to
bottom.
 Adequate practices: Adequate practices should have been developed by professional in
the field to assist the policies of the units. A system of procedures is necessary to
translate intention into action. The procedure and practices of industrial relations are the
“tools of management” which keep the supervisor ahead of his job; the work of time-
keeping, rate adjustments, grievance reporting a merit rating.
10
 Detailed supervisory training: To carry out the policies and practices by the industrial
relations staff the job supervisors must be trained in detail, and the significance of the
policies must be communicated to the employees. They must be trained in leadership and
communication.
DEFINITION AND CONCEPT OF INDUSTRIAL RELATIONS:
The term ‘Industrial Relations’ comprises ‘Industry’ and ‘relations’. Industry means “any
productive activity in which an individual is engaged”, and relations means “ the relations that
exist in the industry between the employer and his workmen.” Observers like Dr. Kapoor say, “
Industrial Relations is a developing and dynamic concept and as such no more limits itself
merely to the complex of relations between the unions and management but also refers to the
general web of relationships normally obtaining between employees- a web much more complex
than the simple concept of labor capital conflict.
FUNCTIONS OF INDUSTRIAL RELATIONS
 Communication is to be established between workers and the management in order to
bridge the traditional gulf between the two.
 To establish a rapport between managers and the managed.

 To ensure creative contribution of trade unions to avoid industrial conflicts, to safeguard
the interests of workers on the one hand and the management on the other hand, to avoid
unhealthy, unethical atmosphere in an industry.
 To lay down such considerations which may promote understanding, creativity and co-
operative ness to raise industrial productivity, to ensure better workers’ participation
11
CHARACTERSTICS OF INDUSTRIAL RELATIONS:
 Industrial Relations are outcome of employment relationship in an industrial enterprise.
 Industrial Relations develop the skills and methods of adjusting to a cooperating with
each other.
 Industrial relations system creates complex rules and regulations to maintain harmonious
relations
 The government-involves to shape the industrial relations through laws, rules,
agreements, awards etc.,
 The important factors of industrial relations are: employees and their organizations,
employer and their associations and government.
IMPORTANCE OF INDUSTRIAL RELATIONS:
‘Industrial Relations’ constitute one of the most delicate and complex problems of modern
industrial society. Industrial relations has become one of the vital aspects in today’s industrial
system as the times have always been changing bringing a lot of change in working and living
conditions of people. Keeping pace with changing trends and tough competition with the world
outside has become the key factor. Many changes have occurred in just a few decades with the
advent of Industrial Revolution. The need for a more sophisticated industrial system should be

devised keeping employee and his needs in mind. The importance of employee relations can be
appreciated by observing the following aspects and changes:
 With growing prosperity and rising wages, workers have gained better living conditions,
polished education, sophistication and generally greater mobility.
 Career patterns have changed as growing proportions have been compelled to leave the
farms and become wage and salary earners under trying factory conditions.
 Large number of men, women and children dwelling in urban areas under mass ignorance
are drenched in poverty possessing diverse conflicting ideologies. The working
12
organizations in which they are employed have become larger and shifted from individual
to corporate ownership.
 There also exist status-dominated, secondary group-oriented, universalistic and aspirant-
sophisticated class in the urban areas.
 Employees have their unions and employers their bargaining associations to give a tough
fight to each other and establish their powers.
 The government has played a growing role in industrial relations, in part by becoming the
employer for millions of workers and in part by regulating working conditions in private
employment.
 Rapid changes have taken place in the techniques and methods of production.
Technological advances have eliminated long established jobs and have created
opportunities that require different patterns of experience and education.
 Non-fulfillment of many demands of the workers has brought industrial unrest. They are
the points of flexion and the base of industrial edifice.
All these changes have made employment relationship more complex. Hence, a clear
understanding about these is as interesting as it is a revealing experience. The creation and
maintenance of good relations between the workers and the management is the very basis on
which the development of an Industrial Democracy depends. It in turn seeks to gain cooperation
of the two partners in industry in the field of production and promotes industrial peace. The

healthy and orderly industrial relations in an enterprise generate attitudes that procreate progress
and stabilize democratic institutions. ‘Stable industrial relations’ means a situation when
requirements of management and the work force are discussed between them in a spirit of mutual
trust and confidence and without causing friction. For example, the management would like to
develop stable relation with a view to getting a disciplined and conscientious workforce for more
work. This would reduce supervisory and administrative work as also enable better planning for
future production and expansion. The workforce, on the other hand, expects liberal thinking by
management and a more human approach to its need by giving stable relations. Stable
relationship is, therefore, means to an end and not an end in itself. The unions are also involved
13
in industrial relations. Through stability they obtain for the work force more benefits. The
Government would like stable relations to prevail both for better production and for easier law
and order.
The healthy industrial relations are key to the progress and success:
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.
• Reduction in Industrial Disputes – Good industrial relations reduce 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.

• 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. In other words, complete
unity of thought and action is the main achievement of industrial peace. It increases the place of
workers in the society and their ego is satisfied. It naturally affects production because mighty
co-operative efforts alone can produce great results.
14
• 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. Both should think
themselves as partners of the industry and the role of workers in such a partnership should be
recognized. On the other hand, workers must recognize employer’s authority. It will naturally
have impact on production because they recognize the interest of each other.
• 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 protected.
Thus, it is evident that good industrial relations is the basis of higher production with minimum
cost and higher profits. It also results in increased efficiency of workers. New and new projects
may be introduced for the welfare of the workers and to promote the morale of the people at
work. An economy organized for planned production and distribution, aiming at the realization
of social justice and welfare of the massage can function effectively only in an atmosphere of
industrial peace. If the twin objectives of rapid national development and increased social justice
are to be achieved, there must be harmonious relationship between management and labor.
FEATURES
1. Industrial relations are mainly the relations between employees and the employer.

2. Industrial relations are the outcome of the practice of human resource management and
employment relations.
3. These relations emphasis on accommodating other party’s interest, values and needs.
Parties develop skills of adjusting to and cooperating with each other.
4. Industrial relations are governed by the system of rules and regulations concerning work
place and working community.
5. The main purpose is to maintain harmonious relations between employees and employer
by solving their problems though grievance procedure and collective bargaining.
6. The government and shapes industrial relations though industrial relations policies, rules,
agreements, mediation, awards, acts etc.
15
7. Trade Union is another important institution in the industrial relations.
Trade union influence and shape the industrial relations through collective Bargaining.
8. Industrial relations develop the skills and methods of adjusting to and cooperating with
each other.
9. The Government-involves to shape the industrial relations through laws, rules,
agreements, awards etc.
10. The important factors of industrial relations are: employees and their organizations,
employer and their associations and Government.
FACTORS OF INDUSTRIAL RELATIONS
Industrial relations are influenced by various factors, viz., institutional factors, economic factors
and technological factors.
1. Institutional Factors:
These factors include government policy, labour legislations, voluntary courts, collective
agreement, employee courts, employers’ federations, social institutions like community,
caste, joint family, creed, system of beliefs, attitudes of works, system of power status etc.
2. Economic Factors:

These factors include economic organization, like capitalist, communist mixed etc., the
structure of labour force, demand for supply of labour force etc.
3. Technological Factors:
These factors include mechanization, automation, rationalization, and computerization.
4. Political Factors:
These factors include political system in the country, political parties and their ideologies,
their growth, mode of achievement of their policies, involvement in trade unions etc.
5. Social and Cultural Factors:
These factors include population, religion, customs and tradition of people, race ethnic
groups, cultures of various groups of people etc.
16
6. Governmental Factors:
These factors include Governmental policies like industrial policy, economic policy, and
labour policy, export policy etc.
CONDITIONS FOR CONGENIAL INDUSTRIAL RELATIONS:
The establishment of good industrial relations depends on the constructive attitude on the part of
both the union and the management. The constructive attitude in its turn depends on all the basic
policies and procedures laid down in any organization for the promotion of healthy industrial
relations. It depends on the ability of the employers and trade union to deal with their mutual
problems freely, independently with responsibility. They should have their faith in collective
bargaining rather than in collective action.
It is very difficult to promote and to maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious industrial relations. They are:
1. Existence of Strong, well- Organised and Democratic Employees’ Unions:
Industrial relations will be sound only when the bargaining power of the employees’ unions
is equal to that of management. A strong trade union can protect the employees’ interest
relating to wages, benefits, job security etc.

2. Existence of Sound and Organised Employers’ Unions:
These associations are helpful for the promotion and the maintenance of uniform personnel
policies among various organizations and to protect the interest of weak employers.
3. Spirit of Collective Bargaining and willingness to Resort to Voluntary Organisation:
The relationship between employee and the employer will be congenial only when the
differences between them are settled through mutual negotiation and consultation rather than
through the intervention of the third party. Collective bargaining is a process through which
employee issues are settled through mutual discussions and negotiations through give and
take approach. If the issues are not settled through collective bargaining they should be
17
referred to voluntary arbitration but not to adjudication in order to maintain congenial
relations.
4. Maintenance of Industrial peace:
Permanent industrial peace in an organization is most essential which can be ensured
through the following measures:
 Machinery for prevention and settlement of industrial disputes. It included legislative and
non-legislative measures. Preventive measures include works committees, standing
orders, welfare officers, shop councils, joint councils and joint management councils.
Settlement methods include voluntary arbitration, conciliation and adjudication.
 Government should be provided with the authority of settling the industrial disputes
when they are settled between the two parties and also by voluntary arbitration.
 Provision for the bipartite and tripartite committees in order to evolve personnel
policies, code of conduct, code of discipline etc.
 Provision for the various committees to implement and evaluate the collective
bargaining agreements, court orders and judgements, awards of the voluntary arbitration etc.
APPROACHES TO INDUSTRIAL RELATIONS
Industrial relations issues are complex and multifarious. They are the results of social,
cultural, economic, political, and governmental factors. An economist interprets industrial

conflict in terms of impersonal market forces, a psychologist interprets in terms of
impersonal market forces, a psychologist interprets in terms of individual goals, and motives
etc. similarly, a sociologist interprets from his own viewpoint. But the study of industrial
relations should be from the multidisciplinary approach.
1. Psychological Approach to Industrial Relations:
According to psychologists, issues of industrial relations have their origin in the differences
in the perceptions of management, unions and rank and file workers. The perpetual
differences arise due to differences in personalities, attitudes, etc. Similarly factors like
motivation, leadership, group goals versus individual goals etc., are responsible for industrial
conflicts.
18
2. Sociological Approach to Industrial Relations:
Industry is a social world in miniature. Organizations are communities of individual and
groups with differing personalities, educational and family backgrounds, emotions,
sentiments etc. These differences in individuals create problems of conflict and competition
among the members of individual society.
3. Human Relations Approach to Industrial Relations:
Human resources are made up of living beings but not machines. They need freedom of
speech, of thought, of expression, of movement and of control over the timings. This
approach implies that the relationship between employee and employer as between two
human beings. The term human relations include the relationship during the out of
employment situations.
4. Gandhi ji Approach to Industrial Relations:
Mahatma Gandhi’s views on industrial relations are based on his fundamental principles of
truth, non violence and non – possession. Under the principle of non-violence and truth,
Gandhi meant a peaceful co-existence of capital and labour. Trusteeship implies cooperation
between capital and labour. Gandhi advocated the following rules to resolve industrial
conflicts:
 Workers should seek redressal of reasonable demands through collective action.

 Trade unions should decide to go on strike talking ballot authority from all workers and
remain peaceful and use non- violent methods.
 Workers should avoid strikes to the possible extent.
 Strikes should be resorted to only as a last report.
 Workers should avoid formation of unions in philanthropical organisation.
 Workers should take recourse to voluntary arbitration to the possible extent where direct
settlement failed.
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FACTORS CONTRIBUTING FOR HARMONIOUS INDUSTRIAL RELATIONS:
1. There is a full acceptance by management of the collective bargaining process and of
unionism as an institution. The company considers a strong union as an asset to the
management.
2. The union fully accepts private ownership and operations of the industry; it recognizes
that the welfare of its members depends upon the successful operation of the business.
3. The union is strong, responsible and democratic.
4. The company stays out of the internal affairs of the union; it does not seek to alienate the
worker’s allegiance to heir union.
5. Mutual trust and confidence exists between the parties. There have been no serious
ideological incompatibilities.
6. Neither party to bargaining adopts legalistic approach to the solution of problems of
relationship.
7. Negotiations are problem-centered. More time is spent on the day-to-day problems than on
defining abstract principles.
8. There are widespread union-management consultations and highly developed information
sharing.
9. Grievances are settled promptly in the local plant, wherever possible. There is flexibility
and informality within the procedure.

10. The environmental factors do not by themselves cause peace but they create conditions to
develop it. The attitudes and the policies of the parties, the personality of their leaders and
their techniques, bring about good relations.
FACTORS INFLUENCING CHANGES IN LABOUR RELATIONS:
Management practices
Changes in labour relations within an organization are often affected by management
practices. Therefore attitudes towards industrial relations should be understood in the
background of theories and practices relating to the management of enterprises and
20
organizational behavior. In this context it is useful to note two important-and diametrically
opposite-theories about management. The first and earlier theory is to be found in the scientific
management school, which viewed the worker as a mere cog in the organizational structure.
Manufactures in Japan and Germany were more successful than those in Britain and France in
achieving this flexibility. The former two countries after World War11 institutionalized labour
management consultation. Many organizations have successfully transformed themselves to
promote the role of trust. In both strategies involving the use of technology and promotion of
innovation, employees are a critical factor.
Organizations which have made this shift tend to reflect the following characteristics: few
hierarchical levels; wide spans of control; continuous staff development; self -managing work
teams; job rotation; commitment to quality; information sharing; pay systems which cater to
performance rewards and not only payment for the job; generation of high performance
expectations; a common corporate vision; and participative leadership styles. It hardly requires
training. In the Asia too there is a keen awareness in the business community that radical
changes are necessary to sustain Asia’s dynamic growth.
Industrial Relations Theories

The labour market was dominated by the classical economics view which espoused free and
unregulated labour markets. This laissez-faire capitalism led to social injustices and inequities
since labour did not have the power to bargain with employers on terms which even approached
a degree of equality in bargaining strength. Industrial relations, therefore, initially came to
espouse a degree of labour market regulation to correct this unequal bargaining power.
Consequently industrial relations developed in the context of the theory that problems in
labour relations emanate largely from market imperfections which operate against the interests of
labour and cause imbalances in the power relationships of employers and employees. These
imperfections were external to the enterprise. Additionally, the dominant position of the
employer in what was formerly called the “master and servant” relationship prevented labour
from enjoying rights.
21
These causes for labour problems-external and internal to the enterprise-needed to be
addressed through a range of initiatives, both by the state through protective labour laws,
conciliation and dispute settlement machinery, by voluntary action on the part of employees to
protect themselves and further their interests through trade unionism, and by redressing the
balance of power.
Employers as well as some governments are viewing labour relations from a more strategic
perspective i.e. how labour relations can contribute to and promote workplace cooperation,
flexibility, productivity and competitiveness. It is increasingly appreciated that how people are
managed impact on an enterprise’s productivity and quality of goods and services, labour costs,
quality of the workforce and its motivation, and on the prevention of disputes as well as on
aligning employee aspirations with enterprise objectives.
International factors
The establishment of a sound or harmonious industrial relations system is a central theme for
governments, employers, workers and their representatives, in their endeavors to achieve
economic and social development. Several changes on the international scene presently exert a
major influence on how industrial relations need to be viewed. The internationalization of

business, intense competition and rapid changes in technology, products and markets have
increased the need for economies and enterprises to remain or become competitive. These trends
have in turn necessitated a greater reliance than before on workers’ skills, productivity and
cooperation in achieving competitiveness.
The new information technology, the limits of which are not known in terms of its potential to
effect change, is exerting a tremendous impact on the structure of organizations, the nature of
work and the way it is organized, and even on the location where work is performed. In societies
of the future information and knowledge will be-as in fact they already are-crucial to
competitiveness. Technology is already facilitating changes in organizational structures so as to
create flatter organizations. This has resulted in less management by command and supervision,
in more emphasis on cooperation, information-sharing and communication, and in a more
participative approach to managing people.
22
The skill of an employee are, therefore, an issue on which the interests of employers and
employees converge, and the “development” of the employee is now of mutual advantage to both
employers and employees. Consequently, there is a greater need than before for a cooperative
and participative system of industrial relations. Further, the many emerging work arrangements
do not fit into the traditional employment relationships. Increasing numbers of enterprise who
specialize in it.
TRADE UNIONS:
Unions have a crucial role to play in IR. Unions have broad objectives which are:
1. To redress the bargaining advantage of the individual worker vis-à-vis the individual
employer, by substituting joint or collective action for individual action.
2. to secure improved terms and conditions of employment for their member and the maximum
degree of security to enjoy these terms and conditions.
3. to obtained status for the worker in his work.

4. to increase the extent to which unions can exercise democratic control over decisions that
affect their interests by power sharing at the national, corporate, and plant levels.
The union power is exerted primarily at two levels at the industrial level, to establish joint
regulation on basic wages and hours with an employers associations or its equivalent; and at the
plant level, where the shop stewards organizations exercise joint control over some aspect of the
organization of the work and localized terms and conditions of employment. Unions are a party
to national, local and plant procedure agreements which govern their actions to a greater or lesser
extent, depending on their power, and on local circumstances.
INDUSTRIAL RELATION STRATEGY:
It is necessary to have a clear cut strategy for IR, although the management of IR is essentially a
knee jerk reaction to events and problems and is, therefore, far removed from the world of
23
strategic thinking and planning. Since employer-employee relations are usually presumed to be
satisfactory until they get out of hand, managers, rarely, feel the need to act before the trouble
breaks out.
But the reactive strategy cannot continue for long. Growing competition, difficult economic
environment, rising labour cost, and low productivity compel business leaders to think and plan
proactive strategies towards IR.
Where organizations have proactive strategies, the goal should be to ensure that corporate
objective can be achieved by gaining the maximum amount of cooperation from employees and
by minimising the amount of industrial unrest.
Factors Affecting Employee Relations Strategy:
Two sets of factors, internal as well as external influence an IR strategy. The internal factors are:
1. The attitude of management to employees and unions.
2. The attitude of employees to management.

3. The attitudes of employees to unions.
4. The inevitability of the differences of opinion between management and union.
5. The extent to which the management can or wants to exercise absolute authority to enforce
decision affecting the interests of employees.
6. The present and likely future strength of the union.
7. The extent to which there is one dominating union or the existence of multiple unions leading
to inter-union rivalry.
8. The extent to which effective and agreed procedures for discussing and resolving grievances
or handling disputes exists with in the company.
9. The effectiveness of managers and supervisors in dealing with problems and disputes related
to IR.
10. The prosperity of the company, the degree to which is expanding, stagnating or running
down and the extent to which technological changes are likely to affect employment conditions
and opportunities.
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The external factors affecting IR strategy are:
1. The militancy of unions - nationally or locally.
2. The effectiveness of the union and its officials and the extent to which the officials can and do
control the activities of supervisors within the company.
3. The authority and effectiveness of the employers association.
4. The extent to which bargaining is carried out at national, local or plant level.
5. The effectiveness of any national or local procedures, agreements that may exist.
6. The employment and pay situation - nationally or locally.
7. The legal framework within which the IR exists.
Industrial relations Decisions:
A proactive IR strategy programme must cover the following decisions:
1. Communication - how best we can convey our philosophy to employees?
2. Relationship - how well can we improve our relationship with employees and unions?
3. Competence - how to improve of competence of managers and supervisors in dealing with IR
matters?

4. Discipline and conflict - how shall we deal with it?
Communication:
The core of an IR programme is the personnel manual. The manual sets out the rules and policies
within which managers and employees must operate. The manual tells how the management
awards recognition to the union and offers facilities, how it recognizes the officers associations,
how to handle a grievance, code of discipline in the industry and the like. The manual needs
frequent updating, must be published to all employees, and all supervisors must be familiar with
it. HAL, Bangalore, has a well drafted personnel manual running into 94 pages of printed matter.
The manual covers, in addition to aspects of employees relations, other topics like welfare,
medical facilities, and gratuity rules. All employees and supervisors are fairly familiar with the
contents of the manual.
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Relations
Relationship with the employee may be improved through joint consultation. Relationship with
union or staff associations may be developed through collective bargaining and other IR
procedures or by improving the operation of existing procedures.
Competence
Managers and supervisors need to develop competence in handling IR. Such competence may be
developed by training managers and supervisors in IR. Suffice it is to say that a training
programme must be conducted after assessing the training needs of the managers and
supervisors. Each training programme must have specific objectives and the contents must help
the trainees realise the goals.
Negotiating skills must form a part of the training offered to managers. Negotiating skills are
best acquired by experience, but it is dangerous to allow in experienced managers to meddle with
negotiations. Training in negotiating skills is most effective if it is through case analysis. A case

study based on an actual problem of the company may assign to the managers who will be
required to analyse the case and offer remedies.
Training should not be confined to managers and supervisors alone. Union leaders and
employees also must be associated with the programme, as they are as much a party to a conflict
managers or supervisors.
Discipline and conflict
If both employees as well as employers adhere to well laid out norms, dispute do not occur.
Where a conflict occurs, the management must resolve it. There are set procedures to resolve
disputes.
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EVOLUTION OF INDUSTRIAL RELATIONS IN INDIA:
 Employee – employer relationship.
 Employers are the people who own the instrument and material of production and employ
the workers.
 Relationship between employee-employer was informal, personal and intimate since the
business and industrial establishments were small.
 The growth of the giant sized joint stock companies and business corporations, which
employed thousands of workers changed the relationships.
 In India occupations were carried on by small manufacturers in their cottages, mostly on
hereditary basis.
 Slavery was common.
 Master-slave relations later on converted to master-servant.
 The Indian craft and arts were badly damaged during the invasions of foreign invaders,
which lasted about 700 years.

 After invasion of East India Company in 1883, the British Industrialist developed some
industries (cotton, jute, railways plantation, coal mines, etc.)
 Industrial relations is a by product of industrial revolution , it originates from excessive
exploitation of workers by the owners of industries.
 Trade unions were resisted and crushed by employers.
 The first world war is the first milestone enroute to industrial relations in India.
 After war prices of consumer good goes up and workers were unable to afford it.
27
Other events which accelerated the pace of industrial relations:
 Success of Russian Revolution in 1917
 Formulation of ILO
 AITUC was established in 1920
 In 1924 labour party Government formed in U.K.
 The Indian Trade Union Act 1926
 Royal commission on Labour (1929-31) was formed.
 By the end of 19th century and start of 20th century govt. started paying attention toward
in human working conditions of mine & factory workers.
 British Government set up a Royal Commission on labour (1929-1931) to conduct a
study on the working conditions of Indian Labour.
 As a result of the same conciliation and adjudication were formulated.
 After Independence Industrial Dispute Act, 1947

 Which laid down a comprehensive dispute settlement machinery to be applicable to all
states and passed three important Central Labour Laws:
 The Minimum Wages Act 1948,
 The Employees State Insurance Act 1948
 The Employees Provident Funds Act 1952
 Five year plans of India
 In 1969 first National Commission on Labour was formed and many banks, sick textile
mills, sick steel plants were nationalized.
 New Economic Policies in 1991.
28
FACTORIES ACT AND INDUSTRIAL RELATIONS
Factories Act of 1946 is a culmination of a series of earlier acts for industrial relations. The act makes extensive
provisions for healthy relations in various areas in work place.
S.NO. Year EHS (Environment, Health, & Safety) REGULATION, Acts :
S.NO. Year
EHS (Environment, Healthy, & Safety)
Regulation, Acts
1. 1974/1998
The water (Prevention and control ofpollution)
Act, including amendments.
2. 1977/1992/ 2003
The water (Prevention and control ofpollution)

3. 1981/1987
The Air (Prevention and control of pollution)
4. 1982
The Air (Prevention and control of pollution)
Rules.
5. 1986
Environment (protection) Act 1986 including
amendments of 1991, Environment
(protection) Act 1986 including amendments
ofrules.
6. 1989/2000/ 2003
The Hazardous wastes (Management and
handling) rules, including amendments
2000/2003
7. 1989/2000
Manufacture, storage and import of Hazardous
chemical rules, including amendments rules.
8. 1989 The Center Motor Vehicle rules (under motor
Vehicle Act, 1988)
29
9. 1963/1995/ 2000 Noise Pollution (regulation & control)rules,
2000.
10. 2004
Ozone depleting substances (regulation) rules ,
2004.
11. 2000
The Battery (Management and handling) rules,
2004.
12. 1948/1987
The Factories act(As amended fill 1987)
13. 1952
Punjab state factory rules.
14. 1956/2003
Indian Electricity rules.

30
This coversection11-20and 42-49& the items coveredare relatedto:
Sec 11:- General cleanliness
Sec 12:- Disposal of wastes and affluent
Sec 13:- Ventilation and temperature
Sec 14:- Freefrom dust and fumes
Sec 15:- Artificial humidification
Sec 16:- Overcrowding and congestion
Sec 17:- Lighting
Sec 18:- Drinking water
Sec 19:- Kamotes and urinal
Sec 20:- Provision for spittoons
Sec 42:- Washing facility
15. 1934/1997
The Petroleum Act (asamendment till 1997)
16. 1984/1993/ 2004
Gas Cylinder rules, including amendment
rules, 1993/ 2004
17. 2000/2002 The DG rules, 2000with amendment 2002
18. 1984 The Explosive Act
19. 2001 Energy conservation Act, 2001
20. 1983/1989
The Explosive rules, including amendment
rules, 1989.
21. 1970
The Contract Labour regulation & control Act,
1970rules and 1971.
22. 1952
The Punjab welfare officer recruitment &
condition of service rules.
23. 1998/2003
The Bio Medical waste (Management and
handling) rules.
24. 1986 The Child Labour (prohibition and regulation)
Act.

Sec43:- Keeping clothes not worn during working hours and for drying ofwet clothes
Sec 44:- Sitting for workers who are obliged towork standing
Sec45:-Maintenance of first aid boxwith prescribed contents for every employees
Sec 46:- Canteen facility for more than 250workers
Sec 47:- Suitable rest rooms or lunch rooms with provision for drinking water and should
provided in factory employing more than 150 workers and for more than 500 workers ambulance
room of prescribed size, prescribed equipments and in charge of qualified medical and nursing
staff.
Sec 48:- Crèches for women, workers more than 30
Sec 49:- Appointments of welfare office for more than 500employees
31
Some Social Security Provision for workers
a) Medical treatment and compensation for industrial injury, accident,ailments etc.
b)Financial assistance during absence due to ill health or accidents.
c)Old age pension
d)Gratuity
e)Provident Fund
f) Financial assistance
g) Maternity benefit towomen worker

32
1.2 OBJECTIVES OF THE STUDY
Primary objective:
To assess the relationship between employees, unions and employers in India Cartons
Secondary objective:
1. To promote and develop congenial relations between employees and employer.
2. To enhance the economic status of the worker by improving wages benefits.
3. To provide an opportunity to the workers to have a say in the management and decision
making.
4. To encourage and develop trade unions in order to improve the workers strength.

5. To promote healthy labour management relations.
33
1.3 SCOPE OF THE STUDY
The main study was conducted at India Cartons, ambur, can get a clear picture about the
Relationship among employees, between employees and their superiors or managers in and
between different organizational levels.
 Collective relations between trade unions and management.
 Congenial relations between employees and employer.
 Congenial labour management relations
 Minimized industrial conflicts.

 Contribution to the organizational objectives.
 Improve the welfare activities in the organization.
 Identify employee grievances and redress them efficiently and promptly
 Improve the current working conditions of the employees in the organization
 Develop and maintain employee assistance program in the organization.
With respect to all these requirements an Industrial relations has to be maintained. As the
contribution of Industrial relations is vast there is a definite need to undertake a study to assess
and to develop the given requirements.
34
1.4 LIMITATIONS OF THE STUDY
 India Cartons is a large concern cannot be studied as a whole in 30 days, so time is
considered as main constrain which led interviewing only limited number of people.
 This particular study is done in the main division of India Cartons at ambur
 It is very hard to know the entire performance appraisal methods that are followed in
India Cartons.
 The topic under the study is vast and requires much information, but the information
available is very limited.

 Findings and conclusions are drawn on the basis of samples. So it may have the limitation
of sample study.
 Data was collected only from the permanent workers.
 Behavioural constraints of people.
 Some respondents don’t reveal the truth because of fear.
35

“India cartons is established in the year 2008 by two first generation visionaries with couple of
decade experience in printing and packaging field”. One being technically qualified technician in
the printing and packaging field, has the Immense experience of working with world renewed
brands. The other being the marketing wizard has the focus on the global market as their prime
motive
India Cartons is one of the leading manufactures are shoes boxes and packaging cartons. They
manufacture shoe boxes of different sizes .Since quality is the main aspect of which they are
proud about, they can maintain good quality boxes.
India Cartons offer high quality range of shoe boxes, which is available in different shapes and
sizes for shoe packing. They are high durable and provide production to the packed material.
They also meet customized requirement and offer there range at industry leading price.
They provide a wide range of printed shoe boxes that is manufactured using good quality and
board. Known for its high quality, durability, reliability and others, Our range is high demand by
our clients spread across the globe. Ensuring complete safety of the product.
They specialize in offering a wide range of boxes for footwear that is offered in different shapes
and sizes. Our boxes are available in diverse standard specifications, and can be availed at
industry leading product.
36
 “India cartons is undertaking severe quality checks for providing our customers with the
Best quality products a team of quality analysts is dedicatedly pursuing international
quality norms& methodical procedures to offer the best and qualitative products to our
clients they check the incoming lot of material is carefully handled by experts who take
care of its unloading and storage also the manufacturing processes are carried out under
their strict supervision”.
 The quality analysis check the final packaging material for its:
Durability, Wear and tear resistance, fire retardation, Bursting strength (PSI) and others.

India Cartons Philosophy:
Mission:
 Leave this world better than you found it.
Vision:
 Establish leadership in whatever we do at home and abored.
Goal:
 Achieved continued growth through sustained innovation for total customer satisfaction
and fair return to all other stakeholders. Meet this objective marketing them at reasonable
prices
Strength:
 In the past eleven years, India cartons have assortment of packaging materials, mainly due
to company quality adherence. Apart from this, there are many other factors. That have
assisted in achieving this position, some of these are follows.
 State-of-the-art infrastructure
 Latest technologies used in the manufacturing process.
 Stringent quality analysis for high-class products.
 Skilled and experienced personnel.
 Maintaining all the deadlines for developing and supplying products.
37

India Cartons, Somalapuram, Ambur.
38

Product profile:
India Cartons specialize in offering a wide range of boxes for footwear that is offered in different
shapes, biggest and small sizes. They boxes are available in diverse standard specifications, and
can be availed at industry leading product.
India cartons” manufacturing of
 Shoe boxes,
 Rigid boxes and
 Corrugated boxes
Shoe boxes
42

Production profile:
 India cartons is undertaking severe quality checks for providing our customers with the
Best quality products a team of quality analysts is dedicatedly pursuing international
quality norms& methodical procedures to offer the best and qualitative products to our
clients they check the incoming lot of material is carefully handled by experts who take
care of its unloading and storage also the manufacturing processes are carried out under
their strict supervision”.
 The quality analysis check the final packaging material for its:
 Durability,
 Wear and tear resistance,
 Fire retardation,
 Bursting strength (PSI) and others.
 “India cartons” manufacturing of Shoe boxes, Rigid boxes and Corrugated boxes
 The machines are used for manufacturing different boxes in normal shoe unit box are:
1. Size Making : Paper cutting or Board cutting
2. Printing machine
3. Lamination machine
4. UV sport machine
5. Duplex box Pasting machine
6. Cutting machine
7. Trimming machine
8. Punching machine
9. Outer Carton, Cutting Machine.
10. Outer Carton, Pasting
11. Tapping
12. Shoe box, Pasting Machine
46

Raw materials:
India Cartons using high quality imported raw materials:
 Kavab board rolls are imported from china,
 Papers are purchasing ITC paper mill, Telugana.,
 GVG paper mill, udumalaipettai.,
 Andal paper mill, Erode.,
 Inks are Sowndariya Inks, Chennai., and
 Gums are imported from China.
47

India Cartons company as two sections of manufacturing process. They are
1. Rigid shoe unit box
2. Outer carton
1. Rigid shoe unit box:
 Rigid shoe box is one of the new generation machine with automatic system, hence
manpower is less up to 20-25 members
 Once conveyor with automatic pasting machine it requires 12 to 15 members
Automatic punching machine it requires 4-5 members
 The Machines are given below
48

2. Outer carton:
 Corrugation machine 52 inches length
 Sheet cutter machine 52 inches length
 Rotary cutting and cracking machine
 Pasting machine
 Stitching machine.
 The Machines are given below
Carton pasting machine
51

Punching Machine
Pasting Machine
52

1. According to Taylor, the worker does not possess creative ability let alone intelligence
and wisdom, the elements of a human-oriented management system which promotes
sound industrial relations such as communication, consultation and participation, found
no place in the theory.
2. According to Douglas McGregor. He gave an impetus to the development of a
management theory which focused on the human beings as part of an enterprise which, in
turn, was viewed as a biological system, rather than as a machine. Human relations, trust,
delegation of authority, etc. were some of the features of this theory.
3. According to McGregor’s model is the dependence of every manager on people under
him and the potential of people to be developed to match organizational goals. He
therefore postulated that people are not by nature resistant to change in an organization,
and that people have the potential to be developed and to shoulder responsibility.
4. According to Bartlett and Ghoshal , in this concept of an enterprise top level managers
see themselves as the designers of strategy, the architects of structure, and the managers
of systems. The impact of the threeS’s was to create a management system which
minimized the idiosyncrasies of human behavior, emphasized discipline, focus and
control, and led to the view that people were “replaceable parts”.
5. According to H.A. Clegg, pluralism’s: acceptance of the principle of sharing power
entails recognition of the fact that capital and labour represent two important pressure
groups in society, if for no other reason than that both of them taken together are the
principal providers of goods and services and wealth-creators in a market economy.

54
6. According to The Encyclopedia Britannica (1961) explains that, The concept of industrial
relations has been extended to denote the relations of the state with employees, workers
and their organizations. The subject therefore includes individual relations and joint
consultation between employers and work people at their work place, collective relations
between employers and their organizations and trade unions and the part played by the
State in regulating these relations.
7. According to M.K. Singh (1983) Industrial Relations are a vital concern of all-the employers,
the employees, the government and the general public as a whole.
8. According to V.B. Singh (1967) is of the opinion that industrial relations are an integral
aspect of social relations arising out of employer-employee interactions in modern
industries, which are regulated by the State in varying degrees, in conjunction with
organized social forces and influenced by prevailing institutions. This involves a study of
the state, the legal system, workers and employers organizations on the institutional level;
and that of the patterns of industrial organization (including management), capital
structure(including technology),compensation of labour force and the forces of market on
the economic level.
9. According to T.N. Kapoor (1968) while discussing the concept of industrial relations, said
that The term Industrial Relations should be understood in the sense of labour -
management relations as it percolates into a wider set of relationship touching extensively
all aspects including wages, welfare and social security, service conditions, supervision
and communication, collective bargaining etc., attitudes of parties and governmental
action on labour matter.
10. According to R.A. Lester (1964) observes ,´Industrial relations involve at workable solutions
between conflicting objectives and values-between incentive and economic security,
between discipline and industrial democracy; between authority and freedom, between
bargaining and cooperation.

55
11. According to A.S. Mathur (1958) Problems of human relationship arising from the sale of
services for a wage and working on the premises of employers under their control from
the subject matter of industrial relations. They exist and grow out of employment and
involve relationship between employees and employers and their organizations.´
12. According to C.B. Kumar (1961) says, Industrial Relations are broadly concerned with
bargaining between employers and trade unions an wages and other terms of
employment, the day-to-day relations, within a plant also constitute one of the important
elements and impinge on the broader aspects of industrial relations.´
13. According to R Ram Reddy (1990) The term industrial relations comprises industry and
relations. In simpler terms, industry means any productive activity in which an individual
is engaged´, and relations means the relations that exist in the industry between the
employer and his work men´.
14. According to Kaufman (2003) on his article says that The term "industrial relations" has
developed both a broad and a narrow meaning. Originally, industrial relations was
broadly defined to include the totality of relationships and interactions between
employers and employees. From this perspective, industrial relations covers all aspects of
Sthe employment relationship, including human resource (or personnel) management,
employee relations, and union-management (or labor) relations. In this view, industrial
relations pertains to the study and practice of collective bargaining, trade unionism, and
labor-management relations, while human resource management is a separate, largely
distinct field that deals with nonunion employment relationships and the personnel
practices and policies of employers. Both meanings of the term coexist in the twenty-first
century, although the latter is the more common.
56

15. According to F. Vandenbroucke (2001), we need a set of indicators which truly reflect
the various relevant dimensions at stake: ‘in order to arrive at an intrinsically adequate
and politically acceptable set of indicators, we have to simultaneously follow both a top-
down and bottom-up approach’. More precisely, the top-down approach can be based on
general structural indicators along the lines suggested in the European Commission’s
Communication, while the driving forces behind the bottom-down approach should be
the National Employment Plans.
16. According to G.P. Cella, (2001) As rightly pointed out ‘the contradiction between the
two judgements is only apparent: each of them singles out both ongoing trends and
possible future developments in European industrial relations.
17. According to R. Blanpain, (1999) As rightly pointed out ‘rules, practices and
expectations of yesterday are less and less relevant for tackling the problems of today and
tomorrow in the new world of work. In a sense, we need to start from scratch’.
18. According to Lester, “Industrial relations involve attempts at arriving at solutions
between the conflicting objectives and values; between the profit motive and social gain;
between discipline and freedom, between authority and industrial democracy; between
bargaining and co-operation; and between conflicting interests of the individual, the
group and the community.
19. According to J.T. Dunlop defines industrial relations as “the complex interrelations
among managers, workers and agencies of the governments”.
20. According to C,B. Kumar "Industrial relations are broadly concerned with bargaining
between employees and trade unions on wages and other terms of employment. The day-
to-day relations within a plant also constitute one of the important elements and impinge
on the broader aspects of industrial relations.
57

21. According to V. Agnihotri "The term industrial relations explains the relationship
between employees and management which stems directly or indirectly from union-
employer relationship.
22. According to R.A. Lester "Industrial relations involve attempts at workable solutions
between conflicting objectives and values between incentive and economic security
between discipline and industrial democracy, between authority and freedom between
bargaining and cooperation.
23. According to Ordway Teed and Metcalfe "Industrial relations are the composite result
of the attitudes and approaches of employers and employees to each other with regard to
planning, supervision, direction and co-ordination of the activities of an organization with
a minimum of human effort and friction, with an animating sprit of a cooperation and
with proper regard for the genuine will-being of all members of the organization.
24. According to J. Henry Richardson "Industrial relations may be referred to as an art, the
art of living together for purposes of production.
25. According to Allan Flanders "The subject of industrial relations deals with certain
regulated institutionalized relationship in industry.
26. According to Bethel "Industrial relations refer to that part of management which is
concerned with the manpower of the enterprise whether machine operator, skilled worker
or manager.
58

27. According to the ILO, "Industrial relations deal with either the relationships between the
state and employers and workers' organizations or the relations between the occupational
organizations themselves.' The ILO uses the expression to denote such matters as
"freedom of association and the protection of the right to organize and the right of
collective bargaining; collective agreements, conciliation and arbitration; and machinery
for co-operation between the authorities and the occupational organizations at various
levels of the economy.
28. According to Blaydon and Turnbull (1993) them the creation of an economic surplus,
the indeterminate nature of exchange relationship and the asymmetry of power, not the
institution of trade union or Government agencies make the subject matter of employee
relations distinctive.
29. According to Kapoor, the concept of "industrial relations is a developing and dynamic
concept, and does not limit itself merely the complex of relations between the unions and
management, but also refers to the general web of relationships normally obtaining
between employees a web much more complex than the simple concept of labour-capital
conflict.
30. According to J.T. D unlop defines industrial relations as “the complex
interrelations among managers, workers and agencies of the governments”.
31. According to Armstrong defines “Concerned with the system & producers
used by unions & employees determine the reward for effort & other
conditions of employment, to protect the interest of the employed & their
employees & to regulate the ways in which employers treat their employess”.
32. According to International dispute Act 1947 “Industrial relation is a relation between
employer and employees, employees and employees, employees and trade unions”.
59

33. According to K. Aswathappa “Industrial relation is concerned with the relationship
between management and workers and the role of regulatory mechanism in resolving any
industrial dispute”.
34. According to Cressey and MacInnes (1980) “The two fold nature of relationship of
capital to labour in the workplace implies directly contradictory strategies for both labour
and capital which in turn represent the working out of the contradiction between the
forces and relations of production at the level of workplace itself”.
35. According to C. Kerr (1960) define a group of prominent scholars had addressed the
issue of the unavoidable convergence of the main features of industrialised countries
under the pressure of internationalisation, including their national industrial relations.
36. According to J. Rojot (2001) define “The present national systems of industrial relations
are the outcome of a long and separate Historical evolution, each shaped by a unique set
of social, economic and political developments. Union structures are affected by these
developments, as well as the ones of the employers associations”
37. According to T. Kauppinen (2001) defines “That different domestic/national systems
still retain their own features, while the influence of central European institutions - i.e.
EU Commission, Council and social organisations of interest - tends to diminish
progressively especially in the industrial relations where the main decisions are
determined at decentralised levels .
38. According to L. Cocilovo (2001) defines the most important statement to come out of the
Lisbon Council ‘concerned the need to establish synergies and interdependency between
economic policies, employment policies and social policies. This undertaking is based on
the conviction that this virtuous triangle will also increase the effectiveness of specific
sectoral policies and the processes underlying them. It is easier in this context to
understand the reference to quality objectives which must be adopted, in addition to
purely quantitative parameters’.
60

39. According to M. J. Rodrigues (2001) The Nice council conclusions stated, in particular,
that ‘the Social Policy Agenda must place the emphasis on the promotion of quality in all
areas of social policy. Quality of training, quality in work, quality of industrial relations
and quality of social policy…’
40. According to C. A. Ioannou (2001), Industrial relations evaluations may include aspects
like working conditions and pay formation. Working conditions should be considered the
basic indicator of quality in industrial relations. Under these indicators ‘we need to create
and use indicators on both industrial relations processes and outcomes’.
41. According to Patterson, “Industrial relation disputes constitute militant and organized
protests against existing industrial conditions. They are symptoms of industrial unrest in
the same way that boils are a symptom of a disordered body”.
42. According to Michael Jucius “Industrial relation Grievance can be any discontent or
dissatisfaction, whether expressed or not, whether valid or not and arising out of anything
connected with the company that an employee thinks, believes or even feels as unfair,
unjust or equitable.
43. According to Dale.S.Beach “Industrial relation Grievance is any dissatisfaction or feeling
of injustice in connection with one’s employment situation that is brought to the attention
of management”.
44. According to Richard.D.Calhoon “Industrial relation Discipline may be considered as
force that prompts individuals or groups to observe the rules, regulations and procedures
which are deemed to be necessary for the effective functioning of an organization.
45. According to Yoder and Heneman “Wages are the compensation of wage earners, the
numerous employees who use the tools and equipments for their employers to produce
goods and services that are sold by the employers.
61

46. According to D.Belcher “Fringe benefits are any wage cost not directly connected with
the employees productive effort, performance, services or sacrifice”.
47. According to Cockman “Employee benefits are those benefits which are supplied by an
employer to or for the benefits of an employee and which are nor in the form of wages,
salaries and time rated system.
48. According to Werther and Danis, “Fringe embraces a broad range of benefits and
services that employee receives as part of their total compensation package pay or direct
compensation as based on critical job factors and performance. Benefits and services
however are indirect compensation because they are usually extended as a condition of
employment and are not directly related to performance”.
49. According to H.R.Seager, “Profit sharing in an arrangement entered into by which the
employee receives a share, fixed in advance of profits”.
50. According to International Conference, “Profit sharing in an agreement freely entered
into by which the employees receive a share, fixed in advance of
62

3. RESEARCH METHODOLOGY
Research is a serious academic activity with a set of objectives to example or analyses or
understands a problems or finding solution for problems adopting a systematic approach in
collecting, organizing and information relating to a problem. A number of people question this
meaning of research.
COLLECTION OF DATA:
The primary data will be collected consumers through structured questionnaire.
The secondary data will be collected by web site.
NATURE OF DATA:
The primary data will be collected through structured questionnaire.
SAMPLE:
Sampling is a process of learning about population on the basis of sample draws from it.
SAMPLING SIZE:
The total number of respondent in the project is conducted to be the sampling size of about
150 consumers and the pertinent data was collected from this sample taken.
RESEARCH DESIGN:
Research involved a planned approach to unravel the mystery or unexplained. A researcher
has to plan his work in advance so as anticipate any obstacles in the course of research. Such a
plan would also help the research to take decision relating to sample size, the type of data to be
collected, the analytical tools to be applied, etc.

63
MEANING OF RESEARCH
 Basic research
 Applied research
 Empirical research
 Qualitative research
 Quantitative research
 Longitudinal research
 Simulation research
 Descriptive research
Basic research:
Research for the sake of enhancing knowledge is termed as basic research. Basic or pure
research is done with the intention of over powering the unknown. It is an intellectual
exploration and the outcome of research may or may not have any practical relevance.
Applied research:
Applied or practical research ids termed as need based research having high practical
relevance. The goal of applied research in term of adding to scientific knowledge base acquires a
secondary position a basic aim of such research is to find solution to problem being faced by the
society government or the business.
Empirical research:
This is a database research in which primary data is collected and the data is analyses and
subject to hypothesis testing. Often referred to as experimental, the researcher tries to manipulate
the independent variable within the research design set by him and then study its effect on the
variable under study.

64
Qualitative research:
This research is concerned with qualitative phenomena generally involving study of human
behavior. Such a research tries to measure the attitudes and opinion of the people using the
technique of interview and observation.
Quantitative research:
It involves the measurement of a phenomenon in quantitative terms the results of such
research are subject to intensive quantitative and statistical analysis.
An example of this kind of research is a study conducted to find out the population of school
students using self-driven vehicles for communicating to school for a given area.
Longitudinal research:
Longitudinal research is generally spread over a long period of time in this kind of study
the problem or the phenomena is studied over a consecutive stretch of time.
Simulation research:
As the word ‘simulation’ suggests, this research involves the creation of an artificial
environment which is very similar to the real environment. Thereafter, with in the artificial
environment the variables are manipulated and studied. Simulation research thus permits us to
observe the dynamic behavior of the consumer under controlled conditions.
Descriptive research:
Descriptive research design is contrast to explorative research in marked by the prior
formulation of specified amount of the research problem perhaps because of an exploratory study
before the project is initiated.

65
Meaning of sampling:
A single member of a population is referred to as a population elements when the sum of
elements are selected that with the intention of finding out something about the population from
which they are taken the group of element is referred as a small and the process of selection is
called sampling.
Sampling methods:
1. Probability Sampling Method
2. Non-Probability Sampling Method
Probability Sampling Methods
 A simple random sample
A simple random sample is obtained by choosing elementary units in search a way
that each unit in the population has an equal chance of being selected. A simple random
sample is free from sampling bias. However, using a random number table to choose the
elementary units can be cumbersome. If the sample is to be collected by a person
untrained in statistics, then instructions may be misinterpreted and selections may be
made improperly. Instead of using a least of random numbers, data collection can be
simplified by selecting say every 10th or 100th unit after the first unit has been chosen
randomly as discussed below. Such a procedure is called systematic random sampling.
 A stratified sample
A stratified sample is obtained by independently selecting a separate simple random
sample from each population stratum. A population can be divided into different groups
may be based on some characteristic or variable like income of education. Like anybody
with ten years of education will be in group A, between 10 and 20 group B and between
20 and 30 group C. these groups are referred to as strata. You can then randomly select
from each stratum a given number of units which may be based on proportion like if
group A has 100 persons while group B has 50, and C has 30 you may decide you will

take 10% of each. So you end up with 10 from group A, 5 from group B and 3 from
group C.
66
 A cluster sample
A cluster sample is obtained by selecting clusters from the population on the basis
of simple random sampling. The sample comprises a census of each random cluster
selected. For example, a cluster may be something like a village or a school, a state. So
you decide all the elementary schools in New Delhi are clusters. You want 20 schools
selected, you can use simple or systematic random sampling to select the schools, and
then every schools selected becomes a cluster.
Non probability sampling methods
Convenience Sampling
Where the researcher questions anyone who is available . This method is quick
and cheap. However we do not known how representative the sample is and how reliable the
result.
Quota Sampling
Using this method the sample audience is made up of potential purchasers of your
product. For example if you feel that your typical customers will be male between 18-23, female
between 26-30, then some of the respondents you interview should be made up of this group, i.e.
a quota is given.
The judgment sample
A judgment sample is obtained according to the discretion of someone who is familiar with
the relevant characteristics of the population

67
STATISTICAL TOOLS
The role of statistics in research is to function as a tool in designing research analyzing its
data and drawing conclusions there from an every individual clearly knows that the science of
statistics cannot be ignored by a research workers.
TOOLS USER ARE A FOLLOWS
 Percentage method
 Bar-diagram
 Pie-diagram
 Cone-diagram
 Cylinder-diagram
 Chi-square test
PERCENTAGE METHOD
Percentage is used in processing data for charts and pie-diagram was used to explain
tabulation clearly.
BAR-DIAGRAM METHOD
Bar-diagram is the most common type of diagram used in practice. A bar is a thick line
whose with is shown merely for attention, they are called one-dimensional because it is only the
length of the bar that matter and not the width. When number of observation is large, lines may
be drawn instead of bars of economics space.
PIE-DIAGRAM METHOD
These they of diagram enable to show the partitioning of a total component parts. A very
common use of the pie-diagram is represent division of a sum of money into its components. The
chart is called the entire graph like a pie the components is slices cut from it.

68
CHI-SQUARE TEST
Chi-square test is used notes whether real or significant different exit among the various
groups
NULL HYPOTHESIS
Ho: there is no significant difference between expected frequency and observed frequency.
ALTERNATIVE HYPOTHESIS
H1: there is significant difference between expected frequency and observed frequency.
FORMULA
Chi-square:
E2= (O-E) 2/E
ANOVA:
The sum of all item of various sample=∑x1+∑x2+∑x3+∑x4+∑x5
Correction factor (C.F) =T2/N
The sum of square= ∑x1+∑x2+
RESULT:
Since the calculate value of X2 is less than the tabulated value. Hence H0 is accepted. There
is no significant between expected frequency and observed frequency.

Since the calculated value is X2 greater than the established value. Hence H0 is rejected. There
is significant different between expected frequency and observed frequency.
69
CHAPTER – 4

GENDER
TABLE NO: 4.2
Gender No. of. the respondents Percentage
Male 68 61.82%
Female 42 38.18%
Total 110 100%
Inference:
From the above table 61.82% of the respondents are Male. And the 38.18% of the
respondents are Female.

70
GENDER
CHART NO: 4.2
62%
38%
Gender
male
female

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