a study on industrial relation at rehabilitation plantations ltd

A Study on Industrial Relation at Rehabilitation Plantations Ltd

SUBODH G KRISHNA’S PROJECTS. [email protected]

1.1 INTRODUCTION

Large scale industries present a picture of complex system. It is therefore on the part of the

management to identify the changing social attitude of their work for e.g. Modern

industries are facing the problem of lack of co-ordination of effort particularly at the shop

floor level. So it is on part of Human Resource department in an organization to identify

the changing social attitude and motivate them for the purpose of improving co-ordination

of efforts, so we say that Industrial Relation is the part and of human resources

management.

The concept of 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”.

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.

Labour management relation, employee employer relations, union management relations,

personal relations, human relations and so on.IR is the relationship between employees and

management in the day - to - day working of industry . IR describe relationships between

management and employees or among employees and their organisations that characterise

or grow out of employment. Industrial relation means the relationship between employers

and employees in course of employment in industrial organisations. Industrial relation is

used to denote the collective relationships between management and the worker. IR is used



to cover such aspects of industrial life as trade unionism, collective bargaining, workers

participation in management , discipline and industrial disputes.

The human resources are the most important assets of an organization. The success or

failure of an organization is largely dependent on the caliber of the people working therein.

Without positive and creative contributions from people, organizations cannot progress and

prosper. In order to achieve the goals or the activities of an organization, therefore, they

need to recruit people with requisite skills, qualifications and experience. While doing so,

they have to keep the present as well as the future requirements of the organization in mind.



1.2 OBJECTIVES OF THE STUDY

Primary objective

To study the industrial relation in Rehabilitation Plantation Ltd Punalur

Secondary Objective

1. To find the nature of relationships in and between different organizational levels.

2. To assess the relationship between Employees, Unions and Employers.

3. To offer suggestions for improvement of industrial relations in Rehabilitation plantation ltd

4. To offer suggestions by assessing the industrial democracy.

5. To promote and develop congenial relations between employees and employer.

NEED OF THE STUDY

Any organization to be effectively performed should have sound Industrial Relations. A

sound Industrial Relations comprises..,

1. Congenial relations between employees and employer.

2. Congenial labour management relations

3. Minimized industrial conflicts

4. Highly developed trade unions

5. Contribution to the organizational objectives

With respect to all these requirements an IR has to be maintained. As the contribution of IR

is vast there is a definite need to undertake a study to assess and to develop the given

requirements.



1.3 SCOPE OF THE STUDY

The main study was conducted at Rehabilitation Plantation Ltd, punalur,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.



1.4 RESEARCH METHODOLOGY

A research is a plan of the proposed research work. It is a systematic self critical enquiry.

This enquiry is aimed at understanding a thing, or phenomenon or solving a problem. The

research designs simply a specific presentation of the various steps in the process of

research. Design means adopting that type of technique of research which is most suited for

the research and study of the problem. It constitutes the blue print for the collection,

measurement and analysis of data. After selecting the topic and problems, defining

concepts, and frame hypothesis, a researcher has to think about the research design.

TYPES OF RESEARCH

Research may be classified crudely according to its major intent or the methods, according

to the intent, research may be classified as:

1. Pure Research

2. Applied Research

3. Exploratory Research

4. Descriptive Research

5. Diagnostic Research

6. Evaluation Studies

1. Pure Research

Pure research is undertaken for the sake of knowledge without any intention to apply in

practice, e.g., Einstein’s theory of relativity, Newton’s contributions, Galileo’s

contribution’s etc.Pure research is also known as basic or fundamental research. It is

undertaken out of intellectual curiosity or inquisitiveness. It is not necessarily problem-

oriented. It aims at extension of knowledge. It may lead to either discovery of a new theory

or refinement of an existing theory.



2. Applied Research

Applied research is carried on to find solution to real- life problem requiring an action or

policy decision. It is thus problem-oriented and action directed. It seeks an immediate and

practical result.

3. Exploratory or Formulative Research

Exploratory research is preliminary study of an unfamiliar problem about which the

researcher has title or no knowledge. It is ill-structured and much less focused on

predetermined objectives.

4. Descriptive Research

Descriptive study is a fact-finding investigation with adequate interpretation. It is the

simplest type of research. It is more specific than an exploratory study’s it has focus on

particular aspects or dimensions of the problem studied.

5. Diagnostic Study

This is similar to descriptive study but with different focus. It is directed towards

discovering what is happening, why it is happening and what can be done about. It aims at

identifying the causes of a problem and the possible solutions for it

6. Evaluation Studies

Evaluation study is the one type of applied research. It is made for assessing the impact of

developmental projects on the development of the project area.

Research Design

This study on Industrial Relations has been carried out at GTN Textiles’ manufacturing

plant, Medak Unit. A certain sample of workmen and staff has been chosen for the process.

The views of staff and workmen have been extracted separately with the help of a pre-



devised questionnaire. And in the due process of the study a detailed analysis has been

done on the responses given by them.

RESEARCH APPROACH

There are two approaches to research namely quantitative approach and qualitative

approach. In the quantitative approach, the research is based on measurable quantities.

Therefore, the data, in this approach can further be classified in to inferential, experimental

and simulation approaches. In this approach a sample is selected from the population and it

is studied to determine the characteristics. In this qualitative approach, subjective

assessment of attitudes, opinions, behaviors, Research in such situation is function of

researcher’s insight and impressions. Such an approach to researchers generates results

either in non qualitative form.

SAMPLING TECHNIQUE

Simple random sampling was used as sampling technique.

A sample Random sample is a subset of individual (a sample) chosen from a larger set of

population. Each individual is chosen randomly and rarely by chance, such that each

individual has the same probability of being chosen at any stage during the sampling

process.

Data collection method

The data collected to carry out the study involves two types of data.

Primary Data:

The primary data has been collected from the employees. This data helps most for the

completion of the study by providing full and direct information, which needs some

interpretation and analysis, to attain the objectives of the study.

Secondary Data:



This secondary data has been collected from various sources such as books, journals,

magazines and sites. Although the data collected or gathered from these sources neither

participate directly in the analysis nor influence the outcomes. This forms a basis for an

effective approach in making a report of what has been studied. This data forms a part of

the report and facilitates to acquire pre-requisite knowledge regarding the study under

consideration.

Data collection tools

1 To collect the above-mentioned primary data, the following tools can serve at its best:

2 Personal Interview: The employees under consideration have been interviewed

personally to get the desired responses by asking questions. And those responses were

noted.

3 Structural Questionnaire: The questionnaire consists of a set of close-ended questions,

which are orderly arranged to extract the best from employees. In this study we make

use of the questionnaire, for collecting the responses of workmen level and staff level

separately.

Research measuring tools

To carry out the above laid research design and to collect data in the prescribed manner,

we have to use a tool that facilitates our study. As we cannot take all employees into

consideration certain sample of staff and workmen is considered.

Sampling: Sampling may defined as the process of obtaining information about an entire

population by examining only a part of it. In any investigation, data are collected only from a

representative part of universe we say that the data are collected by sampling.

Sampling plan: The employees come to plant in 4-shifts viz., A-shift, B-shift, C-shift and

one General shift. . There are 6 departments

Sampling size:

The sample size for workmen level is 100

The sample size for staff level is 100

Thus the total sample size is 200



STASTITICAL TECHNIQUES FOR DATA ANALYSIS

Statistical techniques are to obtain findings and analyzing information in logical sequence

from the questionnaire data collected.

STATISTICAL TOOLS:

Percentage Analysis.

PERCENTAGE ANALYSIS

Percentage method refers to a special kind of ratio. Percentage is used in matching

comparison between two or more series of data. Percentage can also be used to compare

relative terms, distribution of two or more series of data.

Percentage (%) = (Number of respondents /Total Number of respondents) *100



1.5 DURATION OF THE STUDY

The project was a detailed study on the topic “Study On Industrial Relation” was

successfully completed within the time period of Two Weeks with the guidance and support

from the project guide.

1.6 LIMITATION OF THE STUDY

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.

Time constraint is another limiting factor, which led interviewing only limited number

of people.



2. REVIEW OF LITERATURE

According to the ILO, “Industrial relations deal with either the relationships between the

State and employers’ and workers’ organization or the relationship 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, the

application of the principles of the right to organize and the right of collective bargaining,

collective agreements, conciliation and arbitration and machinery for cooperation between

the authorities and the occupational organizations at various levels of economy.”

“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 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.”

Thus Industrial Relations may be defined as: “The relations and interactions in the

industry particularly between the labor and the management as a result of their composite

attitudes and approaches in regard to the management of the affairs of the industry, for the

betterment of not only the management and workers but of the industry and natural

economy as a whole.”

The concept of 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”.

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.

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.

1. 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.

2. 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.

3. 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.,

PARTIES TO INDUSTRIAL RELATION

Principles of Sound Industrial Relations

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.

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.

Industrial Relation System

An industrial relations system consists of the whole gamut of relationships between

employees and employees and employers which are managed by the means of conflict and



cooperation.

A sound industrial relations system is one in which relationships between management and

employees (and their representatives) on the one hand, and between them and the State on

the other, are more harmonious and cooperative than conflictual and creates an

environment conducive to economic efficiency and the motivation, productivity and

development of the employee and generates employee loyalty and mutual trust

Follow-up of results:

Constant review of the industrial relations programme is necessary not only to evaluate

existing practices but also as a check on certain undesirable tendencies. Follow-up of

turnover, absenteeism departmental morale, grievances, employee suggestions, wage

administration, etc., must be supplemented with continuous research to make certain that

the policies pursued are those best fitted to company needs and employee wishes.

It has been realized in Vedas that one of the important factors necessary for happiness in a

group or community is good mutual relations. The industrial relations machinery during the

Vedic times consisted of madhyamasi (mediator), a man of position and influence in the

society. People in the rural community were able to solve and settle disputes by

themselves. The village officials attended to and solved the local problems. They were

invested with judicial as well as executive authority.

This system prevailed under the Hindu government. The unions were not only the

assemblies of the employees but they were also the institutions for maintaining cordial

relations between employers and employees.

Every effort was made to improve the mutual relations between capital and labor. The Law

givers (like Sukra) have warned the employers that employees become their enemies, in

case they use harsh words, inflict heavy punishment, cut their wages, and treat them

dishonorably. The employees who were treated with respect or kept content with their

wages, and addressed with sweet words never leave the employer. In the Epics also, the

employees were treated with respect, given some gifts and sweetly addressed.

To maintain good relations between employees and employers emphasis has been laid on

good treatment of employees and to condone their minor faults. The lawgivers are



unanimous in holding that disputes cannot end by continuing them; but they should be

settled by peaceful means. They have advised that no employee should remain discontented

because a disgruntled employee encourages other employees to create industrial unrest.

Therefore, in their opinion, no such work or action should be undertaken if the employees

show opposition.

Not only during the Vedic times but also even today in the modern industrial system

cordial relations between the employees and employers play a crucial role to build a strong

industrial work setting.

Hence, maintenance of good human relationship is the main theme of industrial relations,

because in its absence the whole edifice of organizational structure may crumble down.

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.”

Different authors have defined industrial relations in somewhat different way. Below are

given some oft-quoted definitions:

FUNCTIONS OF INDUSTRIAL RELATIONS

Functions of industrial relations include:

1. Communication is to be established between workers and the management in order to

bridge the traditional gulf between the two.

2. To establish a rapport between managers and the managed.



3. To ensure creative contribution of trade unions to avoid industrial conflicts, to safeguard

the interest of the workers on the one hand and the management on the other hand, to avoid

unhealthy, unethical atmosphere in an industry.

4. To lay down such considerations which may promote understanding, creativity and

cooperativeness to raise industrial productivity, to ensure better workers’ participation.

5. Good labour-management relations depend on employer and trade union’s capacity to deal

with their mutual problems freely, independently and responsibly.

6. The trade unions and the employers and their organisation should be interested in

resolving their problems through collective bargaining and if necessary with the assistance

of proper government agency.

7. Workers and employers’ organizations should be desirous of associating with

government agencies taking into considerations with general, social, public and economic

measures affecting employers and workers relations.

Characteristics 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/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

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 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.

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.

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.

6. Governmental Factors:

These factors include Governmental policies like industrial policy, economic policy, and

labour policy, export policy etc.

OBJECTIVES OF INDUSTRIAL RELATIONS



The primary objective of industrial relations is to maintain congenial relations between

employees and employer. The other objectives are:

1. To promote and develop congenial labour management relations;

2. To enhance the economic status of the worker by improving wages, benefits and by

helping in evolving sound budget;

3. To regulate the production by minimizing industrial conflicts through state control;

4. To socialize industries by making the government as an employer;

5. To provide an opportunity to the workers to have a say in the management and

decision- making;

6. To improves workers’ strength with a view to solve their problems through mutual

negotiations and consultation with the management;

7. To encourage and develop trade unions in order to improve the workers’ strength;

8. To avoid industrial conflict and their consequences;

9. To extend and maintain industrial democracy.

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 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.

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. Gandhian 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 pf 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.

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.



SCOPE:

The concept of industrial relations has a very wide meaning and connotation. In the

narrow sense, it means that the employer, employee relationship confines itself to the

relationship that emerges out of the day to day association of the management and the

labour. In its wider sense, industrial relations include the relationship between an

employee and an employer in the course of the running of an industry and may project it

to spheres, which may transgress to the areas of quality control, marketing, price fixation

and disposition of profits among others.

The scope or industrial relations is quite vast. The main issues involved here include the

following:

1. Collective bargaining

2. Machinery for settlement of industrial disputes

3. Standing orders

4. Workers participation in management

5. Unfair labour practices

Importance of Industrial Relations

The healthy industrial relations are key to the progress and success. Their significance

may be discussed as under –

• 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.

• 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.

3.1 INDUSTRY PROFILE

India’s commercial cultivation of natural rubber was introduced by the British planters.

Although the experimental efforts to grow rubber on a commercial scale in India were

initiated as early as 1873 at the botanical gardens, Kolkata .the first commercial heave

plantations in India were established at thattekedu in Kerala in 1902. The rubber board is a

statutory body constituted by the government of India, under the rubber Act 1947, for the

overall development of the rubber industry in the country.

India is the fourth biggest producer of natural rubber in the world. The head office of the

rubber board is situated in kottayam,kerala, were the main production of natural

rubber,kottayam district of Kerala is the leader in rubber production among the states of

India. The rubber plant is not a native plant in India. Dutch colonialist who also cultivated

rubber in their plantation in Indonesia introduced the rubber plant to Kerala, India because

of its similar tropical climate. Rubber is the best crop in terms of production, growth,

productivity etc. however periodic fluctuation in the price of rubber has caused many

problems to the rubber cultivators in the country.

However the price has increased and the rubber cultivators are getting the best price now.

Kerala together with Kanyakumari district to Tamilnadu is the traditional rubber growing

region in our country. Too meet the increasing demand for natural rubber the total area

under cultivation was expanded since 1960 onwards. Though the manufacture of rubber

based product started in India in 1922, till the middle of the 1930’sthe industry was not in

position to use the entire rubber produced in the country. Later the situation changed and



the industry which was mainly export oriented until the middle of 1930 gradually found

that the domestic market is deficient when the absorptive

Capacity of the domestic manufacturing sector was further expanded. By now supply was

found insufficient to meet the industrial requirements and by 1947. India becomes an

auxiliary like rubber, honey, medicine herbs, seed oil, seed cake etc. and also given

premium attention now a day.

India is the fourth largest consumer of natural rubber next to USA, China and Japan.

Among the 5062 licensed rubber goods manufacturing units in the country, a vast majority

are small scale units manually consuming less than 100 tons of rubber.

Harisons Malayalam plantations ltd. (HML) of the R.P groups is the biggest rubber

producer in the country. The A.V.G THOMAS & COMPANY. A.V GEORGE &

COMPANY and Cochin Malabar estate are the major rubber producers. The rubber board

is trying its best to provide all assistance to the rubber growers through its research and

development efforts.

Natural rubber demand in the country is largely met by the indigenous production. Only a

small portion is met by imports. But now with the liberalization policies and deliquescing

the rubber plants, allied industries are facing heavy crisis in rubber production.

The various strategies include;

Expansion of area under rubber cultivation

Promoting natural rubber in an eco friendly manner

Exploring new use of natural rubber

Promotion of exports

Replanting existing tree with high yielding tree etc

STATE LEVEL ENTERPRISE IN KERALA

The state level enterprises (SLPS) as instruments of the socio economic development

assumed significance only after the formation of Kerala state in 1956. Prior to this the



maharajas were concerned primarily about industrialization and agriculture development

without equal concern for equity dimension of public investment.

After the political, social and economic awakening in Kerala in 1956 with the strong desire

to cater to people demands greater contributed to the emergence of new service of public

enterprises in Kerala.

The state had 99 government companies, 3 companies under he preview of section 619B of

the companies Act 1956 and 5 stationary corporations as on 31st march 1999 of which 6

companies were under liquidation. Besides there were 7 companies in which a government

had invested Rs.10 lakhs or more and which were not subject to audit by the controller and

auditor general of India.

In spite of the rapid increase in investment in the economy, the performance of public

enterprises has always been a topic of criticisms at various levels. While public enterprises

were a craze for policy makers in the early 1950. The government was very keen in

nationalizing certain branches of economic activities and in reserving some other activities

to be nationalizing certain braches of economic activities and in reserving some other

activities to be owned and operated only by the government, new trend is to privatize such

enterprises.



3.2 COMPANY PROFILE

REHABILITATION PLANTATION LTD

Rehabilitation Plantations Limited or RPL, as it is popularly known is a Joint Venture of

Government of India and Government of Kerala, set up in 1972 with the noble objective of

rehabilitating the repatriates from Sri Lanka.

The Shastri-Sirimao Agreement in 1964 necessitated the repatriation of about six lakhs of

people of Indian origin from Sri Lanka. Plantation Scheme, being labour intensive, is one

of the most successful schemes implemented by the Government of India to rehabilitate the

repatriates.

The Rubber Plantation Scheme for resettlement has its beginning in Kerala with the Kerala

Forest Department. The Kerala Forest Department raised its first plantation in Ayiranallur

Estate during 1972 and in Kulathupuzha Estate during 1973. In order to mobilize additional

finance by way of institutional finance and to relieve the strain on the exchequer, the

Rubber Plantation Scheme of Kerala Forest Department was converted into a limited

company ‘REHABILITATION PLANTATIONS LIMITED’ on 5th May 1976. The

authorized capital of the company Rs. 350 lakhs and the paid-up capital as on date stood at

Rs.339.27 lakhs. The reserve and surplus accumulated up to 31st March 2009 amounted to

Rs.8252 lakhs.



Rehabilitation Plantations Limited achieved the target of resettlement of 675 repatriate

families of Indian origin from Sri Lanka during March 1983 and another 25 families were

absorbed in 1990. The company provides permanent employment to two eligible members

of each resettled repatriate family and the total number of workers now employed by the

company is about 1,300.Spread over approx. 2070 hectares of land, the company’s

plantations in Ayiranallur and Kulathupuzha in Kollam district are rated to be among the

best in India.

RPL IS INDIA’S FIRST PLANTATION COMPANY TO GET ISO CERTIFICATION FOR

QUALITY AND ENVIRONMENT MANAGEMENT SYSTEMS.

Over the years RPL, has built up a market strategy enabling it to become a market leader in

the sale of 60% centrifuged latex with BIS standard. At present, the company sells about

15,000 barrels of centrifuged latex of high quality per annum.Value addition to the

plantations of RPL is carried out at the latex centrifuging factory at Kulathupuzha

established in 1984. Presently, there are four centrifuging machines having a daily

production capacity of 12MT.

RPL marched ahead in August 1990 in its endeavour to make maximum utilization of the

resources available by establishing at 6 tpd Crumb Rubber factory at Kulathupuzha in

consultation with the Rubber Board. This Factory produces all grades of Crumb Rubber

like 3 L, 5 L, 5, 10, 20 and 50. The annual capacity of the factory is 1800 MT. During

2008-09, a major modernization scheme of this factory was completed, thus paving the way

for saving energy, bringing down the use of fossil fuel and contributing towards a cooler

earth. Till recently, RPL has been using only its captive crop of natural rubber latex for

processing. In order to diversify its activities, RPL has also started purchasing latex from

outside sources.

RPL is in a position to supply low ammoniated latex (LATZ) aimed at speciality markets.

Sales also include various forms of dry rubber like Crepe, Skim and Pit. With an aggressive

and reliable marketing wing, RPL has now got customers country-wide and their list

includes small and big industrial units, some of them like Hindustan Latex Limited having



the most stringent quality specification for the procurement of raw-materials in the country.

A full-fledged laboratory with imported testing equipments ensures the quality of RPL’s

products. RPL has also authorized agents for sale at strategic locations spread all over the

country. Today, RPL has status of one of the top natural rubber producers in India and the

RPL brand has become synonymous with quality and reliability in the market. The Rubber

Sheeting Factory of the Company is producing footwear quality sheeting’s of thickness

from 1.5 to 10 mm and mottled sheeting’s. Export quality sheeting’s are also manufactured

in this factory. The replanting activities of the Company have commenced during 2001 in

both the estates as per schedule. The Company has so far successfully completed replanting

in 1161 Ha. The planted seedlings are healthy and robust.

AYIRANALLUR

Nestled along the banks of Kallada River, Ayiranallur Estate offers a picture of scenic

beauty– vast stretches of rubber plantations – some tapping, others just planted. Though

smaller of the two estates of Rehabilitation Plantations, Ayiranallur Estate is a model

plantation. Covering an area of approximately 700 hectares, rubber cultivation started in

Ayiranallur during the year 1972 in the land leased to the company from the Forest

Department of Kerala. Having served a generation of repatriates for over 25 years, offering

them employment and thus a means of livelihood, the second phase of cultivation

(replanting) began in the estate during 2001. Step by step and without affecting the simple

yet secures lives of 248 repatriate families settled in this estate, replanting of the entire area

was completed in the year 2012, with high – yielding and modern clones like RRII 105,

RRII 414 and RRII 430.

Ayiranallur Estate is expected to go into full production by 2019, contributing about one –

third of the entire production of the company, supplying precious raw material that will go



into the manufacture of a variety of value – added products – both within the company and

outside. Like a model resettlement scheme, Ayiranallur Estate looks after the welfare of

about 361 workers, 50 staff members and their dependents. A population of about 2000

people is provided with the basic amenities of life- water, electricity, educational facilities

and health care. The Estate houses a Lower Primary School, A Hospital and six Colonies.

School buses also facilitate transportation of children’s to various schools in Punalur and

around. A visitor can have a look at the whole estate from its own helipad and would find it

as one of the most beautiful places in God’s own country – Kerala.

KULATUPUZHA ESTATE

Kulathupuzha Estate of the company is situated in Pathanapuram Taluk, the eastern part of

Kollam district of Kerala.458 Srilankan repatriate families are settled in the estate and two

members from each family are provided with employment in the company. The total area

of the estate is 1337 ha and of which, 1308 Ha. is planted with rubber and 29 . Ha of area

which is under the high tension lines are planted with dwarf variety cashew plants.

The Estate comprises of six units having an average area of 200 to 250 Ha. And each unit is

headed by an Asst. Manager. The felling and replanting of old plantations which are raised

during 1970’s, were started during the year 2001 and till the year 2013, 912.88 Ha.of area

is felled and replanted with high yielding clones like RRII 105, RRII 414, RRII 430, PR

207, PB 260 etc.

The settlement and welfare activities of the repatriate families in the estate

The repatriate families are inhabitated at labour colonies at different parts of the estate. The

dependent family members of labours are also residing along with the labour quarters. The

children of labours and their dependents are studying at schools and colleges in the nearby

http://www.rplkerala.com/index.php/kulatupuzha-estate



locality and school bus facility is provided to them for the conveyance of the children from

their residence. A Government High School in ‘Tamil Medium’ is also functioning in the

estate for the education of children of the repatriates. A garden hospital is functioning in the

estate with the service of a residential medical officer. Medicines are supplied to

the employees and their dependents at free of cost from the pharmacy attached to the

hospital. Free electricity and water are also provided in the labour lines.

Agricultural operations

The replanting operations were started during the year 2001 and is ongoing now. The

replanting is scheduled to be completed at Kulathupuzha estate during the year 2017 as per

the present project report. Bud wood nursery, seedling nurseries and poly bag

nurseries with a capacity of 100000 seedlings are operating in the estate. High quality

seedlings are developed from these nurseries aiming to plant in the estate and

sale among the rubber planters at reasonable prices. The seedlings raised in the nurseries of

the estate are having good market among the rubber growers and planters. Along with the

traditional poly bag type rubber seedlings, seedlings in ‘root trainer’ technology are also

raised in the nurseries of the estate. Since the year 2001, high yielding clones are planted in

the estate as part of replanting and clones planted are as follows.

Year of

planting Clones planted

2001 RRII 105,PB 260,PB 28/59

2002 RRII 105,PB 260,PB 28/59,PR 255

2003 RRII 105,

2004 RRII 105,PB 260,



2005 RRII 105

2006 RRII105,RRII 414,RRII 417,RRII 422,RRII 429,RRII 430

2007 RRII 414,RRII 417,RRII 105,RRII 422, RRII 429, RRII 430

2008 RRII 414,RRII 105

2009 RRII 414,RRII 430,RRII 105

2010 RRII 430,RRII 105

2011 RRII 414,RRII 430

2012 RRII 414,RRII 105,RRII 430

2013 RRII 105,RRII 414, RRII 430

The yielding from the high yielding 400 series clones are started in the estate during the year

2013.

Environment concern activities

A well managed and systematized waste control system, as laid down by the ISO 14001

standards are implemented in the estate with special emphasis on the control of littering of

plastic material are operated in the estate. The segregated waste collected from the

residential colonies and work places are stored in the central waste yard in the estate and

disposed off systematically. Check dams, ponds etc, are constructed at various ideal

locations in the estate, aiming conservation of water and which also, added the scenic

beauty of the estate. Gully plugging, ‘edakayyala’etc. Are also constructed to evade soil

erosion.



The quality of normal latex produced from the estate is monitored through quality

procedures of ISO 9001-2008 standards.

FACTORIES

The Factory Complex is situated in the beautiful rubber plantation at Kulathupuzha Estate

of the Company in the eastern part of Kollam district and it consists of :

1) Latex Centrifuging factory

2) Crumb Rubber Factory

3) Rubber Sheeting’s Factory

The Latex Centrifuging Factory was established in 1984 with the facility to produce 60%

concentrated Latex followed by the commissioning of Crumb Rubber Factory during 1990

for producing ISNR, from our own crop in the plantations. With a view to expand the

activities further, forward integrated production facility for Foot Wear Quality rubber

sheets was launched in 1997 by setting up Rubber Sheeting’s Factory.

The complete rubber crop of our company is processed in the Factories. The latex is

http://www.rplkerala.com/index.php/factories



processed into 60% concentrated latex and marketed as industrial raw material. The Scrap

rubber received is processed into ISNR material of different thicknesses.

The greatest advantage of our products is the superior quality due to the use of farm fresh

latex and a scrap rubber from our own plantations as raw material.

State of the art facilities in the production and Quality Control Departments help the

Company to deliver high quality products to its esteemed customers. Imported machineries

handle the production at Latex Centrifuging Factory and a modern automated plant is in

place for producing ISNR (Crumb Rubber / Block Rubber / Technically Specified Rubber).

Latest technology was integrated in the production of FWQ sheets also.

Quality Control department is equipped with latest instruments in the field from both India

and abroad to strictly control and assure the quality of raw materials and products.

The Main Products are,

1) 60% Concentrated Latex of BIS Specification.

2) 60% Concentrated Latex of Customer Specification.

3) Skim Crepe.

4) Different Grades of ISNR.

5) Foot Wear Quality Rubber Sheets of Various Thicknesses.

Features of Foot Wear Quality (FWQ) Rubber Sheets.

• Insertion sheet, Plain sheet, mottled sheet of various gauges and plies, as per customer

requirements.

• Insertion sheet is a fine blend of rubber & fabric. The fabric reinforcement is made of

rubber coated square woven fabric of superior quality.

• The width of the sheet is 1 meter if not specified otherwise.

• The regular colour of the sheet is beige.

• Any other colour as per the choice of the customer.

• An eco friendly product.

REPLANTING PROGRAMME



The company has meticulously scheduled its replanting programme in a phased manner in

consultation with rubber board for the period from 2001 to 2019. The rubber seeding is

raised entirely at RPL own nurseries. The first phase of replanting activities commenced in

June 2001.

EDPCENTRE

As a part of the development of an integrated m/s the company has gone in for complete

office automation. The network covered co-operative office and sub office increasing

affiance of administration. The company has launched its website for increasing its

marketing capabilities and also for entering the sphere of a e-commerce to improve

profitability.

WELFARE ACTIVITIES

A primary school and a high school are functioning in the estates with the support of

the company to meet the educational needs of the children of the repatriates and

administrative staff.

Two hospitals are functioning at the company estates under full time supervision of

qualified resident medical officers.

Sports and recreation clubs are functioning well in both the estates.

The industrial in the company are smooth and cordial.

ACHIEVEMENTS AND MILESTONES

Hailed as one of the best plantation companies in India in the terms of quality,

productivity and management.

The mean annual productivity of dry rubber content of hector in RPL is higher than the

productivity average.

The major product is value added 60% concentrated latex that confirm to big

specification.

Products exported to markets in the Middle East.

By production processed it to highly demanded commodities such as Indian standards

natural.



Rubber grades 102050 according to big specification.

Recipient of Kerala pollution control award.

Welfare oriented company that has been constantly making profit for the last 2 decades.

A wanted ISO 9002 by BVQI in recognition of RPL excellent quality management

system.

Working hours

The period of working hours staff officers from 9.30am to 5.00pm. The workings of factory

workers are 6.00am to 2.00pm and 10.00am to 6.00am. The workers in factory follow shift

pattern. Tappers have working hours of 5.30am to 1.00pm.

Employee of the company

The RPL achieved the target resettlement of 675 repatriate families of Indian origin from

Srilanka during March 1983 and another 25 families where absorbed in 1996. The each

resettled repatriate family and the total number of workers how employed by the company

is about 1300.apart from the workers there are other categories like staff and office of the

company.

HIERARCHY OF THE EMPLOYEES IN RPL

Top level employees

Managing director

Company secretary

Finance manager

Senior accountant

Manager(personnel& administration)

MIDDLE LEVEL EMPLOYEES

Assistant manager



Medical officer

Welfare officer

Assistant manager

Senior officer superintendent

LOWER LEVEL EMPLOYEES

Clerical staff

Catering staff

Store supervisor

Estate guard

Driver

Field workers and peons

DEPARTMENTALISATION

The company is operating three levels through the corporate office at Punalur, at the

factory located at Kulathupuzha and through estates at kulathupuzha and Ayiranallur, at the

corporate office there are eight functional areas namely:

Personnel and administration department

Finance department

Secretarial department

Engineering department

Marketing department

Production department

Purchase department

1. Personnel and administration department

Personnel and administration department is headed by personnel manager. He is

responsible for Personnel and administrative function of the company. Personnel

management activities include:



Planning, designing, and evaluating employee’s job.

Recruiting, selecting, training, developing and motivating employees to perform their

job effectively.

Maintaining satisfactory relationship between organization and employees.

2. Finance and accounts

This department is headed by the finance manager. The major Functions of the

department are:

Sales and purchase accounting

Receipt and payment of cash

Payment of tax

Filling income tax returns

Salary and wage payment

Transfer of the funds to different units of the company

Preparing annual budgets

3. Secretarial department

It is headed by company secretary, attending to all legal matters of the company and

representing on behalf of the company to various courts on civil matters. Entering into

agreement with parties on all matters welfare in there is general approval of MD.

4. Engineering department

It is responsible for ensuring proper estimation and implementation of construction

projects. The construction engineer is the head of this department. Projects and first placed

before a committee. Later discussions are done and estimates are prepared on the prevailing

market value of various components. Tenders are based on the estimates.

5. Marketing department

It has been formulated in line with the overall policies of the company. This department

mainly deals with sales of product; check up of stocks in main stores and divisional stores

of various units for arranging price fixation, to ensure the appointment of adequate

number of agents for the sales of latex, for collection of dues from customers and banks,

for handling customers’ complaints and after sales service etc.



6. Production department

The production department is headed by production manager. Production is the process of

conversion of raw material or inputs into finished goods in output. The RPL is engaged in

production of 60% concentrated latex and crumb rubber of various grads under

ISI.production department is the largest department in RPL.

7. Purchase department

The deputy manager leads to purchase department function. Purchasing includes the

procurement of material, machine and tools on payment. Purchase department is

responsible for all the purchase of items required by the company. It is directly under the

control of purchase manager.



3.3 PRODUCT PROFILE

The main products

Natural Raw Rubber

Natural Rubber ISNR

Natural Rubber

SBR Rubber

Latex Rubber

Skim Crepe

Raw Rubber CV

Industrial Scraps

Gun Metals

Raw Rubber Sh.. Natural Rubber.. Latex Raw Rub.. Skim Crepe Ru.. Natural Rubber.. Yellow Brass.. Gun Metal Scr...

http://www.indiamart.com/jain-trading/natural-raw-rubber.html

http://www.indiamart.com/jain-trading/natural-rubber-isnr.html

http://www.indiamart.com/jain-trading/natural-rubber-isnr.html#natural-rubber

http://www.indiamart.com/jain-trading/natural-rubber-isnr.html#sbr-rubber

http://www.indiamart.com/jain-trading/latex-rubber.html

http://www.indiamart.com/jain-trading/skim-crepe.html

http://www.indiamart.com/jain-trading/raw-rubber-cv.html

http://www.indiamart.com/jain-trading/industrial-scraps.html

http://www.indiamart.com/jain-trading/gun-metals.html

http://www.indiamart.com/jain-trading/natural-raw-rubber.html#raw-rubber-sheet


http://www.indiamart.com/jain-trading/latex-rubber.html#latex-raw-rubber

http://www.indiamart.com/jain-trading/skim-crepe.html#skim-crepe-rubber

http://www.indiamart.com/jain-trading/raw-rubber-cv.html#natural-rubber

http://www.indiamart.com/jain-trading/industrial-scraps.html#yellow-brass-scrap

http://www.indiamart.com/jain-trading/gun-metals.html#gun-metal-scrap

http://www.indiamart.com/jain-trading/natural-raw-rubber.html#raw-rubber-sheet


http://www.indiamart.com/jain-trading/latex-rubber.html#latex-raw-rubber

http://www.indiamart.com/jain-trading/skim-crepe.html#skim-crepe-rubber

http://www.indiamart.com/jain-trading/raw-rubber-cv.html#natural-rubber

http://www.indiamart.com/jain-trading/industrial-scraps.html#yellow-brass-scrap

http://www.indiamart.com/jain-trading/gun-metals.html#gun-metal-scrap



LATEX

It is the stable dispersion (emulsion) of polymer micro particles in an aqueous medium.

Latexes may be natural or synthetic. It can be made by polymerizing a monomer such

as styrene that has been emulsified with surfactants.

Latex as found in nature is a milky fluid found in 10% of all flowering plants

(angiosperms). It is a complex emulsion consisting of proteins,

alkaloids, starches, sugars, oils, tannins, resins, and gums that coagulate on exposure to air.

It is usually exuded after tissue injury. In most plants, latex is white, but some have yellow,

orange, or scarlet latex. Since the 17th century, latex has been used as a term for the fluid

substance in plants. It serves mainly as defense against herbivorous insects. Latex is not to

be confused with plant sap; it is a separate substance, separately produced, and with

separate functions.

The word is also used to refer to natural latex rubber particularly non-vulcanized rubber.

Such is the case in products like latex gloves, latex condoms and latex clothing. Many

people are allergic to rubber latex.

Crumb rubber

It is recycled rubber from automotive and truck scrap tires. During the recycling

process steel and fluff is removed leaving tire rubber with a granular consistency.

Continued processing with a granulator and/or cracker mill, possibly with the aid

of cryogenics or mechanical means, reduces the size of the particles further. The particles

are sized and classified based on various criteria including color (black only or black and

white). The granulate is sized by passing through a screen, the size based on a dimension

(1/4") or mesh (holes per inch: 10, 20, etc.). Crumb rubber is often used in astroturf as

cushioning, where it is sometimes referred to as astro-dirt.

Mesh refers to material that has been sized by passing through a screen with a given

number of holes per inch. For example, 10 mesh crumb rubber has passed through a screen

with 10 holes per inch resulting in rubber granulate that is slightly less than 1/10 of an inch.

The exact size will depend on the size of wire used in the screen

http://en.wikipedia.org/wiki/Emulsion

http://en.wikipedia.org/wiki/Polymer

http://en.wikipedia.org/wiki/Synthetic

http://en.wikipedia.org/wiki/Polymerization

http://en.wikipedia.org/wiki/Monomer

http://en.wikipedia.org/wiki/Styrene

http://en.wikipedia.org/wiki/Emulsion

http://en.wikipedia.org/wiki/Surfactant

http://en.wikipedia.org/wiki/Fluid

http://en.wikipedia.org/wiki/Angiosperms

http://en.wikipedia.org/wiki/Starch

http://en.wikipedia.org/wiki/Sugar

http://en.wikipedia.org/wiki/Vegetable_oil

http://en.wikipedia.org/wiki/Tannin

http://en.wikipedia.org/wiki/Resin

http://en.wikipedia.org/wiki/Natural_gum

http://en.wikipedia.org/wiki/Antipredator_adaptation

http://en.wikipedia.org/wiki/Herbivorous

http://en.wikipedia.org/wiki/Insect

http://en.wikipedia.org/wiki/Plant_sap

http://en.wikipedia.org/wiki/Rubber

http://en.wikipedia.org/wiki/Vulcanization

http://en.wikipedia.org/wiki/Glove

http://en.wikipedia.org/wiki/Latex_clothing

http://en.wikipedia.org/wiki/Latex_allergy

http://en.wikipedia.org/wiki/Automotive

http://en.wikipedia.org/wiki/Truck

http://en.wikipedia.org/wiki/Tires

http://en.wikipedia.org/wiki/Steel

http://en.wikipedia.org/wiki/Cryogenics

http://en.wikipedia.org/wiki/Micronized_rubber_powder

http://en.wikipedia.org/wiki/Mechanical_screening

http://en.wikipedia.org/wiki/Astroturf



Skim Crepe

It is a crepe rubber that made from the rubber by product of latex centrifuging process and

skim rubber which has 3-5% rubber. MRK Skim is similar to that of SMR 5 with higher

content of nitrogen. It has high initial Mooney viscosity. It is fast curing and slightly more

scorchy than conventional grades of natural rubber. This inherent behavior can be

overcome by the use of delayed action accelerators.

This can be advantageously used in tyre re-treading compounds, ebonite products and

microcellular products as well as in general rubber goods such as car mats, flaps, rubber

tiles and shoe soles. This can also be blended with other Natural rubber grades in the right

proportion to get the desired quality of end products thereby saving substantial cost of raw

material.

Natural Rubber ISNR

We are engaged in trading to our esteemed patrons a wide assortment of ISNR Natural

Rubbers. Natural rubber is used extensively in many applications and products, as is

synthetic rubber. It is normally very stretchy and flexible and extremely waterproof.

These rubbers are the primary source and raw material, which is used in manufacturing

tyres. Our products should be treated with chemicals and then heated.

ISNR 10

ISNR 10 is produced from technically selected field coagulum. The maximum dirt

contents of MRK’s ISNR 10 are 0.10%.as per the BIS standard. This grade is used for



Inner tubes, conveyor belts, footwear, water proofing materials, hoses and tubes etc.

We are supplying Natural Rubber ISNR-10 to most of the tyres companies. We can

supply any quality Natural Rubber ISNR-10. Natural Rubber ISNR-10 used for

puncture patches for tyres, inner tubes, cushion gums stocks, joint rings by injection

molding, raincoat proofing, conveyor belts and footwear etc.We are looking for queries

from Punjab , Himanchal, Haryana, Gujrat , Rajasthan , Madhya Pradesh and Jammu

kashmir.

ISNR 20

This is a large volume grade produced from field coagulum. It has good processing

characteristics and physical properties coupled with low viscosity and easier mixing

characteristics. This grade is used for manufacture of all types of Automobiles tyres,

retreading materials, mats and other general rubber products. We are one of the largest

processors of ISNR 20. We are engaged in offering to Natural Rubber ISNR-20, Is

general purpose Rubber graded by precise technical standards and not by visual

characteristics. These rubbers are the primary source and raw material, which is used in

manufacturing tyres. Our products should be treated with chemicals and then heated..

Technically Specified Rubber is used for making tyres, tubes, rubber mats; cushion

gum stock, raincoat proofing’s, micro-cellular sheet for upholstery and packing,

conveyor belts, foot wear and various other rubber products etc.

ISNR-50

We have with us a gamut of ISNR-50 Natural rubber that is designed using high grade

raw material. ISNR-50 has excellent processing characteristics and good physical

properties. Its low viscosity and easier mixing characteristic (compared with the RSS

grades) will reduce the mastication and mixing period considerably These rollers are

precision grind to smooth finish and known for its resistance to abrasion & corrosion.

Indian Standard Natural Rubber (ISNR) / Block Rubber

Processing of natural rubber into blocks similar to synthetic rubbers adopting cost



effective and modern processing methods is a notable improvement in the presentation

of dry natural rubber from India. This is in line with the consumer preference in the

world rubber market for Technically Specified Rubber, which has the following

advantages:

Technically certified rather than visually graded as in the case of RSS and crepe grades

of natural rubber.

Consistency in quality

Compact packaging

Low contamination in handling and transportation

Bureau of Indian Standards formulated specifications for ISNR in 1969 (IS 4588).IS

4588 prescribes 6 grades viz., ISNR 3 CV, ISNR 3 L, ISNR 5, ISNR 10, ISNR 20 and

ISNR 50. Its specification details are given below.

Characteristic ISNR

3CV

ISNR

3L

ISNR

5

ISNR

10

ISNR

20

ISNR

50

Dirt percent by mass (Max)

0.03 0.03 0.05 0.10 0.20 0.50

Volatile matter, percent by mass (Max)

0.80 0.80 0.80 0.80 0.80 0.80

Ash, percent by mass (Max)

0.50 0.50 0.60 0.75 1.00 1.50

Nitrogen, percent by mass, Max

>0.60 >0.60 >0.60 >0.60 >0.60 >0.60

Initial plasticity Po (Min)

As agreed to between

the purchaser

and the supplier

30.00 (Min)

>30.00 (Min)

30.00 (Min)

30.00 (Min)

30.00 (Min)

Plasticity retention index, PRI (Min)

60.00 60.00 60.00 50.00 40.00 30.00

Colour (Livibond scale) - 6.0 - - - -

Mooney viscosity (1+4) at 100 C

60+5 -

- - - - -

Accelerated storage hardening Po (max)

8.00 - - - - -

Colour code Black Black Green Brown Red Yellow



Applications of ISNR grades

ISNR 3 CV: High quality products with superior dynamic properties.

ISNR 3 L: Colored products like injection bottle caps, syringe heads, transparent items.

ISNR 5: Moulded and extruded items like auto components, bridge bearings, rubber

linings .

ISNR 10: Inner tubes, conveyor belts, footwear, water proofing materials, hoses and

tubes.

ISNR 20: All types of automobile tyres, re-trading materials, mats and other general

rubber products.

Over 70 companies in India are involved in the production of ISNR grades, adapting

TQM and BIS standards. The user does not have to check the quality parameters, as a

clear test certificate is attached with its packing. The packing is as 25 kg bales in

polythene packs or as 33.3 kg bales, on demand.

Product Grades

We manufacture Technically Specified Natural Rubber (TSR), from Off grade Sheet

and Field Coagulum (Cup Lumps and Tree Lace) through the Wet & Dry process.

Natural Rubber (NR) is processed into blocks and is named Block Rubber. In India,

block rubbers are to be marketed with ISI (Indian Standards Institution) specifications

and therefore, this rubber is termed as Indian Standard Natural Rubber (ISNR).Our

product range includes ISNR 5 (from Off Sheet) , ISNR 10 (from Cuplumps) & ISNR

20 (Cuplumps & Treelace)Apart from TSR with normal standards (IS Standards), we

also produce Tyre Grade TSR with better quality in each grade. These standards are

applied to natural rubber processed inblock form (crumb) from latex and field grade

materials such as cuplump, coagulam, treelace.

ISNR 5

Used for general purpose moulded and extruded products, components of passenger



vehicles, engine mountings, sealing rings, cushion gum, brake seals, bridge bearings,

ebonite battery plate separators, adhesives & plant linings. Characteristics of ISNR 5

include; Pale Yellow in colour so that this can be used as Raw Material for coloured

goods manufacturing.Contamination of dirt is very low, that is below

0.05%.Consistency in specifications of Physical & Chemical properties.

ISNR 10

Used for puncture patches for tyres, inner tubes, cushion gums stocks, joint rings by

injection moulding, raincoat proofing, nicro-cellular sheets for upholstery and packing,

conveyor belts and footwear.

Processed from sheet & field coagulam

Dark brown in colour

Quality equivalent to RSS - 4 grade

Consistency in specifications of Physical & Chemical properties

Low mastication time and savings in power compared to RSS

Packed as 25 Kg bales and Wrapped in LDPE bags.

ISNR 20

Used mostly for tyres, cushion gum stock, bicycle tyres, raincoat proofing micro-

cellular sheets for upholstery and packing, conveyor belts & footwear.ISNR 10 & ISNR

20 are most competitive grades of ISNR available in the market. The raw material used

for the production of these grades are field coagulam mainly Tree lace and Cup lumps.

The main process steps are raw material selection, soaking, pre-cleaning, blending size

reduction, crumbing, and final washing, drying, baling and packing.

Product Specification

WEIGHT and DIMENS IONS



Natural rubber in block form (crumb) is pressed into bales of rectangular shape with weight

and dimensions specified as after 700mm x 360mm x 140mm and weight 25 kg or 35 kg or

33.33 kg +-0.5%

TECHNICAL SPECIFICATIONS

The specification of Indian Standard Natural Rubber in Block conforms to the standard

limits stipulated as below:

Testing for compliance shall follow ISO test methods

PACKING, LABELLING, TRANSPORTATION and STORAGE

PARAMETER*

GRADE TESTING

METHODS

ISNR 5 ISNR 10 ISNR 20

OFF SHEET

MATERIAL

FIELD GRADE

MATERIAL

Dirt content,%wt.Max 0.05 0.08 0.16 IS 3660-1972

Volatile matter,%wt

Max 0.80 0.80 0.80 IS 3660-1972

ash content,%wt,Max 0.60 0.60 0.80 IS 3660-1972

Nitreogen

content,%wt. Max 0.60 0.60 0.60 IS 3660-1968

Initial

plasticity(po).Min 30.00 30.00 30.00 IS 3660-1971

Plasticity retention

index(PRI).Min 60.00 50.00 40.00 IS 3660-1971

Color coding marker GREEN BROWN RED



Rubber bales are wrapped in transparent or white bags made from low density polyethylene

(PE).

The specifications of PE bags are as follows:

Thickness:0.03 -0.04 mm

Melting point :109*c

Dimensions: 920mm x 560mm

PE bags covering rubber bales are then sealed. 48 bales are stacked in 6 layers in wooden

pallets (crates) having following dimensions:

1460mm x 1100mm x 1100mm

Remark:

Other packing can be used as per the agreement between Buyer and Seller

Label is printed according to a stipulated pattern on the PE packing with the following

details: Grade, Code of the standard, (IS 4588-1986) Name of producer, Weight of bale and

Trade Mark.

ISNR are stored in covered, dry cool warehouses and protected form direct sunlight,

rain, impurities, borers, other insects and violent shocks during storage, transportation and

handling.



4. DATA ANALYSIS AND INTERPRETATION

The following are the analysis, interpretation and graphical representations of the

responses collected from the workmen. The inferences are drawn from these graphs as

under:

4.1 DISRIBUTION OF RESPONDENTS IN TERMS OF GENDER

TABULAR FORM:

GRAPHICAL REPRESENTATION:

INFERENCE:

1. In the above table workers opinion consists 87% of male respondents and 13% of

female respondents.

2. In the above table Staff opinion consists 90% of male respondents and 10% of

female respondents.

0

20

40

60

80

100

male Female

87

13

90

10

workers opinion Staff opinion

parameters workers opinion % Staff opinion %

male 87 87% 90 90%

Female 13 13% 10 10%

Total 100 100 100 100



4.2 DISRIBUTION OF RESPONDENTS IN TERMS OF AGE

TABULAR FORM:


INFERENCE:

1. As shown in the above table out of the total sample of 100 respondents 17% are in the

age group of below 25 years, 22% are in the age of 26-35 years and the remaining in the

age group above 35 years ie, 61%.

2. As shown in the above table out of the total sample of 100 respondents 5% are in the

age group of below 25 years, 25% are in the age of 26-35 years and the remaining in the

age group above 35 years ie, 70%.

0

10

20

30

40

50

60

70

Less than 25

years

Between 26

and 35

Above 35

workers opinion

Staff opinion


Less than 25 years 17 17% 5 5%

Between 26 and 35 22 22% 25 25%

Above 35 61 61% 70 70%

Total 100 100 100 100



4.3 DISRIBUTION OF RESPONDENTS IN TERMS OF MARITAL STATUS

TABULAR FORM:


INFERENCE:

1. As shown in the above table, the samples consist of 74% of married category and 26%

of bachelor category.

2. As shown in the above table, the samples consist of 80% of married category and 20%

of bachelor category.

0

10

20

30

40

50

60

70

80

married Bachelor

workers opinion

Staff opinion


married 74 74% 80 80%

Bachelor 26 26% 20 20%

Total 100 100 100 100



4.4 DISRIBUTION OF RESPONDENTS IN TERMS OF EDUCATION LEVEL

TABULAR FORM:


INFERENCE:

1. As shown in the table sample consists of 91% of SSLC, and 9% of diploma.

2. As shown in the table sample consists of 2% of SSLC, 3% of diploma, 80% graduate

and 15% of PG.

0

10

20

30

40

50

60

70

80

90

100

SSLC Diploma Graduate PG

workers opinion

Staff opinion


SSLC 91 91% 2 2%

Diploma 9 9% 3 3%

Graduate 0 0 80 80%

PG 0 0 15 15%

Total 100 100 100 100



4.5 Experience of the respondents

TABULAR FORM:


INFERENCE:

1. It is inferred that 63% of the workers are in the experience of 1-5 years, and 20% of the

workers are in the experience of 6-10 years, 11% of the workers are in the experience of

11-15 years, and 6% of the workers are in the experience of above 15 years.

2. It is inferred that70% of the Staff are in the experience of 1-5 years, and 9% of the

Staff are in the experience of 6-10 years, 11% of the Staff are in the experience of 11-15

years, and 10% of the Staff are in the experience of above 15 years.

0

20

40

60

80

1-5 years 5-10years 10-15 years Above 15years

63

2011

6

70

9 11 10

workers opinion Staff opinion


1-5 years 63 63% 70 70%

6-10years 20 20% 9 9%

11-15 years 11 11% 11 11%

Above

15years

6 6% 10 10%

Total 100 100 100 100



4.6 Employees’ opinion on the overall industrial relations:

TABULAR FORM:


INFERENCE:

1. As can be seen in the graph, around 47% of workers are of the opinion that the overall

industrial relations is good in the establishment, while 43% of them feel that it’s fair

whereas 10% of them suggest that it should be improved.

2. In case of staff, 95% of them are of the opinion that the industrial relations is good at the

establishment, while 5% of them feel that it is fair.

3. On the whole majority of the employees at the establishment are satisfied with the

industrial relations.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

GOOD FAIR TO BE IMPROVED

47% 43%

10%

95%

5%0%

OPINION OF THE EMPLOYEES ON THE INDUSTRIAL RELATIONS

WORKERS OPINION

STAFF OPINION


Good 47 47% 95 95%

Fair 43 43% 5 5%

To Be Improved 10 10% 0 0%

Total 100 100 100 100



4.7Employees have free access to the top management:

TABULAR FORM:


INFERENCE:

1. Around 77% of the employees’ agree that they have free access to the management,

whereas 23% of them feel they don’t have.

2. Regarding the staff level, 90% of them are satisfied with it whereas 10% of them are

dissatisfied.

3. On the whole majority of them are happy with their free access to the management.

0%

20%

40%

60%

80%

100%

AGREE DISAGREE

77%

23%

90%

10%

EMPLOYEES' HAVE FREE ACCESS TO THE TOP MANAGEMENT

WORKERS' OPINION

STAFF OPINION

parameters Workers

opinion

%

Staff

opinion

%

Agree 77 77% 90 90%

Disagree 23 23% 10 10%

Total 100 100 100 100



4.8 The top management listens to the employees patiently:

TABULAR FORM:

parameters workers

opinion

%

staff

opinion

%

Agree 97 97% 100 100%

Disagree 3 3% 0 0%

Total 100 100 100 100


INFERENCE:

1. From the above graph it has been identified that 97% of the workers agreed that the top

management listens to them patiently, 3% of the workers disagree.

2. From the above graph it has been identified that 100% of the staff agreed that the top

management listens to them patiently.

0%

20%

40%

60%

80%

100%

AGREE DISAGREE

97%

3%

100%

0%

TOP MANAGEMENT LISTENS TO THE EMPLOYEES PATIENTLY

WORKERS' OPINION

STAFF OPINION



4.9The management has faith in the employees as one of the main resources:

TABULAR FORM:

parameters workers

opinion

%

staff

opinion

%

Agree 100 100% 95 95%

Disagree 0 0% 5 5%

Total 100 100 100 100


INFERENCE:

1. From the above graph it has been identified that 100% of the workers agreed the

management has faith in the workers as they are one of the main resources to the

company.

2. From the above graph it has been identified that 95% of the workers agreed that

management has faith in the staff as they are one of the main resources to the

company and 5% of the staff disagreed

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AGREE DISAGREE

100%

0%

95%

5%

MANAGEMENT HAS FAITH IN THE EMPLOYEES

WORKERS OPINION

STAFF OPINION



4.10 Whether the employees have confidence in the top management to run the

industry efficiently

TABULAR FORM:

GRAPHICALREPRESENTATION:

INFERENCE


they have confidence in top management that they are capable to run the company

efficiently and 10% of the workers can’t say any things.

2. From the above graph it has been identified that 100% of the staff agreed that they

have confidence in top management that they are capable to run the company

efficiently.

0%

20%

40%

60%

80%

100%

AGREEE DISAGREECAN'T SAY

90%

0%10%

100%

0% 0%

EMPLOYEES HAVE CONFIDENCE IN THE MANAGEMENT TO RUN THE INDUSTRY EFFICIENTLY

WORKERS OPINION

STAFF OPINION


Agree 90 90% 100 100%

Disagree 0 0% 0 0%

Can’t Say 10 10% 0 0%

Total 100 100 100 100



4.11 Management always expects more from the employees:

TABULAR FORM:

parameters workers opinion % staff opinion %

Agree 70 70% 81 81%

Disagree 30 30% 19 19%

Total 100 100 100 100


INFERENCE:

From the above graph it has been identified that 70% of the workers agreed that

management expects more from them and 30% of the workers disagreed.

From the above graph it has been identified that 81% of the staff agreed that

management expects more from them and 19% of the staff disagreed.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

AGREE DISAGREE

70%

30%

81%

19%

MANAGEMENT ALWAYS EXPECTS MORE FROM THE EMPLOYEES

WORKERS OPINION

STAFF OPINION



4.12 The employees always expect more benefits from the management:

TABULAR FORM:


Agree 80 80% 81 81%

Disagree 20 20% 19 19%

Total 100 100 100 100


INFERENCE:


they expect more from management and 20% of the workers disagreed.

2. From the above graph it has been identified that 81% of the staff agreed that they

expect more from management and19% of the staff disagreed.

0%

20%

40%

60%

80%

100%

AGREE DISAGREE

80%

20%

81%

19%

EMPLOYEES EXPECT MORE BENEFITS FROM THE MANAGEMENT

WORKERS OPINION

STAFF OPINION



4.13 The management is satisfied with the employees’ performance:

TABULAR FORM:

parameters workers

opinion

%

staff

opinion

%

Agree 97 97% 100 100%

Disagree 3 3% 0 0%

Total 100 100 100 100


INFERENCE:


management is satisfied with their performance and 3% of the workers disagreed.


management is satisfied with their performance.

0%

20%

40%

60%

80%

100%

AGREE DISAGREE

97%

3%

100%

0%

MANAGEMENT IS SATISFIED WITH EMPLOYEES' PERFORMANCE

WORKERS OPINION

STAFF OPINION



4.14 Employees’ are satisfied with managements’ offers:

TABULAR FORM:


Agree 60 60% 77 77%

Disagree 40 40% 23 23%

Total 100 100 100 100


INFERENCE:


they are satisfied with the management offers and 40% of the workers are not

satisfied.

2. From the above graph it has been identified that 77% of the staff agreed that a they

are satisfied with the management offers and 23% of the staff are not satisfied.

0%

10%

20%

30%

40%

50%

60%

70%

80%

AGREE DISAGREE

60%

40%

77%

23%

EMPLOYEES ARE SATISFIED WITH MANAGEMENTS' OFFERS

WORKERS OPINION

STAFF OPINION



4.15 There is serious conflict between management and employees w.r.t.

wages/salaries:

TABULAR FORM:


Agree 33 33% 23 23%

Disagree 67 67% 77 77%

Total 100 100 100 100


INFERENCE:


management is satisfied with their performance and 67% of the workers disagreed.

2. From the above graph it has been identified that 23% of the staff agreed that there

is conflict between them and management with respect to wages/salaries and 77%

of the staff disagreed.

0%

20%

40%

60%

80%

AGREE DISAGREE

33%

67%

23%

77%

THERE IS SERIOUS CONFLICT BETWEEN MANAGEMENT AND EMPLOYEES W.R.T. WAGES/SALARIES

WORKERS OPINION

STAFF OPINION



4.16 Canteen, recreation, transport, accommodation are:

TABULAR FORM:


INFERENCE

1. From the above graph it has been identified that 10% of the workers, 80% of the

workers and 10% of the canteen, recreation, transport, accommodation’s facilities

are good fair and not ok respectively.

2. From the above graph it has been identified the 62% of the staff, 29% of the staff

and 9% of the staff opine that canteen, recreation, transport accommodation’s

facilities are good fair and not ok respective

0%

10%

20%

30%

40%

50%

60%

70%

80%

GOOD FAIR NOT OK

10%

80%

10%

62%

29%

9%

CANTEEN, RECREATION, TRANSPORT, ACCOMMODATION ARE

WORKERS OPINION

STAFF OPINION


Good 10 10% 62% 62

Fair 80 80% 29% 29

Not Ok 10 10% 9% 9

Total 100 100 100 100



4.17 Indiscipline among the employees:

TABULAR FORM:


INFERENCE:

1. From the above graph it has been identified that 10% of workers, 30% of the

workers, 50% of the workers and 10% of the workers opinion that the indiscipline

among the employees are more, to a little extranet”, normal and absent

respectively.

2. From the above graph it has been identified that 10% of the staff, 19% of the staff,

48% of the staff and 33% of the staff opinion that the indiscipline among the

employees are more, to a little extent, normal and absent respectively.

0%

10%

20%

30%

40%

50%

10%

30%

50%

10%10%

39%

48%

3%

INDISCIPLINE AMONG THE EMPLOYEES IS

WORKERS OPINION

STAFF OPINION


More 10 10% 10 10%

To A Little Extent 30 30% 39 39%

Normal 50 50% 48 48%

Absent 10 10% 3 3%

Total 100 100 100 100



4.18 Punishments for indiscipline are:

TABULAR FORM:


INFERENCE:

1. From the above graph it has been identified that 3% of the workers, 44% of the

workers 50% of the workers and 3% of the workers opinion that punishments for

the indiscipline’s are harsh, in proportionate, fair and medium respectively.

2. From the above graph it has been identified that 14% of the staff, 52% of the staff

and 34% of the staff opinion that punishments for the indiscipline’s are harsh, in

proportionate, fair and medium respectively.

0%

10%

20%

30%

40%

50%

60%

HARSH INPROPORTIONATE FAIR MEDIUM

3%

44%

50%

3%0%

14%

52%

34%

PUNISHMENTS FOR INDISCIPLINE ARE

WORKERSOPINION

STAFF OPINION


Harsh 3 3% 0 0%

In proportionate 44 44% 14 14%

Fair 50 50% 52 52%

Medium 3 3% 34 34%

Total 100 100 100 100



4.19 Do you like your children working in this industry if they are employed:

TABULAR FORM:


INFERENCE:

1. From the above graph it has been identified that 10% of the workers opinion that

they like their children getting employed in their organization, 84% of the workers

are not interested and 6% of the workers can’t say.


they like their children getting employed in their organization, 52% of the workers

are not interested.

0%

20%

40%

60%

80%

100%

YES NO CAN'T SAY

10%

84%

6%

48% 52%

0%

DO YOU LIKE YOUR CHILDREN WORKING IN THIS INDUSTRY IF THEY ARE EMPLOYED

WORKERS OPINION

STAFF OPINION


Yes 10 10% 48 48%

No 84 84% 52 52%

Can’t Say 6 6% 0 0%

Total 100 100 100 100



4.20 industrial peace, more than the existing one can be achieved through:

TABULAR FORM:

Parameters Workers opinion % Staff opinion %

Increasing facilities and

amenities

26 26% 33 33%

Increasing wages and other

monetary benefits

64 64% 33 33%

Through canceling

individual workmen

10 10% 29 29%

Can’t say 0 0% 5 5%

Total 100 100 100 100


0%

10%

20%

30%

40%

50%

60%

70%

INCREASINGFACILITIES AND

AMENITIES

INCREASING WAGESAND OTHER

MONETARY BENEFITS

THROUGHCOUNSELINGINDIVIDUALWORKMEN

CAN'T SAY

26%

64%

10%

0%

33% 33% 29%

5%

INDUSTRIAL PEACE MORE THAN THE EXISTING ONE CAN BE ACHIEVED THROUGH

WORKERSOPINION

STAFF

OPINION



INFERENCE:


industrial peace more than the existing one can be achieved through increasing facilities and

amenities, 64% of the workers opinion that industrial peace more than the existing one can

be achieved through increasing wages and other monetary benefits and 10% of the workers

opinion that industrial peace more than the existing one can be achieved through counseling

individual workmen.

2. From the above graph it has been identified that 33% of the staff opinion that industrial

peace more than the existing one can be achieved through increasing facilities and

amenities, 33% of the staff opinion that industrial peace more than the existing one can be

achieved through increasing wages and other monetary benefits, 29% of the staff opinion

that industrial peace more than the existing one can be achieved through counseling

individual workmen and 5% of the staff can’t say.



4.21 opinion about the activities of the union in favour of employees

TABULAR FORM:

Parameters

workers

%

staff

%

EXCELLENT 6 6 20 20

GOOD 32 32 40 40

FAIR 43 43 20 20

POOR 12 12 10 10

VERYPOOR 7 7 10 10

Total 100 100 100 100


INFERENCE:

1.From the above table it is inferred that maximum no of respondents (43%) are having fair

opinion about the activities of the union in favour of employees . About 32% of the

respondents are having good opinion and 12% are having poor opinion about the statement.

7% of the respondents show a very poor opinion & 6% are of having excellent opinion about

the activities of the union in favour of employees.

2.From the above table it is inferred that maximum no of respondents (20%) are having fair

opinion about the activities of the union in favour of employees . About 40% of the

respondents are having good opinion and 20% are having poor opinion about the statement.

7% of the respondents show a very poor opinion & 10% are of having excellent opinion about

the activities of the union in favour of employees.

0

5

10

15

20

25

30

35

40

45

EXCELLENT GOOD FAIR POOR VERYPOOR

workers

staff



4.22 participation of employees in the union

TABULAR FORM:


INFERENCE:


they participation of employees in the union, 4% of the workers are not interested

and 5% of the workers can’t say.


they participation of employees in the union, 49% of the workers are not interested

and 3% of the workers can’t say.

0

10

20

30

40

50

60

Yes No Can’t Say

workers opinion

Staff opinion


Yes 51 51% 48 48%

No 44 44% 49 49%

Can’t Say 5 5% 3 3%

Total 100 100 100 100



5.1 FINDINGS REGARDING WORKMEN LEVEL

1. Majority of the employees are male.

2. 61% of the employees are above 35 years.

3. Majority of the employees are married.

4. Majority of the employees education level is SSLC.

5. Most of the employees have 1-5 years experience in the company.

6. 47% of the workers are good opinion on the industrial relation.

7. Majority of the employees are happy with their free access to the management.

8. Majority of the employees are agreed that the top management listens to them patiently.

9. All of the employees are agreed the management has faith in the workers as one of the

main resources to the company.

10. Majority of the employees are agreed that they have confidence in the top management

that they are capable to run the company efficiently.

11. Majority of the workers opinion are agreed that management expects more from them.

12. Majority of the employees are agreed that expect more benefits from the management.

13. Majority of the employees are agreed that management is satisfied with the employees’

performance.

14. Most of the Employees are satisfied with managements’ offers.

15. Most of the employees are disagree there is serious conflict between management and

employees wages/salaries.

16. Most of the employees are fair opinion about the facilities for canteen, recreation,

transport, accommodation etc.

17. 50% of the employees are normal opinion about the indiscipline among the employees.

18. 50% of the workers opinion about the fair the Punishments for indiscipline.

19. Majority of the workers are not interested in the children working in this industry if

they are employed.

20. 64% of the workers opinion that industrial peace more than the existing one can be

achieved through increasing wages and other monetary benefits.

21. About 43% of the respondents have fair opinion about the activities of the union in

favour of employees.



22. About 51% of the workers opinion that they participation of employees in the union.

FINDINGS REGARDING STAFF LEVEL

1. Majority of the staff are male.

2. Majority of the staffs are above 35 years.

3. Majority of the staffs are married.

4. Majority of the staff’s education level is graduate.

5. Most of the staffs have 1-5 years experience in the company.

6. Majority of the staff opinion that the industrial relations is good at the establishment.

7. majority of them are happy with their free access to the management.

8. All of the staff agreed that the top management listens to them patiently.

9. majority of the workers agreed that management has faith in the staff as they are one of

the main resources to the company.

10. All of the staff agreed that they have confidence in top management that they are

capable to run the company efficiently.

11. Majority of the staff agreed that management expects more from them.

12. Majority of the staff agreed that they expect more from management.

13. All of the staff agreed that management is satisfied with their performance.

14. 77% of the staff agreed that they are satisfied with the management offers.

15. Majority of the staff disagreed that there is conflict between them and management

with respect to wages/salaries.

16. Most of the staff opinion that canteen, recreation, transport accommodation’s facilities

are good.

17. 48% of the staff opinion that the indiscipline among the employees are normal.

18. 52% of the staff opinion that punishments for the indiscipline’s are proportionate fair.

19. 52% of the staff are not interested that they like their children getting employed in their

organization

20. 33% of the staff opinion that industrial peace more than the existing one can be

achieved through increasing facilities.

21. About 40% of the respondents have good opinion about the activities of the union in

favour of employees.



22. 49% of the staff opinion are not interested that they participation of employees in the

union.

5.2 SUGGESTIONS

1. The communication among the workers as well as staff members is going on well but it

doesn’t means to be consistent. Measures should be taken to strike the right aspect

pertaining to them to communicate consistently.

2. The communication within the each section and department of workers and staff

respectively is fine, but when comes to the matter of different sections, shifts and

departments, it is not at all having even basics also. It is an essential to have

interdepartmental relations, so adequate measures, which cater to the needs of employees

and staff, should be employed.

3. The response regarding the relationship between workers- supervisors creates a feeling

that there is a congenial work environment. But these responses may be biased as the

employee fear of superiority. This environment should be maintained to protect the

interest of employees.

4. The workers – staff members relation is a bit drowsy, mutual co-operations in the work

environment should be entertained to develop a sense of belongingness.

5. The workers-union relationship is dominating, such that, all the interests of the workers

are effectively protected by the union. The union’s formidable requests should be granted

to maintain these type of relations



6. The union-management relationship is going nicely till times. This is the most delicate

relationship, where the progress of the company lies on and this relationship have constant

whistle such that any undesirable effects won’t occur.

7. The industrial relations in rehabilitation plantations ltd are not in bad situation, as well as

not in a good situation. These relations can change overnight which may cause adverse

affects, so adequate earlier measures should be undertaken to strengthen the existing

relationships.

8. The company should be preplanned in those aspects, which are having more probability to

happen.

9. The staff-union relationship is sending alarming signals, which should be considered at

earliest to face the resultant effects.

10. The staff members are not close up-to-the mark, especially in I.T department, which lack

of perfect co-operation between them.

11. Prominent strategies have to be adopted to provide an congenial environment respective to

relations specified above, and the existing good relations are to be improved to meet the

changing requirements, which will result in an perfect Industrial Relations and motivate us

to perform our business uninterruptedly but with an ease



5.3 Conclusion

It has been increasingly realized that the industrial system has brought about a

number of complexities which have rendered the management of people in an

organization more difficult and complicated than man power management in earlier and

simpler societies because free, mobile men and women in modern societies whose

complex and ever changing problems for their managers and employers. Therefore,

today’s industrial societies have developed a distinct system of management based upon

the experience of over 300 years.

Modern industrial relations represent a blending of older systems with

innovation introduced as society has changed through the ages. Some features of early

system even now persist, while other features are the result of industrial revolution and,

therefore, represent sharp breaks with traditional, creating challenging problems for the

management for many of them may be opposed by the workers.

The employment relationships are not static but dynamic. The most important

characteristic is the persistence of change. Technological advances eliminate long

established jobs and create opportunities that require sharply different patterns of

experience and education. Higher living standards encourage demands for new products

and services. Economic prosperity permits great economic security, and public regulation

makes the assurance of that security a problem for managers. All of these changes have

made the present system of employment relationships very complex. Collaboration and

cooperation is very necessary to achieve the designated objectives. Understanding of

human behavior is, therefore, very necessary on the part of those responsible for managing

manpower resources.



BIBLIOGRAPHY

BOOKS

Weihrich & Koontz, “Essentials of Management”, Tata Mc Graw Hill Publication

Company Ltd ,2010, New Revised Edition

Subba Rao, “Human Resource Management & Industrial Relations” , Himalaya

Publications , 2002

Kothari C.R., Research Methodology, New Delhi; New Age International Publication,

Second Edition.

Dale Yoder, “Personnel Management”, Prentice Hall of India Books Limited ,1992

WEBSITES

Retrieved from

http://www.rplkerala.com/aboutus

http://www.rplkerala.com/aboutus/history

http://www.indianagriculture.com/rubberplantations_india

http:// www.moneyindia.com/kerala/rubberindustry

http://en.wikipedia.org/wiki/industrial_relation



APPENDIX

QUESTIONNAIRE ON INDUSRIAL RELATION AT REHABILITATION

PLANTATION LTD, PUNALUR

The following information will be used only for the purpose of analysis and will not be

shared with anyone

Personal details

Name : …………………………………………………………….

1.Age :< 25 years 26-35 years >35 years

2.Gender : male female

3.Marital status : married Bachelor

4.Educational qualification : SSLC Diploma Graduate PG

5.Experience : 1-5 years 6-10 years 11-15 years

above 15years

Nature of employment : …………………………………………………………….

Department : …………………………………………………………….

6. How are the industrial relations in the company?

Good

Fair

To be improved

7. Do you have free access to the top management?

Yes

No



8. Does the top management listen to you with patience?

Yes

No

9. Does the management have faith in the employees as one of the main resources?

Yes

No

10. Whether employees have confidence in the management to run the industry efficiently?

Yes

No

Can’t say

11. Management always expects more from the employee

Yes

No

12. The employees expect more benefits from the management

Yes

No

13. The management is satisfied with employee’s performance

Yes



No

14. Employees are satisfied with management’s offers

Yes

No

15. There is serious conflict between management and employees w.r.t wages/salaries

Yes

No

16. Canteen, Recreation, Transport, Accommodation are

Good

Fair

Not ok

17. Indiscipline among the employees is

More

To a little extent

Normal

Absent

18. Punishments for indiscipline are

Harsh

In proportionate

Fair



Medium

19. Do you like your children working in this industry if they are employed (if ‘No’, please

give reason)

Yes

No

Can’t say

20. Industrial peace, more than the prevailing scenario can be achieved through

Increasing the facilities and amenities

Increasing wages/other monetary benefits

Through counseling individual workmen

Can’t say

21. opinion about the activities of the union in favour of employees

Excellent

Good

Fair

Poor

Very poor

22. participation of employees in the union

Yes

No

Can’t say

a study on industrial relation at rehabilitation plantations ltd

Documents

human relations

union management relations

industrial organisations

personal relations

individual relations

industrial disputes

industrial relationmeans

labour management relation