INTRODUCTION

Industrial relation means the relationship between employers and employees in

course of employment in industrial organisations. However, the concept of Industrial
Relations has a broad and narrow meaning. In a broad sense, the term Industrial
Relations includes the relationship between the various unions, between the state and
the unions as well as those between the various employers and the government. In the
narrow sense, it refers to all types of relationships between employer and employees,
trade union and management, works and union and between workers and workers. It
also includes all sorts of relationships at both formal and informal levels in the
organization. Relations of all those associated in an industry may be called Industrial
Relations.

Definition and concept of Industrial Relations

The term ‘Industrial Relations’ comprises of ‘Industry’ and ‘Relations’.

Industry means “any productive activity in which an individual is engaged”, and a
relation 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.”

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 are 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.
Workers and their organizations

The total worker plays an important role in industrial relations. The total worker
includes working age, educational background, family background, psychological
factors, culture, skills etc., Worker’s organizations prominently known as trade unions
play their role more to protect the workers’ economic interest through collective
bargaining and by bringing pressure on management through economic and political
tactics.
Employers and their organizations

Employer is a crucial factor in industrial relations. He employs the worker, pays the
wages and various allowances, and regulates the working relations through various
rules, regulations and by enforcing labour laws. Employers form their organizations to
equate or excel their bargaining power with that of trade unions. These organizations
protect the interest of the employer by pressuring the trade unions and government.

Government

Government plays a balancing role as custodian of the nation. Government exerts its
influence on industrial relations through its labour policy, industrial relations policy,
implementing labour laws, the process of conciliation an adjudication by playing the
role of a mediator etc.
 IMPORTANCE OF INDUSTRIAL RELATIONS

The significance of healthy Industrial Relations may range from continuous

production, reduction in industrial disputes, high morale, a mental revolution and
reduced wastage of time and other resources.

 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 an uninterrupted flow of income for all.
The 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 and grievances are
some of the reflections of industrial unrest which do not spring up in an
atmosphere of industrial peace. It helps to promote co-operation and increase in
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 the
employer and employees is 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
realise that the gains of the industry are not for him alone, but they should be
shared equally and generously with the 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 the government to work out a new relationship
in consonance with a spirit of true democracy. Both should think themselves as
partners in 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 an 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.
Wastage of human labour, material and machines are reduced to the minimum,
and thus national interest is protected.

It is evident that good industrial relations in totality is the basis of higher

production with minimum cost and higher profit, resulting 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 message can efficiently function only in
an atmosphere of industrial peace. Therefore, if the twin objectives of rapid national
development and increased social justice are to be achieved, there must be a
harmonious relationship between management and labour.
 NEED FOR THE STUDY

Need of Industrial Relation has arisen to defend the interest of workers for
adjusting the reasonable salary or wages. It also helps the workers to seek perfect
working condition for producing maximum output. Workers/employees are concerned
with social security measures through this. Industrial Relations is also needed for
achieving the democracy by allowing worker to take part in management, which helps
to protect human rights of individual.
Any organization to be effectively performed should have sound Industrial
Relations. A sound Industrial Relations comprises.
 Congenial relations between employees and employer.
 Congenial labor management relations
 Minimized industrial conflicts
 Highly developed trade unions
 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.
 OBJECTIVES OF THE STUDY

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

 To assess the relationship between Employees, Unions and Employers.
 To study and understand the state of industrial relation and its effect on the quality
of life of workmen at Navayuga Engineering Company Limited.
 To investigate and analyze the satisfaction level of the workers regarding welfare
facilities, working condition and Industrial relation at Navayuga Engineering
Company Limited.
 To observe the industrial relation operation and satisfaction level of the employees
in the Navayuga Engineering Company Limited.
 To observe the grievance handling procedure inside the Navayuga Engineering
Company Limited.
.
 SCOPE OF THE STUDY

This research provides me with an opportunity to explore in the field of

Human Resources .The scope of the study is to find out the Industrial relations among
the employees in Navayuga Engineering Company Limited. The study mainly focus
on workers perception towards Industrial relation, relationship among employees,
between employees and their superiors or managers in and between different
organizational levels, Collective relations between trade unions and management ,the
level of job satisfaction of employees, like the security, information flow in the
organization and also the working hours in the organization
 METHODOLOGY OF THE STUDY

The Project Scenario entitled “A study on Industrial Relations and its impact in
Navayuga Engineering Company Limited” was carried out for 6 weeks at Navayuga
Engineering Company Limited.

DATA COLLECTION:

The study was carried out by collecting and analyzing the data collected both from Primary and
Secondary sources.

PRIMARY DATA:

Primary Data was collected by discussions with managers and the employees. A
Questionnaire was prepared and administered on a sample of 200 containing executives
(35), non-executives (50) and unskilled labour (15). The data collected is analyzed to
know the perception of executives, non-executives and unskilled labour towards their
role in maintaining the cordial Industrial Relations.

SECONDARY DATA:

Secondary data is collected from Company Records, In-house Magazines, and

Internet regarding the Industry and company profile and also about Industrial Relations
events in Visakhapatnam Steel Plant right from its inception

The Project Scenario entitled “A study on Trade unions scenario and its impact
in Visakhapatnam Steel Plant” was carried out for 8 weeks at Visakhapatnam Steel Plant.

DATA COLLECTION:
 The study was carried out by collecting and analyzing the data collected both from Primary and
Secondary sources.

PRIMARY DATA:

Primary Data was collected by discussions with managers and the employees. A
Questionnaire was prepared and administered on a sample of 100 containing executives
(35), non-executives (50) and unskilled labour (15). The data collected is analyzed to
know the perception of executives, non-executives and unskilled labour towards their
role in maintaining the cordial Industrial Relations.

SECONDARY DATA:

Secondary data is collected from Company Records, In-house Magazines, and

Internet regarding the Industry and company profile and also about Industrial Relations
events in Visakhapatnam Steel Plant right from its inception

Methodology:

1 Any discipline whether small or serious will generally been noticed by

the line supervisory. It can be either behavior in discipline or violation
of production norms

2 A communication to that effect will be written in the prescribed proforma

3 By the true supervisor where he will narrate the incident of the/nature of
the indiscipline, the worker is indulged, in a send to the head of the
department. The head of the department then goes through the
complaint and conducts the preliminary enquiry. He writes his
comments over the seriousness of the indiscipline and his name is sent
 to the two general managers. The head of the department will not
comment over the proposed action of the punishment.

4 SGMW and SGMT in consideration with the SDGMP, taking into

consideration the prevailing situation with regard to the industrial
relation, union management relation and the employees (against whom
the complaint has made) behavior with his past records, will decide the
proposed action against the employer indulged in discipline

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.

Data collection method

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

1 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.

1 Sampling: To best suit this study a stratified sampling is undertaken. As

per the company’s requirement the following sampling plan is designed.
2 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
3 Sampling size:
The sample size for workmen level is 30

INDUSTRY PROFILE

The Construction Industry of India is an important indicator of the

development as it creates investment opportunities across various related sectors. The
construction industry has contributed an estimated US$ 308 billion to the national
GDP in 2011-12 (a share of around 19%). The industry is fragmented, with a handful
of major companies involved in the construction activities across all segments;
medium-sized companies specializing in niche activities; and small and medium
contractors who work on the subcontractor basis and carry out the work in the field. In
2011, there were slightly over 500 construction equipment manufacturing companies
in all of India. The sector is labor-intensive and, including indirect jobs, provides
employment to more than 35 million people.

Historically construction industry is one of the oldest and largest industry

in unorganised sector providing ample employment to the people. Before the
independence, the construction activity in India was confined to building of
dwellings, religious places like mosques and temples etc. at individual and
community level, with the use of traditional techniques, which are still being used in
developing countries like India.

The Taj Mahal and Lal Quila are the legandry example of competence of
Indian talent in the field of construction .However very authentic record of the
construction operation of these buildings are not available today. The history of
systematised or organised construction practice in India can be traced back to around
1847 AD when Lord Dalhouise established the Public Works Department, called
PWD, today, to construct civil engineering structure which included road, small dams,
canals etc. The department worked successfully for 100 years.

In 1947, the independent India decided to launch a mammoth

multipurpose river valley project, called Bhakhra Nangal Project on the river Sutlej in
the North West India for irrigation and power generation at a cost of Rs.7750 lakhs in
1952 which amounts today approximately more than Rs.100,000 crore in first five
year plan in which 50% of capital outlay was allotted to construction of civil works.

The construction of Bhakhra Dam was taken by irrigation wing of PWD of

Punjab with the help of technical knowhow from foreign help on cost plus basis. This
can be considered as a major breakthrough in the field of construction by India as
there were no big construction companies available at that time to take up such
stupendous job and more over network analysis like Construction Planning Method /
also known as Critical Path Method (CPM) and Programme Evaluation & Review
Technique (PERT) had not taken formal shape.

The evolution of Indian construction industry has followed the same

general pattern as happened in other countries, initially founded by the government
and slowly taken over by small and big enterprises. During execution of Bhakra
Nangal dam Indian government realised need of professional competence in the field
of construction and the first professional consultancy company National Industrial
Development Corporation (N I D C) was established in the public sector in 1954
.Subsequently a number of speciality companies in design and Construction came into
existence like Indian Railways Construction Limited (IRCON),National Building
Construction Corporation (N B C C),Rail India Transport and Engineering Services
(R I T E S),Engineers India Limited(E I L) and in private M N Dastur &
Co.Hindustan Construction Company are the name worth to be mentioned. In late
sixties government allowed foreign collaborations in these services .The guidelines
for such collaboration were prepared and issued in 1968 with binding that local
consultant would be the principal contractor in such collaborations .The objective
behind such binding was to develop indigenous design capabilities comparable to in
flown foreign technology and skills. The outcome of this strategy was establishment
of joint ventures in India.

History:

The period from 1970 to mid 60’s witnessed the government playing an active role in
the development of these services and most of construction activities during this
period were carried out by state owned enterprises and supported by government
departments. In the first five-year plan, construction of civil works was allotted nearly
50 per cent of the total capital outlay.

The first professional consultancy company, National Industrial Development

Corporation (NIDC), was set up in the public sector in 1954. Subsequently, many
architectural, design engineering and construction companies were set up in the public
sector (Indian Railways Construction Limited (IRCON), National Buildings
Construction Corporation (NBCC), Rail India Transportation and Engineering
Services (RITES), Engineers India Limited (EIL), etc.) and private sector (M N
Dastur and Co., Hindustan Construction Company (HCC), Ansals, etc.).

In India Construction has accounted for around 40 per cent of the

development investment during the past 50 years. Around 16 per cent of the nation's
working population depends on construction for its livelihood. The Indian
construction industry employs over 30 million people and creates assets worth
over  200 billion.It contributes more than 5 per cent to the nation's GDP and 78 per
cent to the gross capital formation. Total capital expenditureof state and central govt.
will be touching 8,021 billion in 2011-12 from  1,436 billion (1999-2000).

The share of the Indian construction sector in total gross capital formation
(GCF) came down from 60 per cent in 1970-71 to 34 per cent in 1990-91. Thereafter,
it increased to 48 per cent in 1993-94 and stood at 44 per cent in 1999-2000. In the 21
st century, there has been an increase in the share of the construction sector in GDP
and capital formation.

GDP from Construction at factor cost (at current prices) increased

to 1.745 billion (12.02% of the total GDP ) in 2004-05 from 1,162.38 billion (10.39%
of the total GDP) in 2000-01.

The main reason for this is the increasing emphasis on involving the
private sector infrastructure development through public-private partnerships and
mechanisms like build-operate-transfer (BOT), private sector investment has not
reached the expected levels. The Indian construction industry comprises 200 firms in
the corporate sector. In addition to these firms, there are about 120,000 class A
contractors registered with various government construction bodies. There are
thousands of small contractors, which compete for small jobs or work as sub-
contractors of prime or other contractors. Total sales of construction industry have
reached  428854 million in 2004 05 from  214519 million in 2000-01, almost 20% of
which is a large contract for Benson & Hedges.

CONSTRUCTION AND NATIONAL ECONOMY:

By just using common sense it can be inferred that economic plans of any
country is prepared to improve any particular sector of economy. Improvement or
emphasis on any particular sector may or may not need help of other sectors like
construction. A microscopic study of economy, irrespective of its state i.e. primary,
secondary or tertiary, reveals that development of most of the sectors need help of
construction. In nutshell, a gap between demand and supply is necessary for the
development of a particular sector.
 Thus it can be said that any attention to optimise construction activity will
lead to reduction in waste of material, saving of energy and saving of time. This will
certainly lead to reduction in cost over runs of other projects. Thus, construction
sector is directly or indirectly influences the overall economy of the country.

The pattern of Indian economy of last fifty years shows that

construction work amounts to around 40% of development investment.Approximately
16% of Indian working population depends on construction for its living .The
construction industry creates immobile assets worth over Rs.20000 crore by
employing more than 3 crore people .It enhances nation's GDP by 5% and gross
capital formation of 78%.It is expected that total capital expenditure of state and
centre will be approaching Rs.802087 crores during the period 2011-12. This amount
indicates an enhancement of Rs.658500 crore from the figure of Rs. 143587 in 1999-
2000.In the 21st century there has been an increase in the share of the construction
sector in GDP and capital formation .The GDP from construction at factore cost or at
current prices increased to Rs. 174571 crores (12.02 % of the total GDP)in 2004 -05
from Rs.16238 crores (10.39% of the total GDP in period 2000-01.The increasing
involvement of the private sector in infrastructure development through public private
partnership and the strategy like Build Own Transfer (BOT) can be cited as the main
factor for such increase in GDP. However there is always scope for more active
participation from private sector in this direction through investment. There are
around 200 firms from corporate sector, working in Indian construction industry .The
number of registered class.

A contractors is around 120000 working for local development authority,

state departments and central government bodies like CPWD.
The number of small contractors and petty contractors working as sub contractors for
principal contractors are enormous. So there is ample scope for expansion of
construction industry at micro as well as at macro level in form of infrastructure
development.

NATIONAL ECONOMY

Construction industry has some peculiar characteristics like any other industry.
 Firstly, it is a capital-intensive industry involving current and future outlays of
funds with the expectation of a stream of benefits extending far into the future.

Secondly, construction project takes a long duration to complete e.g. the

Bhakra Dam took fifteen years for its completion (1950-1965) and they also have a
long gestation period.

Thirdly, the useful life of construction project of national importance is very

long usually more than 60 years for most of the major constructions.

Fourthly, in construction project, products and services are combined together. In

construction, product is fixed and machine and men move, contrary to assembly line
production in which product moves.

Fifthly, a large construction needs a large land area. Acquisition of such

land leads to payment of compensation to the owners of the land, which has legal
and political over tones. In some cases like construction of dam, it needs rehabilitation
of nearby villages. Such problems usually do not occur with the other industries.

Sixthly, cost benefit analysis of public infrastructure created by construction

activity such as roads, bridges and dams cannot be done with traditional concept of
profit maximisation alone. Special economic tools like Social Cost Benefit Analysis
(SCBA) and principles of welfare economics are essential for the valuation of such
assets.

Seventhly, two construction projects are not identical in every respect.

Thus, construction project can be considered as a job work of a large magnitude
contrary to any other manufacturing unit producing products at mass scale by a single
machine.

Eighthly, the human resource working in construction forms a temporary

organisation for the project at the site and disperses in different directions as soon as
the project is over.

Ninthly, experience of generations plays a vital role as most of the

construction material directly used after quarrying are the natural material and
performance or relative merit of such material takes a long time for its
pronouncement, the time may be in decades.
 Tenthly, death of workers during the execution phase of project is very
common, so safety and precaution are primary concerns.

Such peculiar characteristics of construction project opened the portals for

the development of special managerial tools, like materials management, CPM and
PERT to handle the project in a professional manner. In India, construction industry is
fragmented and a sizeable construction work is performed by the unorganised sector.
Such peculiar characteristic creates favourable conditions for the establishment of a
new company. If Construction Company is weighed on the basis of men; material and
money following facts come up.As most of the construction is done either on site or
precast members, are fabricated and assembled on the site and most of the
construction equipment are available on rental basis, thus a little capital is invested in
fixed assets and machinery.Construction companies require relatively low working
capital as after award of contract, company realises mobilisation advance from owner
before starting the work.

In India, companies, usually employ labour contractor for the supply of labour
force. So very few employees are on the permanent pay roll of the company.These
factors are responsible for the birth of small to very big construction companies. This
introduces competition in the market. There are pitfalls but a professionally managed
construction company is able to pay rich dividend to its owners/shareholders.

Constructions and National Development:

For any developing country like India, development of infrastructure is the

prerequisite for the economic progress of the country. To achieve this objective
optimised construction is the need of the hour as capital is a scarce resource

Types of Construction:

Total construction work can be divided into two broad categories viz. public and
private.

The public projects i.e. whose direct beneficiary will be the public, is
usually handled by the government, of course govt. get it done by any contractor or by
construction company by awarding the work through bids and tenders. It is public
money or any financial aid or loan from agencies like World Bank, that is spent.
Dams, Bridges, Canals, Metro Rail, Power Projects, DUDA,SUDA are typical
examples of public projects.

Private projects like house of an individual or construction of a factory, a

nursing home, hotel or project in which taxpayer's money is not involved can be
categorised as a private project. Frankly speaking profit motive is always there in
most of the private projects.

In private projects, capital outlays are less as compared to public projects.

Secondly in Indian working environment one cannot afford delay in private projects
but cost over runs and delays in public projects are an everyday phenomenon in India.

Consumers of Construction Industry:

Following are the consumers of construction industry:

 An Individual
 Group Housing Societies
 Centre, State, Local Government and Development Authorities.
 Corporate Sector
 Other countries at International level.

Individuals:

An individual needs the services of a construction company for the

construction of individual house, which is ordinarily his dream house. In such
construction, company cannot ignore individual taste and preferences. Persons who
are executing the project have to help and arrive at a decision in advance on the item
of choice and colour e.g. colour and size of tile of bathroom, colour, size and quarry
of marble stone etc. if construction has to proceed smoothly

Group Housing Societies:

 The housing demand will be around 31 million by 2015(MPRA 2008)In
planning and designing of an apartment or building blocks for group housing society,
the requirement can be classified into two broad categories.

First requirement is of an individual in his house. In a group housing most

of the finishing items are left for the individual occupant so he could finish the house
as per his choice, taste and preferences.

Second requirement is the preferences of a group of people as a whole or

community. requirement. To fulfil this requirement planner needs knowledge of
architectural sociology, human behaviour, security aspect, and maintenance
engineering practices, generosity of the people and cooperation among the people.

Corporate Sector:

Corporate sector hires the services of Construction Company for

commercial building, for factory or for office building etc.

In such buildings, building economics,cost optimization ,requirement of future

expansion and flexibility of the plan are the key issues.There is ample scope for
creativity and innovation in corporate sector projects.

Government Construction:

Local Development Authorities, CPWD, PWD of various states etc are the
department which look after the construction of government sponsored, civil
engineering works. Here Construction Company is guided by strict rules and
regulations of the state, for such departments, time factor is least important.

International Contract:

After the Second World War under developed, oil-rich countries were busy
in creating infrastructure of the country to boost economic growth. Sometimes even
developed countries need huge construction for the events like Olympic and Asian
games.

These projects are mostly financed by the user country or by some

international financing agency like World Bank. In such cases international bids are
invited. Construction companies from US, Great Britain, West Germany and France
usually take the best part of these contracts.

Now competition is increasing. Companies from Japan, South Korea and

India are also getting business share in these countries in construction and in setting
up of power stations and infrastructure. Those companies who offer turnkey services
have bright chances of success in the competition when the nature of job is purely
works contract. Here sub contractor is capable of mobilising construction equipments
and manpower and gets subcontracts from principal contractor. Joint venture is a very
common phenomenon in international contracts.

Main Organs of Construction Industry:

There are three main organs of construction industry other than the consumer.

 The Owner
 The Consultant
 The Contractor
The Owner:

Civil Engineering Projects are usually cost intensive. Usually the investor
does feasibility study in advance. Any investor or promoter is worried about two
things. Firstly investor is worried about the rate of return. Secondly the patterns of
cash flow. The ideal situation will be high and early return. i.e. on what date what
amount is required and from where the same will be arranged. The owner or promoter
may be an individual, a government authority, a government department, a corporate
house etc.

The Consultant:

In Civil Engineering Projects, Architect, Engineer, Project Manager and

Chartered Accountant usually form the panel of consultants. These persons advise the
owner on the basis of their knowledge, experience, and know how. It is generally
believed that any person who has experience and knowledge can give advice on a
particular problem of his field.
 The basic function of an engineer is to design and do necessary
permutation and combination to optimise the solution. Although consultant should
have experience, knowledge and wisdom that all certainly come with age but people
who are well versed with new material, new technology, new equipment and of
course having a lot of energy and enthusiasm to do something new are also desirable
on the project.

The Contractor:

In Civil Engineering Project, contractor translates the blue print into reality
with the help of work force and material. The practice of contractor ship in civil
engineering is perhaps as old as civil engineering itself. A poorly written contract
agreement is always a good cause of bone of contention. In contracts, one should
always seek the help of a legal expert. This is imperative that owner himself should
enhance his knowledge on the subjects like laws of contract, negotiable instrument act
and consumer protection act etc.

Regulatory Bodies Related with Construction:

Regulatory bodies related with any business can be classified into two broad
categories viz. general and specific.

Income Tax, Labour Court, Labour Union, Electricity Board are the
departments with which every business organization has to deal, fall in general
category. So every business organization should be well versed with the rules,
regulation ,written and unwritten laws of these departments.

The regulatory bodies specific to construction at local level are following:

(1) Local Development Authority, (2) Pollution Control Board, (3) Water Works and
Conservancy, (4) Local Police.

1. Local Development Authority:

It is the first regulatory body, which is encountered in any
construction. Most of the rules, regulations and byelaws of development authorities of
province of Uttar Pradesh are given in the book "Regulation of Building Operation in
Uttar Pradesh. This very book every construction manager should have and should
always keep himself in touch with the office of the development authority for the
awareness of day-to-day changes in the working and rules and regulation of the
authority.

In fact, rules, regulation and bye laws are framed to provide healthy living
but sometimes these laws are one sided i.e. in favour of government only. Thus, it is
advisable that rules should not be violated in ordinary circumstances.

However, there is always a provision for the compounding. This is to be

weighed by the owners i.e. gain or loss on an unauthorised construction.

2. Pollution Control Board (PCB):

Now a day’sregulation regarding environmental pollution has become
very stringent in India to, like in advanced countries. Sometimes large projects like
construction of power plant, multipurpose river valley project are stopped or even
abandoned due to environmental considerations. Most common projects that have
been in trouble in the recent past include Tehri Dam in Uttranchal and Narmada in
Madhya Pradesh.

Clearance from PCB is also necessary for construction of a factory or

fabrication of a processing plant. The days are over when effluents were directly
discharged into the river. There is no harm in conforming to PCB norms but
sometimes these regulations are difficult to obey and PCB acts as a hassle. Planners
are advised to incorporate PCB recommendation right from site selection to project
formulation.

3. Water Works and Conservancy:

If construction is to be done in urban area then very first question comes to
mind is what will be the source of water during construction. If municipal water
supply is used , municipality charges additional tariff on it. So it is advisable that first
and foremost job of construction manager is to get a water pump installed and inform
the municipality that public water is not being used for construction.

The second thing in case of projects like hotel and apartment is the
disposal of wastewater and night soil. It is obligatory upon liaison officer of the
construction company or construction manager to initiate the issue for the permission
of connection of sewer of the building to the municipal sewer.

4. Local Police:
Local police plays an important role in any construction project in India
because development authorities always take the help of police to meet their
objectives or in case of mishappening on the site local police has to be taken into
confidence. It is obligatory on the part of construction manager to maintain good
relations with local police station and police officers of that area. Of course
maintenance of such relations, always lead to additional expenditure on the
construction company.

Business Opportunity in Construction Industry:

Construction of infrastructure like road network, canals, urban development,

extension and renovation of existing facility are few activities through which capital
formation takes place in most of the countries of the world. So there is always ample
opportunity for construction from village level to international level for the
construction companies, depending upon size and ability and experience of the
company.

Management in Construction:

Based on work experience, it has been observed that most of the

construction contractors manage their business in a very unorganised manner. This
ultimately leads to failure of business. The numbers of small and medium size
companies' failures are much more.

Construction industry has been characterized as weak inefficient, nebulous,

backward and slow to incorporate changing conditions. In a nutshell majority of
construction companies are poor absorber of management knowledge. The
explanation given for it may be as under.

Every construction project is unique in itself and does not need very strict
technical standardization. An operation in construction work involves many skills and
talent, mostly of non-repetitive nature. Remote location of the project, poor means of
transportation and varying productivity of labour are some factors, which are beyond
the contractor's control. Thus construction business is volatile in nature with many ups
and downs.

Any construction activity is basically a manufacturing process. So the

decision-making people are very few. Any delay in on the spot decisions, increases
the cost and hampers the progress of construction. Such complexities lead to a
managerial challenge. It does not mean management problems of construction are
entirely different from other management problems.

Like any other industry, construction industry is also experiencing

cutthroat competition. Products and services of construction industry also face
temporal variation in demand and supply.

Such conditions necessitate the learning of managerial practice specific to

construction. Today skilled management is necessary for the survival of construction
industry. This maxim has not received adequate attention in construction firms in
India. The result is high incidence of failure.

Failures of Construction Company:

Any construction activity starts from scratch and passes through various
intricate processes and finally project ends in a built up facility or reaches to start up
phase of the project and finally project becomes operational. Like other business in
construction business also ,there are many slips between cup and lip. The failure of
construction business is a subject of analytical inquiry and a matter of concern. So
many investigators have examined the issue. A few are being reported here.
 Dun & Bradstreet (1985-1994) have studied the failure of Construction
Company for many years (10 years). They list the following reasons for the failures.

 Incompetence
 Unbalanced experience
 Lack of managerial experience
 Lack of experience in particular line
 Neglect
 Fraud
 Disaster
The first four items listed in above list account for over 90 percent of the
failures. This fact exhibits that financial success of Construction Company depends
almost entirely upon the quality of its management. Sometimes prolonged work, poor
profit margin, lack of proper accounting procedure can be cited as reason for the
failure. If we club all these reasons, it points towards poor management.

The Construction Managers:

The construction manager is the most critical resource in implementation

phase of the project. He is supposed to discharge basic functions like organizing,
staffing, directing, planning and controlling. A good performance of construction
manager is necessary for the growth, development and success of Construction
Company.

Although the managers do not normally, carry out the construction work with
their own hand, Yet they are responsible for keeping the project on schedule within
the cost limits. They should have telescopic as well as microscopic vision on each and
every step of construction operation, right from preliminary estimates and various
types of costs to the final inspection and payment.

In managing any construction project, personality of construction manager

plays a vital role. This very trait can never be ignored. Mustapha and Naoum (1998)
have investigated factors, which influence effectiveness of site managers. They are of
strong opinion that personal variables as a whole have an impact on effectiveness of
site managers.
 The construction manager should also be capable of handling crisis and
contingencies at site. Crisis and contingency do arise at construction site. Managers
should be well equipped to deal with such emergencies. To deal with such
contingencies collective effort is needed. Loosemore (1998) has identified effective
responsibility and teamwork is the basic managerial tool to handle the crisis.

Construction Sector: Current Scenario and Emerging Trends

After recording a spectacular growth of over 12%, more than the country’s
GDP in the past half decade, the Indian construction sector all of a sudden lost stream
in last fiscal largely due to global financial turmoil. Not just this, the turmoil tremors
created multiplier impact across sectors including steel, cement, power, petroleum,
aluminum, IT and ports, besides badly Bruising the Indian economy.

But few sectors such as telecom, urban infrastructure, railways, oil and gas,
which are also generating large share of construction activities have not been affected
badly. These segments have registered a noticeable growth in project orders from
centre, states, and local firms. However, orders from overseas firms have drastically
dwindled.

Current Global Scenario

Currently, the global economy is in severe slowdown mode amidst

deepening credit crunch and upsetting developmental targets of economies across the
world. In the prevailing scenario, infrastructure remains a top priority for addressing
developmental gaps as it is considered omnipotent with potentials of lifting
economies out of the financial turmoil. The governments around the world are
pumping money to generate demands for goods and services by creating jobs through
higher spending into physical and social infrastructure. Likewise, the Indian
government on its part is not lagging behind on this score and has taken concrete steps
to revive the sector to regain its past glory.

Speeding Infra Spending

The government has initiated innumerable initiatives to lift the sector from its current
dormant conditions. The measures include authorizing the Indian Infrastructure
Finance Company Limited (IIFCL) to raise Rs.100 billion by issuing of tax free bonds
to make highways and port projects funding worth Rs. 250 billion available to the
sector. In order to finance projects worth Rs. 750 billion over the next 18 months, the
IIFCL has been given permission to raise additional funds worth Rs. 300 billion. 

Other measures include liberalization of the external commercial borrowing (ECBs)

policy, revision in the cap for home loans to Rs. 2 million from Rs. 0.5 million
through inclusion in the priority sector, increase in foreign institutional investors limit
in rupee denominated corporate bonds from $6 billion to $15 billion exemption of
countervailing duty on cement and TMT bars and structural, close monitoring of the
government spending to expedite expenditure for all schemes and programmes.

The Planning Commission has estimated that an investment of about $492 billion will
be required for the infrastructure sector during the Eleventh Five Year Plan. Whereas
private investment seems difficult to come by in the current scenario, public
investment can be expected to materialize or even increase. While it is essential that
the government plays a vital role in improving the pace of implementation of key
projects, construction companies need to upgrade their project management expertise
and ensure that there is adequate capacity to undertake and execute projects on time.

Construction Equipment Industr

The ancillary industries including $3.1 billion construction equipment industry has
also witnessed a slowdown. Prior to the crisis, the Indian equipment market was
growing at a rate of about 35% for almost seven years. However, during October-
December 2008 quarter, the growth rate declined by 30%.

The new equipment purchases have slumped due to a lack of funds since
buying involves large upfront payments. According to available reports, equipment
sales have taken a hit of about 18 to 25%. While equipment already leased out is
unaffected, the decline in the number of new projects has led to a significant fall in
new leasing contracts. This situation is expected to continue for the next couple of
months. Many construction equipment companies have cut down production and are
approaching their respective governments for financial support.
 To complete critical projects, developers are resorting to selective leasing
and renting of equipment. Rental rates have consequently firmed up, benefiting
companies involved in the rental business. Further, the price of major input material
such as cement and steel has declined significantly, thus somewhat mitigating project
costs.
In fact, the fundamentals of the Indian growth story are sound, and the
demand for infrastructure and industrial activity continues to be strong. With the
government stepping up its support to the infrastructure sectors along with adequate
monetary measures aimed at increasing credit flow, the situation is likely to stabilize
in the equipment sector, though expectedly with some lag.

Roads & Highways

Given the importance of road connectivity to the economic and social

development, the road network in India is not up to the mark. The network spans
about 3.3 million km but has road densities of 2.75 km per 1,000 people and 770 km
per 1,000 sq km as compared to world averages of 6.7km and 840 km respectively.
Further, about 15% of the network carries 80% of the traffic.

But with the setting up of an effective public-private partnership (PPP)

model by the government to expand the road network, this sector witnessed rapid
growth in the past few years and it has become the top contributors to the construction
industry. Moreover, the National Highways Development Programme (NHDP) has
created the biggest construction opportunity in the road and highways sector.

The programme aims at developing 50,000 km of national highways in seven

phases by 2015 with an investment of over Rs. 3,000 billion at 2007 prices.

Till January 2009, projects covering 33,000 km under phases I, II, III A and V have
been under development out of which about 10,000 km has been four-lane. The
Golden Quadrilateral, providing four-lane connectivity to four metros is near
completion and the North-South-East West (NSEW) corridor is around 45%
complete, whereas Phases III, V and VI are under– implementation. Phases IV and
VII are at initial stages of implementation. Strikingly, the policy and regulatory
framework has gone a sea change in the past 10 years wherein funding share of
private investment has registered a marked increase and share of traditional sources
declined drastically. In the prevailing circumstances public spending in the road sector
through budgetary sources or the CRP will not be impacted by the crisis. The
projected commitment of Rs. 131.73 billion for financial year 2008–09 under the CRF
is expected to be met. But the PPP investments under the NHDP have been impacted
by the crisis. Nearly 60% of the future funding requirements of the NHDP Rs.
3,014.88 billion till 2015 are expected to come from the private sector. 

The PPP projects for which funds have already been tied up might also face
difficulty in drawing down as the risk perception of the sector has risen. Available
reports suggest that about 60% of the awarded national highway projects yet to
achieve financial closure. In the current scenario, the new highways projects in the
private sector may find it tough to achieve financial closure.

Moreover, future prospects for private sector investments in roads would

hinge on the effectiveness of the stimulus package in terms of persuading tenders to
reassess the risks associated with the sector. National and state level investments in
the sector are unlikely to be impacted though the economic slowdown may impact toll
collections.But the road sector, which has already seen a massive shift in the process
and mindset, is expected to undergo a further change in the next couple of years. New
domestic companies are expected to foray into road development, international
players are also expected to enter the Indian road sector and existing players are
churning out new strategies to retain their stronghold. With increasing competition,
only players with strong organizational structures and project management
capabilities are expected to gain ground in the long-term.

Urban Infrastructure

To boost urban infrastructure across the country, the government has

initiated multiple measures to lift the infrastructure and construction sectors from the
ongoing slowdown and has allocated Rs. 11,842 crore under the Jawaharlal Nehru
National Urban Renewal Mission (JNNURM), which is much higher than Rs. 6870
crore sanctioned in the previous budget. The funds aimed at integrated development
of urban infrastructure and services in rural areas and urban cities to boost allied
sectors including construction material, steel and cement. In addition, the government
has also set aside Rs. 40,900 crore for 2009–10 for its Bharat Nirman initiative. This
is a time bound plan for the development of housing, rural roads, power, irrigation,
telephony, and drinking water supply. This would in turn boost business opportunities
to small and large players alike in the construction and infrastructure as they would
offer sizeable scope for contractual work for the local populace.

That apart, the decision of the government to continue with a corpus of Rs.
4,000 crore for rural roads in the Interim Budget has brought cheer to the companies
engaged in construction, infrastructure, logistics and transport segments. The move is
expected to bring a shift in the supply-chain pattern and improve the delivery of
construction materials as due to lack of such facilities in the countryside, the delivery
is inadequate both in term of quantity and quality. Today, most of the tier II and III
towns are emerging as rural market hubs of production, consumption and distribution.

The government has also launched the Urban Infrastructure Development

Scheme for Small and Medium Towns (UIDSSMT) with an outlay of Rs. 64 billion to
address infrastructure needs of 5,098 small towns and cities with an outlay of about
Rs. 1,064. The JNNURM outlay of over Rs.1 trillion is targeted at augmenting urban
infrastructure needs of over 65 mission cities under which the government provides
grants ranging from 35% to 90% of the project cost, depending upon the size of the
city with state governments and private players contributing the rest. Moreover, the
emphasis on creating infrastructure in villages through Rural Infrastructure
Development Fund (RIDF) has raised hopes for construction and consumer
companies hopping that the growing demands from the rural heartland will boost the
sagging sectors.

Most construction and infrastructure companies from power to roads, airports,

ports and urban transport are asking for more in the final budget. Likewise oil & gas,
civil aviation, ports, bridges, and semi-urban areas are set to offer lot of opportunities
to the construction industryalso to its important constituents like construction
equipment, real estate and allied building activities. The measures are bound to lift the
commodity linked industries including cement, steel, aluminum, glass, paint, stones,
and titles.The government recent measures focused on encouraging banks to fund PPP
projects. This is a positive and progressive move at a time when the financing options
of infrastructure players have shrunk in the backdrop of global credit crisis, delaying
financial closures. Initially, the banks were demanding a higher equity proportion
compared to earlier norms. The refinancing measures will provide better comfort to
banks in lending to the infrastructure sector
Similarly, the fiscal sops and stimulus and classified loans under Rs. 20
lakh as priority sector lending are all set to brighten the prospects of housing sector.
The new classification of loans is aimed at encouraging banks to lend. The Rs. 4000
crore refinance facility for NHB will ensure availability of loans for the sector. The
reduction in home loans rates by PSU banks to Rs. 5 lakh and 9.5% for loans in the
range of Rs. 5 to 20 lakh has prompted large private players such as HDFC and ICICI
bank to cut rates, the development will again encourage housing activities which will
again boost the business of steel and cement and construction companies. 
Recently, the centre has given a major incentive to the states to engage
private developers by agreeing in doling out 25% of the total cost of external services
such as drainage, roads, sewage and a water supply as grant to state governments.
Consequently, the meltdown may soon make housing for the masses a reality. The
Centre has been awaiting a reply from state governments on its Rs. 5,000 crore
package to create on million affordable houses across the country. In the recent past,
developers have also announced plans to foray into the affordable housing segment.
The leading players in the real estate business have also unveiled plans to build
houses in the 20 lakh category. In fact, the meltdown may soon make housing for the
masses a reality.

Conclusion

Now the construction activities have started picking up. Recently, the
Government has issued contracts worth Rs 1,861 crore relating to projects in mining,
railway, infrastructure, commercial buildings, and some of the construction
companies are also coasting along with a steady flow of contracts. About 90% of
these contracts are from the Government agencies and this is going to be the mainstay
of business in construction sector for some time to come till such orders start flowing
from the private sector. It is indeed to the credit of some of the construction
companies that despite odds, these companies have shown exemplary perseverance in
tackling recession to carry out construction work, others would also ride well through
the present dull phaseas the situation improves.

It is expected that sooner rather than later, the sleepy construction project sites
would pulsate with construction work once again and one would see trucks loads of
men, materials and machinery moving to and fro with men and women working on a
war footing to translate country’s development vision into a concrete reality.
Shedding its initial pessimism, the construction equipment sector is also getting into
optimistic mode and is busy in giving final touches to their expansion plans to add
new manufacturing facilities sensing a demand pull in the next 6-8 months. All in all,
the construction industry was no doubt down but not out.
The next 2-3 years are going to be the moment of reckoning for the
construction industry to demonstrate its managerial, financial and technical prowess
to establish new benchmarks in construction management, construction quality,
imparting value addition to its products and services in critical construction
equipment product line. To resist such like present global meltdown, the industry has
to look within to develop its competitiveness across segments through enhancing their
capabilities in R&D to leverage innovation through indigenous capability and
expertise. They need to exploit and build on their own inherent labor and material cost
advantage and resource savings to manage crisis. The present time is the best time to
revisit some of these and other strategies and explore new growth avenues not only to
mere recover from such situations, but also to prepare itself for new global shocks.
With or without stimulus packages, the best means for the well being and growth
come from within. What matters most is to put one’s best foot forward in recession,
recover fast and emerge stronger than ever.
 COMPANY PROFILE

Navayuga Engineering Company Limited (NECL), the flagship entity of the Navayuga
Group started its operations in the year 1986 as a private limited company.It was
founded by Mr.C.Visewesara Rao and was located in Hyderabad.

Navayuga Engineering Company Limited (NEC), the flagship company of the

Navayuga Group, is an engineering and core infrastructure company that has carved a
formidable position for itself in the industry. Established to fulfil the dream of a
visionary, nurtured on homespun values, empowered by state-of-art technology, the
company has redefined the parameters of growth and contributed to India’s
infrastructure landscape with unparalleled commitment and foresight.Spreading its
wings, NEC has transcended national boundaries to make an impact on the global
arena.

VISION

"To build an infrastructure conglomerate of global scale and create benchmarksof

excellence in both quality and customer service."

THE VISIONARY

“NEC's core ability to deliver projects on time, and within budget, has received
widespread recognition and accolades.Our unmatched domain knowledge and
expertise have earned us the reputation of a ‘pioneer’. Having successfully undertaken
several port development projects, we are poised to achieve the distinction of being the
largest developer and operator of ports in India.Further, we are embarking on
ambitious plans to undertake and execute some of the most challenging projects in the
most unforgiving terrains, not just in India but also globally. This, indeed, is a
testimony to NEC’s emergence as one of the world’s leading infrastructure companies.

Our drive to the top is powered by a perfect blend of youth and experience across the
management and workforce. This apart, cutting-edge technology and equipment,
underlying strength of the value-system and well-defined corporate vision, all
contribute to our strong foundation of excellence.

NEC's activities, operations and performance are the outcome of strict adherence to our
motto - Seize the right opportunities in a world of limitless possibilities and lay
milestones along the path to success."

THE DRIVING FORCE

NEC is well-served by a leadership team that brings the highest level of

professional excellence and collective vision to inspire and motivate the workforce to
exceed the expectations of the clients.

CORPORATE POLICY
"Commitment to excel in the chosen field of construction and to provide engineering
solutions in harmony with the environment and with quality of workmanship to
international standards."

BOARD OF DIRECTORS

NAME OF THE PERSON DESIGNATION

MR. CHINTA VISWESWARA RAO Chairman & Director

MR. CHINTA SRIDHAR Managing Director

MR. CHINTA SASIDHAR Whole Time Director

MR. S. MURALIKRISHNA Independent Director

MR. GUMMADI RAGHAVENDRA RAO Independent Director

MRS. SAILAJA MOTURU Director

MR. SIRAJUDDIN MOHAMMAD Whole Time Director

MR. RAMESH YEDDURI Whole Time Director

ICONIC PROJECTS

POLAVARAM DAM PROJECT

NEC is on a mission to fulfil the half-century-old dream of the people of Andhra
Pradesh with the Polavaram Dam Project, the most prestigious and challenging
project in India with 7.2 lakh acres of new ayacut created for irrigation during phase I
and 12 lakh acres in phase II, and another 23.5 lakh acres of stabilized ayacut.

NEC was entrusted with the responsibility of constructing the Polavaram Project by
the Govt. of Andhra Pradesh, once it became clear that the previous contractor could
not meet the herculean challenges associated with completion of this mammoth
Project.

The construction of this mega structure, with a pier height of 54 m and a total of 48
gates spanning 1070 m, requires pouring of 31 lakh cubic meters of concrete, 50,000
tonnes of steel and 9,30,000 tonnes of cement, all in record time.

The project has set a world record by pouring 32,315.5 cubic metres of concrete into
the spillway channel of the project. With this the project has clinched two Guinness
World Records® achievements — one for the ‘most concrete continuously poured in
24 hours’ and second for the ‘largest continuous concrete pour’. 

The Polavaram Project would irrigate a total of 42 lakh acre ayacut in two phases and
influence the supply of water to all 13 districts of Andhra Pradesh.
Designed to withstand massive floods that could occur once in a 1000 years, the
Polavaram Spillway is set to have the highest discharge capacity in the world. At 50
lakh cusecs, it is set to surpass even the 3 Gorges Dam of China, one of the largest
dams in the world, which has a discharge capacity of 47 lakh cusecs. Polavaram dam
has a total capacity of 194 tmc of water and the design allows for 99.23% utilization
of water with a dead storage capacity of a mere 1.5 tmc. This landmark project would
ensure sufficient supply of water for the entire state of Andhra Pradesh.

KALESHWARAM PROJECT
After the bifurcation of the state of Andhra Pradesh, the Govt. of Telangana decided
to redesign the existing Pranahita Chevalla Lift Irrigation Scheme. Renamed the
‘Kaleshwaram Project’, it is being developed with an aim to supply water to the
drought prone upland regions of Telangana State, irrigating about 18.25 lakh acres of
new ayacut and further stabilizing 18.82 lakh acres, a total of 37.07 lakh acres.

The redesigned project now includes three barrages. To supply water to upland areas
of Telangana, within the previously intended timelines, the barrage was to be
completed in record time of just one year, instead of five years’, the time that is
normally required for a project of this magnitude.

The construction of this barrage involves the pouring of 10 lakh cubic meters of
concrete, 52,000 tonnes of steel, 3,80,000 tonnes of cement and a total of 5300 secant
piles of length 40,000 rm. Once completed, the barrage will have a total of 74 gates,
weighing 15593 mt. The barrage spanning a total length of 1.45 km, would require 30
lakh cubic meters of earth to be excavated and would require 40 lakh cubic meters of
earth to form guide bunds and flood banks. The barrage will have a total water storage
capacity of 8.83 tmc and a total discharge capacity of 57000 cumecs.
R&D INOne of NEC’s defining qualities is its ability to adapt new, innovative
technologies to respond to the challenges in a fast-changing world.

NARMADA-MALWA GAMBHIR LINK PROJECT

One of the finest examples of this characteristic is the Narmada-Malwa Gambhir Link
Project. NEC has undertaken the project to supply irrigation water to 50,000 hectares
of land, through a pressurised piped distribution network using wireless SCADA, an
automated system designed for controlling, metering and monitoring from a centrally
automated control room.

The highlight of this major project is the supply of water using an Outlet Management
System and through pressurised pipelines to micro levels of areas as little as 40 ha
level, making it convenient for the farmer to connect to drip or sprinkler irrigation
without the use of any other electrical source. Some of the main components of this
project include, 4 pump houses each housing 9 pumps of 3 mw capacity each, a 68 km
long gravity/ pressurised pipeline of 3 m dia, a 147 km long distribution mainline of
500 mm to 2.5 m dia and a 700 km long HDPE distribution pipeline.
DHOLA-SADIA BRIDGE

An engineering marvel, Dhola-Sadia Bridge is India’s longest river bridge constructed

over the Brahmaputra river, spanning a total of 9.15 km.

This historic bridge, linking Dhola to Sadia in Tinsukia District of Assam, is crucial
from a strategic perspective as it is close to the border state of Arunachal Pradesh.
Envisioned to seamlessly connect the north-east and the rest of India, the construction
is an infrastructural masterpiece.
Apart from providing an all-weather access to civilian transportation, the bridge will
enhance Indian Army’s mobilisation capabilities and movement of troops and heavy
equipment including heavy artillery and battle tanks weighing up to 100 tonnes.

DIBANG-LOHIT RIVER MANAGEMENT SYSTEM

NEC took up the task of building the highly complex Dibang-Lohit River
Management System. Spread across a total length of 17.4 kms, the project includes
building a river management system to manage 11 tributaries and their diverse paths.

What makes this project challenging is the river flow management, which had to be
done in sync with the construction, boat traffic and the diverse flow paths of the
rivers. This apart, intense floods in Arunachal used to disrupt the work for several
months every year. Despite the challenges, NEC has ensured smooth completion of
the project.
QUAZIGUND TO BANIHAL HIGHWAY PROJECT

Quazigund to Banihal Highway project is one of the most critical projects for India as
it ensures all-weather connectivity to north Kashmir through Pir Panjal Pass, a road
prone to closure due to severe weather conditions. The tunnel will also shorten the
distance between Srinagar and Jammu considerably.

NEC was entrusted with the challenge of building one of India’s longest road tunnel
that includes a 2-lane twin tunnel of 8.45 km each and 10 m in dia. This unique twin
tunnel construction is strategic in a way that when an emergency arises, the military
services can commandeer one tunnel, while civilians can use the other.

With an average low temperature of 10 0 celsius, the site is covered with snow for
most of the year. Surpassing all the challenges thrown by the nature, NEC is
progressing at a record pace by reaching an excavation advance rate of 10 m per day -
one of the highest excavation rates in the unforgiving Himalayan conditions.
THE BRIDGES OVER THE RIVER GANG

GANGA PATH

A true landmark in the city of Patna and the pride of Bihar, the Gangapath Project is a
high-speed corridor extending along the banks of River Ganga. This prestigious
project – from Digha to Didarganj – is spread over 21.5 kms of which, the road is 10.5
kms and the elevated structure is 11 km. This corridor has been designed to provide
connectivity between western and eastern Patna, while reducing the travel time from
60 minutes to just 15 minutes.This 4-lane elevated structure consists of 222 spans of
50 meters each and 221 circular piers of approx. 17 meters height. It passes right
under the Mahatma Setu Bridge leaving enough vehicular clearance between the two
bridges.

GANGA BRIDGE

The Project is designed to provide all weather high speed connectivity between the
towns of Bhaktiyarpur and Tajpur, connecting North and South Bihar. Of the total
50.943 km project length, the road length is 45.393 km and main bridge across the
river Ganga is 5.55 kms long.
The four lane bridge will have 45 spans each of length 125 m, one of the longest
spans for a bridge in India. The segmental erection is done using the balanced
cantilever erection method with a 200 mt capacity launching gantry of length 278 m.

KRISHNAPATNAM PORT
Krishnapatnam Port is located in the Nellore District of Andhra Pradesh, on the East
Coast of India, as a prominent gateway to Southeast Asian countries. With the largest
waterfront of 12.5 km in the country, the deepest draft of 18 m and the capability of
handling capesize vessels up to 2,00,000 dwt, the all-weather port operates 365 days a
year.

Phase 1 of the construction of the Krishnapatnam Port was completed in a record time
of just 18 months. The port is scheduled to have 42 berths, out of which 10 are
commissioned, 4 berths in phase 1 and 6 berths in phase 2.\

 Krishnapatnam Port offers state-of-the-art mechanical cargo handling equipment,

capable of handling bulk cargo at the rate of over 100,000 mt per day.
 Capacity up to 200 mmtpa, making it the largest port in India
 Capacity to handle 6 million teu p.a., making it one of the largest container ports
in India
 One of the largest turning circles (500 m diameter)
 45 million tons of cargo handled in the year 2017-18
BY AIR: CHENNAI INTERNATIONAL AIRPORT: 180 KM, TIRUPATI
DOMESTIC AIRPORT: 120 KM AND HELIPADS WITHIN THE PORT.

BY RAIL: A 26 km long double railway line connecting Venkatachalam Station to

the port and an additional 91 km of rail connectivity from Venkatachalam to
Obulavaripalle. Internal railway network of 50 km with capacity of 60 trains in/out
per day.

BY ROAD: Dedicated 4-lane road (25 km connecting National Highway 5). An

internal road network of 55 km. Dedicated road around the port for handling Over
Dimensional and project cargo.

SECTORS

Navayuga Engineering (NECL) has established its reputation in the Construction

industry in the following specialized fields.

MARINE INFRASTRUCTURE

NEC is a leader in marine infrastructure development. Supported by an accomplished

R&D team, the company has developed a consummate ability to build deep wells,
berths, jetties, wharves, mooring dolphins, breakwaters and coastal & shore protection
projects in the open seas. NEC has built over 12800 rm of berthing structures across
most of the major ports in the country. Importantly, more than 6000 rm of these
structures were built employing the company’s in-house innovative and cost-effective
designs.Navayuga has built over 12800 rm of berthing structures across most
major ports in the country

 DEVELOPMENT OF PORTS

Since more than 90% of international cargo moves by sea, ports - being the gateways
to the hinterland - are critical for the efficient supply chain of any nation. New-age
carriers call on ports with deep draft, adequate quay length and efficient cranes.With
decades of rich experience, NEC has developed the expertise to build such world-
class facilities with vital infrastructure. Innovations such as “KOLOS,” a patented
technology comprising concrete armour blocks with the highest KD value, reaffirm
the company’s authority in the sector. In fact, the company is regarded as the
‘pioneer’ in setting up ports on a turnkey basis, with Krishnapatnam Port being the
perfect example.With other mega port projects at Astaranga and Machilipatnam,
which are envisaged to be among the country’s largest privately owned and managed
ports, NEC is now at the cusp of maritime glory, charting its course to unprecedented
success and growth.

ASTARANGA PORT

The proposed port is located at Astaranga on the coast of Orissa. The lagoon type port
is poised to connect the mineral rich hinterland to the world. The wave climate on this
coast is extreme with frequent cyclones. Also, the coast is subjected to large amount
of littoral drift. NEC’s patented breakwater technology ‘KOLOS’, will be
implemented effectively to take care of these conditions while building the port.
Astaranga Port is all set to spur industrial growth in the region.

 IRRIGATION

NEC, through its expertise in irrigation, has stamped its authority as a leader in this
sector. The company has garnered high-performance credentials in building vital
turnkey projects in adherence to stringent schedules with complete quality assurance
by deploying advanced equipment and skilled manpower. Behind numerous high
value irrigation projects, NEC demonstrates specialized expertise in the construction
of canals, aqueducts, barrages, lift irrigation works and other irrigation structures.

 MACHILIPATNAM PORT
Machilipatnam is a small town located on the east coast of India. Subsoil at the site of
the port consists of very soft marine clay for nearly 18 metres. NEC developed the
design of a structural breakwater, which is a first in the world. Layout of the
breakwaters and berths have been made to obtain absolute tranquillity in the port
waters. This port will be the gateway for most of central India as it will be the
preferred gateway for containers. The port will have the advantage of extensive back
up area for container stacking. Machilipatnam will soon be one of the most preferred
container ports on the east coast.

 POWER

Responding to Government of India’s mission to provide “POWER FOR ALL”, the

Navayuga Group has ventured into power generation in a big way by building an
installed capacity of about 6,000 mw. The portfolio includes both thermal power as
well as hydroelectric power generation projects.

 DEFENCE

NEC takes pride in being one of the very few companies in India qualified to
undertake sensitive defence contracts to build infrastructure essential for national
security.

 STRATEGIC PROJECTS

Through specialized expertise, category knowledge and customized engineering

solutions, NEC has won the trust and approval to deliver a range of capabilities
required by the Ministry of Defence. NEC has demonstrated multi-disciplinary
competencies in engineering and construction to accomplish these complex mission-
critical projects.

 SHIPYARD FACILITIES WITH SHIPLIFT & TRANSFER

SYSTEM

NEC has been entrusted with the task of building an advanced shipyard equipped with
ship lift and transfer system. The ship lift platform is 165 m long and 22 m wide
designed for an MDL of 170 mt/m and a total lifting capacity of 28000 t consisting of
56 nos of 650 mt capacity hoists. The transfer system consists of 44 trestles with
carrying capacity of 500 t each with a total of 88 bogies of 250 t capacity each.
The project also includes design, fabrication and erection of a covered structural steel
shed 254 m long, 127 m wide and 53 m in height, the supply and commissioning of 2
nos of 200 t capacity single failure-proof EOT cranes for the handling of operations in
the project, the construction of 2400 nos M40 grade cast in-situ bored piles with
structural steel liners of dia. 1000 mm and 1200 mm in marine conditions, the
construction of repair bays on either side of the ship lift platform to carry out the
repairs and construction of vessels and the design and construction of 253 m long and
83 m wide shore protection jetty for berthing operations.

 PROJECT VARSHA - OUTER HARBOUR

The outer harbour, Project Varsha is a major strategic project undertaken by NEC on
the east coast of India. Some of the major components of the project include dredging
of 12.7 million cubic meters of the sea bed up to a depth of 21 m, reclamation of 6.83
million cubic meters including ground improvement and sand stacking for bench
nourishment.

The execution of the 2.9 km long breakwaters with a total height of 36 m involves the
laying of 1,93,000 sqm of proprietary non-woven geotextile to improve the ground
conditions beneath the breakwaters, 49.45 lakh cubic meters of rock ranging from 10
kg to 10 t situated at the core, roundheads, toes and the sides of the breakwaters and
more than 85,000 cubic meters of M35 grade high density unreinforced crown wall
7m high on the breakwaters, around 22500 nos of concrete armour blocks ranging
from 12.5 mt to 45 mt on the sides of the breakwaters.

The construction of the 2.29 km long jetties and berths include a total of 1901 cast in-
situ bored concrete piles with structural steel liners of diameter varying from 1000
mm to 1500 mm, more than 90,000 cubic meters of rock under the jetties for scour
protection, more than 2.1 lakh cubic meters of M50 grade concrete is involved in the
construction of these jetties and berths.

 ROADWAYS

One of the first companies to visualise the importance of taking up BOT projects,
NEC has scaled new heights with every kilometre of road it has laid. NEC’s expertise
coupled with advanced infrastructure has enabled the company to break new grounds
in the sector. The company has executed some of the most prestigious and complex
road projects, including highways and bridges, across the country in the recent past
Highways and bridges lane length of over 2400 kms completed, 500 kms under
progress

 SPECIAL FOUNDATIONS

Completed over 2,400,000 rm of bored cast in-situ RCC piles up to 3000 mm

diameter Over 520,000 sqm of Diaphragm Wall up to 1200 mm thick.

 THE TECH SUTRA

As a leader in special foundations, NEC continues to raise the bar. Several records
including executing of the largest quantum of piling in a single day, and
recommendations from reputed institutions such as NTPC etc., bear ample testimony
to the company’s expertise.Installation of RCC bored cast-in-situ piles – 425,000 rm
at NTPC, Barh – Largest single piling contract to any company in India .For the first
time in India – 2.5 m dia pile for bridge across River Ganga, Bihar

THE GLOBAL FOOTPRINT

Engineers at NEC are constantly driven by new challenges and opportunities. The
overseas market – especially the Middle East – is an inspiring destination. Buzzing
with the most competitive and cuttingedge construction, it offers fertile ground for
inspiration and growth.

NEC began its overseas foray with Qatar, and in just two years, established a
significant presence in Abu Dhabi as well. Rapidly building a track record for
excellence, NEC is scaling up its activities in the Middle East to showcase the might of
India to the world.

Banking on its core strengths – a huge inventory of the most advanced equipment and
the ability to design & deliver the toughest foundations in the roughest terrains and
 harshest climatic conditions – NEC is currently executing the largest underground
reservoir in Qatar. To support a project of this scale and importance, NEC has
designed a pile that can facilitate horizontal load movement, which was not possible
earlier. Yet another industry first, yet another remarkable achievement for NEC!

PLANT & MACHINERY

Plant and machinery are essential for effective operation of any civil works site.
Equipping the site with latest tools and equipment plays an essential role in achieving
timely and good quality results. NEC has acquired a vast line-up of latest equipment
and inventory to execute the most challenging projects.

 Fleet of Boom Placer including the world’s longest boom placer with a boom
length of 65 m.

 Aggregate chilling plant with core chilling capacity of upto -5ºC.

 Fleet of Telebelts including 200 Telebelt, with a boom length of 62 m and a

concrete placing capacity of upto 180 cum/hr.

 Automated Concrete Batching Plants upto 240 cum per hour.

 Crushing Plants upto 650 tph Capacity.

 Hydraulic Rotary Piling Rigs, Hydraulic Trench Cutters/Grabs, Hammer

Grabs for piling.

 Drilling equipment / Rock Anchors for Tunnelling.

 Rocket Boomers for Tunnel excavation.

 Launching Girders / Trusses.

 Cranes-Crawler mounted 25 t to 250 t capacity.

 Tyre mounted all terrain Crane 10 t to 50 t Capacity.

 Floating Crafts- Heavy Duty Jackup Platform, Barges and Dredgers.

 Wet Mix Macadam Plants up to 200 tph Capacity.

 Hot Mix Plants up to 200 tph Capacity.

 Electronic Paver Finisher.

 Agitors, Atomizer for dust control.

 Launching Gantries including India’s longest launching gantry of length 280

m

NEW-GEN DREDGERS

 Navayuga 1 is a Trailer Suction Hopper Dredger with a hopper capacity of

7500 m3. This is one of biggest hopper dredgers owned by an Indian company. It is
deployed to carry out dredging works in the Krishnapatnam port channel.

 Navayuga 2 is a Trailer Suction Hopper Dredger with a hopper capacity of

4500 m3. Being small, it has better manoeuvrability and is deployed in works of the
inner channel and berths at Krishnapatnam Port.

 Navayuga 3 is a Cutter Suction Dredger CSD 500, built by DAMEN, which is
dismountable and a well-proven standard model well. Max dredging depth - 16 mtrs.

 Navayuga 4 is a Cutter Suction Dredger IHC Beaver 1600, built by IHC of
Holland, well-known for its robust construction and excellent performance. Max
dredging depth - 16 mtrs.

 Navayuga 5 is a Cutter Suction Dredger, built in the Ninbo Baliun Hangda
Shipyard. It has a maximum dredging depth of 25 mtrs, extendable up to 30 mtrs.
  Navayuga 6 is a Trailer Suction Hopper Dredger, built in 2008 in China. It
has a maximum dredging depth of 27 mtrs and a hopper capacity of 7000 m.\

R & D INTIATIVES

 Development of new Armour Block: Breakwaters are constructed in the sea to

absorb the energy of oncoming waves, so that the waters in the basin in the lee of
the structure are tranquil. The basin can be utilized for handling vessels to
load/unload cargo. Breakwaters should be able to withstand the onslaught of the
waves, without undergoing distress themselves.

 NEC has developed a new Armour Block named “Kolos”. According to tests, its
stability coefficient is the highest in the world, i.e. 32. The blocks have excellent
interlocking characteristic. It has the distinction of being the first Armour Block to
be awarded a patent in India. It facilitates NEC’s powerful thrust into the field of
harbour engineering.

 NEC has developed a Kelly Bar with Grab to maintain alignment during the
construction of diaphragm walls.

 NEC has developed in-house Reverse Mud Circulation (RMC) rig with 10 t

capacity free-fall double drum winch, to chisel through hard rock strata to execute
diaphragm wall trenches.

 NEC has developed, in house, a post tensioned concrete diaphragm wall

for berthing structure - the first of its kind in the world. With the
arrangement of post tensioning, substantial reduction in concrete and steel
quantity is achieved. Besides, the pre-compression results in corrosion protection
in a marine environment, due to absence of cracks in the structure.

 NEC has developed a tension pile with a mechanism to accommodate

horizontal movement without transferring any horizontal force or moment to
the pile. The tensile load is applied to the pile cap on top. The pile is connected to
the pile cap by means of a few high tensile strands, anchored at the anchor head at
 the top of the pile cap. The strands pass through a corrugated duct; the duct is
grouted with cement grout to guard against corrosion. In the pile, the duct passes
through a larger diameter PVC sleeve to facilitate movement of the duct inside it.
The sleeve has seals against wet concrete at top and bottom, while compressible
polythene board is provided between the pile top and the pile cap bottom to
prevent vertical downward load from passing on to the pile.

REVIEW OF LITERATURE

The study of industrial relation has become part and parcel of management science
after the emergence of factory system. Bethal et.al (1958) hold that industrial relation
is that part of management which is concerned with the manpower of the enterprise.
Thus, it is closely linked with personnel management. While the industrial relation is
mainly concerned with employee and employer relationship, personnel management,,
mainly dealing with executive policies and activities (E.F.I.Breach,1956) regarding
the personnel policies, facilitates healthy labour management relations which
ultimately result in the effective and economic use of manpower employed in the
industry. As a matter of fact,the dynamics of good industrial relations aims at
ensuring the maximum involvement of workers for the achievement of the corporate
objectives.

The following important research studies have been carried out in this field. K.G.
Desai1 conducted a comparative study of motivation of blue collar and white-collar
workers of three industries located in Bombay and Kollapur cities in Maharashtra
state. Adequate earnings, security in job and fair treatment of grievances were
important motivators for both workers. Opportunities for advancement were
considered to be more important to white collar workers than blue-collar workers.

The following important research studies have been carried out in this field. K.G.
Desai1 conducted a comparative study of motivation of blue collar and white-collar
workers of three industries located in Bombay and Kollapur cities in Maharashtra
state. Adequate earnings, security in job and fair treatment of grievances were
important motivators for both workers. Opportunities for advancement were
considered to be more important to white collar workers than blue-collar workers.
movement and industrial relations in five selected industrial units representing four
sectors of industrial activity viz, sugar, distillery, vanaspati and textile.

in his study entitled, "Industrial relations in Indian Railways", has investigated the
personnel and union - management relations with special reference to post -
independence period. The study analysed trends in employees’ remuneration, hours of
employment, absenteeism, discipline, employees unions and leadership in Indian
Railways.

study on "Strike of Supervisory Staff in the State Bank of India" examined industrial
relations situation in the State Bank and the events preceding the strike, the reasons
for the strike, and described the immediate post - strike phase and the subsequent
stage reconstruction of relationships between the management and the employee’s
federation.

has conducted a study on “Organisational Determinants of Supervisory Management

Relations in Corinthian Bank Limited." A combination of three factors namely, style
of management, monetary benefits & absence of disparities was found to explain 58
percent ofthe variation in supervisory management relations. The said combination
represented the best equation.

study on "Industrial Relations in Andhra Pradesh State Electricity Board" and

examined the nature of personnel and union management relations in the electricity
board and explained why interests and attitudes of the management and labour came
into conflict, how conflicts were resolved and how new problems would emerge in
future.

study on "Organisational Determinants of Labour Management relations in India”

investigated factors determining labour management relations in 50 companies. Of the
nine factors studied, the two included in the best equation scope for advancement and
grievance handling were found to be the most critical determinants. Together these
two factors accounted for 58 percent of the variation in labour management relations
across the 50 companies.

study on "Personnel Management in Banks” examined the procedures, practices and

policies prevalent in personnel administration in banks in India. He identified that
behind the facade of tradeunionism the bullies influenced every facet of management
whether it was collective bargaining, grievance procedures, disciplinary matters,
departmental enquiries or employee managerial relations

study on "Organisational Determinants of Human Relations in the Banking Industry",

identified advancement, welfare, money, recognition and appreciation as factors
which constituted the best combination in explaining variation in supervisory -
management relations in banks. These factors together contributed 78 percent
variation in human relation in banking industry. It was also found that relationship
between welfare and employer - employee was positive and improvement in one
factor contributed to the improvement in the other.

study on "Determinants of Strike Activity in Major Industrial Units in

Vishakapatnam", made an assessment of the strike activity among the employees in
the selected units and identified the underlying causes thereof. It was found that
strikes happened due to problems of adjustment in the union - management relations.
Collective bargaining has reduced the scope for conflict in Vishakapatnam.

study on, "Industrial Relations in Sugar Industry in Andhra Pradesh”, conducted a

delved deep into the problems of industrial relations in sugar industry, and identified
the root causes of various problems and suggested suitable ways and means to solve
the problems.

study entitled, "Not by Bread Alone - A study of Organisational Climate and

Employer - Employee Relations in India", examined the determinants of employer -
employee relations in 51 public sector and private sector industrial units in India.
Grievance handling and objectivity were the two dimensions of organisational climate
together explained 83 percent of variation in supervisory - management relations.
Advancement and grievance handling were the two most critical factors influencing
labour - management relations. In public sector units, participation and objectivity
were the determinants of labour -management relations

study on "Organisational Climate and Supervisory - Management Relations in ISPAT

- NIGAM", found that grievances handling, recognition and participatemanagement
were the dimensions of organisational climate determining supervisory - management
relations in that unit
study entitled, "Labour Management Cooperation and Conflict in the Indian Steel
Industry - A Tale of the Two Sectors", examined the comparative level of labour
management co-operation and conflict in public sector Bokaro Steel Plant and private
sector Tata Steel Plant. Collective bargaining, recognition of trade unions, closer
association of employees with management and workers participation was the aspects
studied.

study on “Multiple Unionism in Banks" investigated the multiple unionism, the

growing inter – union rivalry, its continuing implications for the managements of the
banks, the unions of officers and employees. The study focused on the factors
influencing unionisation, the causes of multiplicity of Unionism and the consequence
of multiplicity of unions. Leadership struggle, styles, political affiliations,
management policy and regional feelings were some of the issues highlighted in the
study.

study on “Workers Participation in Management in India in Selected Public and

Private Sector Undertakings", examined the influence of socio-economic factors of
individuals on the participative bodies, the assessment on impact of participation in
the organisation and also identified the problems faced by members of participative
bodies. The working of the participative committees was quite satisfactory. Lack of
legislative framework and lack of training and education were the two main problems
of participation

study entitled "Labour - Management Relations in Cotton Textile Industry in Andhra

Pradesh”, examined the various causes for conflicts between labour and management
in the cotton textile industry in Andhra Pradesh and suggested measures to minimise
conflicts and enable labour and management in cotton textile industry in Andhra
Pradesh to establish a better understanding and greater mutual co-operation between
them

study on "Human Factor in Municipal Services: A Study of Selected Municipalities in

Coastal Andhra", focused on the socio -economic background of municipal personnel
and to analyse the method of recruitment, training and development in municipalities.
Monetary emoluments and benefits of municipal personnel, job motivation and job
satisfaction of employees were also examined. Union - management relations among
municipal employees were also studied.
study on "Meaning of Working: A Study of Bank Employees" was an investigation
based on a cross - cultural study by an international team. This study on Indian bank
organisations has provided a tested methodology that can be tried out in
organisation’s specific situations. It was found that what individuals come to think of
working is influenced more by their work experience than age or educational
background. The priority factors like pay and security were prominent among all
respondents and more so among younger employees and lower level of management.

study on "Professional Management and Organisational Effectiveness" identified the

determinant of professional management, evaluated the organisational effectiveness
of sample units from growth and profit dimensions and analysed the relationship
between the professional management and organisational effectiveness. The study
was conducted in electrical manufacturing industry consisting of public sector and
private sector units in Tiruchirappalli district. External relations and managerial
participation emerged as the best combination and strongest determinants of
professional management. Among the different measures of effectiveness, growth
effectiveness score was predominant. Effectivenessincreased from small scale to large
- scale units, which had professionalisation.

study on "Industrial Relations in the Printing Industry of Orissa: A Case Study of

Cuttack", found that industrial relations in the commercial printing industry of
Cuttack was in an unorganised, fluid and morbid state. Neither the employers nor the
workers gained in this sector. The government intervened only when conflicts arose
and when the interventionwas sought. Two external factors namely, the product
market and the government virtually shaped the industrial relations system.

study entitled "Personnel Management in Central Co-operative Banks in India -

Policies and Practices" examined the personnel management policies and practices in
central co-operative banks and employees' attitudes towards personnel policies and
their job satisfaction.

study on "Quality of Work Life in Public Sector Banks: An Empirical Study"

examined how far the satisfaction of human needs, according to the priority given,
acted as motivational factor in determining the quality of work life, and also in which
type of needs of bank employees were highly dissatisfied. Material needs, career
success needs social needs, security needs, and esteem needs were assessed in relation
to jobs and work places of the executives and non - executives of different public
sector banks in Berhampur City.

study on: "Women Executives in Banks: A Profile" focused on women executives’

self-image, their locus of control, interactions with subordinates and family
background. The study aimed at understandingwomen executives from banks as
persons, managers and leaders. It also aimed at drawing up, their profile in relation to
certain aspects as person - centered traits of, education and organisational culture
realities

study on, "Human Resource Development in Banks" found that for human resources
development in banks, training, placement, effective appraisal system, job rotation,
development of healthy attitudes, employee satisfaction, leadership and morale were
the aspects required to be concentrated. It was stated that creating HRD climate in the
branch, developing a family culture in the branch, grievance handling and maintaining
good relations with employees were necessary for improving HRD climate in banks.

study on "Personnel Management in Banks" examined the recruitment and selection

policies and procedures in Warangal District Central Co-operative Bank, analysed the
training courses offered and the executive development programmes, and also the
promotion policies and lines of promotion that were available in central co-operative
banks.

study on "Dynamic of Industrial Relations" examined the growth and structure of

trade unions, workers participation in trade unions and correlates of union
participation, the existing industrial relations scene in cotton textile industry in the
state of Punjab. Also the role of workers, trade union leaders, management and
government officials to maintain peaceful relations between labour and management
were examined and policy recommendations to achieve industrial peace were offered.

study on "Changing Employment Relations in Banking: The Emerging Role of

Management" investigated the banking industry and the impact of globalisation on
banks, employment relations between bank unions and management, changes in the
orientations in employment relations, the emerging role of management with a view
to developing complementary industrial relations process in banks. The use of this
approach could bring about an effective blend of human relations and industrial
relation.

“Equality Correlates of Work Life - An Analytical Study" conducted in Hindustan

Machine Tool, a central public sector undertaking located in Jammu and Kashmir
examined at empirical level various components and correlates of quality of work life.
These were combined in four categories: working environment factors, relational
factors, job factors and financial factors. The study unfolded a grim story of the
economic and living conditions of workers. The results drew attention to the fact that
adequate financial returns from the job, besides desire for job security, better working
conditions and advancement opportunities continued to be the major consideration in
employees working lives

study on "Human Resource Development in Commercial Banks in India" has

investigated into the HRD practices in two banks namely State Bank of India and the
Jammu and Kashmir Bank Ltd.

The components of HRD system identified in the study were: manpower planning,
training, appraisal system, job rotation, role analysis exercises, quality circles, career
system, welfare system, human resource information system and research in human
areas. HRD climate in SBI was far moreconducive than that in J & K Bank. Several
factors such as career development opportunities, good working condition, team
work, good union, management relations were responsible for this.

study entitled "Leadership Behavior Pattern - A Comparative Study of Female and

Male Officers in the Banking Sector" examined how women behaved in leadership
positions, how well they performed in their managerial roles and explored the
relationship between selected job and biographical variables and their leadership
behaviors and effectiveness. The results of the findings were then compared with
those of the men in managerial positions to the Indian public sector banks.

study on "Trade Union Activism - Avoidable or Inevitable?" has examined the trends
of strikes and lock - outs in the pre - liberalisation period and post - liberalisation
period. Militancy in trade unionism, constant wage spiral, growing anciliarisation,
declining trade union membership, multiplicity of unions, and union rivalries were the
highlights of the study. The present situation was the outcome of factors such as
declining trade union membership, poor finance, influence of policies, dominance
ofoutside leadership for effective negotiations, multiple subscription of union
membership, inter and intra union rivalry arising out of multiplicity of unionism.
These were all structural reasons.

study entitled "Certain Considerations in the Weightage for Promotions: An Analysis

of Agreements in Banks", explored the existing weightage schemes in eight banks and
tried to bring out some of the problems and issues in determining a proper weightage
scheme. Factors like range restriction, stipulation of minimum, off setting of weights,
the number of components, and their inter-linkages were explored. These issues have
been raised at an analytical or conceptual level and required empirical verification.
The effect of each of the policy changes also needed to be checked out in actual
practice.

study entitled "Job Satisfaction of Commercial Bank Employees in Bangladesh: A

Comparative Study of Private and Public Sectors" was designed with a view to
investigate the satisfaction of Commercial Bank employees and its consequences on
related issues. The results revealed that the public sectors bank employees were in a
betterposition in terms of their job satisfaction than the private sector employees. The
executives were more satisfied than the non-executives. Job satisfaction had
significant positive correlation with performance but significant negative correlation
with job stress and propensity to quit the job. Job satisfaction had the highest positive
contribution to performance.

Bank employees perceived their job as highly stressful irrespective of their rank and
status in the organisation. Moreover, banking employees in Bangladesh were highly
dissatisfied with their salary, lack of fair promotional opportunity, low job status and
absence of recognition for good work. Finally some recommendations are made to
improve the situation to provide better quality of services to the customers

study on “Correlates of Organisational Climate in Banking Industry”, in Kashmir

provided an adequate description of the concept, constructs, determinants and
correlates of organisational climate. The study indicated that the banking industry as a
whole had a poorly perceived organisational climate and that the situation in the
private sector banks was worse than that in the public sector banks. Further, as
compared to workers, the officers found their organisationalclimate relatively better.
Certain measures aimed at improving the organisational climate and the overall
effectiveness of the organisation have also been suggested.

study on “Employment Relations in Public and Private Sector Banks in Select

Districts of Tamil Nadu”, was confined to collective employment relations. In fact it
deals with the relations between employees and management at the higher level on the
one hand and individual employment relations. On the other this implies the relations
between superiors and sub-ordinates at the branch level. The factors influencing
collective employment relations and individual employment relations were identified.
The relationship between the socio-economic characteristics of the respondents and
employment relations in commercial banks has been studied with a view to
identifying the factors influencing employmentrelationship.

study titled “Industrial Relations in India” analyzed the present scenario of Indian
Industrial Relations equitable. The industrial relations should be considered as an
essential part of management systems and techniques and not as a discipline or
activity apart from management. The. study analyzed the industrial relation in India as
equitable. This report scrutinizes the three main approach (economic rationalism, civil
libertarianism and equal employment opportunity and social justice too. Further, the
study identified the equity of Indian industrial relation such as child labour, cross
culture management, trade union wage discrimination and individualism.

A desk project done by SWOT Analysis of marketing at IIPM Gurgoan entitled on the
“Industrial Relations Problems in an Automobile Industry” identified the factors that
lead to labour unrest at a factory and the impact of such incidents. The case study
focuses on the Industrial Relation problems faced by Honda Motor Cycle & Scooters
India (HMSI). The study discussed the various reasons which led to the dispute
between the management and employees of HMSI. The study elaborates the incidents,
which led to the strike at the company that resulted in HMSI workers being severely
beaten up by the police. Labour strike and the management's inability to deal with it
effectively had resulted in huge losses for the company due to the fall in the
production level at the plant. In addition to this, the company also received a lot of
negative publicity as newspapers and TV channels gave wide coverage to the violence
of the action.
The study highlights the growing number of instances of clashes between the
employees and the management of companies in India, which is 108 often guided by
external parties such as trade unions and political parties. It also highlighted the
growing number of instances of clashes between the employees and the management
of companies in India, which is often guided by external parties such as trade unions
and political parties.

in his thesis entitled “Industrial Relations in the Public and Private Enterprises in
Kerala” examined the nature and causes of disputes, the role and involvement of
employees, trade union leaders and management personnel in disputes, union
management relations involvement of employees in trade union activities and the
performance of the settlement machinery. The study covers a decade from 1996 to
2005. The study identified that the economic benefits like wages, bonus and
allowances provided to employees in the public and private enterprises in Kerala were
not sufficient, which were the causes of the disputes in these sectors. The workload is
another cause of dispute in the public and private enterprises in Kerala. Violation of
agreement is an important cause of disputes in the public sector. The existing union
management relationship is found to be moderate. The study also revealed that the
conciliation and negotiation were the most preferred and usually used form of dispute
settlement in both the private and public sectors.

research study entitled “Industrial Relations in India: A Study of the Singareni

Collieries” aimed at identifying the factors which were responsible for the adverse
labour management relations in Singareni and to suggest suitable remedies. The study
also aims to evaluate the industrial relations policy of the Government and the
processes evolved by it. The researcher ascertains the effectiveness of the various
preventive processes adopted in Singareni for establishing harmonious labour
management relations and the causes for their failure. The study identified the root
causes of strikes in Singareni and suggests suitable measures for minimizing the
industrial unrest.

research study entitled “A study on industrial relations and its effectiveness” aimed at
identified that Industrial Relations should be understood in the sense of labour
management relations as it percolates into a wider set of relationship touching
extensively all aspects including wages, welfare and social security, service
conditions, supervision and communication collective bargaining etc., attitudes of
parties and governmental action on labour matter.

“Industrial Relations” observes in his study that Industrial Relations involve at

workable solutions between conflicting objectives and values between incentive and
economic security, between discipline and industrial democracy, between authority
and freedom, between bargaining and co-operation.

According to problems of human relationship arising from the sale of services for a
wage and working on the premises of employers under their control form the subject
matter of industrial relations.

“Industrial Relations in India” in his study identified that Industrial Relations are
broadly concerned with bargaining between employers and trade unions on wages and
other terms of employment, the day to day relations, within a plant also constitute one
of the important elements and impinge on the broader aspects of industrial relations.

The Encyclopedia explains that the concept of industrial relations has been extended
to denote the relations of the State with employees, workers and their organizations. It
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.

his compendium entitled “Industrial Relations in India: Shifting Paradigms” is a

comprehensive study of industrial relations in India, covering new topics like
organizational communication, knowledge workers and their management, voluntary
retirement schemes, quality circles and analysis of collective agreements.

study entitled “Change and Transformation In Asian Industrial Relations” has

identified that industrial relations systems change due to shifts in the constraints
facing those systems, and that the most salient constraints facing IR systems in Asia
have shifted from those of maintaining labor peace and stability in the early stages of
industrialization, to those of increasing both numerical and functional flexibility in the
1980s and 1990s. The evidence to sustain the argument is drawn from seven
“representative” Asian IR systems: Japan, South Korea, Singapore, Malaysia, the
Philippines, India, and China. We also distinguish between systems that have
smoothly adapted (Singapore, Malaysia, and the Philippines) and systems that have
fundamentally transformed (China and South Korea), and hypothesize about the
reasons for this difference.

Research study titled “Industrial Relations Law, Employment Security and Collective
Bargaining in India: Myths, Realities and Hopes” examines the debate on reforms in
industrial relations law in India, needed to support its economic liberalization
programme. Analyzing a distinctively Indian experience of state intervention in
industrial relations, it concludes that the thrust of the reform should be towards
entrusting union recognition and promotion of dispute settlement to an authority that
is independent of the state executive.

in his edited compendium titled “Globalization: Its impact on Industrial Relations in

India” identified the new system of international economic relations in the field of
investment, production, trade, finance or technology. It identifies the current relevant
subject of globalization and its impact on industrial relations and labour market
institutions and also organized and unorganized workers. The study also discusses at
length the impact of globalization on the informal economy covering inter alia the
size and characteristics of the informal sector along with various steps taken by both
Central and State Governments to improve the economic lot and social security status
of the informal sector workers.

in their working paper titled “Analysis and Examination of the Employment Relations
in India” analyzed the employment relations in India and examine the application and
suitability of these laws that are still valid after several decades of their enactment.
This working paper attempts to make a study of employment relations in India, which
affect one of the world’s largest work forces. The study concluded that participation
of workers in the settlement of disputes and maintenance of peace and harmony in the
workplace is seen as an innovation in employment relations in India.

others in their article “employee retention relationship to training and development: A

compensation perspective” analysed the Employee retention is a critical aspect for
every company regarding competitive advantage because human resource is the most
critical asset of today’s modern world. Other resources can be arranged effortlessly
but to get efficient and retain talented human capital is the most difficult task.
Therefore, organizations are now more focused towards employee retention.
Organizations use different HR techniques for retention. Our main emphasis is on
compensation packages after employee training anddevelopment practices for
retention purposes. We will also see how a relaxed work environment will help in the
retention of employees. For this purpose, we conducted this study in Lahore and
collected data from corporate groups. The numbers of respondents in our study are
330. For analysis we used the structural equation modeling technique with the use of
AMOS 18.0. In this study, we used compensation as the mediating variable between
the training and retention of employees. Results reveal that retaining employee’s long
term, after their training and development has been completed, without increasing
their compensations is not as favorable as when compensation is increased to reflect
the completion ability to apply their field related skills and capabilities.
 DATA ANALYSIS AND INTERPRETATION:

The follo wing are the analysis, interpretation and graphical representations of
the responses collected from the workmen. The inferences are drawn from these
graphs as under:

1.How are the industrial relations in the company

TABLE 4.1

OPINION WORKERS STAFF OPINION

OPINION

GOOD 47% 80

FAIR 43% 10
CHA
TO BE IMPROVED 10% 10
RT -4.1
TOTAL 100 100

80
8000%
7000%
6000%
5000%
4000%
3000% WORKERS OPINION
2000% 10 10
STAFF OPINION
1000% 47% 43% 10%
0%
GOOD FAIR TO BE
IMPROVED

INTERPRETATION:
From the above table & graph show that 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. 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. On the whole majority of the
employees at the establishment are satisfied with the industrial relations.
2. . Do you have free access to the top management

TABLE_4.2

OPINION WORKERS OPINION STAFF OPINION

AGREE 77% 90%

DISAGREE 23% 10%

TOTAL 100 100

CHART_4.2

90%
80%
70%
60%
50% 90% #REF!
77% #REF!
40%
23%
30%
10%
20%
10%
0%
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 77% of the employees’ agree
that they have free access to the management, whereas 23% of them feel they don’t
have .Regarding the staff level, 90% of them are satisfied with it whereas 10% of
them are dissatisfaction. On the whole majority of them are happy with their free
access to the management

3 .Does the top management listen to you with patience:

 TABLE-4.3

OPINION WORKERS OPINION STAFF OPINION

AGREE 97% 83%

DISAGREE 3% 17%

TOTAL 100 100

TABLE-4.3

97%
100%
83%
90%
80%
70%
60%
AGREE
50% DISAGREE
40%
30% 17%
20%
3%
10%
0%
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 97% of the workers agreed that
the top management listens to them patiently, 3% of the workers disagree .From the
above graph it has been identified that 100% of the staff agreed that the top
management listens to them patiently.

4.Does the management have faith in the employees as one of the main
resources
 TABLE-4.4

OPINION WORKERS OPINION STAFF OPINION

AGREE 80 95%

DISAGREE 20 5%

TOTAL 100 100

CHART4.4

8000%

80

70

60

50
AGREE
40 DISAGREE
30 2000%

20

10 95% 5%

0
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 100% of the workers agreed the
management has faith in the workers as they are one of the main resources to the
company .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
5.Whether employees have confidence in the management to run the
industry efficiently
TABLE-4.5
 OPINION WORKERS OPINION STAFF OPINION

AGREE 70 60

DISAGREE 30 40

TOTAL 100 100

CHART-4.5

70
70
60
60

50
40
40 AGREE
30
DISAGREE
30

20

10

0
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 100% of the workers agreed the
management has faith in the workers as they are one of the main resources to the
company.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.

6. Management always expects more from the employee

TABLE-4.6

OPINION WORKERS OPINION STAFF OPINION

 AGREE 72 82

DISAGREE 8 8

CAN’T SAY 20 10

TOTAL 100 100

CHART4.6

90 82
80 72
70
60
50
WORKERS OPINION
40 STAFF OPINION

30 20
20 10
8 8
10
0
AGREE DISAGREE CAN’T SAY

INTERPRETATION:

From the above table & graph show that 90% of the workers agreed that
they have confidence in top management that they are capable to run the company
efficiently and 10% of the workers can’t say anything. 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.

7. The employees expect more benefits from the management

TABLE-4.7
 OPINION WORKERS OPINION STAFF OPINION

AGREE 70% 81%

DISAGREE 30% 19%

TOTAL 100 100

CHART-4.7

81%
90%
80% 70%
70%
60%
AGREE
50% DISAGREE
40% 30%
30% 19%
20%
10%
0%
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show 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.

8.The management is satisfied with the employees’ performance:

TABLE-4.8

OPINION WORKERS OPINION STAFF OPINION

AGREE 80% 81%

DISAGREE 20% 19
 TOTAL 100 100

CHART-4.8

19
2000%

1500%
AGREE
1000% DISAGREE

500% 80% 0.2 81%

0%
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 80% of the workers agreed that they
expect more from management and 20% of the workers disagreed. 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.

9.Employees’ are satisfied with managements’ offers:

TABLE4.9

OPNION WORKERS OPINION STAFF OPINION

AGREE 97% 73

DISAGREE 3% 27
 TOTAL 100 100

CHAT-4.9

73
8000%
7000%
6000%
5000% AGREE
4000% DISAGREE
27
3000%
2000%
1000% 0.97 0.03
0%
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 97% of the workers agreed that
management is satisfied with their performance and 3% of the workers
disagreed.From the above graph it has been identified that 100% of the workers
agreed that management is satisfied with their performance.

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

wages/salaries:

TABLE-4.10

OPNION WORKERS OPINION STAFF OPINION

AGREE 60% 77%

DISAGREE 40% 23%

TOTAL 100 100

 CHART-4.10

77%
80%
60%
70%
60%
40%
50%
AGREE
40%
23% DISAGREE
30%
20%
10%
0%
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 60% of the workers agreed that they are
satisfied with the management offers and 40% of the workers are not satisfied. From
the above graph it has been identified that 77% of the staff agreed that away are
satisfied with the management offers and 23% of the staff are not satisfied.

11. Canteen, recreation, transport, accommodation are:

TABLE-4.11

OPNION WORKERS OPINION STAFF OPINION

AGREE 33% 23%

DISAGREE 67% 77%

TOTAL 100 100

 CHART-4.11

77%
80% 67%
70%
60%
50% AGREE
33% DISAGREE
40%
23%
30%
20%
10%
0%
WORKERS OPINION STAFF OPINION

INTERPRETATION:

From the above table & graph show that 33% of the workers agreed that
management is satisfied with their performance and 67% of the workers disagreed.
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.

12. Indiscipline among the employees:

TABLE-4.12

OPINION WORKERS OPINION STAFF OPINION

AGREE 10% 62%

DISAGREE 80% 29%

 CAN’T SAY 10% 9%

TOTAL 100 100

CHART-4.12

80%
80%
70% 62%

60%
50%
40% WORKERS OPINION
29%
STAFF OPINION
30%
20% 10% 10% 9%
10%
0%
AGREE DISAGREE CAN’T SAY

INTERPRETATION:

From the above table & graph show 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. 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

13. Punishments for indiscipline are:

TABLE-4.13

OPNION WORKERS OPINION STAFF OPINION

MORE 36 3

TO A LITTLE 4 19%
EXTENT

NORMAL 50% 48%

 ABSENT 10 30

TOTAL 100 100

CHART-4.13

40 36
35 3000%
30
25
20 WORKERS OPINION
15 10 OPINION
STAFF
10 300% 4
5 19% 0.5 48%
0
MORE TO A LITTLE NORMAL ABSENT
EXTENT

INTERPRETATION:

From the above table & graph show that 14% of the workers, 50% of the workers and
36% of the workers opinion that the indiscipline among the emploees are” to a little
extrent”, normal and absent respectively.

From the above graph it has been identified that 19% of the staff, 48% of the staff and
33% of the staf opinion that the indiscipline among the employees are to a little
extent, normal and absent respectively.

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

TABLE-4.14

OPNION WORKERS OPINION STAFF OPINION

HARSH 5 4

INPROPORTIONATE 40 14%

FAIR 50% 52%

MEDIUM 5 30

TOTAL 100 100

 CHART-4.14
40
40
35 3000%
30
25
20
15
WORKERS OPINION
10 400% STAFF OPINION
5 14% 52%
0

INTERPRETATION:

From the above table & graph show that 3% of the workers, 44% of the workers 50%
of the workers and 3% of the workers opinion that punishments for the indisciplines
are harsh, inproortionate, fair and medium respectively. 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 indisciplines are harsh, inproortionate, fair and medium
respectively.

15.INDUSTRIAL PEACE, MORE THAN THE EXISTING ONE CAN BE

ACHIEVED THROUGH:

TABLE-4.15

OPNION WORKERS OPINION STAFF OPINION

YES 10% 48%

NO 84% 50

CAN’T SAY 6% 2

TOTAL 100 100

CHART-4.15
 50
5000%
4500%
4000%
3500%
3000% WORKERS OPINION
2500% STAFF OPINION
2000%
1500%
1000% 2
10% 0.48 84% 6%
500%
0%
YES NO CAN’T SAY

INTERPRETATION:

From the above table & graph show that 10% of the workers opinion that they
like their children getting emnployed in their organization, 84% of the workers are not
interested and 6% of the workers can’t say. From the above graph it has
beenidentified that 48% of the workers opinion that they like their children getting
employed in their organization, 52% of the workers are not interested.

FINDINGS REGARDING WORKMEN LEVEL

1. The communication aspect in workers regarding work is only above average

and time taken for that is around 5min, but communication casually is having
major position. The employees are freely communicating with each others.
2. The relationship among the employees is very strong as they are very helpful
to each other at any circumstances.
3. The majority of employees are having many close-aides to them
4. Most of the employees likes to communicates with others.
5. Moderate number of employees are having very few family friends
6. Employees most of them get in touch regularly.
7. Majorities of the employees borrow & lend money from very few others and
there is hardly any such situation where their relationship has been broken.
8. All these factors stress only one point, that the employees are having good
relationships among then with respect to each shift.
 9. Almost all Employees are feels satisfies with the encouragement and
behaviour of their respective supervisors, and also close to each other.
10. The majority of employees communicate with staff members also.
11. But the relationship is not extended to closeness; rather they just make aware
of each other, due to this there is no aspect of disliking as such.
12. As a result, the majority employees expressed an average feeling regarding
staff members
13. All the above factors states that the relationship is weak between the staff &
workers.
14. All most all the employees states of having good relationship between
management & union.
15. The union is working in the interests of all the employees & they often attend
the union meetings
16. The union leader also helps personally as well as with respect to work to all
the employees.
17. All the above stated facts connotes that, the relationship between trade union
and workers and as well as management
18. Majority of the employs are feeling satisfied with respect to H.R. Manager.

FINDINGS REGARDING STAFF LEVEL

1. The communication in staff level is high as they are communicating at an

average of 10m regarding work, whereas it was a bit decreased in case of
casual communication.
2. The staff also helpful & close to each other, and having many close-aides to
them
3. In the staff there exists, although not majority, a matter of disliking to talk
with very few of their colleagues.
4. Some of them are also having few family friends, and they are maintaining
few regular contacts
 5. The inter relationship among the staff members is also good.
6. Staff members also satisfied with the behaviour and encouragement of their
superiors.
7. The superior’s closeness with staff is having equal majority for normal as well
as close.
8. The superiors are having a satisfactory feeling from their respective sub-
ordinates.
9. The superiors are also moving closely with their respective sub-ordinates as
they involve in informal conversation with then more often.
10. The sub-ordinates also having close contacts with their respective superior.
11. The above factors states that the superior-subordinate relationship is very
good,
12. Majority of the staff is not interested in the way the worker’s unions organize
themselves.
13. Some of the staff are getting problems with the union and they are facing those
problems often.
14. The relationship between the staff and workers is not looking anywhere
favorable.
15. All the staff members are feeling satisfactory towards H.R. Manager

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.

SUGGESTIONS & RECOMMENDATIONS

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 an 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 belonging ness.
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 G.T.N Textiles 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 anease
“INDUSTRIAL RELATIONS”

NAME OF THE EMPLOYEES:

DESIGNATION:

DEPARTMENT:

1. How are the industrial relations in the company?

a) Good b)Fair c) TO be improved

2. Do Ds have confidence in the management to run the industry efficiently?

a)Yes b)No c)can’t say

6. Management always expects more from the employee

 a)Yes b)No
7. The employees expect more benefits from the management

a)Yes b)No

8. The management is satisfied with employee’s performance

a)Yes b)No
9. Employees are satisfied with management’s offers

a)Yes b)No
10. There s serious conflict between management and employees w.r.t
wages/salaries

a)Yes b)No

11. Canteen, Recreation, Transport, Accommodation are

a)Good b)Fair c)Not look

12. Indiscipline among the employees is

a)More b)To a little extent c)Normal d)Absent

13. Punishments for indiscipline are

a)Harsh b) In propotinate C)Fair d)medium

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

a)Yes b)No c)Can’t say

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

a)Increasing the facilities and amenities b) Increasing wages/other

monetary benefits

c) Through counseling individual workmen d)can’t say

BIBLIOGRAPHY