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CHAPTER-6

FINDINGS AND SUGGESTIONS

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7.1 FINDINGS OF THE STUDY:-

The major findings of the present study on “HRD PRACTICES IN

SELECTED CHEMICAL UNITS IN GUJARAT STATE” are summarized

as follows:

A. The Findings Regarding Chemical Industries Of Gujarat:

1. The Chemical Industries in India playes an important role in the economic

development. At present, it is growing at more than 9% annually.

2. Indian Chemical Industry is the twelfth largest in the world. It is third in

Asia, first beining China and second Japan. Chemical Industry contributes

30% of the total export from industries.

3. Chemical Industries in India provides support to Pesticides,

Pharmaceuticals & Petrochemicals industries.

4. The chemical industries in Gujarat comprise of about 500 large and

medium scale units about 16,000 of small scale units.

5. The Indian Chemical industries comprises of small and large scale units. At

present there are about 40,000 chemical manufacturing units are operating

in the country and of which above 80% are covers in the small scale

sectors.

6. To give boost-up to chemical industries, Government of Gujarat has set up

mega estates, particularly for chemical, at Ahmedabad, Vadodara

Ankleshwar, Panoli, Vapi, Vatva, Jagadya, Vilayat,Kutch,Mehsana and

Dahej.

7. Recently government has come up with Dahej PCPIR. It focuses on

investment regions, Tate of the arts infrastructure, manufacturing facilities

and export.

8. PCPIR is spread over 453 km of brown field area in the coastal belt of Gulf

of Khambhat in Bharuch District. The proposed industrial SEZ in the

PCPIR includes, petrochemical and downstream petrochemical industries,

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synthetic organic chemicals, industrial gas producing industry, packaging

industries, shipbuilding/fabricating units.

9. For chemical industries Gujarat government has given high priorities with

the objectives of balance, growth and generating large scale employments.

10. A large number people are directly employed in the chemical industries of

India, while in Gujarat more than 50 lakh people are employed directly and

equal numbers of people employed indirectly with this industries.

11. The LPG concept has swept aside technological barriers and age old

monopolistic practices, introducing healthy competition in the market and

above all, it has given the consumers a wide range of products and choices.

12. The Indian chemical industry has tremendous potential for economic

development. Following are the major observations made about Indian

chemical industries.

(i) 13% of the total export contribution

(ii) 13% of the industrial output

(iii) 7% of the GDP

(iv) 10%-12% growth per annum

(v) 2% of global chemical industry.

(vi) 12th

largest in the world.

(vii) 3rd

largest in Asia.

(viii) 12.5% of country‟s industrial production.

13. The demand for organic chemical industries has been increasing nearly

by 6.5% annually.

14. Various chemicals provided by chemical industries is useful in

constructions, automotive, pharmaceuticals, fragrance, agriculture,

fertilizers and cosmetic users.

15. To provided skills and qualified workforce Gujarat has large of number of

Universities, institutions and colleges to impart theoretical and practical

knowledge using state of the art, technical expertise and technology.

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B. The Finding on HRD practices on Chemical Industry of Gujarat:

1. According to present study, large scale chemical unit in Gujarat have

adopted democrative leadership style while small scale chemical units have

even today autocrative leadership style. A rare case is observed using free

rain leadership style.

2 Chemical industries is mostly managed in a traditional way, however

recently formal system of human resource planning is also adopted today

around 90% units believe in formal human resource planning.

3 The study reveals that responsibility for human resource planning vest on

HR manager in line with vision of tuff management. In large scale

chemical units professional HR managers are employed for HRP. In

medium and small scale chemical units of Gujarat HRP is done at tuff level

and implemented through various layers Hierarchy.

4 There is no specifying formula available to determine the term for HRP.

According to study the term of HRP ranges from 1 to 4 years. It largely

depends on the size of the unit management vision and market factors.

5 Chemical Industry is highly employment oriented it provides employment

to skilled, unskilled, techno crack, consultancy management, personal etc.

In large number of different destination. Gujarat has chemical units located

at every corner of the states, which provided employment opportunities to

the lakhs of people directly and indirectly.

6 Chemical units in Gujarat Constantly go for requirement. It is done in both

traditional and modern ways. In Gujarat small scale units use traditional

methods while large chemical units‟ perforce modern methods for

recruitment. Study reveals that 34% unskilled worker, 36% skilled

workers, 10% upper level and 26% middle level employee are required

using modern method by large scale units.

7 Chemical units of Gujarat use different sources for requirement. The

present study reveals that of total 18% are using news papers and internet

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for requirement for manager and officers. While employment exchange

reference call of mouth are widely used to recruit workers by medium and

small scale chemical units. It is also found that few chemical units have

creating their old database for recruitment.

8 Promotion in chemical units motivates employees and boost up their moral.

The study extracts that 41% chemical unit in Gujarat grants that promotion

on the basis of seniority, 32.14% grant the promotion on the basis of

combination of both seniority and merit.

9 Economics return associated with promotion is found to poor certain

chemical units on account of recession have stop given promotion to

employee which has become a matter of grievance.

10 All organization accepts that training is costly but absence of training too

costly. To train people chemical units uses both on the job and off the job

training methods. According to study 35% units provides on the job

training, 31% provided off the job training. For managers and supervisor

off the job training is used and for workers on the job training widely use.

11 The duration and timing for training are different for categories of

employees. Training program also include computer training, behavioral

training and interpersonal relationship input. During last 5 years more than

20000 employees are train using different method by the chemical units in

the Gujarat.

12 Their exists significant different in wage and salary structure of large

scale and small scale chemical units in Gujarat. It is found that as

compared to small scale chemical units, large scale chemical units have a

fairly reasonable and systematic wage and salary structure for their

employees, manager in chemical units are paid compensation ranging

between Rs. 25000 to 75000 for supervisor range Rs. 10000 to Rs. 20000

for permanent worker Rs. 5000 to 15000 and adhoc worker up to Rs. 5000

per month.

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13 Chemical units in Gujarat evaluate the performance for their employees

during their work the term used are different. Most of chemical units under

study major performance of their employee on yearly basis. Small scale

chemical units use traditional method while large scale use and ideal

combination traditional and modern method. Large scale units maintain up

to date record of employees for their performance evaluation. Career

Counseling is also discussed to employee at that time of performance

appraisal. According to study 60% organization use traditional method,

17% modern, 23% use both traditional and modern methods for

performance appraisal. As so below

Table No: 6.1 Method of evaluate the performance for employee

No

Responded

Category Method for Employees performance

Traditional Modern Combination

of both Total (Per)

1. Manager 09

(30%)

10

(33.3%)

11

(36.7%)

30

(100%)

2. Supervisor 04

(13.3%)

10

(33.3%)

16

(53.3%)

30

(100%)

3. Worker 21

(70%)

02

(6.7%)

07

(23.3%)

30

(100%)

Source: Based on complied and analyzed data collection Field work.

14. Employees has human being remain absent on that job for many reason.

For Present study following observation made regarding absenteeism.

(i) Average absenteeism rate is below 5%

(ii) More absenteeism rate is below 5%

(iii) Absenteeism is seen for personnel, social and religions reason.

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(iv) Employee of large plant remain absent their job seeking prior

permission while in mini plants occasionally permission is taken

and granted for the level demand

(v) Alcohol and indebtedness have also been observed for

absenteeism in mini plant.

(vi) Absenteeism in mini plants disturbs and existing work schedule.

(vii) Demand for leave is more and acute during school vacation

period i.e. during Diwali and summer.

15 The industrial relations situation in chemical industry of Gujarat is

reasonably good during the last 5 years their were only 2 strikes in two

company only .During 2009-10 strike was found in Deepak nitrate ltd and

Shreeji examine corporation and that was resolved amicably. Men days lost

work tolangbly industrial relation scenario in the units under study is good

and employee management relation are found to be cordially.

16 „Workers Participants in management ‟-This concept is greatly expected by

the large chemical units in Gujarat, while such concept is absent in small

and medium scale chemical units. According to study 7 out of 30 units

Respondents that worker participant in management system are working

while 23units Respondents that such system does not exist At present large

scale units joint committee and join management are widely used for

employee participants in management.

17 Large chemical units have been found to provide facilities beyond the

stationary requirements large scale units believe that organization cannot

grow unless they have satisfied workforce. In the present study in found

that for the welfare and better management of the employees. Various

facilities namely Transportation, insurance, bonus, vehicle, intrestfree-loan,

maternity leave, L.T.C etc are given beyond statuary requirements.

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TABLE NO: 6.2

OTHER BENEFITS FOR EMPLOYEES

No. D. OTHER

BENEFITS

RATING SCALES

E G A BA P NE Total

1. Canteen 25 40 05 6 4 10 90

27.8% 44.4% 5.55% 6.7% 4.44% 11.1% 100%

2. Uniform 34 41 09 05 00 01 90

37.8% 45.5% 10% 5.55% - 1.11% 100%

3. House check

up

15 16 10 05 04 40 90

16.7% 17.8% 11.1% 5.55% 4.44% 44.4% 100%

4. Medical check

up

48 20 20 00 00 06 90

53.3% 22.2% 22.2% - - 6.7% 100%

5. Bonus 40 35 12 03 00 02 90

44.4% 38.9% 13.3% 3.33% - 2.22% 100%

6. Ventilation

Facilities

05 05 10 02 00 68 90

5.55% 5.55% 11.1% 2.22% - 75.5% 100%

7. Clean Work

place

15 25 12 03 00 35 90

16.7% 27.8% 13.3% 3.33% - 38.9% 100%

8. Parking

Facilities

21 40 09 00 00 20 90

23.3% 44.4% 10% - - 22.2% 100%

9. School for

employee

children

20 20 05 00 00 45 90

22.2% 22.2% 5.55% - - 50% 100%

10. Workers

education

programme

36 24 10 00 00 20 90

40% 26.7% 11.1% - - 22.2% 100%

11. Career

Guidance

10 30 15 05 00 30 90

11.1% 33.3% 16.7% 5.55% - 33.3% 100%

12. Library 23 40 17 00 02 08 90

36.7% 44.4% 16.7% - 2.22% 8.9% 100%

13. Housing loan 45 21 15 9 00 10 90

50% 23.3% 16.7% 10% - 11.1% 100%

14. Cultural

Activities

25 30 05 05 25 90

27.8% 33.3% 5.55% 5.55% 27.8% 100%

15. Sports meet/

Facilities

10 10 15 7 00 48 90

11.1% 11.1% 16.7% 7.8% - 53.3% 100%

16. Stores 15 25 8 7 00 35 90

16.7% 27.8% 8.9% 7.8% - 38.9% 100%

17. Marriage Gift 10 12 00 06 00 62 90

11.1% 13.3% - 6.7% - 68.9% 100%

18. Yoga-

Meditation

18 15 7 5 00 45 90

20% 16.7% 7.8% 5.55% - 50% 100%

19. Tools

Expenses

15 11 3 2 00 69 90

16.7% 12.2% 3.33% 2.22% - 76.7% 100%

20. Company Car

and Subsidies

25 26 09 00 00 30 90

27.8% 28.8% 10% - - 33.3% 100%

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21. Moving

Expenses

13 30 05 00 00 42 90

14.4% 33.3% 5.55% - - 46.7% 100%

Following observations have been made about facilities to employees based

on opinions of employees selected at random during the present study;

(i) Out of 90 Respondents, 25 respondent oriented that canteen facilities

is Excellent,40 said good while 10 Respondents that such facilities

does not excites in their company.

(ii) 34 out of 90 Respondents that they are given uniform, such facilities

excellanty.9 Respondents staiyed that uniform facilities average in

their origination.

(iii) 40 out of90 Respondents agred that they are given bonus by the

company beyond statutory requirements, 35 response that there are

given as per low.

(iv) Parking facilities in chemical units is found to be poor and in balance.

(v) “Career counseling is excellent”- as been response by 10 respondent

while 30 out of 90 respondent status that good career guidance

provider them.

(vi) Library facilities is provided by all organization understand 23

respondent excellent 40 good, 17 excellent and 8 said no such

facilities.

(vii) Sports facilities easier not develop and accepted by the chemical

units. Under study on few organizations impart sport activities.

(viii) Transportation facilities provided excellent by large scale units only

such facilities is poor or not exists in small scale units under study.

18. In chemical units Gujarat there are lot of opportunity for the career growth

and development for different category of employees. According to studies

only large scale chemical units have traditional and informal system of

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career counseling while medium and small scale unit‟s career counseling

concept is absent.

19. Employee turnover ratio is above 19% average in small units in Gujarat.

Small scale unit‟s higher employee on adhoc basis and mostly under paid.

The quit has reason were fresh higher opportunity is due. Sometimes

location of the chemical units also responsible for higher turnover.

20. In Following are the responses of management about the nature of HRD

practices in the Chemical units under study.

TABLE NO-6.3

RESPONDED

VIEW

NO. OF

RESPONDED

TOTAL

PERCENTAGE

Very good 10 33.33%

Good 09 30.00%

Average 06 20.00%

Poor 03 10.00%

Very Poor 01 03.33%

Can‟t Say 01 03.33%

Total 30 100%

Source: Based on complied and analyzed data collected through field work

Existing employee management, in response to existing HRD practices

managements response was in six categories namely very good, good

average, poor, very poor and can‟t say. HRD Status is very average has

responded by selected chemical units under study by 06(20.0%). While

63.33% units responded that „good‟ HRD practices prevail in their units,

another 10% of units each said that HRD practices are average or poor.

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21. Following are the responses of Employes about the nature of HRD

practices in the Chemical units under study.

TABLE NO-6.4

RESPONDED

VIEW

NO. OF

RESPONDED

TOTAL

PERCENTAGE

Very good 19 21.11%

Good 22 24.44%

Average 30 33.33%

Poor 14 15.55%

Very Poor 03 3.33%

Can‟t Say 02 2.22%

Total 90 100%

Source: Based on complied and analyzed data collected through field work

As management responded pertaining to existing HRD in their

organizations, employees of 30 units also responded freely to say about

HRD situation in their organizations.11 (21.11%) employees responded

that very good HRD situation in their units. Another 22(24.44%)

responded that „good‟ employee management relation is prevailing; While

30(33.33%) employees viewed the average and 14(15.55%) viewed poor.

23 According to HRD Rating, both managements and employees of chemical

units believe that „Good‟ HRD practices do exist in chemical industry of

Gujarat.

24 Chi-square statistical test at 5% level of significance revales that views it

may be conclude that views of employees and management on prevailing

HRD practices are same in the chemical units under study. In other word

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there is no significance difference between views of both management and

employees of chemical units about prevailing HRD practices.

6.2 SUGGESTIONS

A. Suggestions for management

B. Suggestions for employees

C. Other Suggestions.

A SUGGESTIONS FOR MANAGEMENT

1. Gujarat is the one the fastest developing state in term of economic/

having abundant natural resource particularly for the chemical industry.

Therefore it is suggested here that present installed capacity and percentage

utilization of the existing plant should be increase so as to occupy first

position in industrial development in the country. For this it is needed and

suggested that both government and entrepreneurs should come forward

with policy and proposal respectively.

2. India has become of member of WTO, and it is expected that by 2020.

India will be a termed has developed country. With respected to this

chemical industries should adopt worker participation in management

philosophy irrespective of size and form.

3. Promotion policy as one of the key factors that affect HRD. Therefore, it is

suggested for the chemical units of Gujarat that:

There should be increased monetary and non-monetary incentives

associated with promotion. Present incentives are inadequate. It is

further suggested that these benefits, once granted, should be

provided with immediate effect.

Promotion is the sole right of the employees. Once it is due and

not given, it could create HRD problems. Therefore, it is

advisable not to deprive employees of their right to promotion.

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4. The chemical industrial has expend significantly over the past 5 year is

2009 to 2012. Reflecting a strong global economic background. The share

of Gujarat Government with respect to the selected unit is 31% respective

leave therefore it is suggested here that if the share is enhanced its can

generate more large scale employment and promises to achieve balanced

growth.

5. A combination of benefit program is the most effective and efficient means

of meeting economic security needs.

6. To stay completive organization must invest in effective strategy to

motivate staff. From the line manager to top executive understanding what

factors or factors motivate your employers is the key to gaining the HR

advantage that lead to success in our challenging market place. It is a must

to have keen understanding of what motivates its staff so that one has

competitive workforce advantage.

7. Annual increment should partly be linked to seniority or years of service.

The logic for seniority based increments is that as a person accumulates his

skills get sharpened his efficiency tends to increase.

8. Chemical Industries are the key industry in India, which employee lakhs of

people directly. There is no much formal education and training given to

the employee so it is suggested that,

University should impart formal education especially for

chemical industry.

A Specially training centre in association with government and

the chemicals manufacturer association should be established for

operational training.

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Behavior and computer training programmes should be arranged

for enhancing their knowledge and skills, which will promote

efficiency and overall organization development.

9. Employment conditions and working conditions should be improved to that

of international standard.

10. A human Resource policy reflects the image of existing employee Human

Resource Development. Hence Periodic review should be made in the

policy. Further transient human resource policy ensures good government

of the organization.

11. For the performance appraisal function in chemical units it can be

suggested that:

Performance must be evaluated regularly for all employees

at all levels scientifically.

Performance rating must be communicated to the

respective employees.

12. More and more chemical units should come forward to provide facilities to

their employee beyond statutory obligations, because employees are the

most valuable asset of the organization and they should be appreciated by

value-addition from time to time.

All organization use Human Resource planning but the effective use of this

subsystem is need of that time. Thus, effective and timely manpower

planning must be done.

13. Internal sources of recruitment should be focused more because the

existing employees feel satisfied secured and they get the positive feeling

that they are the members of the organization.

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14. For wage structure which is at present inelastic and traditional, should be

revised and new consistent and acceptable wage system and structure

should be adopted for better HRD.

15 Indian economies are passing through a sea change of liberalization,

privatization and globalization process. Gujarat is now „Developed‟ State.

Under such circumstances, to suit changes and globalize culture, it is

suggested that employees of chemical industry, should be train to create

good HRD climate and environment.

16 The HR managers are expected to keep in tune with the changing time, i.e.

the changes taking place across the globe. HR should maintain the

timeliness of the process.

17 The process of recruitment should be flexible adaptive and responsive to

the immediate requirements. The process should be cost effective also.

18 The training programme should be catering to the needs of the

organization, individual and group. It should be well planned and

organized keeping in mind the audience available and resource. Employee

participation in planning training programme should be increased at shop

floor level. There should be blending of informal way with formal method

of imparting training. Proper feedback has to be done after training

exercise.

19 A successful shift work plan must satisfy three critical factors: business

requirements, employee needs and safety standards. This enables the

company to work smarter and satisfying the goals of the overall

organization.

20 For the welfare of employees of chemical units it is suggested that

maternity benefits should be made available to the female employees and

paternity benefits to male employees.

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21 The earnings of an employee are directly co-related with the working of an

employee. Therefore, it is required by the management to plan and design

systematic and dynamic wage salary structure so that overall organizational

effectiveness is achieved.

22 It is suggested to emphasis on competency-skill based pay and the total

compensation package should include the base pay and variable pay (also

called the performance pay)

23 In order to minimize absenteeism & labour turnover, management should

improve the existing working condition. And the organization should be an

attractive workplace where the employees can work in safe and healthy

surrounding. The issues, which come up to, the management, should be

dealt within the framework. The top management should realize that it is

their responsibility to satisfy the employees by improving the working

environment.

24 For employees HRD practices given to employees of chemical units of

Gujarat state, it is suggested that:

(i) Maternity benefits should be made available to female employees,

paternity benefit to male employees, child care leave for the

concerned employee.

(ii) A system should be provided and maintained for interest free,

short term loan facility to needy employees.

(iii) Career guidance centres should be opened in the plant, where

career counseling is made available to the employees.

(iv) A rich library should be provided to facilitate reading and enhance

their knowledge and skill

(v) Canteen facilities should be improved on account of items and

service.

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(vi) In the organization more cultural activities should be organized

where in the employees come closer to each other and become

informal.

(vii) Regularly sports meet should be organized where healthy

competition and team spirit develops

(viii) When an employee gets transferred from one place to another

moving expense should be given to them since they are the part &

parcel of the organization.

(ix) When there are more than 30 female workers having children less

than 6 years, crèche facility should be provided.

(x) There should be informal get together where both the parties can

know each other better (employers & employees)

(xi) Worker education programme should be developed and improve

upon to make the employees aware of latest technology and

developments in the world around.

(xii) Yoga and meditation programmes should be arranged for health

awareness and for cordial industrial environment.

(xiii) With respect to the legally required payments as per the

amendments made, change should be done in the organization from

time to time.

(xiv) Since it is expected that by 2020 India will be a developed country,

the chemical can think of introducing those benefits which are

flourishing in developed countries now like guaranteed annual

wage, prepaid legal expenses. Jury duty and bereavement paid

leave, unemployed compensation, paternity leave, child care leave,

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severance pay, vacations & voting leave, cafeteria plans. So, in this

way we can be at par with the competitive world.

(xv) Existing HRD practices should be enhanced further and provided

effectively to acceptable level.

25 A positive attitude is contagious and can change the attitude of every

employee around. It is essential that employees experience on going

motivation from management to perform their work to the best of their

abilities. Regular contact with employees is necessary to show that you

care about their contributions.

Another way to beat low moracle is to develop an employee satisfaction

survey. This is an easy, anonymous way for employees to voice their

concerns and problems without being identified. Issues that are brought up

from the survey can be addressed during an organizational meeting.

Extra ways that an employer can construct an environment that motivates

employees includes:

Staff lunches

Holiday celebrations

Employee of the month

Continuing education programme.

26 At present Indian economy is parsing through a sea change process of

LPG. In this respect, India has already become a member of the world

trade organization (WTO). Under these turbulent circumstances,

management of the selected fertilizer and chemical units believe that.

The government should now amend present obsolete and

outdated labour laws. Government has started acting in this

direction to enact labour laws consistent with liberalization

process. Under these circumstances maintaining and improving

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employees‟ HRD practices will be a difficult and a challenging

task.

The present productivity of an Indian worker is very low as

compared to international standards. The government and the

management have to join hands together to solve this problem

keeping in mind the HRD practices.

27 Many a time, it was found that employees have very little choice in this

benefit packages. Most of the workers were unaware of all the benefits to

which they were entitled. This lack of knowledge often caused employees

to request for more benefits to meet their needs. For example, senior worker

may want improved retirement plans while younger workers seek improved

insurance coverage for dependents.

CHART NO.: 6.1

ADMINISTRATIONS OF FRINGE BENEFITS

Source: (HRM, K. Ashwathappa, 2006)

Establish Benefits

Objectives

Assess Environmental Factors

Assess Competitiveness

Communication Benefits

Information

Control Benefits Costs &

Evaluation

Environment

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28 This is particularly true when employees do not have to contribute

financially. To overcome these problems following steps are suggested

while administering indirect remuneration as shown below.

It is rightly said that you cannot satisfy each and every demand of all the

employees in a particular organization. If the majority of the demands and

wants are taken care of, then the organization would succeed in motivating

and retaining the employees.

A key role has to be played by the organization in formulating a strategic

plan towards the fulfillment of the prospective demands of the employees.

29 Current benefit packages have evolved over the years from plans that

addressed the basic needs of the workers and provided minimum benefits

to the individuals. Today, we see a much more complex pattern of plans

with enhanced flexibility, tailored to meet the needs of individuals and

costing public sector and private sector organizations dearly in terms of

rupees. Employees in general are more educated, more sophisticated and

more demanding of remuneration including fringe benefit. Employers are

therefore required to devise newer benefit plans to attract and retain

competent personal keeping a watch on the benefits costs. The future of

fringe benefits is clear- there will be more and more demand for them and

the employers must be prepared to meet the growing demand.

30 Fringe benefit programmes should be looked at as a worthwhile corporate

instrument in HRM.

31 Future policies planning in this area will have to keep in view some fresh

reference points. Non unionization and skills shortage are no more relevant

for policy consideration.

32 Any meaningful package of benefits must reflect some perspective

planning. Inflexibility brings stagnation.

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33 Separate programmes directly beneficial to workers from those that are

directed towards community welfare. Clubbing them together adds to their

cost. This may not be liked by workers.

34 It is advisable not to have a facility rather than neglecting it in its

administration.

35 Poor internal communications hurts the programme in at least 3 ways:

More money is spent for officers welfare

Excess money spent on corporate image building at the cost of

more bonus

Priority to officers‟ children in admissions to schools. Therefore

make the internal communication system effective

36 Devise new ways to involve workers and their representatives at all levels

of planning and implementation.

B SUGGESTIONS FOR EMPLOYEES

1) The fringe benefits are a growing part of the compensation package.

The unions and employee association should play a significant role in the

development of fringe benefits.

2) The employees should realize that they are the most valuable asset of the

organization

3) The employees should actively involve themselves in workers participation

in management and actively involve themselves when formulating HR

policies and play an important role in policy framing

4) The employees should create an environment which is congenial and

believe in this motto “home away from home”

5) They should realize that if they grow the organization also grows

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6) The employees should believe in “give and take formula” which means

give your fullest commitment in work and take the fullest credit in the

form of monetary and non-monetary rewards.

7) The employees should be open-minded and should actively participate with

the management

8) The employees should contribute positively and dedicatedly in the

economic development of the country

9) The employees should be frank enough to talk about the changes required

in the fringe benefits

10) The employees should realize that showing their greatest weapon is not the

solution to any problem.

Most importantly the employees should value the benefits given to them by

the management.

(i) The employees should be self-motivating and treat every day as a new

and a challenging one and give results beyond expectations. This will

give utmost satisfaction to the employee and make them feel like

their own organization.

(ii) The employees should believe in concept of grabbing opportunities to

excel.

(iii) There should be trust and confidences between the employees and

employers work without any differences

(iv) Maximum attention should be taken by the employees to solve the

problem then and there. For that frank interactions should take place

between employer and employees to reduce prejudices and biases the

employees should posses positive qualities within them which

impresses the management in the long run

(v) A truly representative enlightened and strong trade union should come

into existence and function strictly on constitutional lines.

(vi) The employees should believe in the concept of CHANGE. change

brings growth within the employees.

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(vii) The employees should be clear with the benefits availed to them,

because the most organization the employees are not aware of benefit

package which he is entitled for. The employees should clear their

doubts regarding welfare activities and benefits at the time of

induction procedure itself.

(viii) The employees should feel free to tell the truth about any changes to

be made in the work place without repercussions, then their ideas

concerning innovation, quality and productivity will flourish

C OTHER SUGGESTIONS

1. In this era of greater personal responsibility and demographic changes, the

government, employers and individual should change their approaches to

financial security and how it can be maintained through employees‟

welfare activities and benefits.

2. HRM must realize that any problem an employee faces in his/her personal

life will ultimately be brought into the work place. Therefore it is

suggested to introduce employee assistance programmes that help the

individuals to deal with stressful life situations.

3. Industrial discipline is essential for the growth of industry. It is more

essential for maintenance of cordial employee-management relations. It is

suggested that motivation, communication and leadership should be made

more effective to reduce and remove indiscipline.

4. There should exist mutual trust and confidence between employer and

employee. There should not be any difference of opinion. It is important to

have a long term perspective of things to ensure that good people do not go

away when they are needed the most by the organization.

5. It is also a universally accepted fact that good industrial relations are

fruitful in getting higher productivity. So it is suggested that employee

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management relations should be sound. This can make employees

enthusiastic and efficient.

6. Full, free, frank, formal & informal interactions among people and

particularly between superiors and subordinates are suggested for better

mutual understanding so as to reduce prejudices and biases.

7. By developing trade unions, employee welfare can be boosted. Once

workers get secured about their jobs and working condition, their

productivity increases. Hence they tend to put more efforts in their work.

8. Although benefit plans are often referred to as employee benefit, it is

necessary that the employer also benefit. The employer needs benefit plans

in order to recruit and especially to retain competent employees. The

employer also needs to control costs of benefits and is able to anticipate

such cost. This should be accomplished more easily with formal plans

rather than informal plans.

9. The success of any organization is determined by its team, its people, their

caliber and attitude to succeed and outright perform. Unlike any machinery

that gets devaluated or depreciated with the time and age, HR are

appreciated with age and experience. If one can effectively manage HR a

major construct of increasing productivity and improving performance

would be largely taken care of.

10. As a part of social security the children of employees should be given

priority. Even some privileges should be given to them by creating

Government schools and colleges for employee children.

11. If an organization has to operate as an integrated unit, it is necessary that

the top management keeps lower level management people satisfied and

win confidence and avoid any kind of misunderstanding.

There should be Employee Welfare initiatives which are:

Refrain from laying off people

Re-skill/cross-function training of employees to keep them engaged.

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Counseling on managing their personal financial matters better a

necessity during the tough times.

Celebration of success and achievements to boost employee morale,

even if the celebrations are small in scale.

Felicitating the best performers – a fill up to make them continue to

excel.