Dhaya - A Study On Employee To Employee Relationship

A STUDY ON EMPLOYER TO EMPLOYEE RELATIONSHIP
AT SRI KARPAGAM ORGANIC COTTON INDUSTRY AT KARUR
INTRODUCTION:
When an employee hires a new employee, he is not just bringing a new member of the
workforce a board; he is also starting a new relationship. Because employees and employees
often work in close quarters, they necessarily develop relationships. Managing these
relationships is vital to business success, as strong relationships can lead to greater employee
happiness and even increased productivity. To reap these benefits, keep the dynamics of your
employer-employee relationship in mind.
Employee/employee relations refer to the communication that takes place between

representatives of employees and employees. Much of the employee relations involve employees
and employees working together. Indeed, part of the aim of the European Union's social policy
today is to create a system of shared responsibility of employees and employees for working
practices, conditions and other areas of working life. This shared responsibility is called co-
determination.
Employee relations, industrial relations and lab our relations are all terms that refer to
those aspects of HRM where employees are dealt with as group through collective agreements
with trade unions. It covers all the relations between employers and employees in industry. Some
scholars however see employee relations which are a more recent term as broader and include
employee participation in management decisions, communications, policies for improving
cooperation and control of grievances and minimization of conflicts. The philosophy of HRM
has led to a shift towards individualism rather than collectivism due to increased competition
hence leaner and more efficient organizations, restructuring, the market economy and free
enterprise are changing trade union legislation. This relationship is complex and multi-
dimensional – e.g. it is influenced by the economic, social, political, psychological, ethical and
legal factors.
EMPLOYEE RELATIONS COVER THE FOLLOWING ISSUES:
 Development, negotiation and application of formal systems of rules and procedures for
collective bargaining, handling disputes and grievances, and regulating employment.
 Concerned with the formal and informal processes, which take the form of continuous
interactions between managers and shop stewards, trade unions etc,.
 The bargaining structures, recognition of trade unions and procedural agreements and
practices, i.e. the collective relations between employees and trade unions.
IMPORTANCE OF EMPLOYEE RELATIONS

 Improves cooperation between employers and employees
 Minimize unnecessary conflict
 Enable employees to play a part in decision making
 Keep employees informed of decisions that concern them
 Organizations interests – those things employees would rather avoid e.g.
 Meeting high output standards

 Accepting managerial decisions
 Disciplinary actions
 Working long hours
 Employees’ interests – those which organizations are reluctant to provide e.g.
 Increased wages
 Safe working conditions
 Time off with pay
 Shorter working hours per week
 Pay for overtime etc
 Discussions between employers and employees typically cover the following areas:
 pay
 bonuses
 the work environment
 disputes
 work schedules
 grievances
 health and safety
 hours of work
 Production targets.
The Advisory, Conciliation and Arbitration Service (Acas) was set up in 1974 to try and
create more harmonious working relationships in this country. It negotiates in disputes between
employees and employees as well as establishing codes of practice and principles for harmonious
relationships. It has been tremendously successful in its work because today there are relatively
few major employment relations disputes in this country. Where problems start to arise in a
company, it is an easy process to consult with Acas to find ways of improving relationships.
Because Acas has experience of dealing with so many workplaces it is able to suggest guidelines
for harmonious relationships in nearly all situations.
Successful employer/employee relations involve striking a balance of interests. From the
employee's point of view, industrial relations is about having the right to manage - the ability to
plan for the future so that a company can continue to be a success, to make profits for its
shareholders and to keep its employees motivated. From the employee's point of view, it is all
about securing the best possible conditions and living standards for employees.
HIGH LABOUR TURNOVER

Where employees are not happy with working conditions this frequently leads to high
labour turnover, bad timekeeping, and high levels of absenteeism. It may also occur in the form
of slackness by individuals, poor working, and deliberate time wasting and similar practices.
Other evidence of discontent will be revealed in complaints, friction, ignoring rules and apathy.
There are a number of forms of organized trade union action, including:
 withdrawal of goodwill
 a go slow
 working strictly to the rules set out in work rulebooks and sticking rigidly to only doing
tasks set out clearly in a job description
 refusing to work overtime
 Going on strike.
 All of these actions are undesirable:
 They reduce company profitability, and its' ability to fulfill orders

 They harm employment prospects, and reduce wages of employees
 They lead to festering discontent
 They cause problems for customers and the economy as a whole.
Thus it is very important to create harmonious workplaces for the benefit of all
concerned. The work of Acas therefore is primarily concerned with outlining good practice and
models of harmonious working practice.
A trade union is an organized group of employees who have joined together in an
officially recognized organization to further their common interests. These employees may have
in common a skill, a trade, an industry, an employee or an occupation. Some unions (general
unions) are made up of workers in several industries. Trade unions are formed, financed and run
by their members.
Relationship Basics
Generally, employee and employee relationships should be mutually respectful. The
degree of closeness in these relationships will depend on both the employee and the employee.
Some employees opt to keep their employees at a distance and, in doing so, ensure that there is
no confusion as to the hierarchy that exists between them. Others elect to become friendlier with
their employees, seeing this as a way to ramp up employee happiness. While neither option is
entirely right or wrong, it is wise to avoid getting too close to employees, as doing so can cause
the line between employee and employee to become blurred.
Mutual Reliance
The employee-employee relationship should be one of mutual reliance. The employee is
relying upon the employee to perform her job and, in doing so, keep the business running
smoothly. Conversely, the employee is relying upon the employee to pay her and enable her to
support herself, and potentially her family, financially.
Relationship Building
Just as with all relationships, the employee and employee relationship is one that must
develop over time. Employees can promote the building of relationships by speaking candidly
with their employees about their lives, asking them about their families and learning about their
interests. Similarly, employees can promote the building of this relationship by being open with
their employee and sharing information about themselves and their lives.
Boundaries
Though the type of employee and employee relationship that is considered appropriate
varies from company to company, boundaries exist at almost all companies. Generally, it is
unwise for employees to develop romantic relationships with their employees. Similarly,
employees should exercise care to ensure that the relationship they develop with one employee
isn't notably closer than the relationships they develop with others, as this can lead to concerns
regarding favoritism or similar issues of unfairness within the workplace.
EMPLOYEE-EMPLOYEE RELATIONSHIP IDENTIFICATION:

Common law principles
Although the terms employee and employee are defined in the EHT Act, the Act does not
define the circumstances under which an employee-employee relationship exists. It is necessary
to establish whether the worker is hired under a contract of service or a contract for service.
A contract of service, or employee-employee relationship, generally exists when a worker
agrees to work for an employee, on a full-time or part-time basis, for a specified or indeterminate
period of time, in return for wages or a salary. The employee has the right to decide where, when
and how the work is to be done.
A contract for service, or business relationship, generally exists when a worker agrees to
perform specific work for a payer in return for payment. The self-employed worker is not
normally required to perform the services personally.
In order to determine whether a worker is an employee under a contract of service or self-
employed under a contract for service, reference must be made to common law principles. The
terms and conditions of the worker's employment are examined and analyzed as they relate to the
following four factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and (d)
integration. It is important to note that one factor alone is not conclusive in the determination.
Control test
The control test is used to determine whether a person is in a position to order or require
not only what work is to be done, but also how it is to be done. Generally, in an employee-
employee relationship, the employee controls, directly or indirectly, the way the work is to be
done and the work methods used. The employee assigns specific tasks that define the real
framework within which the work is to be done. The payer exercises control if he/she has the
right to hire or fire, and decide where, when and how the work will be done. If such is the case,
then the hirer clearly exercises control over the worker, who may then be considered to be an
employee for EHT purposes. It is not necessary that control actually be exercised, only that it can
be exercised.
Ownership of tools
In an employee-employee relationship, the employee generally supplies the equipment
and tools required by the employee. In addition, the employee covers the following costs related
to their use: repairs, insurance, transport, rental, and operation. The main points to consider are:
 The amount invested
 The value of equipment and tool
 The rental and maintenance of equipment and tools.
Ownership of the tools, however, is not always a determining factor. The fact that a
worker uses his or her own equipment when performing the work is not sufficient to conclude
that the person is self-employed, as all factors must be considered. In certain occupations (e.g.
auto mechanics, carpenters, photographers) it is customary for employees to use their own tools.
Chance of profit/risk of loss
Generally, if an employee-employee relationship exists, the employee alone assumes the
risk of loss. The employee also generally covers operating costs, which may include office
expenses, employee wages and benefits, insurance premiums, and delivery and shipping costs.
The employee assumes little or no financial risk and is entitled to his or her full salary or wages
regardless of the financial health of the business.
Integration or organization test

The integration or organization test examines whether the tasks performed by an
individual form an integral part of the business (i.e. an employee-employee relationship exists)
as opposed to merely being accessory to the business (i.e. the individual is an independent
contractor).
The test will also determine whether the individual is in business in his or her own right and
provides services to another business as an independent contractor.
Part-time or casual workers

The fact that an individual may be employed on a part-time or casual basis has no effect
on whether the individual is considered to be an employee or a self-employed individual for EHT
purposes.
Duty of Employees
A person’s job, like a person’s business, is a highly valued possession that pervasively
affects the lives of the employee and his or her family. With stakeholders everywhere, the
relationship is laden with moral responsibilities.
In addition to the employee’s more obvious obligation to advance and protect the
reputation and financial well-being of the company, the employee has a moral obligation to make
business decisions in a manner that demonstrates concern for and seeks to advance the welfare of
employees.
This includes but goes beyond a duty to treat employees respectfully, to pay them fairly
and provide good working conditions. An ethical employee does not think of employees only as
a means to an end. Employees must be treated as a major stakeholder group. Ethical employees
consciously and consistently treat the promotion and protection of the well-being of employees
as an important business obligation and objective.
Companies should be loyal to workers as well as shareholders. Layoffs, plant closings,
and other dramatic events of this nature should be handled with caring and sensitivity and as acts
of great moral significance. The use of euphemisms such as “down-sizing” or “right-sizing” may
make managers feel better about the decision to terminate jobs, but it does not change anything
from a moral perspective. There are, of course, situations where such actions are justified but
they must be implemented in a way that demonstrates genuine concern for employees who will
lose their jobs.
Employees should always be treated with respect and it is the company’s obligation to
see that individual managers do not abuse their power or mistreat their subordinates. Kill-the-
messenger behavior at any management level is improper, as is any active or passive
encouragement of dishonest reporting. Employees should feel free to raise ethical or other issues
without fear of retaliation.
Employees are entitled to count on the commitments of the employee especially about
central matters such as pay, raises, and promotions. Employees who chisel employees, renege on
promises, or treat them as if they were simply instrumentalities of the organization’s interests
rather than ends in and of themselves fail to meet their moral responsibilities.
Duty of Employees
Employees also have moral obligations, and they go beyond giving a full day’s work for
a full day’s pay. Loyalty goes both ways.
Employees have moral duties to the organization, co-workers, and customers. If an
employee were secretly to look for a replacement for an employee by conducting interviews
behind the employee’s back, most employees would consider that an act of betrayal. “Why didn’t
you tell me my job was at risk?” “Why didn’t you tell me that you were unhappy with my work
so I had a chance to improve?” Does the employee owe the employee less? When an employee,
without any notice to an employee secretly looks for a new job, often covering up interviewing
time with deceptions or lies, is the conduct any less untrustworthy?
When an employee decides to let an employee go, it is generally thought that the
employee should give the employee ample notice or severance pay. But what of the ethics of the
employee who walks into the boss’ office and says, “I have an opportunity I can’t turn down and
they need me to start this Friday”? Because of the disparity in power, many employees adopt a
double standard that gives them more leeway than they afford the employee. One aspect of this
attitude draws on the doubtful assertions of necessity. Another is the implicit belief that if an
offer is too good to refuse, there is no moral obligation to refuse. It doesn’t take much scrutiny to
see that these are self-serving rationalizations. The moral obligations of an employee include
loyalty, candor, caring and respect. The mismatch in economic strength between the employee
and the employee does not change that.
People of character take into account their moral obligations to their employee before
they interview for another job. If they know that their departure will jeopardize the organization,
co-workers, or customers they should make it clear at the job interview that they are not
available until they have provided a reasonable transition. If we are not certain how much
hardship departure may cause, the principle of respect suggests that the parties most affected be
given an opportunity to participate in a discussion to suggest the least harmful alternative.
Because the employee-employee relationship operates in the context of business, there is a
tendency to play by different rules dictated by who has the leverage, and principles of
expediency — what you can get away with — rather than moral principle.
Employees are required to pay Employee Health Tax based on remuneration paid to
employees who report for work at a permanent establishment in Ontario, and to employees who
do not report for work at a permanent establishment but who are paid from or through the
employee's permanent establishment in Ontario.
In making a determination regarding the existence of an employee-employee relationship,
many factors have to be taken into consideration. In addition to considering the terms and
conditions of the worker's employment, the Client Services Branch will consider rulings issued
by Canada Revenue Agency (CRA) regarding Canada Pension Plan and Employment Insurance,
CRA's guidelines for specified industries, and common law principles (based on precedents set
by court decisions).
Although the terms employee and employee are defined in the EHT Act, the Act does not
define the circumstances under which an employee-employee relationship exists. It is necessary
to establish whether the worker is hired under a contract of service or a contract for service.
A contract of service, or employee-employee relationship, generally exists when a worker
agrees to work for an employee, on a full-time or part-time basis, for a specified or indeterminate
period of time, in return for wages or a salary. The employee has the right to decide where, when
and how the work is to be done.
A contract for service, or business relationship, generally exists when a worker agrees to
perform specific work for a payer in return for payment. The self-employed worker is not
normally required to perform the services personally.
In order to determine whether a worker is an employee under a contract of service or self-
employed under a contract for service, reference must be made to common law principles. The
terms and conditions of the worker's employment are examined and analyzed as they relate to the
following four factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and (d)
integration. It is important to note that one factor alone is not conclusive in the determination.
STATEMENT OF THE PROBLEM:

This project helps the management any problem arising during the time of employment in
the organization relationship between employee and employee and includes a personal grievance
or a dispute about the meaning or application of any provision of this agreement/contract.
NEED FOR THE STUDY:

 To identify the effectiveness of Employee-Employee relationship in the organization.
 To know the employees view towards the management concern on welfare.
 To understand the extent of participative management practiced in the organization.
 To find out the employees opinion towards the flexibility of HR policies in the
organization.
 To know the opinion towards the leadership style adopted in the organization.
SCOPE OF THE STUDY:

The study focuses on the understanding the need for good relationship between the
employee & employee in the organization and to strengthen or improve the work in progress.
OBJECTIVES OF THE STUDY:

 To study the importance of employee-employee relation.
 To study the employee – employee relations in “SRI KARPAGAM ORGANIC
COTTON INDUSTRY AT KARUR
 To study different aspects including in employee-employee relation.
 To study its impact on the performance of the employees.
 To Suggests the different steps for making employee – employee relation effective if
there is any deviation.
LIMITATIONS OF THE STUDY
 The study is purely of qualitative nature as it depends on the perception of the
employees.
 As the topic is a sensitive one and purely psychology based data can be collected
only through the personal interview method which had been very difficult due to the
assigned quotas to the individuals and deadlines of projects.
 In order to explain the topic and questionnaire, on an average 15-20 minutes of time
should be spared for each interview.
INDUSTRY ANALYSIS
INTRODUCTION TO TEXTIXE
Fabric refers to any material made through weaving, knitting, spreading, crocheting, or bonding
that may be used in production of further goods (garments, etc.). Cloth may be used
synonymously with fabric but often refers to a finished piece of fabric used for a specific purpose
(e.g., table cloth).A textile or cloth is a flexible woven material consisting of a network of natural
or artificial fibers often referred to as thread or yarn.
Yarn is produced by spinning raw fibers of wool, flax, cotton, or other material to produce long
strands. Textiles are formed by weaving, knitting, crocheting, knotting, or pressing fibers
together (felt).
The words fabric and cloth are used in textile assembly trades (such as tailoring and
dressmaking) as synonyms for textile. However, there are subtle differences in these terms in
specialized usage. Textile refers to any material made of interlacing fibers.
Etymology
The word 'textile' is from Latin, from the adjective textilis, meaning 'woven', from textus, the
past participle of the verb texere, 'to weave'. The word 'fabric' also derives from Latin, most
recently from the Middle French fabrique, or 'building, thing made', and earlier as the Latin
fabric 'workshop; an art, trade; a skillful production, structure, fabric', which is from the Latin
faber, or 'artisan who works in hard materials', from PIE dhabh-, meaning 'to fit together'.
The word 'cloth' derives from the Old English clað, meaning a cloth, woven or felted material to
wrap around one, from Proto-Germanic kalithaz (compare O.Frisian 'klath', Middle Dutch 'cleet',
Dutch 'kleed', Middle High German 'kleit', and German 'kleid', all meaning "garment"). There are
several different types of fabric from two main sources: manmade and natural. Inside natural,
there are two others, plant and animal. Some examples of animal textiles are silk and wool. An
example of a plant textile is cotton.
History
The production of textiles is a craft whose speed and scale of production has been altered almost
beyond recognition by industrialization and the introduction of modern manufacturing
techniques. However, for the main types of textiles, plain weave, twill, or satin weave, there is
little difference between the ancient and modern methods.
Incas have been crafting quipus (or khipus) made of fibres either from a protein, such as spun
and plied thread like wool or hair from camelids such as alpacas, llamas, and camels, or from a
cellulose like cotton for thousands of years. Khipus are a series of knots along pieces of string.
Until recently, they were thought to have been only a method of accounting, but new evidence
discovered by Harvard professor Gary Urton indicates there may be more to the khipu than just
numbers. Preservation of khipus found in museum and archive collections follow general textile
preservation principles and practice.
During the 15th century, textiles were the largest single industry.clarification needed Before the 15th
century textiles were produced only in a few towns but duringclarification needed
, they shifted into
districts like East Anglia, and the Cotswolds.9
Uses
Textiles have an assortment of uses, the most common of which are for clothing and for
containers such as bags and baskets. In the household they are used in carpeting, upholstered
furnishings, window shades, towels, coverings for tables, beds, and other flat surfaces, and in art.
In the workplace they are used in industrial and scientific processes such as filtering.
Miscellaneous uses include flags, backpacks, tents, nets, handkerchiefs, cleaning rags,
transportation devices such as balloons, kites, sails, and parachutes; textiles are also used to
provide strengthening in composite materials such as fibreglass and industrial geotextiles. Using
textiles, children can learn to sew and quilt and to make collages and toys.
Textiles used for industrial purposes, and chosen for characteristics other than their appearance,
are commonly referred to as technical textiles. Technical textiles include textile structures for
automotive applications, medical textiles (e.g. implants), geotextiles (reinforcement of
embankments), agrotextiles (textiles for crop protection), protective clothing (e.g. against heat
and radiation for fire fighter clothing, against molten metals for welders, stab protection, and
bullet proof vests). In all these applications stringent performance requirements must be met.
Woven of threads coated with zinc oxide nanowires, laboratory fabric has been shown capable of
"self-powering nanosystems" using vibrations created by everyday actions like wind or body
movements.
Sources and types
Textiles can be made from many materials. These materials come from four main sources:
animal (wool, silk), plant (cotton, flax, jute), mineral (asbestos, glass fibre), and synthetic (nylon,
polyester, acrylic). In the past, all textiles were made from natural fibres, including plant, animal,
and mineral sources. In the 20th century, these were supplemented by artificial fibres made from
petroleum.
Textiles are made in various strengths and degrees of durability, from the finest gossamer to the
sturdiest canvas. The relative thickness of fibres in cloth is measured in deniers. Microfibre
refers to fibres made of strands thinner than one denier.
Fashion and textile designers

Fashion designers commonly rely on textile designs to set their fashion collections apart from
others. Armani, the late Gianni Versace, and Emilio Pucci can be easily recognized by their
signature print driven designs.
Plant textiles
Grass, rush, hemp, and sisal are all used in making rope. In the first two, the entire plant is used
for this purpose, while in the last two, only fibres from the plant are utilized. Coir (coconut fibre)
is used in making twine, and also in floormats, doormats, brushes, mattresses, floor tiles, and
sacking.
Straw and bamboo are both used to make hats. Straw, a dried form of grass, is also used for
stuffing, as is kapok.
Fibres from pulpwood trees, cotton, rice, hemp, and nettle are used in making paper.
Cotton, flax, jute, hemp, modal and even bamboo fibre are all used in clothing. Piña (pineapple
fibre) and ramie are also fibres used in clothing, generally with a blend of other fibres such as
cotton. Nettles have also been used to make a fibre and fabric very similar to hemp or flax. The
use of milkweed stalk fibre has also been reported, but it tends to be somewhat weaker than other
fibres like hemp or flax.
Acetate is used to increase the shininess of certain fabrics such as silks, velvets, and taffetas.
Seaweed is used in the production of textiles: a water-soluble fibre known as alginate is

produced and is used as a holding fibre; when the cloth is finished, the alginate is dissolved,
leaving an open area.
Lyocell is a man-made fabric derived from wood pulp. It is often described as a man-made silk
equivalent; it is a tough fabric that is often blended with other fabrics – cotton, for example.
Fibres from the stalks of plants, such as hemp, flax, and nettles, are also known as 'bast' fibres.
Mineral textiles
Asbestos and basalt fibre are used for vinyl tiles, sheeting, and adhesives, "transite" panels and
siding, acoustical ceilings, stage curtains, and fire blankets.
Glass fibre is used in the production of spacesuits, ironing board and mattress covers, ropes and
cables, reinforcement fibre for composite materials, insect netting, flame-retardant and protective
fabric, soundproof, fireproof, and insulating fibres.
Metal fiber, metal foil, and metal wire have a variety of uses, including the production of cloth-
of-gold and jewelry. Hardware cloth (US term only) is a coarse woven mesh of steel wire, used
in construction. It is much like standard window screening, but heavier and with a more open
weave. It is sometimes used together with screening on the lower part of screen doors, to resist
scratching by dogs. It serves similar purposes as chicken wire, such as fences for poultry and
traps for animal control.
Synthetic textiles
All synthetic textiles are used primarily in the production of clothing.
Polyester fibre is used in all types of clothing, either alone or blended with fibres such as cotton.
Aramid fibre (e.g. Twaron) is used for flame-retardant clothing, cut-protection, and armor.
Acrylic is a fibre used to imitate wools, including cashmere, and is often used in replacement of
them.
Nylon is a fibre used to imitate silk; it is used in the production of pantyhose. Thicker nylon
fibres are used in rope and outdoor clothing.
Spandex (trade name Lycra) is a polyurethane product that can be made tight-fitting without
impeding movement. It is used to make activewear, bras, and swimsuits.
Olefin fibre is a fibre used in activewear, linings, and warm clothing. Olefins are hydrophobic,
allowing them to dry quickly. A sintered felt of olefin fibres is sold under the trade name Tyvek.
Ingeo is a polylactide fibre blended with other fibres such as cotton and used in clothing. It is
more hydrophilic than most other synthetics, allowing it to wick away perspiration.
Lurex is a metallic fibre used in clothing embellishment.
Milk proteins have also been used to create synthetic fabric. Milk or casein fibre cloth was
developed during World War I in Germany, and further developed in Italy and America during
the 1930s.14 Milk fibre fabric is not very durable and wrinkles easily, but has a pH similar to
human skin and possesses anti-bacterial properties. It is marketed as a biodegradable, renewable
synthetic fibre.
Carbon fibre is mostly used in composite materials, together with resin, such as carbon fibre
reinforced plastic. The fibres are made from polymer fibres through carbonization.
Production methods
Weaving is a textile production method which involves interlacing a set of longer threads (called
the warp) with a set of crossing threads (called the weft). This is done on a frame or machine
known as a loom, of which there are a number of types. Some weaving is still done by hand, but
the vast majority is mechanised.
Knitting and crocheting involve interlacing loops of yarn, which are formed either on a knitting
needle or on a crochet hook, together in a line. The two processes are different in that knitting
has several active loops at one time, on the knitting needle waiting to interlock with another loop,
while crocheting never has more than one active loop on the needle.
Spread Tow is a production method where the yarn are spread into thin tapes, and then the tapes
are woven as warp and weft. This method is mostly used for composite materials; Spread Tow
Fabrics can be made in carbon, aramide, etc.
Braiding or plaiting involves twisting threads together into cloth. Knotting involves tying threads
together and is used in making macrame.
Lace is made by interlocking threads together independently, using a backing and any of the
methods described above, to create a fine fabric with open holes in the work. Lace can be made
by either hand or machine.
Carpets, rugs, velvet, velour, and velveteen are made by interlacing a secondary yarn through
woven cloth, creating a tufted layer known as a nap or pile.
Felting involves pressing a mat of fibres together, and working them together until they become
tangled. A liquid, such as soapy water, is usually added to lubricate the fibres, and to open up the
microscopic scales on strands of wool.
Nonwoven textiles are manufactured by the bonding of fibres to make fabric. Bonding may be
thermal or mechanical, or adhesives can be used.
Bark cloth is made by pounding bark until it is soft and flat.

Treatments
Textiles are often dyed, with fabrics available in almost every colour. The dying process often
requires several dozen gallons of water for each pound of clothing.17 Coloured designs in textiles
can be created by weaving together fibres of different colours (tartan or Uzbek Ikat), adding
coloured stitches to finished fabric (embroidery), creating patterns by resist dyeing methods,
tying off areas of cloth and dyeing the rest (tie-dyeing), or drawing wax designs on cloth and
dyeing in between them (batik), or using various printing processes on finished fabric.
Woodblock printing, still used in India and elsewhere today, is the oldest of these dating back to
at least 220 CE in China. Textiles are also sometimes bleached, making the textile pale or white.
Textiles are sometimes finished by chemical processes to change their characteristics. In the 19th
century and early 20th century starching was commonly used to make clothing more resistant to
stains and wrinkles. Since the 1990s, with advances in technologies such as permanent press
process, finishing agents have been used to strengthen fabrics and make them wrinkle free.18
More recently, nanomaterials research has led to additional advancements, with companies such
as Nano-Tex and NanoHorizons developing permanent treatments based on metallic
nanoparticles for making textiles more resistant to things such as water, stains, wrinkles, and
pathogens such as bacteria and fungi.19
More so today than ever before, textiles receive a range of treatments before they reach the end-
user. From formaldehyde finishes (to improve crease-resistance) to biocidic finishes and from
flame retardants to dyeing of many types of fabric, the possibilities are almost endless. However,
many of these finishes may also have detrimental effects on the end user. A number of disperse,
acid and reactive dyes (for example) have been shown to be allergenic to sensitive individuals.
Further to this, specific dyes within this group have also been shown to induce purpuric contact
dermatitis.
Although formaldehyde levels in clothing are unlikely to be at levels high enough to cause an
allergic reaction, due to the presence of such a chemical, quality control and testing are of utmost
importance. Flame retardants (mainly in the brominated form) are also of concern where the
environment, and their potential toxicity, are concerned. Testing for these additives is possible at
a number of commercial laboratories, it is also possible to have textiles tested for according to
the Oeko-tex certification standard which contains limits levels for the use of certain chemicals
in textiles products.
Production
India is the second largest producer of fibre in the world and the major fibre produced is cotton.
Other fibres produced in India include silk, jute, wool, and man-made fibers. 60% of the Indian
textile Industry is cotton based.
The strong domestic demand and the revival of the Economic markets by 2009 has led to huge
growth of the Indian textile industry. In December 2010, the domestic cotton price was up by
50% as compared to the December 2009 prices. The causes behind high cotton price are due to
the floods in Pakistan and China.India projected a high production of textile (325 lakh bales for
2010 -11).5 There has been increase in India's share of global textile trading to seven percent in
five years.5 The rising prices are the major concern of the domestic producers of the country.
 Man Made Fibers: These includes manufacturing of clothes using fiber or filament
synthetic yarns. It is produced in the large power loom factories. They account for the
largest sector of the textile production in India.This sector has a share of 62% of the
India's total production and provides employment to about 4.8 million people.6
 The Cotton Sector: It is the second most developed sector in the Indian Textile industries.
It provides employment to huge amount of people but its productions and employment is
seasonal depending upon the seasonal nature of the production.
 The Handloom Sector: It is well developed and is mainly dependent on the SHGs for
their funds. Its market share is 13%. of the total cloth produced in India.
 The Woolen Sector: India is the 7th largest producer. of the wool in the world. India also
produces 1.8% of the world's total wool.
 The Jute Sector: The jute or the golden fiber in India is mainly produced in the Eastern
states of India like Assam and West Bengal. India is the largest producer of jute in the
world.
 The Sericulture and Silk Sector: India is the 2nd largest producer of silk in the world.
India produces 18% of the world's total silk. Mulberry, Eri, Tasar, and Muga are the main
types of silk produced in the country. It is a labor-intensive sector.
Indian Textile Policy
Government of India passed the National Textile Policy in 2000

Textile Organization
The Indian Textile industries is mainly dominated by some government, semi government and
private institutions.
The major functions of the ministry of Textile are:
 Bhilwara Textiles Industry

 Textile Policy & Coordination
 Man-made Fiber Industry
 Cotton Textile Industry
 Jute Industry
 Silk and sericulture Industry
 Wool Industry
 Decentralized Powerloom Sector
 Export Promotion
 Planning & Economic Analysis
 Finance Matters
 Information Technology(IT)
The advisory boards include:
 All India Handlooms Board

 All India Handicrafts Board
 All India Power looms Board
 Advisory Committee under Handlooms Reservation of Articles for Production
 Co-ordination Council of Textiles Research Association
 MM cotton industry
The major export promoting councils include:
 Apparel Export Promotion Council, New Delhi

 Carpet Export Promotion Council, New Delhi
 Cotton Textiles Export Promotion Council, Mumbai
The major PSU or Public Sector Undertaking are:
 National Textile Corporation Ltd. (NTC)

 British India Corporation Ltd. (BIC)
 Cotton Corporation of India Ltd. (CCI)
 Jute Corporation of India Ltd. (JCI)
 National Jute Manufacturers Corporation (NJMC)
 Handicrafts and Handlooms Export Corporation (HHEC)
 National Handloom Development Corporation (NHDC)
 Export Promotion Council for Handicrafts, New Delhi
 Handloom Export Promotion Council, Chennai
 Indian Silk Export Promotion Council, Mumbai
 Power loom Development & Export Promotion Council, Mumbai
 Synthetic & Rayon Textiles Export Promotion Council, Mumbai
 Wool & Woolen Export Promotion Council, New Delhi
Other autonomous bodies in this industry are:
 Central Wool Development Board, Jodhpur

 National Institute of Fashion Technology, New Delhi
 National Centre for Jute Diversification
The textile Research Associations are:
 South India Textiles Research Association (SITRA), Coimbatore

 Ahmedabad Textiles Industry’s Research Association
 Bombay Textiles Research Association, Mumbai
 Indian Jute Industries Research association, Kolkata
 Man-made Textiles Research Association, Surat
 Synthetic and art silk –Mills Research Association, Mumbai
 Wool Research Association, Thane
 Northern India Textiles Research Association, Ghaziabad
Organized sector
According to Kearney’s ‘Retail Apparel Index’ India ranked as the fourth most promising market
for apparel retailers in 2009.
There is large scope of improvement in the textile industry of India as there is a huge increase in
personal disposable income among the Indians after the 1991 liberalisation. There is also a large
growth of the organised sector in the Indian textile industries.The foreign brands along with the
collaboration of the Indian companies established business in India. Some of these are Puma,
Armani, Benetton, Esprit, Levi Strauss, Hugo Boss, Liz Claiborne, Crocs etc.
The major Indian Industries include Bombay Dyeing, Fabindia, Grasim Industries, JCT Limited,
Lakshmi Machine Works, Lakshmi Mills and Mysore Silk Factory.
INTRODUCTION
PERIOD OF TRAINING:
I have undergone summer institutional training in Sri Karpagam Organic Cotton Mills for a
period of 37 days.
AREA OF TRAINING:
During the training period I have visited various departments;
 Production Department
 HR Department
 Finance Department
 Marketing Department
 System Department
We will see this department and functions briefly
CHAPTER III
COMPANY ANALYSIS
COMPANY PROFILE
Established in 1957 by the late Vengaya Naidu K, SRI KARPAGAM Organic Company was
incorporated as a private limited company in 1910. The flagship of the Coimbatore-based Sri
Karpagam, its associate companies is SRI KARPAGAM Machine Works, Sri Karpagam
Synthetic Machinery Manufacturers and SRI KARPAGAM Auto Looms. PKR is a composite
mill manufacturing a range of cotton, viscose, blended yarn and a variety of grey and processed
cloth. The company has four manufacturing units located at Coimbatore, Singanallur, Kovilpatti
and Palladam, all in Tamilnadu. The company's cloth processing is done by its subsidiary, United
Bleachers. SRI KARPAGAM exports cotton yarn and grey cloth to the UK, Germany, Italy,
Tamilnadu and Japan. In 1977, Coimbatore Cotton Mills was amalgamated with the company.
We are a professionally managed company engaged in the field of manufacturing, supplying and
exporting of high quality knitted and hosiery garments. We started with a zeal and determination
to redefine fashion in the industry. Standing on the grounds of style and elegance, we offer
knitted and hosiery garments that are abreast of the changing international trends and working
the total no of employees are 650.
VISION OF SRI KARPAGAM ORGANIC COTTON

To manufacture products comparable to international standards, to be customer-focused
and globally competitive through better quality, latest technology and continuous innovation.
MISSION OF SRI KARPAGAM ORGANIC COTTON
To manufacture world-class products of outstanding quality that give our customers a
competitive advantage through superior products and value, so we can make every customer
smile.
To encourage people's ownership, empowerment and working under team structure.
To attain highest level of efficiency, integrity and honesty.
OUR VALUES
 Customer's satisfaction and delight.
 Superior quality of performance.
 Concern for the environment and the community.
 Passionate about excellence.
 Fair to all.
 To provide a safe workplace and promote healthy work habits.
CHAPTER II
REVIEW OF LITERATURE
REVIEW OF LITERATURE
 Mira Singh and Pestonjee (1990), hypothesized that Job Satisfaction is influenced by
the levels of Occupation, Job involvement and Participation. The sample for the study
consisted of 250 officers and 250 clerical cadres belonging to a Nationalised bank in
Western India. The study confirmed the hypothesis and it was found that Job Satisfaction
of the Bank employees was positively affected by the Occupational level, Job
involvement and participation.
 Balgir (1991) attempted to understand hygiene-motivational factors as postulated by
Hergeberg based on their need priorities that dominate the minds of Indian Managers
while continuing service in their respective Organisations. The results revealed that Job
Satisfaction, Salary, Job Security, better chances of promotion, happy Personal life, high
Position and friendly social circle are some of the motivating factors in that order which
strongly influence Indian Mangers.
 Mathew (1991) tested the relationship between Satisfaction and Organisational
commitment with a Non-recursive model that permitted the simultaneous examination of
the influence of satisfaction on commitment and the influence of commitment on
satisfaction. The study highlighted that the two variables were reciprocally related but
that the influence of satisfaction on commitment was stronger.
 Mehra and Mishra4 (1991) in their study explored the potential moderator effect of
mental health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study
was conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings
of the study showed that mental health has a moderating effect on the Intrinsic Job
Satisfaction-Occupational stress relationship.
 Dhar and Jain5 (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job
Involvement, Age and Length of service. An important finding of the study was that Job
Involvement and Job Satisfaction are positive correlates which imply that involvement in
Job increases Job Satisfaction and vice-versa.
 Syeed (1992), made an endeavour to determine the relationship between employee Job
Satisfaction and Organisational effectiveness. The sample for the study consisted of 44
supervisors of a public sector undertaking which was randomly drawn from a single unit
of the Company. The main objective of the study was to relate satisfaction with
Organisational effectiveness along with personal attributes such as age, education, pay,
length of service etc. the study revealed that Job satisfaction facets had more explanatory
power than the personal attributes of respondents. It was clear from the study that the
Organisation through its human resource development policies and practices created
better environment for employees, resulting in greater satisfaction which in turn enhanced
Organisational effectiveness.
 Rama Devi(1997) conducted a study on faculty Job Satisfaction and their views on
management of the two universities in Andhra Pradesh. The sample consisting of 200
teaching faculty and 100 members were selected randomly from each university and the
attempt was made to measure Job Satisfaction of the faculty in universities of Andhra
Pradesh. The study found that the factors such as freedom in job, scope for self-
improvement, income and job security were causing satisfaction while bureaucratic rules,
no recognition for work and routine work were causing dissatisfaction to them.
 Sarri and Judges’ (2004), article provided greater understanding of the research on
employee’s attitudes and Job Satisfaction. The article identified three gaps between
Human resource practice and the scientific research in the area of employee attitudes in
general and the most focal employee attitude in particular –Job satisfaction: the causes of
employee attitudes, the result of positive or negative job satisfaction and how to measure
and influence employee attitudes. Suggestions for practitioners are provided on how to
close the gaps in knowledge and for evaluating implemented practices.
 Worrell (2004) examined and described the levels of Job Satisfaction and relationship
between the variables in a national sample of school psychologists belonging to the
National Association of School Psychologists (NASP). Data were collected through
mailed survey packets including a data form including Minnesota Satisfaction
Questionnaire. full time practitioners responded. Result indicated that 90% of school
psychologists were satisfied or very satisfied with their jobs. The findings showed a
gradual increase in overall satisfaction when compared to 1982 and 1992 that reported
being satisfied or very satisfied with their jobs. Participants in the current sample were
more satisfied with their job security, independence and creativity.
 Santhapparaj(2005) studied the Job Satisfaction of the women managers working in
automobile Manufacturing Industry in Malaysia. It was based on primary survey from
200 women managers. The study investigated the relationship between specific aspects of
Job Satisfaction and the personal characteristics of women managers. It was also aimed to
retest the Herzberg’s Two-Factors theory. The correlation analysis showed that there was
a significant negative correlation between education level and pay, promotion people on
present job and job in general. The percentage of overall satisfaction was 75.59%. The
results did not support the Hezberg’s theory and concluded that no separate and distinct
factors lead to job satisfaction or dissatisfaction, but if they were together contributed to
job satisfaction or dissatisfaction. The study reveals that there was a need for change in
the Organisational culture and the management should create the environment for social
and organisational network. The factor which was relatively less satisfied was the pay
and this can be improved only through dialogue which involve cost to the organisation
and the less level of satisfaction on present job could be easily improved by job rotation,
providing challenging job and so on.
 Santhapparaj, et.al. (2005) were assessed the job satisfaction of the women managers
working in automobile industry in Malaysia based on primary survey from 200 woman
managers. The result showed that female managers were generally satisfied with their
job. Highest level of satisfaction occurs in the areas of supervision, job in general, and
present job and present pay. However, relatively more number of women managers was
dissatisfied with their co-workers, pay and present job. The correlation analysis showed
that there was a significant negative correlation between age, education and various job
factors that determine the job satisfaction.
 Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT Companies
professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The objectives of the
study were to explore the levels of Job Satisfaction and relationship between
demographic characteristics and satisfaction, to find differences exists between
demographic characteristics with overall Job Satisfaction, to identify specific Indicators
that causes dissatisfaction and to examine the hierarchy of needs among IT Professionals.
The questionnaire was administered to collect primary data. The study revealed that
higher income groups and higher experienced were the most dissatisfied with Job
Security. It was also showed that the most satisfied employees in IT Industry were of
Hyderabad, followed by Chennai and Bangalore respectively.
 Chen and Silverthrone (2008) examined the relationship between Locus of Control
(LOC) and the work-related behavioural measures of job stress, Satisfaction and
performance of professional accountants who work for Certified Public Accountant
(CPA) firms in Taiwan. The main objective of the study was to assess how LOC impacts
individuals and behaviour in the work place in three primary areas: Job Stress, Job
Satisfaction and Job performance. A total of 620 survey instruments were mailed to 310
Certified Public Accountant firms in Taiwan with two surveys sent to each firm. The
findings indicated that one aspect of an accountant’s personality, as measured by locus of
control, plays an important role in predicting the level of Job satisfaction, stress and
performance. Individuals with a higher internal locus control are more likely to have
lower levels of job stress and higher levels of job performance and satisfaction.
 O’Leary, Patrick, et.al1(2008) studied the relationship between job characteristics and
job satisfaction amongst physicians in Russia. This research included rewards, other
people, nature of work and organisational context. The instrument used in this study was
based on the Physicians work-life survey (PWS) created by Konrad et.al (1999) and
representing the Society for General Internal Medicine. The survey was distributed to
physicians in four Russian cities. The sample included 2,325 physicians. The research
had a large number of female respondents. The study found that the male doctors report
higher levels of Job satisfaction than Female doctors and polyclinic doctors report higher
level of satisfaction than those employed by Hospitals. The majority of doctors are
satisfied with patient’s relationship, colleagues and staff relationship, and prestige and the
majority of physicians were dissatisfied with administration and time constraints.
 Origo and Pagani (2008) investigated the relationship between flexibility and Job
Satisfaction. In their analysis they verified whether various aspects of flexibility namely
functional and quantitative flexibility, produce different impact on overall extrinsic and
intrinsic Job Satisfaction. They also tested whether the impact of flexibility on Job
Satisfaction varied with workers characteristics. Empirical evidence was based on a
representative sample of European employees taken from a specific wave of the Euro
barometer Survey. The study found that there was a positive link between functional
flexibility and Job Satisfaction and there was either no effect or a negative impact of
quantitative flexibility. The positive impact of functional flexibility was greater when
compared to the satisfaction for intrinsic aspects of the job. Estimate by workers
characteristics highlighted interesting differences by age, skill and country of
residence.
 Mau, et.al.16(2008) examined the Job Satisfaction of beginning teachers and the factors
influencing their satisfaction and investigated if students who persisted in teaching
aspiration were more likely to be satisfied with their work. 450 tenth grade students from
a nationally representative sample, who aspired to be teachers, were examined over ten
year period regarding their career choices. A Job Satisfaction model was tested using
clusters of variables as guided by Social Cognitive Career Theory (SCCT). The study
found that the students who persisted in teaching were significantly more satisfied than
those who did not persist and those with non-teaching career. Beginning teachers were
more satisfied with their jobs than those in other occupations. Teachers who had teaching
license also reported that they were more satisfied than those who did not have license.
The social-contextual factors i.e. race, socioeconomic status, teaching license, parent’s
education and occupation were the best predictors of Job Satisfaction.
 Liu, et.al. (2008) investigated the dimensionality and generalizability of Public Service
Motivation and also examined the relationship between each dimension of public service
motivation and public servant’s Job Satisfaction. Exploratory factor analysis and
confirmatory factor analysis techniques were applied to survey data of 191 public
servants in China. The result indicated that the public service motivation observed in the
West existed in china, but the generalizability of the construct was limited. Three of the
four dimensions of public service motivation (attraction to public policy making,
commitment to the public interest and self-sacrifice) existed in China, but the fourth
dimension (compassion) was unconfirmed.
 Chileshe and Haupt (2009) investigated the perceived age differences in Job
Satisfaction of construction workers in South Africa. The main objectives of the study
were to identify the major variables affecting the relative aspects of work within the
South African Construction industry and to investigate the impact of age on the
satisfaction derived from work. A total of 300 questionnaires were sent to potential
respondents. A total of 65 usable questionnaires were returned. Result of the study
indicated that Job Satisfaction differential does not exist between younger and older
workers. Although both younger and older workers ranked the relationship with
workmates as being poor, age does not have an influence on the effects of the aspects of
work. In terms of the effects of Job Satisfaction younger workers reported higher scores
than older workers on ‘indifference’, whereas the younger workers ranked poor
recognition of abilities as the most effect in comparison to the older workers who
reported suffering from a “lack of alertness” as the most ranked effect.
CHAPTER III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
RESEARCH TYPE
Research in common parlance refers to a search for knowledge. One can also define research as a
scientific and systematic search for pertinent information on a specific topic. In fact, research is
an art of scientific investigation.
Research is an academic activity and as such the term should be used in a technical sense.
POPULATION
The size (in terms of manpower) of the company/division selected for the study refers to the size
of the employees in the company.
SAMPLE DESIGN
The sample design is a defined plan determined before any data are actually collected for
obtaining a sample from a given population. A sample of 50 associates was selected from the
total population associates on convenient basis.
RESEARCH DESIGN
Research design is a conceptual structure with in which research is conducted. It constituted the
blue print for collection measurement and analysis of data. The type of research design used is
descriptive research. Descriptive research includes surveys and fact finding enquiries of different
kinds. The major purpose of descriptive research is description of the state of affairs, as it exists
at present.
The study was conducted in the company to find out the self-perceptual abilities and to ascertain
the employer – employee relationship in SRI KARPAGAM ORGANIC COTTON
INDUSTRY AT KARUR. The subject mainly relays on the primary data, which was obtained
through personal interview method.
SAMPLING
The method of convenient sampling was adopted for this research. In an organization like “SRI
KARPAGAM ORGANIC COTTON INDUSTRY AT KARUR”, it was not possible to collect
the data during the night shifts so hence the data was collected from the available
employees/associates in the day shifts from various departments. The total samples interviewed
are 50 associates/employees.
SAMPLE SIZE
The size of the sample chosen for study is 110 associates who are available during the execution
of the project survey within the stipulated time.
SOURCES OF DATA
The data has been collected from both primary and secondary sources for the research work.
PRIMARY DATA
The primary data was collected by the research with the use of standard and accepted techniques
i.e., through interview methods. A convenient sample has been followed for picking up of
respondents. As the data cannot be collected during the night shifts so hence this method of
convenient sampling is chosen and the data was collected from the available employees during
the survey through personal interviews and discussions to understand their perceptions and
ascertain the individual stress levels.
SECONDARY DATA
Man power Report, company’s website as well as other websites and from Animation Express
(A Journal).
RESEARCH INSTRUMENT USED
This research encompasses the study on two topics stress and perception, which are most of the
time, inter dependent. As the objective of the study is to find out the impact of self-perception on
stress, initially the two components self-perception and stress are to be measured.
So, this questionnaire was designed in such a way that both the components can be measured at a
time. For this, the questionnaire was divided into a total of four parts where,
STATISTICAL METHODS USED TO ANALYSE THE DATA

• Percentage Analysis
PERCENTAGE ANALYSIS
Percentage analysis is made basing on the total no. of respondents response to the options for
each question. This is a question wise analysis which gives the total percentage of the
respondents to that question that helps the researcher to analyze the causes and to find out the
influencing factors and contributing components in view of self-perception and as well as stress.
This analysis will be made in tabulating the responses for each question and will be analyzed
with the help of graphical charts.
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
GENDER OF THE RESPONDENT
gender
Frequenc Percent Valid Cumulative
y Percent Percent
Male 81 73.6 73.6 73.6
Valid Female 29 26.4 26.4 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table explains that the gender of the respondents is 73.6% of the respondents
male, 26.4 % of the respondents are female.
CHART 4.1
GENDER OF THE RESPONDENT
TABLE 4.2
AGE OF THEN RESPONDENT
age
Frequen Percent Valid Cumulative
cy Percent Percent
Below 20 20 18.2 18.2 18.2
20-30 66 60.0 60.0 78.2
Valid
above 30 24 21.8 21.8 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table explains that the age of the respondents is 18.2% of the respondents age
group is below 20rs, 60 % of the respondent’s age group is 20-30yrs, 21.8 % of the respondents
age group is above 30yrs.
CHART 4.2
AGE OF THEN RESPONDENT
TABLE 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENT
educationalqualification
cy Percent Percent
SSLC 9 8.2 8.2 8.2
HSC 24 21.8 21.8 30.0
Valid Undergraduate 41 37.3 37.3 67.3
Postgraduate 36 32.7 32.7 100.0
Total 110 100.0 100.0
INTERPRETATION:
The above table explains that the 8.2% of the respondents are qualified in SSLC and 21.8
% of the respondents are qualified in HSC, 37.3 % of the respondent qualified in UG, 32.7 % of
the respondent qualified in PG.
CHART 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENT
TABLE 4.4
MONTHLY SALARY
salary
cy Percent Percent
Rs.10000 to 15000 20 18.2 18.2 18.2
Rs.15000 to 20000 42 38.2 38.2 56.4
Valid
Rs.20000 to 25000 48 43.6 43.6 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table can be interpreted that the Salary of the respondent are 18.2% of the
respondent are earn the monthly salary is Rs.10000 to 15000, 38.2 % of the respondent are earn
the monthly salary is 15000 to 20000, 43.6 % of the respondent are earn the monthly salary is
20000 to 25000.
CHART 4.4
MONTHLY SALARY
TABLE 4.5
EMPLOYER CONTROL THE EMPLOYEE
employercontroltheemployee
y Percent Percent
Yes 96 87.3 87.3 87.3
Valid No 14 12.7 12.7 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table can be observed that the 87.3 % of the respondent are agree with the
employer control the employee with respect to both the results of the employee and the method
used to do the work and 12.7 % of the respondent are disagree with the employer control the
employee with respect to both the results of the employee and the method used to do the work.
CHART 4.5
EMPLOYER CONTROL THE EMPLOYEE
TABLE 4.6
MISUSE BY THE EMPLOYEES
misusebytheemployees
y Percent Percent
Fully 44 40.0 40.0 40.0
detected
Partly 51 46.4 46.4 86.4
Valid
detected
Not detected 15 13.6 13.6 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 40.0% of the respondent are fully detected
with measure misuse by the employees, 46.4 %of the respondent are says that partly detected
with measure misuse by the employees, 13.6% of the respondent are says that not detected.
CHART 4.6
MISUSE BY THE EMPLOYEES
TABLE 4.7
DETECT MISUSE
detectmisuse
y Percent Percent
Valid Suspension 48 43.6 43.6 43.6
Dismissal 51 46.4 46.4 90.0
Recover the 11 10.0 10.0 100.0
amount
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 43.6% of the respondent are suspension with
punishment given by your employer to the detect misuse made by the employee, 46.4%of the
respondent are says that dismissal with punishment given by your employer to the detect misuse
made by the employee, 10.0% of the respondent are says that recover the amount.
CHART 4.7
DETECT MISUSE
TABLE 4.8
PERFOMANCE OF YOUR EMPOLYER
perfomanceofyouremployer
cy Percent Percent
Excellent 28 25.5 25.5 25.5
Good 60 54.5 54.5 80.0
Valid
Average 22 20.0 20.0 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 25.5% of the respondent are excellent with the
overall performance of your employer, 54.5%of the respondent are says that good with the
overall performance of your employer, 20.0% of the respondent are says that average.
CHART 4.8
PERFOMANCE OF YOUR EMPOLYER
TABLE 4.9
NON FINANCIAL INCENTIVES
nonfinancialincentives
y Percent Percent
Strongly 43 39.1 39.1 39.1
agree
Valid Agree 59 53.6 53.6 92.7
Neutral 8 7.3 7.3 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 39.1 % of the respondent are strongly agree
with non-financial incentives, 53.6 %of the respondent are says that agree with non-financial
incentives, 7.3 % of the respondent are says that neutral.
CHART 4.9
NON FINANCIAL INCENTIVES
TABLE 4.10
MANAGEMENT IS REALLY INTERESTED
managementisreallyinterested
y Percent Percent
Strongly 37 33.6 33.6 33.6
agree
Valid Agree 53 48.2 48.2 81.8
Neutral 20 18.2 18.2 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 33.6% of the respondent are strongly agree
with management is really interested in the employee to employer relationship, 48.2%of the
respondent are says that agree with management is really interested in the employee to employer
relationship, 18.2 % of the respondent are says that neutral.
CHART 4.10
MANAGEMENT IS REALLY INTERESTED
TABLE 4.11
TOP MANAGEMENT
topmanagement
y Percent Percent
High 37 33.6 33.6 33.6
neutral
Valid Neutral 57 51.8 51.8 85.5
Low 16 14.5 14.5 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 33.6% of the respondent are high neutral with
top management is interested in employee to employer relationship, 51.8 %of the respondent are
says that neutral with top management is interested in employee to employer relationship, 14.5%
of the respondent are says that low.
CHART 4.11
TOP MANAGEMENT
TABLE 4.12
OPINION ABOUT THE EMPLOYEE TO EMPLOYER RELATIONSHIP
opinionabouttheemployeetoempilyerrelationship
y Percent Percent
Excellent 38 34.5 34.5 34.5
Good 46 41.8 41.8 76.4
Valid
Better 26 23.6 23.6 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 34.5% of the respondent are excellent with
opinion about the employee to employer relationship conducted in the organization, 41.8%of the
respondent are says that good with opinion about the employee to employer relationship
conducted in the organization, 23.6% of the respondent are says that better.
CHART 4.12
OPINION ABOUT THE EMPLOYEE TO EMPLOYER RELATIONSHIP
TABLE 4.13
STRESS IN YOUR JOB
stressinyourjob
y Percent Percent
Yes 74 67.3 67.3 67.3
Valid No 36 32.7 32.7 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table can be stress in your job the respondent are 67.3% of the respondent
agree with the stress in your job, and 32.7% of the respondent disagree with the stress in your
job.
CHART 4.13
STRESS IN YOUR JOB
TABLE 4.14
FACTORS CAUSE MORE EMPLOYEE TO EMPLOYER RELATIONSHIP
factorscausemoreemployeetoempilyerrelationship
y Percent Percent
Role overload 34 30.9 30.9 30.9
Role under load 49 44.5 44.5 75.5
Valid Interpersonal 27 24.5 24.5 100.0
relationship
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 30.9% of the respondent are role overload
with factors cause more employee to employer relationship, 44.5%of the respondent are says that
role under load with time duration given for the factors cause more employee to employer
relationship, 24.5% of the respondent are says that Interpersonal relationship.
CHART 4.14
FACTORS CAUSE MORE EMPLOYEE TO EMPLOYER RELATIONSHIP
TABLE 4.15
LEVEL OF EMPLOYEE TO EMPLOYER RELATIONSHIP THAT YOU FEEL IN
YOUR JOB
levelofemployeetoempilyerrelationship
Freque Percent Valid Cumulative
ncy Percent Percent
High 45 40.9 40.9 40.9
Middle 40 36.4 36.4 77.3
Valid
Low 25 22.7 22.7 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 40.9% of the respondent are high with level of
employee to employer relationship that you feel in your job, 36.4%of the respondent are says
that middle with level of employee to employer relationship that you feel in your job, 22.6% of
the respondent are says that low.
CHART 4.15
LEVEL OF EMPLOYEE TO EMPLOYER RELATIONSHIP THAT YOU FEEL IN
YOUR JOB
TABLE 4.16
COPING STRATEGIES
copingstrategies
y Percent Percent
Yes 71 64.5 64.5 64.5
Valid No 39 35.5 35.5 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 64.5% of the respondent are says that agree
with coping strategies personally to manage employee to employer relationship, 35.5% of the
respondent are says that disagree with coping strategies personally to manage employee to
employer relationship.
CHART 4.16
COPING STRATEGIES
TABLE 4.17
SUITABLE STEPS TO MANAGE EMPLOYEE TO EMPLOYER RELATIONSHIP
suitablesteps

y Percent Percent
Yes 80 72.7 72.7 72.7
Valid No 30 27.3 27.3 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 72.7% of the respondent are says that yes
with suitable steps to manage employee to employer relationship, 27.3 % of the respondent are
says that no with suitable steps to manage employee to employer relationship.
CHART 4.17
SUITABLE STEPS TO MANAGE EMPLOYEE TO EMPLOYER RELATIONSHIP
TABLE 4.18
TYPE OF COMPANY-WIDE PROGRAMS
typeofcompanywideprograms
y Percent Percent
Employee counseling 28 25.5 25.5 25.5
Effective training & 64 58.2 58.2 83.6
Valid development program
Work groups 18 16.4 16.4 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 25.5% of the respondent are employee
counseling with type of company-wide programs, 58.2%of the respondent are says that Effective
training & development program with time duration given for the type of company-wide
programs, 16.4% of the respondent are says that work groups.
CHART 4.18
TYPE OF COMPANY-WIDE PROGRAMS
TABLE 4.19
SICK LEAVE OR VACATION LEAVE
sickleaveorvacationleave
y Percent Percent
Yes 60 54.5 54.5 54.5
Valid No 50 45.5 45.5 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 54.5% of the respondent are says that yes with
the employee’s absences such as sick leave or vacation leave, 45.5% of the respondent are says
that no with the employee’s absences such as sick leave or vacation leave.
CHART 4.19
SICK LEAVE OR VACATION LEAVE
TABLE 4.20
DISCIPLINED SUBORDINATES
disciplinedsubordinates
y Percent Percent
Peer review 42 38.2 38.2 38.2
panel
Instructive panel 35 31.8 31.8 70.0
Valid
Constructive 33 30.0 30.0 100.0
panel
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 38.2% of the respondent are peer review panel
with disciplined subordinates, 31.8%of the respondent are says that instructive panel with
disciplined subordinates, 30.0% of the respondent are says that constructive panel.
CHART 4.20
DISCIPLINED SUBORDINATES
TABLE 4.21
EMPLOYER MAKES CONDITION INTOLERABLE INTENTIONALLY TO
EMPLOYEE
conditionintolerableintentionally
y Percent Percent
Wrong discharge 40 36.4 36.4 36.4
Distributive 60 54.5 54.5 90.9
discharge
Valid
Due process 10 9.1 9.1 100.0
discharge
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 36.4% of the respondent are wrong discharge
with employer makes condition intolerable intentionally to employee, 54.5%of the respondent
are says that distributive discharge with employer makes condition intolerable intentionally to
employee, 9.1% of the respondent are says that due process discharge.
CHART 4.21
EMPLOYER MAKES CONDITION INTOLERABLE INTENTIONALLY TO
EMPLOYEE
TABLE 4.22
NEGOTIATION
negotiation
y Percent Percent
Descriptive 30 27.3 27.3 27.3
bargaining
Union bargaining 53 48.2 48.2 75.5
Valid
Collective 27 24.5 24.5 100.0
bargaining
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 27.3% of the respondent are descriptive
bargaining with negotiation, 48.2%of the respondent are says that union bargaining with
negotiation, 24.5 % of the respondent are says that collective bargaining.
CHART 4.22
NEGOTIATION
TABLE 4.23
JOB AND CORRELATES PERFORMANCE
jobandcorrelatesperfomance
y Percent Percent
Predictive 52 47.3 47.3 47.3
validity
Concurrent 48 43.6 43.6 90.9
Valid validity
Correlation 10 9.1 9.1 100.0
validity
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 47.3 % of the respondent are predictive
validity with job and correlates performance, 43.6%of the respondent are says that concurrent
validity with job and correlates performance, 9.1 % of the respondent are says that Correlation
validity.
CHART 4.23
JOB AND CORRELATES PERFORMANCE
TABLE 4.24
PROCEDURE OF SHIFTING ONE EMPLOYEE

y Percent Percent
Job enrichment 40 36.4 36.4 36.4
Job 39 35.5 35.5 71.8
Valid enlargement
Coaching 31 28.2 28.2 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 36.4% of the respondent are job enrichment
with procedure of shifting one employee, 35.5%of the respondent are says that job enlargement
with procedure of shifting one employee, 28.2% of the respondent are says that coaching.
CHART 4.24
PROCEDURE OF SHIFTING ONE EMPLOYEE
TABLE 4.25
THE TOOLS AND EQUIPMENT PROVIDED TO THE EMPLOYEE
toolsandequipmentprovidendtotheemployee
y Percent Percent
Yes 80 72.7 72.7 72.7
Valid No 30 27.3 27.3 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 72.7% of the respondent are agree with
employer control the employee with the tools and equipment provided to the employee and
27.3% of the respondent are disagree with employer control the employee with the tools and
equipment provided to the employee.
CHART 4.25
THE TOOLS AND EQUIPMENT PROVIDED TO THE EMPLOYEE
TABLE 4.26
PRODUCTIVITY OF THE EMPLOYEE IS RATED BY THE EMPLOYER
productivityoftheemployee
y Percent Percent
Good 37 33.6 33.6 33.6
Averag 54 49.1 49.1 82.7
Valid e
Bad 19 17.3 17.3 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 33.6% of the respondent are good with
productivity of the employee is rated by the employer, 49.1%of the respondent are says that
average with productivity of the employee is rated by the employer, 17.3% of the respondent are
says that bad.
CHART 4.26
PRODUCTIVITY OF THE EMPLOYEE IS RATED BY THE EMPLOYER
TABLE 4.27
ADOPTED BY THE CONCERN TO CHECK THE RELATION BETWEEN YOU AND
YOUR EMPLOYER
adoptedyouandyouremployer
y Percent Percent
Yes 56 50.9 51.4 51.4
Valid No 53 48.2 48.6 100.0
Total 109 99.1 100.0
Missing System 1 .9
Total 110 100.0
INTERPRETATION
The above table it can be observed that the 51.4% of the respondent are satisfied with the
adopted by the concern to check the relation between you and your employer, 48.6% of the
respondent of are dissatisfied with the adopted by the concern to check the relation between you
and your employer.
CHART 4.27
ADOPTED BY THE CONCERN TO CHECK THE RELATION BETWEEN YOU AND
YOUR EMPLOYER
TABLE 4.28
SATISFIED WITH THE GIFT PROVIDED BY OUR EMPLOYER FOR GOOD
SERVICE
satisfiedwiththegiftprovided
y Percent Percent
Yes 66 60.0 60.0 60.0
Valid No 44 40.0 40.0 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 60% of the respondent are satisfied with the gift
provided by our employer for good service ,40% of the respondent are dissatisfied with the gift
provided by our employer for good service
CHART 4.28
SATISFIED WITH THE GIFT PROVIDED BY OUR EMPLOYER FOR GOOD
SERVICE
TABLE 4.29
PERFORMANCE OF YOUR SUPERVISORS
perfomanceofyoursupervisors
y Percent Percent
Highly 38 34.5 34.5 34.5
satisfied
Valid Satisfied 53 48.2 48.2 82.7
Dissatisfied 19 17.3 17.3 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 34.5% of the respondent are highly satisfied
with performance of your supervisors, 48.2%of the respondent are says that satisfied with
performance of your supervisors, 17.3 % of the respondent are says that dissatisfied.
CHART 4.29
PERFORMANCE OF YOUR SUPERVISORS
TABLE 4.30
RATE THE INCENTIVES PROVIDED BY YOUR EMPLOYER
incentivesprovided
cy Percent Percent
Good 43 39.1 39.1 39.1
Average 44 40.0 40.0 79.1
Valid
Bad 23 20.9 20.9 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 39.1% of the respondent are good with rate
the incentives provided by your employer, 40.0%of the respondent are says that average with
rate the incentives provided by your employer, 20.9% of the respondent are says that bad.
CHART 4.30
RATE THE INCENTIVES PROVIDED BY YOUR EMPLOYER
TABLE 4.31
WORKING RELATIONSHIP BETWEEN THE EMPLOYEE AND THE EMPLOYER
workingrelationshipbetweenemployeeandemployer
y Percent Percent
Yes 73 66.4 66.4 66.4
Valid No 37 33.6 33.6 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 66.4% of the respondent are says that agree
with working relationship between the employee and the employer, 33.4% of the respondent are
says that disagree with working relationship between the employee and the employer.
.
CHART 4.31
WORKING RELATIONSHIP BETWEEN THE EMPLOYEE AND THE EMPLOYER
TABLE 4.32
MANAGERS BE ABLE TO PLAY THE ROLE OF A COUNSELOR TOWARDS
EMPLOYEES
roleofacounselortowardsemployees
y Percent Percent
Yes 66 60.0 60.0 60.0
Valid No 44 40.0 40.0 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 60% of the respondent are says that yes with
managers be able to play the role of a counselor towards employees, 40% of the respondent are
says that no with managers be able to play the role of a counselor towards employees.
.
CHART 4.32
MANAGERS BE ABLE TO PLAY THE ROLE OF A COUNSELOR TOWARDS
EMPLOYEES
TABLE 4.33
JOBS THE WORKER WILL DO
jobstheworkerwilldo
y Percent Percent
Yes 71 64.5 64.5 64.5
Valid No 39 35.5 35.5 100.0
Total 110 100.0 100.0
INTERPRETATION
The above table it can be observed that the 64.5% of the respondent are says that yes with jobs
the worker will do, 35.5% of the respondent are says that no with jobs the worker will do.
.
CHART 4.33
JOBS THE WORKER WILL DO
CHI-SQUARE TEST
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Educational qualification 110 100.0% 0 0.0% 110 100.0%
* opinion about the
employee to employer
relationship
Educational qualification * opinion about the employee to employer relationship

Crosstabulation
Count
opinion about the employee to employer Total
relationship
Excellent Good Better
SSLC 3 0 6 9
HSC 13 6 5 24
Educational
Undergraduat 15 20 6 41
qualification
e
Postgraduate 7 20 9 36
Total 38 46 26 110
Chi-Square Tests
Value Df Asymp. Sig.
(2-sided)
Pearson Chi-Square 21.155a 6 .002
Likelihood Ratio 22.941 6 .001
Linear-by-Linear .203 1 .652
Association
N of Valid Cases 110
A. 3 cells (25.0%) have expected count less than 5. The
minimum expected count is 2.13.
Symmetric Measures
Value Approx.
Sig.
Nominal by Contingency .402 .002
Nominal Coefficient
CORRELATION METHOD
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Mis use by the 110 100.0% 0 0.0% 110 100.0%
employees * factors
cause more employee
to employer
relationship
Mis use by the employees * factors cause more employee to employer relationship
Crosstabulation
Count
factors cause more employee to employer Total
relationship
Role Role under Interpersonal
overload load relationship
Fully 7 26 11 44
detected
Mis use by the
Partly 20 20 11 51
employees
detected
Not detected 7 3 5 15
Total 34 49 27 110
Symmetric Measures
Value Asymp. Std. Approx. Approx.
Errora Tb Sig.
Nominal by Contingency .297 .031
Nominal Coefficient
Interval by -.141 .099 -1.477 .143c
Pearson's R
Interval
Spearman -.159 .098 -1.669 .098c
Ordinal by Ordinal
Correlation
A. Not assuming the null hypothesis.
B. Using the asymptotic standard error assuming the null hypothesis.
C. Based on normal approximation.
ONE WAY ANOVA TABLE

ANOVA
Suitable steps
Sum of Df Mean F Sig.
Squares Square
Between 1.999 2 .999 5.395 .006
Groups
Within Groups 19.819 107 .185
Total 21.818 109
Multiple Comparisons
Dependent Variable: suitable steps
Tukey HSD
(I) level of employee to (J) level of employee Mean Difference Std. Error Sig. 95%
employer relationship to employer (I-J) Confidence
relationship Interval
Low Uppe
er r
Boun Boun
d d
-.26389* .09352 .016 - -
Middle
.4862 .0416
High
-.28889* .10736 .022 - -
Low
.5440 .0337
High .26389* .09352 .016 .0416 .4862
Middle -.02500 .10973 .972 - .2358
Low
.2858
High .28889* .10736 .022 .0337 .5440
Low .02500 .10973 .972 - .2858
Middle
.2358
*. The mean difference is significant at the 0.05 level.
Suitable steps
Tukey hsda,b
level of employee to N Subset for alpha =
employer relationship 0.05
1 2
High 45 1.1111
Middle 40 1.3750
Low 25 1.4000
Sig. 1.000 .969
Means for groups in homogeneous subsets are displayed.
A. Uses Harmonic Mean Sample Size = 34.395.
B. The group sizes are unequal. The harmonic mean of
the group sizes is used. Type I error levels are not
guaranteed.
CHAPTER V
FINDING, SUGESSION AND CONCLUSION
FINDING
1. Majority of gender of the respondents is 73.6% of the respondents male
2. Majority of age of the respondents is 18.2% of the respondents age group is below 20rs,
60 % of the respondent’s age group is 20-30yrs
3. Majority of and 21.8 % of the respondents are qualified in HSC, 37.3 % of the
respondent qualified in UG, 32.7 % of the respondent qualified in PG
4. Majority of Salary of the respondent 38.2 % of the respondent are earn the monthly
salary is 15000 to 20000, 43.6 % of the respondent are earn the monthly salary is 20000
to 25000
5. Majority of 87.3 % of the respondent are agree with the employer control the employee
with respect to both the results of the employee and the method used to do the work
6. Majority of 40.0% of the respondent are fully detected with measure misuse by the
employees, 46.4 %of the respondent are says that partly detected with measure misuse by
the employees,
7. Majority of 43.6% of the respondent are suspension with punishment given by your
employer to the detect misuse made by the employee, 46.4%of the respondent are says
that dismissal with punishment given by your employer to the detect misuse made by the
employee
8. Majority of 25.5% of the respondent are excellent with the overall performance of your
employer, 54.5%of the respondent are says that good with the overall performance of
your employer
9. Majority of 39.1 % of the respondent are strongly agree with non-financial incentives,
53.6 %of the respondent are says that agree with non-financial incentives
10. Majority of 33.6% of the respondent are strongly agree with management is really
interested in the employee to employer relationship, 48.2%of the respondent are says that
agree with management is really interested in the employee to employer relationship
11. Majority of 33.6% of the respondent are high neutral with top management is interested
in employee to employer relationship, 51.8 %of the respondent are says that neutral with
top management is interested in employee to employer relationship
12. Majority of 34.5% of the respondent are excellent with opinion about the employee to
employer relationship conducted in the organization, 41.8%of the respondent are says
that good with opinion about the employee to employer relationship conducted in the
organization
13. The above table can be stress in your job the respondent are 67.3% of the respondent
agree with the stress in your job
14. Majority of 30.9% of the respondent are role overload with factors cause more employee
to employer relationship, 44.5%of the respondent are says that role under load with time
duration given for the factors cause more employee to employer relationship,
15. Majority of 40.9% of the respondent are high with level of employee to employer
relationship that you feel in your job, 36.4%of the respondent are says that middle with
level of employee to employer relationship that you feel in your job
16. Majority of 64.5% of the respondent are says that agree with coping strategies personally
to manage employee to employer relationship
17. Majority of 72.7% of the respondent are says that yes with suitable steps to manage
employee to employer relationship,
18. Majority of 25.5% of the respondent are employee counseling with type of company-
wide programs, 58.2%of the respondent are says that Effective training & development
program with time duration given for the type of company-wide programs
19. Majority of 54.5% of the respondent are says that yes with the employee’s absences such
as sick leave or vacation leave,
20. Majority of 38.2% of the respondent are peer review panel with disciplined subordinates,
31.8%of the respondent are says that instructive panel with disciplined subordinates
21. Majority of 36.4% of the respondent are wrong discharge with employer makes condition
intolerable intentionally to employee, 54.5%of the respondent are says that distributive
discharge with employer makes condition intolerable intentionally to employee
22. Majority of 27.3% of the respondent are descriptive bargaining with negotiation, 48.2%of
the respondent are says that union bargaining with negotiation
23. Majority of 47.3 % of the respondent are predictive validity with job and correlates
performance, 43.6%of the respondent are says that concurrent validity with job and
correlates performance
24. Majority of 36.4% of the respondent are job enrichment with procedure of shifting one
employee, 35.5%of the respondent are says that job enlargement with procedure of
shifting one employee
25. Majority of 72.7% of the respondent are agree with employer control the employee with
the tools and equipment provided to the employee and
26. Majority of 33.6% of the respondent are good with productivity of the employee is rated
by the employer, 49.1%of the respondent are says that average with productivity of the
employee is rated by the employer
27. Majority of 51.4% of the respondent are satisfied with the adopted by the concern
to check the relation between you and your employer
28. Majority of 60% of the respondent are satisfied with the gift provided by our
employer for good service ,
29. Majority of 34.5% of the respondent are highly satisfied with performance of
your supervisors, 48.2%of the respondent are says that satisfied with performance of
your supervisors
30. Majority of 39.1% of the respondent are good with rate the incentives provided by
your employer, 40.0%of the respondent are says that average with rate the incentives
provided by your employer
31. Majority of 66.4% of the respondent are says that agree with working relationship
between the employee and the employer
32. Majority of 60% of the respondent are says that yes with managers be able to play the
role of a counselor towards employees
33. Majority of 64.5% of the respondent are says that yes with jobs the worker will do.
SUGGESTIONS:
 Treat employees like humans first and realize they have a personal life; they get sick
themselves or have others in the family that may be sick. Make sure employees know
they are approachable regarding these issues (your door is always open) and come to an
amicable agreement regarding this or any other problems that may arise.
 Employees like to know that working hard is noticed so every often give them a pat on
the back for their efforts and show you really appreciate all they do. If our company is
highly successful show it by giving out a bonus or raise.
 Keep your finger on the pulse of the people working for you so you can see trouble
(perhaps coworkers not getting alone or a troublemaker in the office) before it's reported
to you.
 Never chastise an employee in front of their coworkers.
CONCLUSION
This project was under taken in SRI KARPAGAM ORGANIC COTTON INDUSTRY
AT KARUR on the topic ‘Employee - Employer relationship. Employee - Employer relationship
refers to degree of readiness of an organism to pursue some designated goal and implies the
determination of the nature and locus of the forces, including the degree of readiness Employee
- Employer relationship is a general inspirational process, which gets the members of the team to
pull their weight effectively, to give their loyalty to the group, to carry out properly the tasks that
they have accepted and generally to play an effective part in the job that the group has
undertaken.
It helps in getting willing co-operation of employees. Every enterprise makes efforts that its
employees contribute maximum for achieving enterprise goals. Employee - Employer
relationship is an important task for managers. Early Employee - Employer relationship theory
such as that of Taylor suggested that pay motivated workers to improve production. However
businesses now need employees to have greater Employee - Employer relationship and have a
stake in the company for which they work, as shown by Mayo. Maslow and Herzberg
demonstrated that employees are motivated by many different factors. This benefits the
individual by providing career progression. It also benefits by ensuring the business can deliver
high levels of customer service through its skilled employees
BIBLIOGRAPHY
REFERANCE
 1)Carver .C.S., On the self-regulation of behavior, Cambridge University Press, 2001
 2)Charles .N., Employee - Employer relationship: Theory and Research, New York, 1967
 3)Baumeister.R.F., Handbook of self-regulation, Research, theory, and applications, 2004
WEBSITE
www.google.com
www,Wikipedia.com
ANNEXURE
A STUDY ON EMPLOYER TO EMPLOYEE RELATIONSHIP IN SRI KARPAGAM
ORGANIC COTTON INDUSTRY AT KARUR
QUESTIONNAIRES
1. Name:
2. Gender: A) Male B) Female
3. Age: A) Below 20 B) 20-30 C) Above 30
4. Education qualification:
A) SSLC B) HSC C) Undergraduate D) Postgraduate
5. Total salary per month:
A) Rs.10000 to 15000 B) Rs.15000 to 20000 C) 20000 to 25000
6. Will the employer control the employee with respect to both the results of the employee and
the method used to do the work.
A) Yes B) No
7. Whether these measure misuse by the employees?
A) Fully Detected B) Partly Detected C) Not Detected
8. What punishment given by your employer to the detect misuse made by the employee?
A) Suspension B) Dismissal C) Recover the amount
9. How will year the overall performance of your employer?
A) Excellent B) Good C) Average
10. Financial incentives employee to employer relationship me more than non-financial
incentives.
A) Strongly Agree B) Agree C) Neutral
11. Management is really interested in the employee to employer relationship.
A) Strongly Agree B) Agree C) Neutral
12. Rate the statement “Top management is interested in employee to employer relationship”.
A) High Neutral B) Neutral C) Low
13. What is your opinion about the employee to employer relationship conducted in the
organization?
A) Excellent B) Good C) Better
14. Do you suffer any stress in your job?

A) Yes B) No
15. In your accordance which of the following factors cause more employee to employer
relationship.
A) Role overload B) Role under load C) Interpersonal relationship
16. What is the level of employee to employer relationship that you feel in your job?
A) High B) Middle C) Low
17. Have you taken any coping strategies personally to manage employee to employer
relationship.
A) Yes B) No
18. Does this organization take any suitable steps to manage employee to employer
relationship?
A) Yes B) No
19. What type of company-wide programs that are/could be adapted to manage employee to
employer relationship?
A) Employee counseling B) Effective training & development program C) Work
groups
20. Will the employer controls the employee’s absences such as sick leave or vacation leave.
A) Yes B) No
21. Panel of employees who get statement from other disciplined subordinates to make decisions
is called.
A) Peer review panel B) Instructive panel C) Constructive panel
22. Situation in which employer makes condition intolerable intentionally to employee to quit
job is classified as.
A) Wrong discharge B) Distributive discharge C) Due process discharge
23. Contract negotiation is also called as.
A) Descriptive bargaining B) Union bargaining C) Collective bargaining
24. Kind of validity in which employer measures performance of employee on job and correlates
performance rating sources is classified as.
A) Predictive validity B) Concurrent validity C) Correlation validity
25. In development approaches procedure of shifting one employee from one job to another is
classified as.
A) Job enrichment B) Job enlargement C) Coaching
26. Will the employee supply most of the tools and equipment required by the worker and retain
the right of use over the tools and equipment provided to the employee.
A) Yes B) No
27. How the productivity of the employee is rated by the employer?
A) Good B) Average C) Bad
28. If any measures have been adopted by the concern to check the relation between you and
your employer.
A) Yes B) No
29. Are you satisfied with the gift provided by our employer for good service?
A) Yes B) No
30. Are you satisfied with the performance of your supervisors?
A) Highly Satisfied B) Satisfied C) Dissatisfied
31. How will you rate the incentives provided by your employer?
A) Good B) Average C) Bad
32. Will the working relationship between the employee and the employer be continuous?
A) Yes B) No
33. Should managers be able to play the role of a counselor towards employees?
A) Yes B) No
34. Will the employer determine what jobs the worker will do?
A) Yes B) No

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A STUDY ON EMPLOYER TO EMPLOYEE RELATIONSHIP

AT SRI KARPAGAM ORGANIC COTTON INDUSTRY AT KARUR

Employee/employee relations refer to the communication that takes place between

IMPORTANCE OF EMPLOYEE RELATIONS

 Meeting high output standards

HIGH LABOUR TURNOVER

 They reduce company profitability, and its' ability to fulfill orders

EMPLOYEE-EMPLOYEE RELATIONSHIP IDENTIFICATION:

Integration or organization test

Part-time or casual workers

STATEMENT OF THE PROBLEM:

NEED FOR THE STUDY:

SCOPE OF THE STUDY:

OBJECTIVES OF THE STUDY:

Sources and types

Fashion and textile designers

Seaweed is used in the production of textiles: a water-soluble fibre known as alginate is

All synthetic textiles are used primarily in the production of clothing.

Lurex is a metallic fibre used in clothing embellishment.

Bark cloth is made by pounding bark until it is soft and flat.

Indian Textile Policy

Government of India passed the National Textile Policy in 2000

 Bhilwara Textiles Industry

The advisory boards include:

 All India Handlooms Board

The major export promoting councils include:

 Apparel Export Promotion Council, New Delhi

 National Textile Corporation Ltd. (NTC)

Other autonomous bodies in this industry are:

 Central Wool Development Board, Jodhpur

The textile Research Associations are:

 South India Textiles Research Association (SITRA), Coimbatore

VISION OF SRI KARPAGAM ORGANIC COTTON

STATISTICAL METHODS USED TO ANALYSE THE DATA

OPINION ABOUT THE EMPLOYEE TO EMPLOYER RELATIONSHIP

Frequenc Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Educational qualification * opinion about the employee to employer relationship

Case Processing Summary

ONE WAY ANOVA TABLE

FINDING, SUGESSION AND CONCLUSION

 1)Carver .C.S., On the self-regulation of behavior, Cambridge University Press, 2001

 3)Baumeister.R.F., Handbook of self-regulation, Research, theory, and applications, 2004

14. Do you suffer any stress in your job?

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