INTRODUCTION OF HUMAN RESOURCE MANAGEMENT INTRODUCTION: Human resource management is the qualitative improvement of human beings who are

considered the most valuable assets of an organization-the sources, resources and end-users of all products and services. But, it is much more than its parent disciplines viz., personnel Management and behaviour and science. It is also more comprehensive and deep-rooted than training and development, its approach is multi-disciplinary from the beginning to the end. MEANING: Human resource management is concerned with people dimension in management. Human Resource management is the term increasingly used to refer to the philosophy, policies, procedures and practices relating top management of people within organization. It seeks to achieve the fullest development of human resources to fullest possible social economic development. DEFINITION: According to Coleman HRM or Manpower planning is defined as the process of determining Manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization. National Institute Of Personnel Management Of India-personnel management or HRM is the part of management concerned with people at work and with their relationship with in the Organization. It seeks to bring men and women who make up an enterprise enabling each to make his own best contribution to its success both as an individual and as member of working group.

Human resource management is about understanding your men. It is about understanding their culture upbringing and finding out at style to suit the same in order to make them more productive. History of Human Resources Management: Stages in the evolution of Human Resources Management:
Industrial Revolution ERA Scientific Manageme nt ERA Industrial Psychologic al ERA

Paternalistic ERA

Welfare ERA

Personnel Specialists ERA

Behavioural Science ERA

Human Relations ERA

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT: Objectives are pre-determined goals to which a group activity in an organization is directed. Objectives determined the character of an organization and serves as the basis for voluntary co-operation. Operations and co-ordination among employees. It also provides a bench mark or standard of performance. Valuating performance to improve service rendered enterprise to society, which leads to more efficient individual or group performance, to establish in the minds of those associated with the enterprise-employee, shareholder, creditor, customer and public at large - the fact that the enterprise is rendering to accomplish the basic organizational goals.
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The Ultimate mission or purpose is to relate future human resources to future enterprises, need so as to maximize the future returns on investment in human resources. THE HR FUNCTIONS: THE 4MS OF MANAGEMENT

MAN MACHINE MONEY METHODS

Human Resources is the most important asset

Human Resources can be only real competitive advantage HR in the past Personnel department Transaction Policing Bureaucratic hurdle Stand alone soldier Policy making Backroom operate Only HR doing HR HR today Human Resources Strategic. Enabling. Facilitator. Integrated leader Decision Maker Business Partner Line Function.

What does an HR do?

Recruiting Training Counseling Managing salaries Policy decision Dealing with unions Making career plans Employee welfare

Broadly speaking experts has generally classified the functions into two major categories, viz., 1. Managerial functions and 2. Operative functions.

1.

MANAGERIAL FUNCTION: Management may be the process of allocating an organization inputs (human and

economic resources) by planning, organizing, directing and controlling for the purpose of producing outputs (goods and services) desired by its customers so that organizations objectives are accomplished. In this process, work is performed with and through Organizational Personnel in an ever changing business environment. (a) Planning: Is a pre-determined course of action? According to Terry planning is a foundation of most successful actions of any enterprise. Planning is determined of the plans, strategies, programmers, policies, procedure and standard needs to accomplish the desired organization objectives. The two most important features of planning are research and forecasting. These two are interrelated, forecast is possible only as a result of research. Therefore planning or decision-making has to be undertaken much in advance of an action, so that unforeseen or anticipated problems or events may be properly handled. This is also stressed by saying good managers make thing happen. (b) Organizing: After a course of action has being determined, an organization plan may be established to carry it out. According to J.C.Massie, an organization is a structure, a frame work and a process by which a cooperative group of human beings allocates its tasks among its members, identifies a relationship and integrates its activities towards common objectives. This is done by designing the structure of relationship among jobs, personnel and physical factors. (c) Directing:
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Directing the subordinates at any level is a basic function of the managerial personnel. It is involved with getting the person together and asking them (either through command or motivation) to work willingly and effectively for the achievement of designated goals. Directing deals not only with the dissemination of orders within an organization units and departments, but also with the acceptance and execution of these orders by the employees. The decisions are taken by the top management, but only after consultating with personnel department. (d) Coordinating and controlling: Coordinating refers to balancing timings and integrating activities in an organization, so that a unity of action in pursuit of a common purpose is achieved. In the words of Terry, Coordinating deals with the tasks of blending efforts in order to ensure a successful attainment of an objective. It takes place at all levels, from top management through the superior and those for whom he is responsible. Controlling is the act of checking, regulating and verifying whether it occurs in conformity with plan that has been adopted the instruction issued and the principles established. It is greatly concerned with remedial actions. Conducting separate interviews, auditing, training programmers etc., are some of the means for controlling the management of personnel. 2. Operative Functions: The operative functions of personnel management are concerned with the activities specifically dealing with procuring, developing, compensating and maintaining an efficient work force. These functions are also known as service functions.

Operative functions of HRM

Employment

Human Resources Development

Compensation Rewards

Employee Relation Communication Remuneration Morale Job Satisfaction Grievances Redress Discipline Maintenance Participation Quality

Organizational Design Job Design

Training and Development Performance Appraisal

Salary and Benefits Administration Incentives Awards

Job Analysis Quality of Work Life Human Resources Planning Recruitment Selection Induction Placement

Performance Improvement

Career Planning Management Development Organization Development

OBJECTIVES OF HRM: The primary objective of HRM is to ensure the availability of a competent and willing work force to an organization. organizational, functional and personal. Key functions Human resource management serves these key functions: 1. Recruitment & Selection 2. Training and Development (People & Organization) 3. Performance Evaluation and Management 4. Promotions 5. Redundancy 6. Industrial and Employee Relations 7. Record keeping of all personal data 8. Compensation, pensions, bonuses etc in liaison with Payroll 9. Confidential advice to internal customers in relation to problem at work 10. Career development HRM objectives are four-fold, societal,

SOCIAL OBJECTIVES:

To be ethically socially responsible to the needs and challenges of the society while minimizing he negative impact of such demands upon the organization ORGANIZATIONAL OBJECTIVES: To recognize the role of HRM in bringing about organizational effectiveness. FUNCTIONAL OBJECTIVES: To maintain the departments contribution at a level appropriate to the organization needs PERSONAL OBJECTIVES:

To assist employees in achieving their personal goals at least in so far as these goals enhance the individuals contribution to the organization. Performance appraisal is the process of assessing the performance and progress or of a group of employees on a given hob and his potential for future development. It consists of all formal procedures used in working organizations to evaluate personalitys contributions and potentials of employees. Out of all the human resource management problems that have emerged on the corporate forefront in recent times, the problem of industrial relations has achieved prominence. The increased popularity of this aspect of human resource management is due to one single factor that it deals with people who are the base of Industry a class of people that makes tings to happen. It fact the very relationship between labor and management it self creates a host of opportunities; they bring parties to conflict.
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With growing prosperity workers have organized their own trade unions and thus gained a bargaining power enabling them to establish their rights in the industrial society. Industrial relations is concerned with the relationship between management representing the holders of capital and trade unions representing the holders of capital and trade unions representing the holders of labor power regarding the employment, unemployment, conditions of employment and un employment and conditions of work. These industrial relations differ form one county to county. The type of industrial relations in a country depends upon the technological advancement, employment opportunities, type of trade unions, government legislations and economic conditions. Coming to India, which is rapidly transforming form the agrarian system to the industrial system, the country with its vast population has very less percentage of working class and out of this only one fourth are organized but the relations that influence such small segment of workers have a far reaching implication not only on the attitude of un organized workers but on economy as a whole.

RESEARCH DESIGN Research is an art of scientific investigation. One can also define research as a scientific search for pertinent information on a topic.Research is an activity and as such the term should be used in a technical sense.In short the search for knowledge through objective and systematic method of finding solution to a problem is research

NEED FOR THE STUDY

The project title a comprehensive study on Industrial Relations at SBJM ltd, is an attempt to understand how the industrial relations are effectively implemented in the industry The study is on industrial relations followed by SBJM ltd to understand the relations. The industrial relations is very much necessary in an organization to maintain good relations with employees, unions in the organization.

SCOPE OF THE STUDY The scope of the study is limited to the study of industrial relations in Sri Bajrang Jute Mill Ltd. The scope is decided in manner to know the impact of industrial relations on production and productivity of SBJM. The scope of study includes the study of maintaining cordial industrial relations, discipline, participative management and role of trade unions.

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OBJECTIVES OF THE STUDY To study the industrial relations scenario at Sri Bajrang Jute Mill Ltd (SBJM). To know the impact of industrial relations on production and productivity of SBJM. To study the role of trade unions handling, discipline, participative management in maintaining cordial industrial relations. To study the perception of employees management and trade union leaders towards their in maintaining cordial industrial relations. To study the impact of computers on various existing practices in industrial relation METHODOLOGY OF THE STUDY

RESEARCH DESIGN:

In this context of research the descriptive type of design was considered appropriate for providing a holistic to the study of INDUSTIAL RELATIONS in SBJM. DATA COLLECTION METHODS:

To makeup the study several types of data are colleted from different sources the information about the companies included formal data such as official disincarnating, number of workers, and type of ownership which were obtained thorough concerned ahead in the organization,. Other informations was used such as public available data provided by the reports of the companies their research efforts and their research
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methodologies. Questionnaires and personal contacts are employed to get the data form the samples. All this informations was of great importance to contextualize and illuminates the core information regarding industrial relations. DATA ANALYSIS: Bar diagrams are used to analyze collected data to get picture of INDUSTRIAL RELATIONS in SBJM. Observation played a minor but non negligible role as it contributed to the consolidation of compression or information based on documentary evidence or in the interviews. SAMPLE PLAN: For each of the population a suitable sample will be drawn so that, validity of the study ensured. SAMPLE SIZE: Sample size is limited to 60

SAMPLE METHOD: Random sampling method is used for this research.

LIMITATIONS OF THE STUDY The data opinions, observations and conclusions expressed here are collected by survey and literature provided by Sri Bajrang Jute Mill Ltd Following are the few constraints faced during the study.
Time is the main constraint for the study. Since the study was confined to the

period of 45days, I was not able to study in detail. The survey was conducted on the sample based upon random selection. The random selection has its own defects. Elaborate study was not possible due to lack of financial resources. Executives are not available because they were involved in various activities.

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 The size of the sample representing the universe is very smal INTRODUCTION TO INDUSTRIAL RELATIONS Industrial Relations is concerned with the relationship between Management representing the holders of capital and trade unions representing the holders of labour power regarding the employment, unemployment, terms of employment and unemployment, conditions of employment and unemployment and conditions of work. Thus industrial Relations connote a vast complex of relationships obtaining between management and employees, union and management, union and employees and between employees themselves. Both parties to industrial relations have a common interest in industry but many a time, they are found to be pulling in different directions which lead to industrial unrest. Therefore, it has become necessary to secure the cooperation of both workers and management to achieve good industrial relations. Besides management and workers, state is another party associated with industrial relations. The interference of Government in industrial relations through legal and administrative measures is quite common. Thus the area of industrial relations has been extended relations among the state, employer and employees.

DEFINITIONS: ACCORDING TO ENCYCLOPEDIA BRITANNICA:

The subject of industrial relations includes individual relations and joint consultation between employers and workers at the place of work, collective relations between employers and their organizations and trade unions and part played by the state in regulating these relations.

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ACCORDING TO DALE YODER: The term Industrial Relations refers to the relationship between management and employees (or) among employees and their organization that arise out of employment. MAJOR PLAYERS TO INDUSTRIAL RELATIONS Simply stated, industrial relations are the outcome of the employment relations in industry. The government of a nation influences these relations to a great extent. Thus there are three major players in industrial relations. WORKERS AND THEIR ORGANIZATIONS: The personal characteristics of workers, their culture, educational attainments, qualifications, skills attitude towards work, etc play an important role in industrial relations. Workers organizations, known as trade unions are political institutions. Trade unions are formed for safeguarding the economic and social interests of the workers. They put pressure on the management for the achievement of these objectives.

EMPLOYEES AND THEIR ORGANIZATIONS: The employers are a very important variable in industrial relations. They provide employment to workers and try to regulate their behavior for getting high productivity from them. Industrial arrest generally rose when the employers demand form the workers and other benefits. In order to increase their bargaining power These employers in several industries have organized employers associations. in tripartite bodies constituted by the government to regulate industrial relations.

associations put pressure on the trade unions and the government. They also participate

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 GOVERNMENT: The government exerts and important influence on industrial relations through such measures as providing employment, intervening in working relationships and regulating wages, bonus and working conditions through various laws relating to labour. The government keeps an eye on both the trade unions and employers organizations to regulate their activities in the interest of the nations. INSUSTRIAL RELATIONS AT SRI BAJRANG JUTE MILL LTD:It has been considered of crucial importance in Sri Bajrang Jute Mill Ltd of establishing and sustaining a productive work culture. Several initiatives have been taken towards it. The concept of optimum utilization of Human Resources was adopted through multi-skill and multi-pattern of working with emphasis on flexibility in job deployment. Result oriented environment was broad through fail or made HRD programmers, attitudinal change and positive work ethics. To carry on with such an organization, climate Sri Bajrang Jute Mill Ltd has suitable supportive systems and structures for productive industrial relations manpower.

EMPLOYEE RELATIONS:

Usually, in any organizations, Industrial Relations climate depends upon the relationship with workmen and their unions. For this, the initial years are very crucial. An approach characterized by courage, firmness and total commitment to companys interest is essential to build a right relationship over years. Where as, in Sri Bajrang Jute Mill Ltd, the initial period focused on educating the unions, establishing rapport etc, to attain the commitment of missions and objectives. The matters like working hours, holidays, overlapping shifts, transport subsidy,
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canteen, and production linked incentives. Sri Bajrang Jute Mill Ltd made long term agreements with the unions. The modern practices of industrial relations have been put to practice, which needs few years more to make their full fledged presence. Industrial relations will be different at commissioning stage to that of the operational level. For its smooth implementation, sustaining co-operation and collaboration between the management and unions is much needed. CENTRAL EMPLOYEE RELATIONS SECTION-ROLE:

Central employee relations section was carrier called as industrial relation section it is a wing of personnel department. Central employee relaxations section acts as a bridge between the management and the trade unions / employees. democracy. Personnel executive also performs the function of the industrial relations manager. They are placed close to the shop floor level in order to facilitated close relations with the employees. The functions of Central Employee Relations are to gather the information regarding the activities of Trade Unions and Employees Associations, predict the possible outcomes and to take preventive measures to sustain Industrial Peace and Democracy and to ensure uninterrupted production. It plays major role for maintaining industrial

The information collected from the Zones will be thoroughly analyzed and will be used for case studies and forecasting, as and when required. It is the responsibility of the Central Employee Relations to organize meetings with unions and other agencies on the issues the issues connected with Industrial relations. In this way Central Employees Relations contributes much of industrial relation.

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AREAS FOCUSED: a. b. c. d. e. f. g. Sensitive to Employees Grievance. Expeditious Redressed of Grievances. Reduction of Time cycle. Zero grievance. Inculcation of union co-operation and collaboration. Grating awareness among unions towards the organizational goals. Confidence building measure.

Central Employee Relations also helps in Conducting Elections i.e. for every five years in Sri Bajrang Jute Mill Ltd. TRADE UNIONISM A Trade Union signifies an organization of workers engaged in securing certain economic benefits for its members. However, this is not the true view of a trade union. In the modern context, trade unions activities are not confined to mere securing the economic benefits. The purview of its activities now includes even the political and welfare activities undertaken by it for the benefit of its members. Trade union is a historical necessity and by product of the Industrial revolution. For good Industrial Relations, be remember that trade Unions play a vital role. With a view to self-protection and self-help, labour has organized itself under employee associations and unions. Conflict between capital and labour in Europe and American resulted in the origin of the trade union movements.

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(a) Trade Unions Definition:

The trade unions Act, 1926 defines a trade union as meaning Any combination whether temporary or permanent, formed primarily for the purpose of regulating the relations between workmen and employers or between workman and workmen, or between employers and employers or for imposing restrictive conditions on the conduct of any trade or business, and includes any federation of two or more trade unions. (b) Registration of Trade Union :- Any seven or more members of a trade union can, by subscribing their names to the rules of the trade union and otherwise complying with the provisions of this Act, apply for registration under the Act. The application has to made to the registration of trade unions be accompanied by a copy the rules of the trade union and a statement containing prescribed particulars. The name under which the trade union seeks registration must not be similar to that of any existing union (s.7). On registration, the register issues o certificate of registration in the prescribed form. This is conclusive evidence that the said trade union has been duly registered. Trade union is necessity and by product of the industrial revaluation. For good industrial relations, it must be remembered that trade unions play a vital role in providing a proper work atmosphere and congenial industrial relations scenario. With a view to self protection and self-help, labor has organized itself under employee associations and unions. The conflict between capital and labor in Europe and America resulted in the origin of the trade union movement.

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The following are various tools employed by the trade unions. They may use one of the too, or combination of some of them in pursuit of achievement of their objectives.
Financial Support :

It means the provision of a fund to insure against eventualities and bee of some encouragement to the needy work man. It also acts a deterrent to a worker from accepting jobs on terms, which are less advantageous to the work force.
Collective Bargaining:

This is useful for the workers, as their capacity to get the best in Industry diminishes in case there are small groups, whereas the bargaining power goes high when it is a collective and collaborative approach. Lasting settlements can be reached through collective bargaining and implementation also is quick and smooth.
Legal Approach:

Trade Unions also take the law as resort to realize their objectives. Also they employ the usual methods of propaganda, canvassing etc. to convince the community and the Government that the measuring suggested for adoption will prove advantageous to the working class. When such aspirations are reflected by enactment, if satisfies the Trade Unions.
Direct Action:

Implies, strikes, gheraos, procession, work stoppages, demonstrations etc. This should be discouraged because it is harmful in the long run for both the employees and employers. This leads to loss in production, strained relations

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The Objectives of Trade Unions: The following are some of the aims and objectives of trade unions: 1) To secure for the worker fairer wages in the light of the cost of living and the prevailing standard of living. 2) To improve the workers working conditions by securing shorter working hours, better leave facilities, adequate social security benefits, appropriate educational facilities and other welfare benefits: 3) To assure the workers a share in the increased profitability of an industrial unit by providing him payment of adequate bonus: 4) To protect the workers interest and more specifically to avoid heir exploitation. 5) To ensure the workers security of employment by resisting retrenchment and victimization. 6) To protect the large interest of society by aiding in the improvement of trade and industry. A Trade Union signifies an organization of workers engaged in securing certain economic benefits for its members. However, this is not the true view of a trade union. In the modern context, trade unions activities are not confined to mere securing the economic benefits. The purview of its activities now includes even the political and welfare activities undertaken by it for the benefit of its members. A Trade Union may be defined as an organization of employees formed on a continuous basis for the purpose of gaining diversified benefits. Trade Union is a necessity and by product of the Industrial Revolution. For good Industrial Relations, it must be remembered that trade unions play a vital role in providing a proper work atmosphere and congenial Industrial Relations scenario. With a
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view of self-protection and self-help, labour has organized itself under Employee Associations and Unions. The conflict between capital and labour in Europe and America resulted in the origin of the Trade Union Movement. Trade Union Movement in India: Trade Union, as understood today, however, originated in the first quarter of the 20th century, although the groundwork was laid during the last quarter of the 19 th century. In Mumbai, as early as in 1875, reformers Shapurji started a movement. They protested against the appalling conditions of the factory workers and appealed for introduction of adequate legislation to prevent them. The credit for laying the foundation of the organized Labor Movement in India is attributed to Mr.N.M.Lokhnade, a factory worker himself in 1884 in Mumbai. Actually a real organized labour movement in India was started at the end of the First World War. Rising prices, without a corresponding increase in wages despite the employers making huge profits, led to a new awakening. Many Trade Unions were formed throughout India. To this was added the influence of the Russian Revolution, the establishment of ILO (International Labor Organization) and the All India Trade Union Congress. This speeded up the pace of the Trade Union Movement. Following the Second World War, there was a spiraling of prices. The workers once again became restive. This further indirectly strengthened the movement in India Role of Trade Unions in changing Business Scenario:Many events in India and abroad are making significant effects on the union movement in India. Firstly, the collapse of the socialist economies in Russia and Eastern Europe has revealed glaring economic disparities between the East and the West and also resulted in a uni-polar world.

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Secondly, while these changes are making significant socio-economic and political impact on the world economy, rationalization and protectionism are also on the increase. The unification of Europe and the formation of NAFTA are examples. Thirdly, the development of satellite communication and the explosion in information technology has resulted in customer needs across the world getting more and more homogenized and this has perhaps lead to the creation of The Global Shopping Centre. Fourthly, the emergence of the so called Asian Tigers in the 1980s major players in global trade challenges the classical international trade theory the convention which believes that the basis of international trade is the endowment of the resources of nations. The Asian Tigers are not endowed with any of the traditional productive or natural resources. What made them major players in the world market was their conscious effort to create a competitive advantage for themselves. Lastly, the liberalization policies of opening up of the Indian economy to the global competition have also affected trade union. Role of Trade Unions:Indian Trade Unions and, for that matter, trade unions in any developing economy in the above scenario, is finding it difficult to continue with their traditional role of promoting the interests of their membership with a sectarian emphasis. In such a situation, any demand for more has to be linked up with higher productivity and improve quality. In this changed context, trade unions in India may have to find a new role for themselves as important agents of social and economic transformation for the common good of everybody, especially the under privileged. However, no voluntary organization can survive by neglecting the sectarian interests of their membership altogether. Keeping this in view, I would suggest that the unions operating in industrial and services sectors may shift their emphasis from demanding more and more financial benefits for their members to more important issues on their agenda such as: 1. Rehabilitation of displaced employees 2. Facilitating self-employment 3. Ensuring social security
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4. Safety and health of the workers 5. Working as a watch-dog for protection of environment 6. Worker education 7. Involvement in the running of business through greater degree of participation 8. Productivity bargaining etc. DISCIPLINARY PROCEDURE Discipline is a Code of Conduct in an Enterprise in which the members of the enterprise conduct themselves within the standards of acceptable behavior which means that the stipulations of the code of conduct laid down by the enterprise are properly understood and observed by one and all. The state of Industrial Relations in a country/factory is also reflected in the discipline and the morale of the labour force. Discipline is very essential increased productivity and organizational effectiveness. So management of an organization can adopt two approaches for discipline maintenance:

1. Adopting preventive measures prevention is better than cure principle is based on the assumption that employees perform better through rewards than punishments. So the problems of indiscipline do not emerge. 2. Curative measures that it taking disciplinary actions against the persons involved in indiscipline. The Disciplinary Action should be taken after going through specific process because the punishment may be held invalid if there is any deviation from the procedure laid down. The procedure for taking disciplinary action is defined by the Standing Orders formulated by the Organization. While taking an action, all the relevant facts leading to indiscipline must be ascertained so that the need for disciplinary action is determined. The facts must be collected as soon as possible to take the action promptly. The disciplinary procedure either Punitive or Curative has to be invoked for preserving industrial peace as well as maintaining the efficiency of the organization

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Disciplinary Procedure at Sri Bajarang Jute Mill:When an act on misconduct is alleged against a workman for whom a punishment as provided under Standing Orders of the Company. The workman shall be given an opportunity to show cause before punishment is imposes. Disciplinary Authority:Any Executive/officer of whom powers are delegated to take disciplinary action against a workman shall be the disciplinary authority competent to initiate disciplinary action and to impose punishment on a workman. The Disciplinary Authority shall frame definite charges on the basis of the allegations against him. The charges together with a statement of allegations, on which they are based, shall be communicated in writing to the workman who shall be required to submit a written statement of his defense within such time as may be specifies but not exceeding 3 days by the Disciplinary Authority. If it is necessary the Disciplinary Authority shall hold an enquiry and take the necessary action. Appellate Authority: The workman shall the right of appeal to Appellate Authority. The appeal shall be submitted within 15 days of receipt of the order of the Disciplinary Authority, and the Appellate Authority shall dispose of the appeal within 30 days of the receipt of the appeal. The appellate authority is the next higher authority to disciplinary authority. INDUSTRIAL DISPUTES Dispute, in general sense, is the expression of differences over some issues of interest between two or more parties. Industrial disputes like problems of indiscipline and their effective management are on the major issues in maintaining good Industrial Relations in the Country / Organization.

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Definition: According to Industrial Disputes Act, 1947 Industrial Disputes means any dispute or difference between employers and employers or between employers and workers or between workmen and workmen, which is connected with the employment or non-employment or the terms of employment or with the conditions of labour of any persons. An individual dispute between an employer and one of his workmen is by itself not an industrial dispute, which can be referred to under section 10 of the Act. But such a dispute may become an Industrial dispute provided a majority of workmen, or union of workmen takes up the cause of particular workman, in the particular industrial establishment. The causes of Industrial disputes are many and varied and sometimes even trivial. In India, various causes of Industrial disputes may be grouped into four categories: economic factors, management practices, trade union practices and legal and political factors. Machinery for Handling Industrial Disputes: In managing industrial disputes, management can take certain actions. These actions may be grouped into two categories: Prevention of Industrial disputes: The preventive machinery has been set up with a view to creating harmonious relations between labour and management so that disputes do not arise. It comprises of the following measures. (a) Workers Participation in Management (b) Collective Bargaining
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(c) Grievance Procedure (d) Tripartite bodies Code of Discipline (e) Standing Orders Settlement of Industrial Disputes: If preventive machinery fails, then the industrial dispute settlement machinery should be activated by the Government under Industrial Dispute Act, 1947, because nosettlement of disputes will prove to be very costly to the workers, management and the society as a whole. This machinery consists of (a) Conciliation (b) Court of Enquire (c) Voluntary Arbitration (d) Adjudication(Compulsory Arbitration) INDUSTRIAL RELATIONS AT SRI BAJRANG JUTE MILL LTD ;-

The industrial relations at SBJM are very active and the participations of workers and trade unions are effective. The relation between the trade unions and management is peaceful. There are no disputes between workers and management. There IR is good in SBJM. COLLECTIVE BARGAINING SYSTEM Collective Bargaining is a technique adopted by the organization of workers and employers collectively to resolve their differences with or without the assistance of a third party. Its ultimate aim is to reach some settlement acceptable to both the parties involved in labour-management relations. This concept was coined by Sydney and Beatrice Webb. Great Britain is said to be the Home of Collective Bargaining.

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The phrase collective bargaining is made up of woe words-Collective, which implies group action through its representatives; and Bargaining which suggests/haggling and/or negotiating. This concept implies Collective negotiation of a contract between the managements representatives on one side and those of the workers as the other. It may be defined as a process of negotiation between the employers and organized workers represented by their union in order to determine the terms and conditions of employment. International Labour Conference also defined as Collective Bargaining extends to all negotiations which take place between an employer, a group of employers or one or more employers organizations on the one hand and one or more workers organization on the other for determining working conditions and terms of employment and/or regulating relations between employers and workers and/or regularizing relations between employers of their organizations and a workers organization. As per Habirson, collective bargaining is a process of accommodation between two institutions, which have common and interests. It is resolution of industrial problems between the representatives of employers and the freely designated representatives of employees acting collectively with a minimum of Government dictation. It is a process in which the representatives of a labour organization and representatives of the business organization meet and attempt to negotiate a contract or agreement which specifies the nature of employer-employee union relationship.

Salient features of Collective Bargaining: Some of the salient features of collective bargaining are
1. It is a group process; where one group representing the employers and the other

representing employee sit together to negotiate terms of employment. 2. It is a process in the sense that it consists of a number of steps. The starting points is the presentation of the charter of demands and the last stage is the reaching of an agreement, or a contract which would serve as the basic law governing labourmanagement relations over a period of time in an enterprise. 3. Negotiations from an important aspect of the process of collective bargaining, i.e., there is considerable scope for discussion, compromise or mutual give and take in the collective bargaining deliberations rather than confrontation.

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4. It is a bipartite process. The employers and the employees are the only parties involved in the bargaining process. There is no third party intervention. The conditions of employment are regulated by those directly concerned. The purpose of collective bargaining is that it brings close and develops better understanding for industrial peace, democracy resolves conflicts and differences; guarantees the rights and responsibilities of the workers; develops self-respect and fosters responsibility on both workers and employers; brings social change through acceptable solutions; and formulates the terms and conditions under which labour and management will have to work together. The primary objective is to ensure effective functioning of the individual enterprise and more importantly the entire economy. Characteristics of Collective Bargaining: 1. Collective. 2. Equal bargaining strength. 3. Flexible. 4. Voluntary. 5. Continuous. 6. Dynamic. 7. Power relationship. 8. Representation. 9. Integral part. 10. Bipartite Process.

Functions of Collective Bargaining:

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1) To Relieve Conflicts of interest. 2) Build Relations among the practices. 3) To provide procedures. 4) To Govern Employment Relationships. 5) Democratization. 6) Serves Fundamental Human Rights. TYPES OF BARGAINING: Conjunctive/Distributive Bargaining Co-operative Bargaining Productivity Bargaining Composite Bargaining IMPORTANCE OFCOLLECTIVE BARGAINING: Importance to society: The exploitation of workers by the management It provides a method of the conditions of employment It results in the establishment of harmonious industrial climate which supports the pace of nations efforts towards economic and social development. It measure to distribute equitably the benefits derived from industry among all the participants including the employees, unions, management, customers, suppliers, and public.

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Importance to Employees: It develops a sense of self-respect and responsibility among employees. It increases the strength of the workers. It increases the morale and productivity of employees. It restricts managements freedom for arbitrary action against the employees. Effective collective bargaining machinery strengthens the trade union movement. Importance to Employers: The workers feel motivated as they can talk to the employers on various matters and bargain for higher benefits. As a result, their productivity increases. It is easier for the management to resolve issues at the bargaining table rather than tacking up complaints of employees individually . It plays a vital role in setting and preventing industrial disputes It opens up the channels of communication between the top and bottom levels of the organization which may be different otherwise. LIMITATIONS OF COLLECTIVE BARGAINING: 1) Strikes 2) It is based on Power and Conflict 3) Does Not Contain Sufficient Safeguard of the Public Interest.

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WORKERS PARTICIPATION IN MANAGEMENT: Workers Participation, also known as labor participation or employee participation, in management is a concept shrouded with so much vagueness that for different people, it has different meanings. The basic reason for this perceptual difference is due to different pattern of practices and programmers adopted by various countries for implementing workers participation step involving redistribution of power between management and workers in the direction of industrial democracy though there are differences of views over the content and level of participation. The principal forms though which workers participate are information sharing, joint consolation and suggestion schemes. The various forms of workers participation in management have assumed great importance these days because it severs the following importance. a. b. c. Reduced industrial unrest. Maintaining good industrial relations. Higher Productivity.

CHARACTERISTICS: Participation implies practices, which increase the scope for employees share of influence in decision-making at different levels of the organization hierarchy with concomitant responsibility. Decision-making at different levels would assume different patterns regarding to policy formulation and regulations. Acceptance of responsibilities by workers. Management becomes Auto Management.

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GOALS OF WPM: As a means of increasing productivity. As a means of promoting Industrial democracy. As a means of Avoiding conflict and friction.

The various ways of workers participation in management : 1) Collective Bargaining 2) Participation through staff 3) Joint management councils and committees 4) Board representation 5) Participation through complete control 6) Participation through Ownership 7) Participation through job Enlargement and job Enrichment 8) Participation through suggestion scheme 9) Participation through Quality Circles. Importance of Workers participation in Management: Increased Organization Balance Reduced Misunderstanding Development of individuals Improve communication
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Higher productivity Industrial democracy Less resistance to change Encourages Workers to Accept Responsibility It restores Human Dignity Encourages Better decision ADVANTAGES: Increased Organization Balance Reduced misunderstanding Reduced Industrial Unrest. Development of Indivadals Improve Communication Higher productivity Industrial Democracy Less resistance to change Encourages better decision Encourages workers to Accept Responsibility.

DISADVANTAGES: 1. Technological and Organizational Complexity 2. Lack of awareness in Employees 3. Secrecy of Participative Situations 4. Unwillingness of Employers
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5. Feudalistic concept.

WORKERS PARTICIPATION IN SRI BAJRANG JUTE MILL LTD ;Management of Sri Bajrang jute mill ltd also facilitates workers participation which secures a for the recognized union in representing their views and opinions regarding production, safety, canteen, and township development etc, Through the formation of different committees at shop floor and plant level. But these committees constitute the representatives of recognized union, leaving behind the opinions of the other unions that constitute to around 60% of employees. This lead to the inter-union rivalry as the non-recognized unions were set a side with out being consulted regarding the policy matters, crating difficulties in implementation of issues that was settled through negotiations. GRIEVANCE MANAGEMENT Grievance is a state of dissatisfaction over some issues related to employment. Generally, expression of this dissatisfaction in oral form is known as complaint while in written form is known as grievance in the organizational settings, employees may have some grievances against employers in the same way employers may have grievances against employees. Grievance management is very essential to maintain good industrial relations which increase productivity and effectiveness of an organization. Grievance should be redressed by adopting productive approach rather than waiting for the grievance to be brought to the notice of management for removing the causes of grievances may leave some scope for the emergence of grievances. For handling such grievances handling machinery knows as procedure in required. The grievance procedure is a problem solving, dispute setting machinery, which has been setup following an agreement to that effect between labour and
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management. It is the means by which a trade union an employee makes and processes his claim that there has been a violation of the labor agreement by the company. Grievance procedure is a device through grievances is settled, generally to the satisfaction of employees/ trade union and management. GRIEVANCE REDRESSAL PROCEDURE AT SBJM:-

The objective of grievance redressal in to provide easily accessible machinery for settlement of grievances of executives and to adopt measures as would ensure expeditions settlement of grievances leading to increased satisfaction on the job and resulting in improved productivity and efficiency of the organization. In Sri Bajrang jute mill ltd the grievance procedure consists of 3 stages, they are: STAGE -1 An aggrieved employee shall send his grievance to his head of the department within a period of 3 months of its occurrence. The head of the department will give a personal hearing and try to resolve the grievance at his level and intimate his decision to the aggrieved employee in writing with in a week. STAGE -2 If the aggrieved employee is not satisfied with the reply of stage 1 authority has not got a reply with in the stipulated time, he many submit his grievances to the divisional head. The divisional head concerned shall go through the grievance and settle the same at his level. The decision taken shall be communicated in writing to the aggrieved employee with in 15 days of receipt of the grievances. STAGE -3

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If the aggrieved employee is not satisfied with the reply of stage 2 or has not get reply with in the stipulated time, he may address his grievance to the grievances council. The grievance council shall examine the grievances in detail and give their recommendations before the end of the month following the month in which the grievance council receives the representation. The aggrieved shall have the right to represent his grievance before chairman cumdirector direct it his grievance is not settle to his satisfaction at stage 3 or with in the time limits as prescribed under the companys grievance redressed procedure. Participation in Grievances Management at SBJM: Todays Grievance is tomorrows IR problem. SBJM has carved out a unique way of dealing the grievance. With a view to provide immediate redressal of grievance with participation of workmen representative/union representative. The Grievance Redressal procedure at a glance is given in the figure below, Area Grievance Redressal Forum (AGREF):- All major departments will have AGREF and the small department win be clubbed in to groups with each group having one AGRE.

The forum consists of head of the department Zonal personnel in change Representative of finance department One representative of form each major unions Representative of marketing systems department

- Chairman - Convener - Member - Member - Member

Central Grievance Redressal Forum (CENGREF): It consists of, o Works Division:

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Executive director (works) Plant Personnel in charge General Manager (Industrial Relations) Joint general manger (finance) One representative from each union o Non- Works Departments:General Manager (personnel) Manger (personnel) General Manager (marketing systems) Chief (production) Joint general manager (finance) One representative from each union

-Chairman -Convener -Member -Member -Member

-Chairman -Convener -Member -Member -Member -Member

The following matters are comes under the grievance redressal they are Payment of wages and incentives Increments Deduction/recovery of dues Allowances and advances Seniority and promotion Attendance and leave Workmans compensation Working conditions at place of work Transfer etc.

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INDUSTRY PROFILE

INTRODUCTION Industry in Bengal had been a centre of TRADE AND COMMERCE, arts and crafts from ancient times. TAMRALIPTI, the largest port town of 5th century Bengal is known to have had trade connections with south India, Ceylon (Sri Lanka), Burma (Myanmar), Malaya (Malaysia), Persian Gulf, and the Far East. Main industries developed in the period included TEXTILES, sugar, salt, ivory, and metal work. Arab traders played an important role in establishing trading links between CHITTAGONG and the out side world in the 8th century. BOAT building activities developed in Bengal before the start of the Christian era, the muslin of DHAKA earned global fame as early as 325BC. Bengal has a history of exporting textiles, sugar, salt, and jewelry even before 500AD. HANDICRAFTS also flourished around 600AD. The manufactures, however, were limited to only a selected group of items for long and their expansion and diversification were slow until the 17th century. The Mughal period witnessed a steady growth and expansion of manufacturing in Bengal, thanks to visits of European maritime companies. Foreign participation in the export market gave new impetus to industrial development. The economy became increasingly monetized, capital accumulation accelerated, and consequently, new markets and production centers were developed. Expansion of production and marketing has popularized use of commercial papers leading to development of BANKING and even INSURENCE. Major occupational groups that contributed to the development of indigenous industry in Mughal Bengal were the spinners, TANTIS (weavers), SUTRADHARS (carpenters), and KUMARS (potters). Fine textile products became
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profitable export items from the 17th century. With the expansion of markets, sugar production increased. Manufacture of salt from sea water and sub-soil brine developed to a great extent in the 17th century. Other manufactures developed in Bengal by this period included farm implements, hardware and weapons, bronze casting, ivory carving, woodworkers, embroidery and jewelry. British period: Textile was a cottage industry in Bengal before the establishment of British control over India. Mahajans played an important role in financing production and trade of textiles. The EAST INDIA COMPANY provided loans to weavers through DADNI and under an agency system. Mahajans, and agents and representatives of the company tortured weavers for their failures in fulfilling terms of their contracts. This forced a large number of weavers to leave their profession, which checked the growth of the once flourishing textile industry in Bengal. In 1776, the number of persons involved in textile industry in Dhaka district alone was 1, 46,751, of whom 25,200 were weavers and the rest spinners. Many other places had also become famous for textile production in Bengal during the British period. These included maldah, haripal and sirpur of rajshahi, balikushi and kagmari of mymensingh, bardhaman, khirpoy and radhanagar of midnapore and shantipur and buron of Nadia. The indigenous textile industry, however, declined because of newly imposed tariff and non-tariff barriers created for Indian textile products in the British market as well as the development of the textile industry in British after the industrial revolution. But British rule also contributed to some development through promotion of marketing Bengal textiles abroad through the English trading system as well as through allowing other foreign traders to pursue the trade. The silk industry of India was concentrated mainly in Bengal. It received special attention from the British from the very beginning of their rule in India. The east India Company established silk factories, promoted culture of cocoon, and organized exports of silk abroad. Murshidabad, part of which is in rajshahi now, was the main centre of
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cocoon culture and production of silk. The silk industry of Bengal declined towards the midnineteenth century in the face of competition from the cheap silk of china and Japan as well as from rapidly falling prices of substitute textile cloths produced in Britain. The East India Company developed a SHIP BUILDING INDUSTRY at CULCUTTA. Through construction of a dock and creation of facilities for repair and furnishing of merchant vessels and warships. Both British and local companies used these facilities for building, repairing, and furnishing ships with the help of local workers who had skills in building large boats and who were retrained for shipbuilding. Other major industries of Bengal that underwent development during the British period were the salt and sugar industries. The company government earned a huge amount of revenues in the form of tax on trading in salt, which had two effects. One, salt production increased under the patronization of the government and two, because salt prices soared as a result of enhanced taxes that created problems for average and poor consumers, traders were encouraged to adulterate the product. In the midnineteeth century, the British government imposed an import tax on salt at par with the tax on the item produced locally. This, along with the higher quality of imported salt, caused the decline of the indigenous salt industry in Bengal. Production of sugar in India during the 18th century was concentrated mainly in Benaras. Bengal became prominent in sugar industry towards the end of the century. Taking advantages of the high prices of sugar in England and the destruction of the sugar producing black communities in Haiti and St.domingo, British rulers exported Bengal sugar to Britain and other parts of the world. By 1830, many places of Bengal including Gorakhpur, azizpur, matihari, belsunda, barchakia, Rosa and dubah had modern stream driven sugar mills. Bengal lost the English market in 1946, when the British government changed customs rules, allowing import of sugar to Britain from out side the British Empire under parity in customs rules. Development of beet sugar production in Europe at competitive costs also restricted export of Bengal sugar to England. Technological
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advance in production of sugarcane and sugar in java, Mauritius and Formosa reduced the international price of sugar to a level lower than its production cost in India. All these factors caused a decline in the sugar industry in Bengal. Bengal however, excelled in production of gud (molasses) from sugarcane, palm and Palmyra palm. Nevertheless, thanks to the popularity of molasses as a cheap and nutritious food ingredient and to the large domestic market, the sugar industry continued to survive in Bengal. A major feature of industries in Bengal during the British period was the development narrow specialization in crafts, especially in the cottage industry sector. The mostly caste-based specialization that existed in India through centuries continued to flourish during the British period. In many cases the British, as well as local traders, promoted the development of these cottage industries, while in many other cases, local craftsmen were put under difficulties, including physical torture, to force them out of business and to make room for imported products (for further details about industry in Bengal in the period before 1947, see industrialization). Pakistan period: After the partition of Bengal in 1947, East Pakistan inherited a very small share of the industries of Bengal. East Pakistan got none of the 108 jute mills, 18 iron and steel mills and 16 paper mills of Bengal. Only 90 of Bengals 389 cotton mills, 10 of its 166 sugar mills, and 3 of its 19 cement factories fell in the territory of East Pakistan. The cement factory at chatak (sylhet) had to depend upon limestone supplied from Assam (India). The cotton mills of East Pakistan also had to depend upon imported raw materials. The 1951 census revealed that east Pakistan had 63,234 unskilled nonagricultural labourers, 1, 15,480 skilled labourers engaged in manufacturing sector, 1,84,535 mining and quarry workers and 1,21,522 professional persons. The manufacturing sector (comprising mainly the food, drink and tobacco processing units) employed a total of 6, 02,875 persons (4.67% of the total labour force), of whom 4, 30,148 were involved directly in production processes and1, 72,727 in subsidiary
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activities. There were a total of 3, 60,603 cottage enterprises, which employed 9, 49,074 persons. Of the manufacturing units, only about 200 enterprises used power. The industrial development policy of the government of Pakistan encouraged the manufacture of arms and ammunition hydroelectric power, railway wagons, and telephone, telegraph and wireless reserved for the state and encouraged the private sectors to come up with industrial ventures in all other sectors. Twenty-four industries including jute, textile, silk and rayon were subjected to central planning. The government created the Pakistan industrial development corporation (PIDC) and Pakistan industrial finance corporation to promote industrialization. PIDC made significant contributions in the establishment of industrial units in sectors such as jute, paper board, cement, fertilizer, sugar, chemicals, textile, pharmaceuticals, light engineering and shipbuilding. The central government, however, followed a discriminatory policy. It favored West Pakistan in industrial development and drained resources from East Pakistan for the purpose. It also directed most of Pakistans external resources to the cause of the industrial development of West Pakistan. Non-Bengalis dominated the list of entrepreneurs coming up with new industrial venture in East Pakistan. Local capital hardly got the opportunity to flourish. The central government had control over product pricing to such extent that products grown or manufactured in East Pakistan were sold in the local market at prices higher than in West Pakistan. Despite all these impositions, however, some progress was made in industrialization in East Pakistan during the period between 1950 and 1970. the number of industrial enterprises in east Pakistan in different sectors in 1970 were food manufacturing -408, beverage-6, tobacco processing -26,textiles-792, footwear-204, wood and cork-14, furniture-70, paper products-33, printing and publishing-14, chemical products-572, petroleum and coal products-3, rubber products-3, mineral products-53, basic metal-35, metal products-257, non electric machinery-88, electrical machinery-34, transport equipment-65, and other goods-166.official sources of the government, however, recorded that in 1970, there were 1,580 manufacturing units in east Pakistan
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that employed 2,06,058 persons. Their gross out put was valued at Tk 3.636 billion and the value added amounted to Tk 1,708 billion. The share of the manufacturing sector in the GDP was 8.9% in 1970 as compared to 3.9% in 1950.

Bangladesh period: The industry sector was severely damaged during the war of liberation in 1971. Replacement and rehabilitation costs estimated for the industries were estimated at Tk 291 million, of which Tk 223 million was estimated for public sector enterprises. The public sector started in 1972 with 72 jute mills, 44 textile mills, one steel mill, 15 sugar mills, 2 fertilizer mills, one diesel engine unit (3000 engines capacity for annual) and one shipping yard. Mills and factories in the public sector however, soon became losing concern largely because of mismanagement and leakage of resources. The government had to quickly review its policy of dominating the public sector. Although it continued to exercise control over industries, it soon raised the allowable ceilings of private investment. However, this did not bring much improvement. After a series of adjustments and temporary changes in state policy, the government finally adopted a new industrial policy in 1982, following which 1,076 stateowned enterprises were handed a new problem of industries. They started getting sick because of failures of the inexperienced owners. Many of them were more interested in getting ready cash from selling of the cheaply acquired property than in sustaining and developing the industries. The results was that industrial sickness affected 50% of industries in food manufacturing, 70%of them in textile, 100% in jute, 60%in paper and paper board, 90%in leather and rubber products, 50%in chemicals and pharmaceuticals, 65%in glass and ceramics, and 80% in engineering industries. The largest group of industries in Bangladesh falls in the category of small and cottage industries and their number in 1984 was 9, 32,200 unites, of which 20.7% were in handlooms, 15.4% in bamboo and cane work, 8.1% in carpentry, 6.1% in products from
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jute and cotton yarn, 3.4% in pottery, 0.3% in oil crushing, 3.2% blacksmiths, 0.8% in bronze casting, and the rest in other types of crafts. Weavers work in almost all parts of Bangladesh but their major concentration is in areas like NARSINGDI, BABURHAT, HOMNA, BANCHARAMPUR, BAJITPUR, TANGAIL, SHAHJADPUR and JESSORE. The silk industry has flourished in rajshahi and bholahat. Other places earning reputation in cottage industries during the 1980s in Bangladesh include chapi nawabganj and islampur (bronze casting), sylhet (mat and cane furniture), comilla (pottery and bamboo work), coxs bazaar (cigar), Barisal (choir) and rangpur (checkered carpet). In 1984, Bangladesh had 58 textile mills with 6,000 looms and 10, 25,000 spindles. The annual production of the mills was 106.2 millions pound of yarn and 63 million meters of cloth. Textile is a public sectors textile also incurred losses, which amounted to Tk 353.4 million in 1984. Problems in the sector included poor management as well as difficulties in developing skilled workers and shortage in supply of raw material and power. Bangladesh had 70 jute mills with 23,700 spindles in 1984. These employed 1, 68,000 workers and 27,000 other staff and used 5, 45,000 tons of raw jute. But their production was less than the 5, 61,000 tons figure of 1969, when the country had 55 jute mills with 21,508 spindles. The three major centers of jute industry in Bangladesh are Dhaka, Chittagong and Khulna. The jute industry in the country has been declining in the face of competition from India and in an international situation, where jute goods are being replaced by cheap and durable plastic products. Development of new industries like sulphuric acid, chemicals, paper, caustic soda, glass, fertilizer, ceramics, cement, steel and engineering in Bangladesh was slow in the period before 1985. There were only two plants for production of sulphuric acid in the country in 1985 and their total production was 5,995MT, while the production of this important ingredient for industries like soap, paper, cast iron and steel was 6,466MT in 1970. Production of caustic soda in 1985 was 6,787MT. The soda was used almost entirely in paper mills. Because of availability of sand, salt and limestone within Bangladesh, the country has a good prospect in developing its glass industry. Dhaka and
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Chittagong are the two major centers for this industry. The automatic glass factory at kalurghat of Chittagong produced 12.9 million sq ft of sheet glass in 1985.

The fertilizer industry in the country uses natural gas as the main raw material. The fertilizer factories produced a total of 8, 80,660 MT in 1985. 7, 41,463MT was urea, 9,634MT ammonium sulphates, and 57,563MT triple super phosphates. The three major factories were at fenchuganj, ghorasal and ashuganj. The total production of cement in the country in1985 was 2, 92,000 MT. the major industries were at chhatak and chittagong. Pakshi of pabna and Chandraghona of chittagong were the main locations for the paper industry in Bangladesh. The total production of paper in 1985 was about 7,500MT. In 1985, Khulna had a newsprint mill with a production capacity of 55,000MT and a hardboard mill that produced 1,621sq metre of hardboard. Around this time Bangladesh also had some mills for production of particle boards and partex. The country also achieved self-sufficiency in producing matches; major centres of match production were Dhaka, Khulna, khepupara, Chittagong, sylhet, bogra and rajshahi. The total production was 1.30gross boxes in 1985. That year Bangladesh had 8 sugar mills with a total annual production of 87,000tons. The sugar mill at darshana (ishwardi) produced sugar as well as alcohol, methilated spirit and rectified spirit. The iron and steel mills in Bangladesh were mostly under the steel and engineering corporation and were concentrated in Chittagong and Dhaka, although there were some steel and ironwork enterprises in Khulna, kushtia and bogra. Industries marked by notable development in Bangladesh in the mid-1980s include shipbuilding automobiles (assembly), oil refinery, insulators and sanitary wares, telephone equipment, electrical goods televisions (assembly), cigarette, and vegetable oil. The country achieved a significant success in developing garment industry in this decade. The government followed a strategy of planned growth blended with free play of market forces. The manufacturing sector showed some growth in the 1990s. The share of the
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manufacturing sector in the countrys GDP rose to 11% in 1996. Investment in the sector was Tk 57.8 billion in 1997 as compared to Tk 22.5 billion in 1991. The share of the public sector in the total investment in the countrys industries fell from 37.03% in 1991 to 8.63% in 1997. The government continues to implement a privatization programme to hand over public sector enterprises to private owners. Simultaneously, the government implements a programme of rehabilitating industries identified as sick because of various reasons identified for rehabilation under the programme in 2000 included one cement factory(annual production capacity 0.15 million tons), one paper mill(30,000 tons), onenewsprint mill(52,000 tons), 6 cigarette factories (630 million sticks), 8 oil mills(9,34,818 tons), 2 food processing units(9,50,400tons), 2 flash processing units(6.9 million tons), 2 cold storage (5.9 million lbs), one beverage producing unit(4.3 million bottles), 3 chemical industry units (26,100 tons), one glass factory(7.5 million feet) and12 pharmaceutical units. The fifth five-year plan for the period 1997-2002 stipulated a totaloutlay of Tk 8.95 billion in industry including Tk 1.39 billion in the private sector. In 2000, the total employment in industries was estimated at 0.6 million, of which the private sector employed 0.5 million. Industrialization efforts of the government during the 1990s included investment in balancing, modernization and reconstruction, creation of new industrial estates and export processing zones, promotion of private investment, and attraction of foreign direct investment. The policy changes have been in line with trends in the international market, recommendations of donor countries and agencies for liberalization of trade and investment, and structural adjustment programmes. Almost at regular intervals of 4 to 6 years after 1982, the government adopted new industrial policies with increased incentives for private investors from both home and abroad. These policies have some common aspects such as incentives to promote industrialization in rural and remote areas and to encourage entrepreneurs to use local raw materials, and the efforts towards

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development of a system that would help in transfer of technology. [M Habibullah and S M Mahfuzur rahman].

ABOUT THE INDUSTRY There had been a rapid expansion of jute industry in India around Calcutta particularly during certain boom periods. From one mill in 1855 with no looms and another mill established four years later with only 192 looms, towards the end of the first decade of the 20th century there were 59 mills with 30,685 looms. In the year 1918, the loom strength was 39,401. During the period after the First World War, there was a further advance in the productive capacity of the industry and in 1919-20 the number of mills had increased to 76 with 41,000 looms. There had also come into existence three mills in Andhra Pradesh part of then Madres presidency, and one in Uttar Pradesh (formally united province). During 1919-20 fourteen mills ware registered in India showing a great development in jute industry in Bengal and according to the statistics available in the romance of jute the loomage was well above 50,000 in1927. The temp of expansion continued unabated both in number of mills and in loomage irrespective of the considerations of demand and supply till about 1939-40 when there were 108 mills with 68,000 looms. There was very little expansion of the industry during the years of Second World War nevertheless, at the end of the war, i.e., in 1945, there were 111 mills with an installed capacity of 68,542 looms. There has been no significant expansion never since and the number of composite mills has now come down to 73 owing to amalgamation enclosure of uneconomic units. There has however been a reduction in the loomage also and it now stands at 44,162 looms. Besides these 73 jute mills, here are about 30 spinning units manufacturing ropes and twines. The industry has completed its 145 years of existence.

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Its productive capacity has increased from 1.2 million tones per year in the first plan period and 1.4 million tones at the end of the second plan period and 1.6 million tones at the end of this century. There is an overwhelming concentration of the industry in west Bengal and only a sprinkling it is to be found elsewhere in India. Reasons for this are not far to seek. Factors like an abundant supply of raw material, proximity of cola fields of ranigunge, navigability of the hoogly and the availability of the required type of labor in the neighborhood were all responsible for the location of industry over a stretch of about 60 mille on ether side of the river hoogly, from bansberia to uluberia on the west bank and from halisahar to birlapur on the east bank. Calcutta grew into greater prominence on account of this industry and was developed as first class port, a network of railways was laid, connecting Calcutta with the interior of the century, giant electric power supply station came up and inland water transport service developed. Bengal and jute industry are inseparable and in fact there is such a heavy concentration of the industry in this area that one is apt to ignore the existence of the industry else ware. But due to factors such as the availability of raw material near about, cheap labor or ready local market, small jute mills have come up in other states too. Besides 59 composite jute mills located in west Bengal, 3mills are located each in Bihar and Uttar Pradesh, 4 in Andhra Pradesh, 1 each in Assam, orissa, tripura and madya Pradesh. In addition there exist 3 exclusive yarn-producing units and about 30 mini jutespinning units. Six sick and closed units were nationalized in 1980 and placed under the management of NJMC for their rehabilitation. Out of 73 composite units, 6 belongs to public sector, 5 to state sector, 1 to co-operative sector and 61 are private sector units. Out of countrys total loomage of 44,162 only a mere 4,429 looms are found distributed in places other than west Bengal. Similarly, out of 6, 35,096 spindles installed in the country, and 5, 07,960 have been installed in west Bengal. The annual production of jute goods was 15.96 lake tones during 1998-99. Sacking continues to be the largest segment of production accounting for 52 percent.
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Hessian constitutes about 25 percent. One significant change in the product mix is the remarkable increase in production. Another welcome development has been the steady increase in production of non-traditional diversified products.

DESCRIPTION OF JUTE GOODS: Hessian: A plain weave cloth made wholly of jute with single warp and weft interwoven weighing not more the 17 oz per sq. yd and with the no of warp and weft threads added together not more than 33 per sq. Inch. The selvedge may contain cotton yarn and/or yarn made out of man made fiber. CBC: A woven cloth made wholly of jute not less than 104 inches wide, weighing not less than 5 oz per sq. With the no. of warp and weft threads added together not less than 20/ inch. Sq. Sacking: Either plain or twill weave cloth made wholly of jute double warp and single-weft, or vice-versa, inter-woven, weighing not less than 12 oz/sq. yd and with no. of warp threads not more than 30/inch and no. of weft threads less than 10/inch. Tarpaulin: A plain weave cloth made wholly of jute with double warp and single weft interwoven, weighing not more than 18 oz per sq. yd. and with the no. of warp threads not less than 30 per inch and the no. of weft threads not less than 10 but not more than 14/inch.

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Canvas: A plain weave cloth made wholly of jute with double warp and single weft interwoven weighing not less-than 12 oz/sq. yd. and with the no. of warp threads more than 30/inch and no. of weft threads not less than 14/inch.

Ordinary yarn: Yarn made wholly of jute having oil content of more than 2% and of count more than 6 lbs. Special yarn: Yarn made wholly of jute having an oil content not more than 2% and count not more than 6 lbs. Twine: Two or more yarns made wholly of jute ordinary yarn or special yarn or specialty yarn twisted together. Webbing: A narrow weave fabric made wholly of jute using single or plied jute yarn having width of not more than 6 inch. Cotton bagging, soil saver: Plain weave jute netting made of jute yarn as warp and jute rove as weft or jute rove as warp and jute yarn as weft or jute rove both as warp and weft. May be of single or double warp constructions. Indian jute industry

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Jute, the golden fiber as it is called, is a plant that yield a fiber used for sacking and cordage. Known as the raw material for sacks the world over, jute is truly one of the most versatile fibers gifted to man by nature that finds various uses in the form of handicrafts. Next to cotton, jute is the cheapest and most important of all textile fibers. Jute is the cheapest lignocelluloses, long vegetable baste fiber available annually in the world. Jute cultivation provides work for millions of farmers, landless laborers, industrial workers and provides jobs for many others, indirectly. The versatility option Rapid expansion of jute into a wide range of life style consumer products has been made possible due to the versatility of jute. Spinning of high quality yarns and weaving of light-weight fine-textured fabrics of uniform structure in exotic colors and designs are made in both jute factories and hand loom sectors. With vastly improved bleaching, dyeing and finishing processes and by blending jute with other natural or synthetic fibers, the finished jute products now ensure feel, luster, abrasion resistance and aesthetic appeal. Jute handicrafts The traditional excellence of Indian craftsmans and artisans is reflected in a wide range of jute handicrafts of utility, decoration and novelty. A beautiful mosaic of jute handicrafts that comprises of carpets and floor coverings, wall coverings and window dressings. table mats and table-wares, swings, hammocks, office bags, table covers, table mats, pen and pencil stand, wall hangings and room dcor, bedspreads and bedroom slippers, blankets and shawls, skirts and jackets, shopping and travel bags and a host of other home textile made ups. The jute handicrafts of Madya Pradesh are a unique blend of aesthetic sense and utility. Craftsmen at hasta shilp vikas nigam have experimented with the fiber. Every artifact emanates a unique charm exclusive to it and the goods so produced are marketed
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through the MP state emporium, mriganayani. Bhopal, Raipur, Indore and Gwalior are major centers for producing jute handicrafts.

CHANGING SCENARIO: Today, jute can be defined as an eco-friendly natural fiber with versatile application prospects ranging from low value geo-textiles to high value carpet, apparel, composites, decoratives, upholstery furnishing, fancy non-wovens for new products, decorative color boards etc. jute with its unique versatility, rightfully deserves to be brandied as the fiber for the future. In coming decades, a number of jute mills and mini-jute plants will be seen engaged in a big way in production of jute and jute blended yarns, especially of finer accounts, through various routes of yarn manufacturing. The uses of jute are manifold although the traditional use remains in packing as sacking, hessain and carpet backing. These light weight yarns are to be used in value added textile applications like upholstery, furnishing, and garments, bags etc are just a few examples. Indian jute industry Jute is being cultivated in India for centuries. The landmark in the history of jute industry in India dates back to 1854 when the first jute mill as set up by George Auckland. At risha in hoogly district of west Bengal. Jute is predominantly a crop of eastern India. The major jute growing states are west Bengal, Assam, Bihar, orissa, tripura, and Uttar Pradesh. Currently the production of the fiber in India is around 100 lakh bales and about 73 jute mills are operating in the decentralized sector producing handicrafts, decorative, twines, pulp and paper from jute and allied fibers and particle board from jute stick.
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Industry milestones 1. The largest producer of raw jute in the world. 2. The biggest manufacturer of jute goods in the world. 3. The capacity to manufacture the widest range of product, tailored to customers requirements. 4. Comprehensive and world class research and development facilities in the area of jute agriculture, product development and machinery design. 5. Highly quality conscious employing most modern facilities for total quality control. 6. Export history of raw jute and jute manufactures dates back to over 100 years. 7. Highly developed infrastructure like ports, shipping facilities etc. 8 A vibrant jute industry oriented to provide maximum customer satisfaction. 9. Indian jute industry has the capacity to produce and meet the international demands for food grade jute bags and cloth. 10. Food grade jute bags and cloth manufactured in India are a boon in the context of global environmental and ecological concern. Indian food grade jute bags have a twin edged advantage preservation of food in the most natural way. Jute growing areas Jute is a rainy season crop and hence sown from march to may according to rainfall and type of land, and harvested from June to September depending on whether the sowing are early or late. Major growing areas

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Jute thrives best in damp heat, and the climatic conditions prevalent in west Bengal in India are well suited for its cultivation. India states ideally suitable for the cultivation of jute are:

-Bihar -west Bengal -Assam -Orissa -uttar Pradesh Mesta, or kenif, botanically known as hibiscus cannabin us, is also grown in these areas as a textile fiber. Mesta is a coarser, more brittle fiber, and is used by the jute mills in admixture with jute to obtain certain desired properties. Research and development Research and development by reputed organizations in India, have led to the strengthening of the natural attributes of jute. With technological support coupled with governments developmental efforts, the golden fiber, today, has entered into a varied range of applications generating employment, contributing to sustainable human development and leading to a cleaner and healthier environment. Intensive R&D efforts through various research institutes mainly funded by government of India have resulted in remarkable breakthrough in product diversification. Prominent products are:

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a) Hydro carbon-free jute products for packing food grade products like cocoa, coffee, shelled nuts etc. b) Major R&D works in DREF spinning system. c) Production of jute blended yarns with jute as the major component using jute/viscose, jute/acrylic, and jute/cotton-jute content varying from 60to70% by weight. Such yarns suitable for blankets, shawls, pullovers and as also thick dress material. d) Production of fine blended yarns using jute/cotton, jute/silk, jute/wool etc, for apparel use jute content is 30-40%. Jute based fabric used particularly in areas of furnishing, upholstey, carpets, blankets and other home textile. R&D instructions have developed jute reinforced composites in the form of flexible, semi rigid sheet and rigid board to substitute wood, timber, and plywood. Jute programme has also facilitated diversification of jute sector by developing new technology, promotion of employment opportunities by encouraging new entrepreneurs to set up production units and development of indigenous machine manufacturing sector. Some of the on-going projects are use of jute for paper production; jute based needle-punched carpets, development of multi-component yarn from wool, jute and other fibers for floor covering blankets and knitwear. Diversification In order to enable jute-based products to make successful in road into the textile sector, jute has been largely experimented with. In view of challenge faced from cheaper prices of synthetic substitutes, more thrust has been given on diversification of jute products.

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Major thrust areas of value-added diversified jute products include jute handlooms and handicrafts, non-woven and industrial application, jute rigid packaging, decorative products and geo-jute etc. The jute industry, life of which perhaps stared in and around 1830s and continues till now, 2007. It is 176 years. Who knows it may continue and cross twenty first century jute has been growing in the subcontinent of greater India in the delta zone of Ganges, uniquely suited for jute cultivation with its hot and humid climate with fertile soil and abundant water resources of quietly flown tributaries of Ganges and bramhaputra. Day in day out farmers of this region continued to grow jute mush to the benefit of their masters, jute traders, and mill owners, than of themselves. It was the east India Company, as a trading company took interest in jute and sent samples, if jute fiber, that used to be spun and woven by natives of Bengal by hands, to the flax mills in Dundee as a substitute for flax. With some resistance jute was accepted in the flax industry using flax machineries. It was around 1830s 26 years later, in 1856, George Auckland and biswamber sen made maiden an attempt by setting up mechanized jute spinning at rishra on the bank of river hoogly, India. Jute industry in India became major revenue earner for the empire hence it favored Indian jute industry over looking the interested of Dundee jute mills. At one point, Winston Churchill, local MP from Dundee, got so disappointed for supporting unending causes of jutewallas of Dundee and made secret note to parliament saying it is impossible to satisfy the jute interest of Dundee. The same resonance is audible with the present day jute mill owners of India. They want their problems are to be solved by government and flout workers due and invite displeasure from working force in mills. There are a lot more stories researched by the author and tried to put into chronological order. Dundee jute industry demised in 1996, Indian jute industry suffered a shock of partitioning the jute growing areas in 1947 to Pakistan. Later, Pakistan (now Bangladesh) became powerful competitor of the Indian jute industry in export market but sustaining. The Indian jute industry is plagued with labour problem of different degree and yet the present day mill owners, all marwaries, hare not deserted the
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industry and west Bengal, tamed the TUs, brought the left government in the state to their side. These are the unparallel stories some are tolled and many untolled may find interest to the ardent readers on jute as a whole. There are lot more insight about jute industry of Bangladesh, well research for the interest of Bangladesh jute mills. So as for Pakistan, Myanmar, Nepal, china. Next to jute it is likely that kenaf will emerge as prospective fiber. USA is making a serious attempt in kenaf cultivation. Jute industry Played an important role in the economic development of Bengal. At the beginning of the twentieth century, Bengal could boast of only one manufacturing industry jute. It employed about a half of the total industrial workforce of Bengal. In 1900-01, the export value of jute manufactures accounted for nearly a third of the entire export trade of Bengal. The industry was dominated at the beginning, by Europeans and later, by marwaris. During most of its history, three-quarters of the laborers in jute factories were nonBengalis. Bengalis generally occupied only the intermediate position in the industry. The raw jute for the industry used to come from eastern Bengal. Industry in Bhatpara Once a rich center of the Sanskrit learning, Bhatpara is known as for the rapid development of industries within a short spell of time. The city of Bhatpara has become on of the most important hooghliside industrial zones, due to the healthy growth of the small, medium and large scale manufacturing units mainly of jute products. Although the jute industry is Bhatparas most significant aspect of the business, yet still, Bhatpara has many paper mills and cotton items manufacturing shades as well. Manufacturing units are situated in the river frontages of river hooghli in

Bhatpara. Many of the jute factories in Bhatpara have got their head offices located at kolkata, being the nearest metropolitan city. Two major jute industries such as the reliance jute mills (international) limited and the alliance mills (lesser) limited. Have got their head offices located at kolkata. The former one being at the sarat bose road, while
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the next one at the netaji subhash road. Although almost all the major industries. Jute and paper products- in Bhatpara is running well, yet as per the modern trend, a little emphasize is given to the lighter consumers and the electronics sectors. Slowly and steadily the city of Bhatpara is moving towards the prosperity with the development of these new businesses. The major section of the population of bhatpara banks upon these cotton products, jute and the paper product manufacturing units to earn their lively hood.

COMPANY PROFILE BRIEF ACCOUNT OF THE ORGANIZATION Sri Bajarang Jute Mills LTD was established in the year 1936 at Guntur. The factory is situated at the Guntur city which has fairly pollution free environment. This organization was established for the purpose of manufacturing jute item like jute twines and gunny bags. This company became sick in the year 1989 and the case of the company was referred to the board for industrial financial reconstruction New Delhi under sick industrial companies (special provision) act 1985. The board of industrial and finance reconstruction registered in the case of Sri Bajarang Jute Mills LTD, Guntur as 82/89. Industrial development bank of India was appointed as operating agency to look after the offers of the sick company. At the first in act the board for industrial and financial reconstruction (B.I.F.R) had given the opportunity to the original promoters by the workers of the SBJM LTD. The sick company came out of sickness and running smoothly. Sri Muralilal Bhuwalka submitted its offer to review the sick company. The original promoter tailed is doing, so east India commercial company ltd (E.I.C.C. LTD) Eluru submitted its offer to the B.I.F.R circulated draft rehabilitation scheme is review SBJM LTD, Guntur calling for objection of the interested parties.
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Finally, after consideration of all the material facts on record, the B.I.F.R sanctioned rehabilitation scheme in the favor of E.I.C.C. LTD Eluru. And as per the orders dt.16.6.1994 of the B.I.F.R. the present new management i.e. E.I.C.C. LTD. Eluru. Took over the in phased manner with best efforts made by the company and valuable contribution extended.

CHANGING SCENARIO:Today, jute can be defined as an eco-friendly natural fiber with versatile application prospects ranging from low value geo-textiles to high value carpet, apparel, composites, decoratives, upholstery furnishings, fancy non-ovens for new products decorative color boards etc. jute with its unique versatility rightfully deserves to be branded as the fiber for the future. In coming decades, a number of jute mills and mini jute plants will be seen engaged in a big way. Production of jute blended yarns especially of finer accounts, through various routes of yarn manufacturing. The uses of jute or manifold although the traditional use remains in packing as sacking Hessian and carpet backing. These light weight yarns are to be used in value added textile applications like upholstery, furnishing, garments and bags etc are just a few examples. Substance helps to grow better crops on combustion; its fumes are non toxic and produce no residue. Jute reinforced plastic is widely used to pack tea and fruits especially for its excellent breathing qualities. It effectively packs garments, cement, fertilizers and other products as well geojute has been developed to control erosion on mountain slopes, canal banks and railway sidings. It also helps vegetation to grow naturally. Jute has also proved to be the ideal replacement of wood.
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The Indian jute sector compromising the organized jute industry and a large number of decentralized cottage unites, has now reached the stage of producing materials, which are not only durable, but also attractive from the esthetic sense. Numerous end uses have been found for the golden fiber to meet the requirements of connoisseurs.

The array of products now being manufactured from jute are endless, versatile furnishing to intricately designed oriental carpets jute makes them all.

Molded furniture, wall hangings, swing chairs, flower pot holders, tea coasters, mats, blankets, slippers, shopping bags, bed curtains, bolls soft luggage, brief cases, skirts, jackets, lamp shades, floor runners, panels, boards and a whole lot more, in expensive and aesthetic, the products are ideal for homes, offices and public places. CONCEPT OF TRAINING AT SBJM LTD: Training strategy: Training as we see it is represented more and more as though it were an activity to be set well apart from the demands and activities of everyday. At its purest and most desirable when cloistered off somewhere and guided by a quasi-priestly caste of trainers. Such training can have important specialized uses, but it plays a minor role in the field as a whole. Major development in the past 20 years has been in quite opposite direction. The most extensive and far-reaching learning has proceeded with no trainers at all or with trainers involved only marginally and at some distance. Large member of people around the world have learned, without training, to exercise regularly or to control the size of their families, to eat more wisely and other useful habits. If some learning was required, they organized and paid for themselves.

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Trainers and founders have meanwhile become quite inordinately preoccupied with curriculum content, program design, training methods and materials and other details-anything, it seems, rather than face such broader basic issues as purpose, options for achieving it, and a good fit with the wider organizational and social contexts that must first support the training and then the developments training is expected to promote. This premature, misplaced preoccupation reduces to change any relevance and usefulness training may have. All that it guarantees is high entertainment value.

For us, training as circus is an extreme perversion. We see a growing army of technique-happy trainers trapped in it, with folders full of preplanned programs and ready access to masses of standard exercises, simulations of the games. These aids have become powerful seducers away from thoughtful attention, painstaking designing and honest appraisal. In developing countries, where tasks are always urgent, trainers scarce, often inexperienced, and lonely, and administrators harried and looking for sure, incontrovertible outcomes, neat schedules and printed exercises are highly attractive. Imported outcomes WORKING PROCESS There are several stages in the jute processing from the beginning till the finishing stage. Preparing Spinning Winding Beaming Weaving

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Finishing Work shop Mutta

1. Preparation department: In this department the raw jute is separated according to the quality of the raw jute and the fine quality is used in wrap side. The second quality of raw jute will be used in weft side then the raw jute is fed through the softness where the emulsion (supervisor quality of dried oil soap water) is mixed. The jute was kept for limited hours as files when the total emulsion spreads with heat and soaps with oil the roots was separated from the main raw jute by cutting and after wards the raw jute is the feeder through the softener machine and vice-versa. The silver rollers, of the jute will be received, the rollers are under the process in the first drawing and second drawing machines and after completion of this it will be called as silver, which is send to spinning department. 2. Spinning department: There are two types of spinning one is warp spinning and another is weft spinning which is the silver is processed in the spinning frame process where the thread is pepared. 3. Winding department: There are two varieties of winding spool and cop winding. In the spool winding there are papers spools where the tread is used for packing in the shops and the other spools are sent to the beaming department to prepare the warp in the beaming department and cops are send to wearing department for preparing of fabric (jute cloth) with the help of beam.
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4. Beaming department: The spools are send to beaming department number of spools joint will be prepared beam it is send to weaving department. 5. Weaving department: There are automatic looms. The beam and cop will be converted into jute cloth which will be sending to mea suing machine, by making individual token number on the jute cloth.

6. Finishing department:Here we will found 5types of machine a)measuring b)calendar c)power cutting d)hemming and hercle machine e)bale press machine. a) Measuring machine: Which measure individual production of fabric (jute cloth) in 6 relays. b) Calendar machine: It helps the fabric (cloth) to make smooth and ironed. c) Power cutting machine: It cuts the fiber (jute cloth) in well sized way. d) Herkcle and hemming machine: it helps to stitch the fabric (jute cloth) in to bags i.e. for sugar, rice and wheat. e) Bale press machine: it helps the stitched bag into bales i.e. called as each bale of consisting 400to 500 bags on the basis of quality. 7. Work shop: -

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In this department the spare parts of machinery are repaired accordingly for e.g. welding, molding, tinkering etc. there are separate departments weaving, finishing all these departments. Mechanical works comes and work shop. 8. Mutta: In this department loading UN loading is down. It means the jute is loaded in godowns by mutta workers same as the finished works loaded in the Lorries by the mutta workers with the help of weight lifter machines.

FLOW CHART OF DEPARTMENTS IN SBJML: Weft section Batching section (Unit-1) Carding section Drawing section Spinning section Cop winding section Beaming Weaving Warp section (twine& gunny bags) Batching section (Unit-2) Carding section Drawing section Spinning section Spool winding section

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Finishing Work shop Mutta (jute)

MAN POWER IN S.B. JUTE MILLS LTD: Permanent Budli Preparing Spinning Winding Beaming Weaving Finishing Mechanical Mutta TOTAL 226 203 127 31 310 139 144 18 1198 204 219 142 27 261 146 71 06 1076 Apprentice ITI 77 60 24 01 58 03 223 24 24 Mechapprentice 12 12 Total 507 482 293 59 629 288 251 24 2533

JUTE PRODUCTS The group manufactures the following range of products, The first three products are manufactured in SB JUTE MILLS LTD. 1. Jute yarn
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2. 3. 4. 5. 6. 7. 8. 9. 10.

Jute twine Jute sacking bags Jute tubes Jute webbing Jute ropes Jute coils Jute balls Hessian cloth Rubber coated twine & yarn

ORGANIZATIONAL EMPLOYEES STRUCTURE IN S.B.J.M LTD: Chairman Board of directors Managing director Director Genral manager

Personnel manager Deputy manager Labor officer Welfare officer Time keepers

commercial manager cashier sales clerk loading & unloading clerks

production manager incharge supervisiors production clerks workers

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Electronic data operat

Trade Union Movement In Sri Bajrang Jute Mill Ltd: Trade union movement is very active in SBJM. There are 15 trade unions in SBJM. The unions are participating to educate the workers and fulfill their needs and demands. Trade Union Movement in SRI Bajrang Jute Mill started in 1980.There are 10 unions in that time and lead by one of the union Karmika Sankshma Sangam. The union leads for five years and motivates the workers and fights for the demands and achieves the target. After 1987, the management was under financial losses, miss management, and lake of proper industrial relations and at the same time industrial unrest takes place. In 1987, the management declared lockout. After seven years in 1994, the new management East India Commercial Company Limited (EICCL) take over through B.I.F.R with financial assistance, subsidies, power supply and bank finance. There are seven trade unions in 1995, and participate with management amicable settlements through good understanding with all the other trade unions and given support to the management. In 1997-1998, there is some unrest took place between management and leading trade union. After 2005, the management called for Trade unions elections and the trade union Karmika Samkshema Jute Mill Workers Union is affiliated to congress party won the elections and the management signed agreement with the register trade union for the workers welfare and still the union lead all the matters from the last five years and make good industrial relations between unions and management and lead
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the trade unions not only for the benefit of the displaced persons but also the welfare of the employees.

Later on the unions that had originated in Sri Bajrang Jute Mill Ltd counts to 15 in SBJML. The names of the unions are given below List of Trade Unions in Sri Bajrang Jute Mill Ltd: SL. No. 1 2 3 4 5 6 7 8 9 10 NAME OF THE UNION Karmika Samkshema Jute Mill Workers Union Jute Mill Karmika Sangam Telugunadu Bajarang Jute Workers Union Samantha Bajarang Jute Mill Workers & Employees Union Chaitanya Bajarang Jute Mill Workers Union Sri Bajarang Jute Mills Staff Union The Guntur Bajarang Jute Mills Workers Congress Sri Bajarang Jute Mills Karmika Sakthi Workers Trade Union Sri Bajarang Jute Mills Labour Union The National Workers Union, Sri Bajarang Jute Mills Ltd

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11 12 13 14 15

Bajarang Jute Mills Karmika Pragathi Sangam Bajarang Jute Mill Workers Federation The Jute Mill Workers Union Sri Bajarang Jute Mills Mazdoor Sangam Sri Bajarang Jute Mill Jaibheem Karmika Samkshema Sangam

1. WHAT IS YOUR OPINION ABOUT SAFETY MEASURES TAKEN BY THE COMPANY FOR EMPLOYEE?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 21 28 8 3 60

PERCENTAGE 35 46.67 13.33 5 100

The following bar diagram also tells the same.

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INTERPRETATION: From the table it can be interpreted that according to the majority employees opinion that the company SBJM Ltd is good at maintaining safety measures in an organization. The respondents having opinion of good & very good are more than the respondents having opinion of average and poor.

2. WHAT IS YOUR OPINION ABOUT WELFARE MEASURES PROVIDED BY THE COMPANY FOR EMPLOYEES?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 10 26 18 6 60

PERCENTAGE 16.67 43.33 30 10 100

The following bar diagram also tells the same.

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INTERPRETATION: From table it can be interpreted that according to the majority employees opinion that the company SBJM Ltd is good at maintaining welfare measures in an organization. The respondents having opinion of good & very good are more than the respondents having opinion of average and poor.

3.

WHAT IS YOUR OPINION ABOUT WORKING CONDITIONS PROVIDED BY THE COMPANY TO THE EMPLOYEE? NO.OF RESPONDENTS 15 18 23 4 60 PERCENTAGE 25 30 38.33 6.67 100

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

The following bar diagram also tells the same.

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INTERPRETATION: From the table it can be interpreted that according to the majority employees opinion that the company SBJM Ltd is good at maintaining better working conditions in an organization. The respondents having opinion of good & very good are more than the respondents having an opinion of average and poor. 4. WHAT IS YOUR OPINION ABOUT EFFECTIVE WORKING OF TRADE UNIONS? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 16 24 14 6 60 PERCENTAGE 26.67 40 23.33 10 100

The following bar diagram also tells the same

INTERP RET ATI ON: From the table it can be

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interpreted that according to the majority employees opinion that the company SBJM Ltd is good at maintaining effective working of trade unions. The respondents having opinion of good & very good are more than the respondents having an opinion of average and poor.

5. WHAT IS YOUR OPINOIN ABOUT WORKERS PARTICIPATION IN MANAGEMENT DECISIONS? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 60 60 PERCENTAGE 100 100

The following bar diagram also tells the same

INTERPRETATION:

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From the table it can be interpreted that worker participation in management is not properly maintained by the company SBJM Ltd .the total respondents having an opinion of poor.

6.

WHAT IS YOUR OPINION ABOUT EMPLOYEE ADMINISTRATION MAINTAINED BY THE COMPANY? NO.OF RESPONDENTS 13 16 24 7 60 PERCENTAGE 21.67 26.67 40 11.66 100

SALARY

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

The following bar diagram also tells the same.

INTERPRETATION:

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From the above table it can be interpreted that the employee alary administration was not properly maintained by the company SBJM Ltd. The respondents having an opinion of average and poor are more than the respondents having an opinion of very good and good 7. WHAT IS YOUR OPINOIN ABOUT GRIEVANCE HANDLING?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 10 27 18 5 60

PERCENTAGE 16.67 45 30 8.33 100

The following bar diagram also tells the same.

INTERPRETATION:

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From the above table it can be interpreted that the company is good at handling the grievances. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor.

8. WHAT IS YOUR OPINION ABOUT ON COLLECTIVE BARGAINING SYSTEM MAINTAINED BY THE COMPANY?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 20 18 15 7 60

PERCENTAGE 33.33 30 25 11.67 100

The following bar diagram also tells the same.

INTERPRETATION:

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From the above table it can be interpreted that the company SBJM Ltd is very good at maintaining Collecting Bargaining System in the organization. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor

9.

WHAT IS YOUR OPINOIN ABOUT DISCIPLINARY PROCEDURE?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 22 18 14 6 60

PERCENTAGE 36.67 30 23.33 10 100

The following bar diagram also tells the same

INTERPRETATION:

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From the above table it can be interpreted that the company SBJM Ltd is very good at maintaining Disciplinary procedure in the organization. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor. 10. SATISFACTION OF EMPLOYEE ON COMPENSATORY RANGEMENTS? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 17 18 20 5 60 PERCENTAGE 28.33 30 33.33 8.34 100

The following bar diagram also tells the same

INTERPRETATION: From the above table it can be interpreted that the company SBJM Ltd is very good at arranging the compensatory benefits to the employees. The respondents having
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an opinion of good and very good are more than the respondents having an opinion of average and poor.

11.WHAT IS YOUR OPINOIN ABOUT MEASURES TAKEN BY THE MANAGEMENT TO CONTROLE ABSENTEEISM?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 14 22 17 7 60

PERCENTAGE 23.33 36.67 28.33 11.67 100

The following bar diagram also tells the same

INTERPRETATION:

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From the above table it can be interpreted that the company SBJM Ltd is good at taking measures by the management to Control Absenteeism. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor. 12. WHAT IS YOUR OPINION ABOUT PRESENT SYSTEM OF RECOGNITION OF TRADE UNION?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 30 15 10 5 60

PERCENTAGE 50 25 16.67 8.33 100

The following bar diagram also tells the same

INTERPRETATION:
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From the above table it can be interpreted that the company SBJM Ltd is very good at Recognition of trade unions. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor. 13. WHAT IS YOUR OPINION ABOUT EMPLOYEE CO-OPERATIVE SOCIETIES?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 8 14 20 18 60

PERCENTAGE 13.34 23.33 33.33 30 100

The following bar diagram also tells the same

INTERPRETATION: From the above table it can be interpreted that not properly maintained the employees co-operative societies by the company SBJM Ltd. The respondents having an
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opinion of Average and poor are more than the respondents having an opinion of good and very good.

14. WHAT IS YOUR OPINION ABOUT LEGAL CLAIM SETTLEMENTS?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 60 60

PERCENTAGE 100 100

The following bar diagram also tells the same

INTERPRETATION:

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From the above table it can be interpreted that not properly settle the legle claims bythe company SBJM Ltd. The respondents having an opinion of poor are more than the respondents having an opinion of good and very good.

15. WHAT IS YOUR OPINION TOWARDS SERVICE AWARDS AND OTHER MOTIVATIONS PROVIDED BY THE COMPANY?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 17 16 20 7 60

PERCENTAGE 28.33 26.67 33.33 11.67 100

The following bar diagram also tells the same

INTERPRETATION:
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From the above table it can be interpreted that the company SBJM Ltd is good at providing service awards and other motivations. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor. 16. WHAT IS YOUR OPINION ABOUT COUNSELING SYSTEM IN THE FIRM? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 10 17 18 15 60 PERCENTAGE 16.67 28.33 30 25 100

The following bar diagram also tells the same

INTERPRETATION: From the above table it can be interpreted that not properly maintained the counseling system to the employees by the company SBJM Ltd.. The respondents having
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an opinion of average and poor are more than the respondents having an opinion of good and very good.

17. WHAT IS YOUR OPINION ON INCENTIVE PAYMENT SYSTEM IN THE FIRM?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 8 13 19 20 60

PERCENTAGE 13.33 21.67 31.67 33.33 100

The following bar diagram also tells the same

INTERPRETATION: From the above table it can be interpreted that not properly maintained the incentive system in the company SBJM Ltd. The respondents having an opinion of
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average and poor are more than the respondents having an opinion of good and very good.

18.SATISFACTION OF EMPLOYEE ON LOBOUR PRODUCTIVITY? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 10 20 25 5 60 PERCENTAGE 16.67 33.33 41.67 8.33 100

The following bar diagram also tells the same

INTERPRETATION:

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From the above table it can be interpreted that the company SBJM Ltd is good at maintaining lobor productivity . The respondents having an opinion of good and very good are equal to the respondents having an opinion of average and poor.

19.WHAT IS YOUR OPINION ABOUT MACHINERY OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

INDUSTRIAL DISPUTE REDRESSAL PERCENTAGE 21.67 26.66 41.67 10 100

NO.OF RESPONDENTS 13 16 25 6 60

The following bar diagram also tells the same

INTERPRETATION:

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From the above table it can be interpreted that not properly maintaining the industrial dispute redressal machinery by the company SBJM Ltd. The respondents having an opinion of average and poor are more than the respondents having an opinion of good and very good

20.

WHAT IS YOUR OPINION ABOUT QUALITY CIRCLES IN THE FIRM? NO.OF RESPONDENTS 10 28 12 10 60 PERCENTAGE 16.67 46.67 20 16.66 100

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

The following bar diagram also tells the same

INTERPRETATION:

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From the above table it can be interpreted that the company SBJM Ltd is good at maintaining quality circle in the organization . The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor.

21. WHAT IS YOUR OPINION ABOUT EMPLOYER ASSOCIATIONS?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 10 24 19 7 60

PERCENTAGE 16.66 40 31.67 11.67 100

The following bar diagram also tells the same

INTERPRETATION:

89

From the above table it can be interpreted that the company SBJM Ltd is good at maintaining employer association in the organization. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor.

22. WHAT IS YOUR OPINION ABOUT MANAGEMENT PARTICIPATION IN TRADE UNIONS? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 20 23 10 7 60 PERCENTAGE 33.33 38.33 16.67 11.67 100

The following bar diagram also tells the same

INTERPRETATION:
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From the above table it can be interpreted that the company SBJM Ltd is very good at management participation in trade unions. The respondents having an opinion of good and very good are more than the respondents having an opinion of average and poor.

23.WHAT IS YOUR OPINION ABOUT ON DAILY ATTENDENCE RECORDING SYSTEM IN PREVENTION OF ABSENTEEISM? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 18 25 10 7 60 PERCENTAGE 30 41.67 16.67 11.67 100

The following bar diagram also tells the same

INTERPRETATION: From the above table it can be interpreted that the company SBJM Ltd is good at mataining attendance daily register for prevention of absenteeism. The respondents
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having an opinion of good and very good are more than the respondents having an opinion of average and poor.

24. WHAT IS YOUR OPINION ABOUT GOVERNMENT CONCILIATION MACHINARY TO SETTLE THE DISPUTES?

OPINION VERY GOOD GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 60 60

PERCENTAGE 100 100

The following bar diagram also tells the same

INTERPRETATION:

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From the above table it can be interpreted that not having government conciliation machinery to settle the disputes in the company SBJM Ltd. The total respondents having an opinion of poor.

25.WHAT IS YOUR OPINION ABOUT PREVENTIVE MEASURES OF INDUSTRIAL CONFLICTS? OPINION VERY GOOD GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 10 18 25 7 60 PERCENTAGE 16.67 30 41.67 11.66 100

The following bar diagram also tells the same

INTERPRETATION:
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From the above table it can be interpreted that the company SBJM Ltd not taking proper measures regarding industrial conflicts. The respondents having an opinion of average and poor are more than the respondents having an opinion of good and very good. FINDINGS
SBJM Ltd is good at maintaining the safety measures. It includes dust respirator,

shoes, hand blouses, but the employees are expected the additional requirement of spects, dress.

SBJM Ltd is good at maintaining the welfare measures. it includes canteen

facilities provides snacks, tea, drinks at reasonable prices ,but the employees will expected that providing meals at reasonable prices, not only that purified drinking water.

In SBJM Ltd not properly maintain the working conditions, the requirement of the

employees mainly new equipment and ventilation facilities.

The participation of the employee in decision taken by the management is neglisable persent,but the employee want to participate in decision and they will also ready to provide their opinions

SBJM Ltd is good at handling the grievances

In previous that old management time the employee co-operative society is running very good,but present management is not work properly

Mainting of quality circles is good in the company SBJM Ltd

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 In SBJM not properly maintained preventive measures of industrial disputes.

Interaction of the management in trade union activities is good in the company.

Employees are satisfied with the counseling system maintained in the company

SBJM.

SBJM Ltd is good at maintaining proper disciplinary procedures, that means

proper maintenance of attendance recording system to control absenteeism.

In SBJM Ltd is maintain good to their employee for service awards and

motivation interims of monetary rewards, mementos, felicitation.

Recognition of trade union is functioning well, and fight against the management,

to safe the employee interims of the permanent of budli workers, enhance the salary, apprentice stay fund is enhanced.

Employee co-operation is maintaining good in the company SBJM Ltd interns of

1) If any worker dead the worker and union collectively given Rs 25000/ amount in his family. 2) Worker daughter marriage workers and unions giving Rs25000/

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SUGGESTIONS

It is better to provide the dresses and spects to the employee for improving the

safety measures in the company SBJM Ltd.

It is better to improve the welfare measures that means the additional requirement

of the employees purified drinking water, restroom, meals at reasonable prices.

For increasing production as well as the working conditions of the employee, it is

better to install the new equipment and provide ventilation facilities.

It is better to involve of the employee in the organization decisions taken by the

management, it will provide better results for setting the target for the employees.

Employee are expected to improve the quality circle in the firm, to maintain relationship and discussion with their employeeand management.

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 It is better to improve cordial relationship with trade unions and management, it

will gives benefits to the both organization and trade unions.

It is better to the company for increasing the motivational levels to work proper

way by means of education, motivation, problem understanding, smoothly explaining, problem solving, explain outcome results.

Questionnaire for conducting the survey on industrial relations in S.B.J.M Ltd., Name: Department: Experience: SEX: Age: Qualification: 1. 2. what is your opinion of employee on safety measures a)very good b)good c)average d)poor what is your opinion of employee on welfare measures a)very good 3. b)good c)average d)poor

what is your opinion of employee on working conditions

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a)very good 4.

b)good

c)average

d)poor

what is your opinion about effective working of trade unions a)very good b)good c)average d)poor

5.

what is your opinion of employee on worker participation in management a)very good b)good c)average d)poor

6.

what is your opinion of employee salary administration a)very good b)good c)average d)poor

7.

what is your opinion about on grievance handling a)very good b)good c)average d)poor

8. . what is your opinion of employee on collective bargaining system a)very good 9. b)good c)average d)poor

what is your opinion about on disciplinary procedure a)very good b)good c)average d)poor

10.

satisfaction of employee on compensation provided to them . a)very good b)good c)average d)poor

11.

What is your opinion of the of employee on measures taken by the management to controle absenteeism a)very good b)good c)average d)poor union

12. what is your opinion of employee with present system of recognition of trade a)very good 13. b)good c)average d)poor

what is the opinion of employee co-operative societies a)very good b)good c)average d)poor

14.

what is the opinion about legal claim settlements a)very good b)good c)average d)poor

15.

what is your opinion of employee towards service awards and other motivations a)very good b)good c)average
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d)poor

16.

what is your opinion of employee counseling system in the firm. a)very good b)good c)average d)poor

17.

what is the opinion of incentive payment system in the firm. a)very good b)good c)average d)poor

18.

satisfaction of employee on lobour productivity a)very good b)good c)average d)poor

19. what is your opinion about industrial dispute redressal machinery a)very good 20 b)good c)average d)poor

what is your opinion about quality circles in the firm a)very good b)good c)average d)poor

21.

what is your opinion about employer associations a)very good b)good c)average d)poor

22.

what is your opinion about management participation in trade union a)very good b)good c)average d)poor

23.

what is your opinion of the employee on daily attendance recording system in preventing Absenteeism a)very good b)good c)average d)poor

24.

what is your opinion about government conciliation machinery to settle the disputes a)very good b)good c)average d)poor

25.

what is your opinion about preventive measures of industrial conflicts a)very good b)good c)average d)poor

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BIBLIOGRAPHY

Industrial Relations Industrial Relations

A.M.SHARMA ARUN MONAPPA S.C.SRIVASTAVA

Industrial Relations & Labour Laws Human Resources and personal Management

-K.ASWATHAPPA

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WEB SITES:

www.indianmba.com www.google.com www.projectmba.com

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