Industrial Relations-----TATA (1).docx

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TABLE OF CONTENTS
S.NO. DESCRIPTION PAGE NOS.
CHAPTER 1 INTRODUCTION
NEED OF THE STUDY
OBJECTIVES OF THE STUDY
RESEARCH MEHTODOLOGY
SCOPE OF THE STUDY
LIMITATION OF THE STUDY
CHAPTER 2 REVIEW OF LITERATURE
CHAPTER 3 THE INDUSTRY AND THE
COMPANY PROFILE
CHAPTER 4 DATA ANALYSIS AND
INTERPRETATION
CHAPTER 5 FINDINGS,SUGGESTIONS
AND CONCLUSIONS.
BIBLOGRAPHY
QUESTIONNAIRE

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INTRODUCTION
Industrial Relations involves the body of work concerned with maintaining employer-
employee relationships that contribute to satisfactory productivity, motivation, and morale.
Essentially, Industrial Relations is concerned with preventing and resolving problems
involving individuals which arise out of or affect work situations.
Advice is provided to supervisors on how to correct poor performance and employee
misconduct. In such instances, progressive discipline and regulatory and other requirements
must be considered in effecting disciplinary actions and in resolving employee grievances
and appeals. Information is provided to employees to promote a better understanding of
management's goals and policies. Information is also provided to employees to assist them in
correcting poor performance, on or off duty misconduct, and/or to address personal issues
that affect them in the workplace. Employees are advised about applicable regulations,
legislation, and bargaining agreements. Employees are also advised about their grievance
and appeal rights and discrimination and whistleblower protections.
Industrial Relations is a leading international academic journal focusing on the importance of
understanding and merging corporate, management and employee needs to achieve optimum
performance, commitment and effectiveness, addresses research, practice and ideas about
relationships between employments. International issues are covered in all areas of HR and
industrial relations. A stringent double-blind review of each paper is undertaken to ensure its
relevance and validity.
Coverage
 Communication, participation and involvement
 Developments in collective bargaining
 Equal opportunities
 Health and safety
 HRM
 Industrial relations and employment protection law
 Industrial relations management and reform
 Organizational change and people
 Personnel and recruitment
 Quality of working life

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Topicality
Today's turbulent business environment makes increasing demands on managers and
workforces, as competitive standards rise and expectations of individuals increase. Managers
must respond positively to changes in contemporary workforce attitudes if they are to get the
performance levels they need.
Key Benefits
The journal addresses key issues through authoritative, refereed papers by distinguished
international academics and practitioners, Internet site critiques and publications. It suggests
alternative strategies for improving working conditions and developing constructive
relationships between managers and workforce.

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NEED OF THE STUDY:
A common place that we see the need to apply Relations is in the work place. In the work
force, we can see Relations play a key role in leadership success. A person unable to grasp
Relations and apply it, will not become or stay a leader. It is critical that anyone seeking to
lead or Relations understand "Howletts Hierarchy of Work Motivators."
Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their
job. When satisfaction is not found, the person becomes less productive and eventually quits
or is fired. Achievement, advancement, recognition, growth, responsibility, and job nature are
internal motivators. These are the last two levels of "Howletts Hierarchy." They occur when
the person motivates themselves (after external motivation needs are met.) An employer or
leader that meets the needs on the "Howletts Hierarchy" will see motivated employees and
see productivity increase. Understanding the definition of motivation, and then applying it, is
one of the most prevalent challenges facing employers and supervisors. Companies often
spend thousands of dollars each year hiring outside firms just to give motivation seminars.

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OBJECTIVES OF THE STUDY CAPITAL IQ LTD:
1. To find out the present Relations level of the employees.
2. To find out the blockages for the Relations (i.e: disciplined).
3. To suggest measures for improvement of the Relations as a discipline Point;
4. To study the hygienic and Relational content factors.

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SCOPE OF THE STUDY
 The study is confined and relevant only to TATA MOTORS LIMITED not applicable to
any organization.
 The study covers motivational practices in TATA MOTORS LIMITED at various levels
of employees.
 The study assists the management in determining the decision regarding the performance
of the employee.

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RESEARCH METHODOLOGY
The basic principle in the research has been adopted in the overall methodology. The
following methodology has been used for meeting the requirements,
 Defining objectives
 Developing the information sources
 Collection o information
 Analysis of information
 Suggestion
The methodology followed for collection, analysis under interpretation of data in explained
below.
1. RESEARCH DESIGNS
There are generally three categories of research based on the type of information required,
they are
1. Exploratory research
2. Descriptive research
3. Casual research
The research category used in this project in descriptive research, which is focused on the
accurate description of the variable in the problem model. Consumer profile studies, market
potential studies, product usage studies, Attitude surveys, sales analysis, media research and
prove survey s are the,
Examples of this research. Any source of information can be used in this study although most
studies of this nature rely heavily on secondary data sources and survey research.
2. Primary Source: Discussions with plant staff, Interviews, Questionnaire administered.
3. Secondary Source: Journals Magazines and articles from prominent newspapers.
Population and Sample: There are 140 Officers & Supervisors and 100 Managerial staff .The
questionnaire is administered to 50 Officers and Supervisory staff and 50 Managerial staff.
3. SAMPLE DESIGN
a) Sampling unit: the study is directed towards the executive of managerial level.
b) Sample size: sample size of 100 is taken in this study
4) DATA ANALYSES
Simple analysis method is followed for analyzing the data pertaining to different dimensions
of employees. Simple statistical data like percentage are used in the interpretation of data
pertaining to the study. The results are illustrated by means of bar charts.

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LIMITATIONS OF THE STUDY:
There are certain limitations of the concept of empowerment. It may be cost consuming in
selecting personnel, training costs and labor costs may be high, it may result in slower or
inconsistent services and poor use of the technique of empowerment.
At the outset, Managers must also accept the fact that not all employees want to be
empowered. Many workers just work better in jobs that are clearly defined and closely
supervised. Once both employees and managers have received proper training, the next step
is go give employee’s control of the resources needed to make the improvements in their job
and work processes.
By giving employees information, resources and training and by following with
measurements and reinforcement, Human Resources can create an empowered environment.
But Empowerment should be continuous process like quality improvement and it is like a
race without a finish line. Those companies that take the first step by creating an
environment conductive to empowerment will be at the head of the pack

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CHAPTER-II
REVIEW OF LITERATURE

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Human Resource Management System (HRMS) or Human Resource Information
System (HRIS), refers to the systems and processes at the intersection between human
resource management (HRM) and information technology. It merges HRM as a discipline
and in particular its basic HR activities and processes with the information technology field,
whereas the programming of data processing systems evolved into standardized routines and
packages of enterprise resource planning (ERP) software. On the whole, these ERP systems
have their origin on software that integrates information from different applications into one
universal database. The linkage of its financial and human resource modules through one
database is the most important distinction to the individually and proprietary developed
predecessors, which makes this software application both rigid and flexible.
Purpose
The function of Human Resources departments is generally administrative and common to all
organizations. Organizations may have formalized selection, evaluation, and payroll
processes. Efficient and effective management of "Human Capital" progressed to an
increasingly imperative and complex process. The HR function consists of tracking existing
employee data which traditionally includes personal histories, skills, capabilities,
accomplishments and salary. To reduce the manual workload of these administrative
activities, organizations began to electronically automate many of these processes by
introducing specialized Human Resource Management Systems. HR executives rely on
internal or external IT professionals to develop and maintain an integrated HRMS. Before the
client–server architecture evolved in the late 1980s, many HR automation processes were
relegated to mainframe computers that could handle large amounts of data transactions. In
consequence of the high capital investment necessary to buy or program proprietary software,
these internally-developed HRMS were limited to organizations that possessed a large
amount of capital. The advent of client–server, Application Service Provider, and Software as
a Service SaaS or Human Resource Management Systems enabled increasingly higher
administrative control of such systems. Currently Human Resource Management Systems
encompass:
1. Payroll
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting

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6. Training/Learning Management System
7. Performance Record
8. Employee Self-Service
The payroll module automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay cheques
and employee tax reports. Data is generally fed from the human resources and time keeping
modules to calculate automatic deposit and manual cheque writing capabilities. This module
can encompass all employee-related transactions as well as integrate with existing financial
management systems.
The work time module gathers standardized time and work related efforts. The most
advanced modules provide broad flexibility in data collection methods, labor distribution
capabilities and data analysis features. Cost analysis and efficiency metrics are the primary
functions.
The benefits administration module provides a system for organizations to administer and
track employee participation in benefits programs. These typically encompass insurance,
compensation, profit sharing and retirement.
The HR management module is a component covering many other HR aspects from
application to retirement. The system records basic demographic and address data, selection,
training and development, capabilities and skills management, compensation planning
records and other related activities. Leading edge systems provide the ability to "read"
applications and enter relevant data to applicable database fields, notify employers and
provide position management and position control. Human resource management function
involves the recruitment, placement, evaluation, compensation and development of the
employees of an organization. Initially, businesses used computer based information systems
to:
 produce pay checks and payroll reports;
 maintain personnel records;
 pursue Talent Management.
Online recruiting has become one of the primary methods employed by HR departments to
garner potential candidates for available positions within an organization. Talent
Management systems typically encompass:
 analyzing personnel usage within an organization;
 identifying potential applicants;
 recruiting through company-facing listings;

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 recruiting through online recruiting sites or publications that market to both recruiters
and applicants.
The significant cost incurred in maintaining an organized recruitment effort, cross-posting
within and across general or industry-specific job boards and maintaining a competitive
exposure of availabilities has given rise to the development of a dedicated Applicant
Tracking System, or 'ATS', module.
The training module provides a system for organizations to administer and track employee
training and development efforts. The system, normally called a Learning Management
System if a standalone product, allows HR to track education, qualifications and skills of the
employees, as well as outlining what training courses, books, CDs, web based learning or
materials are available to develop which skills. Courses can then be offered in date specific
sessions, with delegates and training resources being mapped and managed within the same
system. Sophisticated LMS allow managers to approve training, budgets and calendars
alongside performance management and appraisal metrics.
The Employee Self-Service module allows employees to query HR related data and perform
some HR transactions over the system. Employees may query their attendance record from
the system without asking the information from HR personnel. The module also lets
supervisors approve O.T. requests from their subordinates through the system without
overloading the task on HR department.
“Employee relationship management” is a term that refers to relationship development and
management between employers and their employees. There are a lot of different issues that
can affect employee satisfaction, which has a direct result on employee productivity and
overall corporate culture. Employee relationship management can be driven by using
employee surveys to directly engage your employees in the issues that are most important to
them.
Some of the core issues that can be controlled with effective employee relationship
management are:
 Communication – Open communication both amongst your employees and between
the employees and the management team is imperative. When employees feel that they can’t
be heard, they may become frustrated, leading to lowered employee morale. Lowered morale
can result in lowered productivity and an uncomfortable, or even hostile, work environment.
Employee surveys can give you a thorough understanding of how your employees feel about
communication in your work environment.

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 Conflict management – When problems arise, it is important to understand how to
handle them. This is a fundamental aspect of employee relationship management.
Sometimes those conflicts occur between employees and employers. EmployeeSurveys.com
can provide you the necessary tools to help you negotiate and manage conflicts in your
business.
 Employee growth – Employees that feel they are only required to put in their hours
and go home will do just that. Employees that feel they can become a valuable asset based
on their work, as well as their ability to provide important ideas, offer input, and perhaps
pursue growth opportunities within the company, will create a positive atmosphere within the
corporate culture.
Focusing on employee relationship management can have profound effects on how your
business operates. Conducting employee surveys is a useful tool towards reaching a
beneficial level of employee relationship management because they provide an opportunity
for candid feedback and analysis that isn’t achievable in typical business communication.
The term "Employee Relationship Management" (acronym ERM), translate as
"management of the relationship with the employees" refers to the use of technologies in the
management of human resources. This concept is based on client relationship management,
with the employee at its center.
This involves implementing a dedicated information system for the management of human
resources (generally referred to as HRIS), which makes it possible to cover all problems that
are related with the relationship between a company and its employees, in particular:
 Training, i.e. the preparation of an overall training plan of the company which makes
it possible to handle a catalog of compulsory or optional internships, requests by employees,
and tracking of training actions;
 Pay, to prepare a statement of payments and mailing of salary bulletins;
 Recruiting, in particular follow-up on recruiting interviews and new recruits;
 Competence and career management, consisting in the implementation of a
competence reference standard which permits improved management of jobs within the
enterprise and in-house transfers. The goal is to value human assets by prioritizing the
competences, knowledge, and know-how of the employees;
 Time management, i.e. the management and quantification of the activity of the
employees of the company, in particular with a view to compliance with existing laws
(reduction of working hours, payment of overtime, accounting of vacation, work breaks and
absences);

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 Internal communication, which permits sensitization and transversal information,
which makes it possible to break the isolation of the different sectors of the enterprise.
Human Resource vendors as well as Customer Relationship Management Vendors are trying
to offer solutions for Employee Relationship Management. Employee Relationship
Management is a science as old as business itself. One of the first technologies to improve
employee relationship was the telephone and later the fax. So what is Employee relationship
management all about?
Defining employee relationship management is more difficult than defining something like
Customer Relationship management. The nature of the relationship between a company and
employee is far more complex than the relationship with customers. Customers simply go off
to competitors when the relationship is not working while unhappy employees can remain for
long periods in the company. Customers only experiences the company at some key points of
truth while employees are daily experiencing a relationship with their employer. The
employee experience the relationship with the employer from the moment the employee
enters into a workspace. Their moments of truth is overshadowed by a total experience over a
period of time.
The question is however: "Why do we need Employee Relationship Management?". Before
answering this question we need to reflect on what constitutes a relationship.

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We have a relationship between two parties when;
- they feel close to each other,
- they have report with each other,
- they interact well,
- they communicate,
- they are sympathetic to each other
- they are responsive,
- they feel empathy with each other.
A good relationship is a relationship where there is a reciprocal exchange of value between
two parties. Both parties must want to be part of that relationship and contribute to the
relationship to work.
We believe that Employee Relationship Management will improve productivity by
improving:
- Employee morale
- Employee loyalty
- Employee turnaround
- Employee communication
- Employee change readiness
The problem with a relationship is that it is much like an iceberg. The visible part of the
relationship is only the tip of the iceberg that is visible above the water level. Most of the
factors that determine the quality of a relationship is beneath the water. All these are done
with the aim of improving productivity rather than interacting with employees.
The question is: Can Technology can help improve employee relationships especially if such
a large part of the relationship is based on hidden element?
Technology has already contributed to improving employee relationships:
- Companies already employ HR systems to ensure that employees get paid out the correct
salaries on time
- HR system allows employees to manage training as well as their leave.
- Advance companies have performance measurement systems that assist with the monitoring

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and feedback of performance by linking it to bonus schemes.
- Work flow systems help to manage and coordinate the flow of work to and from employees.
- Organisational structure diagramming helped to make reporting lines and responsibilities
clear.
- Business information management technologies provides employees with up to date
information.
- Knowledge management technologies help employees to share knowledge of what is
happening in the company.
- Email, company portals and electronic calendars are already tools in use in most companies.
- Chief Executives have use blogging as a means to directly communicate with employees.
- Online self training courses helps employees to stay up to date with the latest developments
in the industry
These technologies improved efficiencies rather than relationships. The question is: "Can
these technologies really help to improve employee relationships?" I think they can if these
technologies are integrated and shaped around the needs of each employee.
A company will benefit only from Employee Relationship Management technologies if there
are clear guidelines and rules of how these technologies should be used. A culture that values
the employee must pervade the organisation before these technologies can begin to make a
positive contribution. Without a clear management adoption of employee centered values
these technologies can become a destructive force which spread a negative morale rather than
a positive one. Employee relationship management tools breaks down the dependency on
hierarchical command and control systems and introduces more and more a self organizing
culture of employees that are networked to collaborate on points of need.
Technology can definitely assist but old style interpersonal skills and conflict resolution
techniques are still forming the baseline requirements for effective Employee Relationship
Management.
Maintaining healthy Industrial Relationsin an organization is a pre-requisite for
organizational success. Strong Industrial Relationsare required for high productivity and
human satisfaction. Industrial Relationsgenerally deal with avoiding and resolving issues
concerning individuals which might arise out of or influence the work scenario. Strong
employee relation depends upon healthy and safe work environment, cent percent

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involvement and commitment of all employees, incentives for employee motivation, and
effective communication system in the organization. Healthy Industrial Relationslead to more
efficient, motivated and productive employees which further lead to increase in sales level.
Good employee relation signifies that employees should feel positive about their identity,
their job as well as about being a part of such a great organization. Despite the importance of
strong and healthy employee relations, there are circumstances in the life of every
organization when employee and management relations are hampered. Instances of such
circumstances are as follows-
1. When the employees do not behave as per accepted norms of behaviour, it is known
as employee indiscipline. Absenteeism, change in employee’s behaviour, slow performance
and grievances are all forms of employee indiscipline. Thus, when the employees fail to meet
management expectations in terms of standard performance and behaviour, it is referred to as
indiscipline. In such cases, it must be ensured by the management that steps should be taken
so that employee’s behaviour is in conformity with the managerial expectations.
2. Similarly, the employees also expect from the management to provide them a safe
working environment, fair treatment, proper incentives, participation in decisions, and needs
satisfaction. The failure on part of management to meet these expectations is termed as
employee grievance.
3. When the employees fail to meet their own expectations whether in terms of personal
goals, career goals, performance, self-respect, etc it is referred to as employee stress.
Excessive workload, insufficient workload, peer pressure, excessive/unreasonable use of
authority by the management, lack of promotional opportunities, nature of job, etc all again
lead to employee stress.
All the above mentioned organizational factors influencing employees relation must be
carefully tackled. An optimistic approach to strengthen disciplinary culture rooted on shared
norms of employees should be adopted. An effective grievance redressal system should be
there. Stress management strategies should be followed in the organization.
Improving Employee Relations
Industrial Relationsmust be strengthened in an organization. To do so, following points must
be taken care of:-
i. Employee has expectation of fair and just treatment by the management. Thus,
management must treat all employees as individuals and must treat them in a fair manner.
Employee favoritism should be avoided.

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ii. Do not make the employees’ job monotonous. Keep it interesting. Make it more
challenging. This can be done by assigning employees greater responsibilities or indulging
them in training programmes.
iii. Maintain a continuous interaction with the employees. Keep them updated about
company’s policies, procedures and decisions. Keep the employees well-informed. Informed
employees will make sound decisions and will remain motivated and productive. Also, they
will feel as a member of organizational family in this manner.
iv. Employees must be rewarded and appreciated for a well-done job or for
achieving/over-meeting their targets. This will boost them and they will work together as a
team.
v. Encourage employee feedback. This feedback will make the employers aware of the
concerns of employees, and their views about “you” as an employer.
vi. Give the employees competitive salary. They should be fairly paid for their talents,
skills and competencies.
vii. Be friendly but not over-friendly with the employees. Build a good rapport with the
employee. The employee should feel comfortable with the manager/supervisor rather than
feeling scared.
The importance of Industrial Relationsand organizational communication cannot be
emphasized enough. To maintain a strong relationship the culture must be acknowledged and
looked upon frequently.
There are several different sub organizations or organisms within a company that need to
communicate well in all directions, up, down and horizontally.
There are three hard questions that should be asked when analyzing effective organizational
communication.

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1. Is management able to communicate effectively with employees?
2. Is communication trusted and does it relay appropriate information to employees?
3. Has management communicated its commitment to its employees and to fostering a
rewarding work environment?
There is one thing that can be trusted in all fields of communication and that is that it is
messy. An organization need to function like the body that has many different organisms that
work together to build on whole unit. If communication is cut off in any way the whole body
will have a problem, therefore the emphasis on free-flowing communication.
The five principles to a smooth and cohesive organization are, 1. Respect-without mutual
respect and value for both parties there may be a resistance that hinders a good working
relationship.2. Honest Feedback-Candid feedback helps employees understand what is going
on and therefore has the opportunity to correct and improve. 3. recognition Employees need
to feel like they are a part of the organization, their opinion and effort should be recognized to
make it a team.4. voice Everyone needs to have a say in what is going on, this does not
diminish the managerial authority but merely lets everyone have an opinion.
5. Encouragment-Money and benefits may serve as an incentive for employees to take part
and work harder but workers need to be acknowledged to know their value and status.
All of these components are essential to a greater working relationship within an organization
to improve results and maintain harmony.
The most important and often most expensive resource a company has is its “human”
resource. Because of its cost and importance it makes sense to ensure that this resource is
operating as productively as possible. Sometimes this may mean dealing with conflict issues
in the workplace and at other times it may mean finding proactive
ways to keep employees happy and productive.
Industrial Relationsoften includes:
 Employee issues
 Management coaching
 Discipline
 Harassment
strategic HR inc. can assist with Industrial Relationsby:
 Coaching managers and employees on how to handle
Industrial Relationsissues to avoid escalation and legal impacts on

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the organization
 Advising on how to handle and document corrective action plans and disciplinary
actions
 Investigating, obtaining statements, and making recommendations for further action
 Identifying retention solutions to help improve turnover and employee morale
 Developing training solutions to help build a collaborative workforce
 Community Relations Programs
 Recreational/Social Events
 Employee Recognition Programs
 Suggestion Programs
 Absenteeism
 Termination
 Retention strategies
Industrial relations is a multidisciplinary field that studies the employment relationship.
Industrial relations is increasingly being called employment relations because of the
importance of non-industrial employment relationships. Many outsiders also equate industrial
relations to labour relations and believe that industrial relations only studies unionized
employment situations, but this is an oversimplification.
Overview
Industrial relations has three faces: science building, problem solving, and ethical In the
science building face, industrial relations is part of the social sciences, and it seeks to
understand the employment relationship and its institutions through high-quality, rigorous
research. In this vein, industrial relations scholarship intersects with scholarship in labor
economics, industrial sociology, labor and social history, human resource management,
political science, law, and other areas. In the problem solving face, industrial relations seeks
to design policies and institutions to help the employment relationship work better. In the
ethical face, industrial relations contains strong normative principles about workers and the
employment relationship, especially the rejection of treating labor as a commodity in favor of
seeing workers as human beings in democratic communities entitled to human rights."The
term human relations refers to the whole field of relationship that exists because of the
necessary collaboration of men and women in the employment process of modern industry."It
is that part of management which is concerned with the management of enterprise -whether
machine operator,skilled worker or manager.It deals with either the relationship between the

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state and employers and workers organisation or the relation between the occupational
organisation themselves.
Industrial relations scholarship assumes that labor markets are not perfectly competitive and
thus, in contrast to mainstream economic theory, employers typically have greater bargaining
power than employees. Industrial relations scholarship also assumes that there are at least
some inherent conflicts of interest between employers and employees (for example, higher
wages versus higher profits) and thus, in contrast to scholarship in human resource
management and organizational behavior, conflict is seen as a natural part of the employment
relationship. Industrial relations scholars therefore frequently study the diverse institutional
arrangements that characterize and shape the employment relationship—from norms and
power structures on the shop floor, to employee voice mechanisms in the workplace, to
collective bargaining arrangements at a company, regional, or national level, to various levels
of public policy and labor law regimes, to "varieties of capitalism" (such as corporatism),
social democracy, and neoliberalism).
When labor markets are seen as imperfect, and when the employment relationship includes
conflicts of interest, then one cannot rely on markets or managers to always serve workers’
interests, and in extreme cases to prevent worker exploitation. Industrial relations scholars
and practitioners therefore support institutional interventions to improve the workings of the
employment relationship and to protect workers’ rights. The nature of these institutional
interventions, however, differ between two camps within industrial relations.The pluralist
camp sees the employment relationship as a mixture of shared interests and conflicts of
interests that are largely limited to the employment relationship. In the workplace, pluralists
therefore champion grievance procedures, employee voice mechanisms such as works
councils and labor unions, collective bargaining, and labor-management partnerships. In the
policy arena, pluralists advocate for minimum wage laws, occupational health and safety
standards, international labor standards, and other employment and labor laws and public
policies. These institutional interventions are all seen as methods for balancing the
employment relationship to generate not only economic efficiency, but also employee equity
and voice. In contrast, the Marxist-inspired critical camp sees employer-employee conflicts
of interest as sharply antagonistic and deeply embedded in the socio-political-economic
system. From this perspective, the pursuit of a balanced employment relationship gives too
much weight to employers’ interests, and instead deep-seated structural reforms are needed to
change the sharply antagonistic employment relationship that is inherent within capitalism.
Militant trade unions are thus frequently supported.

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History
Industrial relations has its roots in the industrial revolution which created the modern
employment relationship by spawning free labor markets and large-scale industrial
organizations with thousands of wage workers. As society wrestled with these massive
economic and social changes, labor problems arose. Low wages, long working hours,
monotonous and dangerous work, and abusive supervisory practices led to high employee
turnover, violent strikes, and the threat of social instability. Intellectually, industrial relations
was formed at the end of the 19th century as a middle ground between classical economics
and Marxism, with Sidney Webb and Beatrice Webb’s Industrial Democracy (1897) being
the key intellectual work. Industrial relations thus rejected the classical econ.
Institutionally, industrial relations was founded by John R. Commons when he created the
first academic industrial relations program at the University of Wisconsin in 1920. Early
financial support for the field came from John D. Rockefeller, Jr. who supported progressive
labor-management relations in the aftermath of the bloody strike at a Rockefeller-owned coal
mine in Colorado. In Britain, another progressive industrialist, Montague Burton, endowed
chairs in industrial relations at Leeds, Cardiff and Cambridge in 1930, and the discipline was
formalized in the 1950s with the formation of the Oxford School by Allan Flanders and Hugh
Clegg.
Industrial relations was formed with a strong problem-solving orientation that rejected both
the classical economists’ laissez faire solutions to labor problems and the Marxist solution of
class revolution. It is this approach that underlies the New Deal legislation in the United
States, such as the National Labor Relations Act and the Fair Labor Standards Act.
Theoretical perspectives
Industrial relations scholars have described three major theoretical perspectives or
frameworks, that contrast in their understanding and analysis of workplace relations. The
three views are generally known as unitarism, pluralist and radical. Each offers a particular
perception of workplace relations and will therefore interpret such events as workplace
conflict, the role of unions and job regulation differently. The radical perspective is
sometimes referred to as the "conflict model", although this is somewhat ambiguous, as
pluralism also tends to see conflict as inherent in workplaces. Radical theories are strongly
identified with Marxist theories, although they are not limited to kosala

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Unitary perspective
In unitarism, the organization is perceived as an integrated and harmonious whole with the
ideal of "one happy family", where management and other members of the staff all share a
common purpose, emphasizing mutual cooperation. Furthermore, unitarism has a
paternalistic approach where it demands loyalty of all employees, being predominantly
managerial in its emphasis and application.
Consequently, trade unions are deemed as unnecessary since the loyalty between employees
and organizations are considered mutually exclusive, where there can't be two sides of
industry. Conflict is perceived as disruptive and the pathological result of agitators,
interpersonal friction and communication breakdown.
Pluralist perspective
In pluralism the organization is perceived as being made up of powerful and divergent sub-
groups, each with its own legitimate loyalties and with their own set of objectives and
leaders. In particular, the two predominant sub-groups in the pluralistic perspective are the
management and trade unions.
Consequently, the role of management would lean less towards enforcing and controlling and
more toward persuasion and co-ordination. Trade unions are deemed as legitimate
representatives of employees, conflict is dealt by collective bargaining and is viewed not
necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and
positive change.
Marxist/Radical perspective
This view of industrial relations looks at the nature of the capitalist society, where there is a
fundamental division of interest between capital and labour, and sees workplace relations
against this background. This perspective sees inequalities of power and economic wealth as
having their roots in the nature of the capitalist economic system. Conflict is therefore seen as
inevitable and trade unions are a natural response of workers to their exploitation by capital.
Whilst there may be periods of acquiescence, the Marxist view would be that institutions of
joint regulation would enhance rather than limit management's position as they presume the
continuation of capitalism rather than challenge it.
Industrial Relations Today
By many accounts, industrial relations today is in crisis. In academia, its traditional positions
are threatened on one side by the dominance of mainstream economics and organizational
behavior, and on the other by postmodernism. In policy-making circles, the industrial

25
relations emphasis on institutional intervention is trumped by a neoliberal emphasis on the
laissez faire promotion of free markets. In practice, labor unions are declining and fewer
companies have industrial relations functions. The number of academic programs in
industrial relations is therefore shrinking, and scholars are leaving the field for other areas,
especially human resource management and organizational behavior. The importance of
work, however, is stronger than ever, and the lessons of industrial relations remain vital. The
challenge for industrial relations is to re-establish these connections with the broader
academic, policy, and business worlds.

26
CHAPTER-III
INDUSTRY PROFILE
AND
COMPANY PROFILE

27
INDUSTRY PROFILE
Automobile industry in India
The cumulative production data for April-March 2021 shows production growth of 13.83
percent over same period last year. In March 2021 as compared to March 2011, production
grew at a single digit rate of 6.83 percent. In 2017-21, the industry produced 20,366,432
vehicles of which share of two wheelers, passenger vehicles, three wheelers and commercial
vehicles were 76 percent, 15 percent, 4 percent and 4 percent respectively.
Domestic Sales
The growth rate for overall domestic sales for 2017-21 was 12.24 percent amounting to
17,376,624 vehicles. In the month of only March 2017, domestic sales grew at a rate of 10.11
percent as compared to March 2018.
Passenger Vehicles segment grew at 4.66 percent during April-March 2021 over same period
last year. Passenger Cars grew by 2.19 percent, Utility Vehicles grew by 16.47 percent and
Vans by 10.01 percent during this period. In March 2018, domestic sales of Passenger Cars
grew by 19.66 percent over the same month last year. Also, sales growth of total passenger
vehicle in the month of March 2017 was at 20.59 percent (as compared to March 2011). For
the first time in history car sales crossed two million in a financial year.
The overall Commercial Vehicles segment registered growth of 18.20 percent during April-
March 2018 as compared to the same period last year. While Medium & Heavy Commercial
Vehicles (M&HCVs) registered a growth of 7.94 percent, Light Commercial Vehicles grew
at 27.36 percent. In only March 2019, commercial vehicle sales registered a growth of 14.82
percent over March 2019.
Three Wheelers sales recorded a decline of (-) 2.43 percent in April-March 2021 over same
period last year. While Goods Carriers grew by 6.31 percent during April-March 2021,
Passenger Carriers registered decline by (-) 4.50 percent. In March 2021, total Three
Wheelers sales declined by (-) 9.11 percent over March 2011.
Total Two Wheelers sales registered a growth of 14.16 percent during April-March 2021.
Mopeds, Motorcycles and Scooters grew by 11.39 percent, 12.01 percent and 24.55 percent
respectively. If we compare sales figures of March 2021 to March 2011, the growth for two
wheelers was 8.27 percent.
Exports
During April-March 2021, the industry exported 2,910,055 automobiles registering a growth
of 25.44 percent. Passenger Vehicles registered growth at 14.18 percent in this period.
Commercial Vehicles, Three Wheelers and Two Wheelers segments recorded growth of

28
25.15 percent, 34.41 percent and 27.13 percent respectively during April-March 2021. For
the first time in history car exports crossed half a million in a financial year.
In March 2021 compared to March 2011, overall automobile exports registered a growth of
17.81 percent.
Automobile industry in India
The automobile industry in India is the ninth largest in the world with an annual production
of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth largest exporter of
automobiles, behind Japan, South Korea and Thailand.
Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed
restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki
and Mahindra and Mahindra, expanded their domestic and international operations. India's
robust economic growth led to the further expansion of its domestic automobile market which
attracted significant India-specific investment by multinational automobile manufacturers. In
February 2009, monthly sales of passenger cars in India exceeded 100,000 units.
bryonic automotive industry emerged in India in the 1940s. Following the independence, in
1947, the Government of India and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. However, the
growth was relatively slow in the 1950s and 1960s due to nationalization and the license raj
which hampered the Indian private sector. After 1970, the automotive industry started to
grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars
were still a major luxury. Japanese manufacturers entered the Indian market ultimately
leading to the establishment of Maruti Udyog. A number of foreign firms initiated joint
ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for building
motorcycles and light commercial-vehicles. It was at this time that the Indian government
chose Suzuki for its joint-venture to manufacture small cars. Following the economic
liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and
multi-national car companies launched operations. Since then, automotive component and
automobile manufacturing growth has accelerated to meet domestic and export demands.
HISTORICAL INDUSTRY DEVELOPMENTS:
Indian is the second largest manufacturer and producer to two wheelers in the World.
It stands next only to Japan and China in terms of the number of V produced and domestic
sales respectively. This destination was achieved due to variety of reason like restrictive

29
policy followed by the government of India towards the passenger bike industry, rising
demand for personal transport, inefficiency in the public transportation system etc. The
Indian two-wheelers industry made a small beginning in the early 50s when Automobile
products of India (API) started manufacturing scooters in the country. Until 1958, API and
Enfield were the sole producers.
The two –wheelers market was opened were opened to foreign competition in the
mid-80s. And the then market leaders-Escorts and Enfield – were caught unaware by the
onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With the availability
of fuel-efficiency low power bikes, demand swelled, resulting in Hero Honda –then the only
producer of four stroke bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and
Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively.
These two players initially started with assembly of CKD Kits, and later on progressed to
indigenous manufacturing.
The industry had a smooth ride in the 50s, 60s and 70s when government prohibited
new entries and strictly controlled capacity expansion. The industry saw a sudden growth in
the 80s. The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles
in 1990.
In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles.
Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94.
Hero Honda showed a marginal decline in 1992.
The reason for recession in the sector were the incessant rise in fuel prices, high input
costs and reduced purchasing power due to significant like increased production in 1992, due
to new entrants coupled with recession in the industry resulted in companies either reporting
losses or a fall in profits.
The two-wheelers market has hada perceptible shift from a buyers market to a sellers
market with a variety of choice, players will have compete on various fronts viz. pricing,
technology product design, productivity after sale service, marketing and distribution. In the
short term, market shares of individual manufacturers are going to be sensitive to capacity,
product acceptance, pricing and competitive pressures from other manufacturers.
As incomes grow and people grow and people feel the need to own a private means of
transport, sales of two-wheelers will rise. Penetration is expected to increase to
approximately to more than 25% by 2005.

30
The motorcycle segment will continue to lead the demand for two-wheelers in the
coming years. Motorcycle sale is expected to increase by 20% yoy as compared to 1%
growth in the scooter market and 3% by moped sales respectively for the next two years.
The four-stroke scooters will add new dimension to the two-wheeler segment in the coming
future.
The Asian continent is that largest user of the two-wheelers in the world. This is due to poor
road infrastructure and low per capita income, restrictive policy on bike industry. This is due
to oligopoly between top five players in the segment, compared to thirsty manufacturers in
the bike industry.
Exports
India has emerged as one of the world's largest manufacturers of small cars. According to
New York Times, India's strong engineering base and expertise in the manufacturing of low-
cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several
automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.
In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to
export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors
announced its plans to export about 50,000 cars manufactured in India by 2011.
In September 2009, Ford Motors announced its plans to setup a plant in India with an annual
capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the
Indian market and for export. The company said that the plant was a part of its plan to make
India the hub for its global production business. Fiat Motors also announced that it would
source more than US$1 billion worth auto components from India.
According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest exporter
of cars.
Indian automobile companies
Notable Indian automobile manufacturers
 Ashok Leyland
 Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.
 Force Motors
 Hindustan Motors: Ambassador.
 Mahindra: Major, Xylo, Scorpio.
 Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4,
Omni, Versa, Gypsy

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 Premier: Sigma, Roadster, RiO.
 San Motors: Storm
 Tata Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria
Electric car companies in India
 Ajanta Group
 Mahindra
 Hero Electric REVA
 Tara International
 Tata Motors
Notable Multi-national automobile manufacturers
Locally manufactured Automobiles of Multi-national Companies
 Audi: A4, A6.
 BMW: 3 Series, 5 Series.
 Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.
 Fiat: Palio, Grande Punto, Linea.
 Ford: Ikon, Fiesta, Fusion, Endeavour, Figo
 Honda: Jazz, City, Civic, Accord.
 Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.
 Mercedes-Benz: C-Class, E-Class
 Mitsubishi: Lancer, Lancer Cedia.
 Nissan: Micra
 Renault: Logan
 Škoda: Fabia, Octavia, Laura.
 Toyota: Corolla, Innova, Fortuner
 Volkswagen: Jetta, Passat, Polo.
Cars sold in India as CBU (Completely Built Units)
 Audi: A8, TT, R8, Q5, Q7.
 Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur,
Mulsanne.
 BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.
 Chevrolet: Captiva
 Fiat: Nuova 500.
 Honda: Civic Hybrid, CR-V.
 Hyundai: Santa Fe.

32
 Jaguar: XF, XJ, XK.
 Lamborghini: Gallardo, Murciélago.
 Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.
 Maybach: 57 and 62.
 Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class,
Viano.
 Mitsubishi: Pajero, Montero, Outlander.
 Nissan: Teana, X-Trail, 307Z.
 Porsche: 911, Boxter, Panamera, Cayman, Cayenne.
 Rolls Royce: Ghost, Phantom, Phantom Coupé, Phantom Drophead Coupé.
 Škoda: Superb.
 Suzuki: Grand Vitara.
 Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.
 Volkswagen: Beetle, Touareg.
 Volvo: S80, XC90

34
COMPANY PROFILE
The Tata group comprises over 100 operating companies in seven business sectors:
communications and information technology, engineering, materials, services, energy,
consumer products and chemicals. The group has operations in more than 100 countries
across six continents, and its companies export products and services to 150 countries.
The total revenue of Tata companies, taken together, was $96.79 billion (around Rs527,047
crore) in 2021-13, with 62.7 percent of this coming from business outside India. Tata
companies employ over 540,000 people worldwide. The Tata name has been respected in
India for more than 140 years for its adherence to strong values and business ethics.
Every Tata company or enterprise operates independently. Each of these companies has its
own board of directors and shareholders, to whom it is answerable. There are 32 publicly
listed Tata enterprises and they have a combined market capitalisation of about $107.60
billion (as on January 30, 2014), and a shareholder base of 3.9 million. The major Tata
companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata
Chemicals, Tata Global Beverages, Tata Teleservices, Titan, Tata Communications and
Indian Hotels.
Tata Steel is among the top ten steelmakers, and Tata Motors is among the top five
commercial vehicle manufacturers, in the world. TCS is a leading global software company,
with delivery centres in the US, UK, Hungary, Brazil, Uruguay and China, besides
India. Tata Global Beverages is the second-largest player in tea in the world. Tata Chemicals
is the world’s second-largest manufacturer of soda ash and Tata Communications is one of
the world’s largest wholesale voice carriers.
In tandem with the increasing international footprint of Tata companies, the Tata brand is
also gaining international recognition. Brand Finance, a UK-based consultancy firm, valued
the Tata brand at $18.16 billion and ranked it 39th among the top 500 most valuable global
brands in their BrandFinance® Global 500 2013 report. In 2010, BusinessWeek magazine
ranked Tata 17th among the '50 Most Innovative Companies' list.
Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the spirit of
nationalism. It pioneered several industries of national importance in India: steel, power,
hospitality and airlines. In more recent times, its pioneering spirit has been showcased by
companies such as TCS, India’s first software company, and Tata Motors, which made
India’s first indigenously developed car, the Indica, in 1998 and recently unveiled the world’s
most affordable car, the Tata Nano.

35
Tata companies have always believed in returning wealth to the society they serve. Two-
thirds of the equity of Tata Sons, the Tata promoter holding company, is held by
philanthropic trusts that have created national institutions for science and technology, medical
research, social studies and the performing arts. The trusts also provide aid and assistance to
non-government organisations working in the areas of education, healthcare and livelihoods.
Tata companies also extend social welfare activities to communities around their industrial
units.
Going forward, Tata is focusing on new technologies and innovation to drive its business in
India and internationally. The Nano car is one example, as is the Eka supercomputer
(developed by another Tata company), which in 2008 was ranked the world’s fourth fastest.
Anchored in India and wedded to traditional values and strong ethics, Tata companies are
building multinational businesses that will achieve growth through excellence and
innovation, while balancing the interests of shareholders, employees and civil society.
Tata Motors Limited is India's largest automobile company, with consolidated revenues of
INR 1,88,818 crores (USD 34.7 billion) in 2021-13. It is the leader in commercial vehicles in
each segment, and among the top in passenger vehicles with winning products in the
compact, midsize car and utility vehicle segments. It is also the world's fifth largest truck
manufacturer and fourth largest bus manufacturer.
The Tata Motors Group's over 60,000 employees are guided by the mission "to be passionate
in anticipating and providing the best vehicles and experiences that excite our customers
globally."
Established in 1945, Tata Motors' presence cuts across the length and breadth of India. Over
8 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's
manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra),
Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad
(Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint
venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and
Tata cars and Fiat powertrains. The company's dealership, sales, services and spare parts
network comprises over 6,600 touch points.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged as
an international automobile company. Through subsidiaries and associate companies, Tata
Motors has operations in the UK, South Korea, Thailand, South Africa and Indonesia.
Among them is Jaguar Land Rover, acquired in 2008. In 2004, it acquired the Daewoo
Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened

36
Tata Daewoo Commercial Vehicles Company has launched several new products in the
Korean market, while also exporting these products to several international markets. Today
two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo.
In 2006, Tata Motors formed a 51:49 joint venture with the Brazil-based, Marcopolo, a global
leader in body-building for buses and coaches to manufacture fully-built buses and coaches
for India - the plant is located in Dharwad. In 2006, Tata Motors entered into joint venture
with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market
the company's pickup vehicles in Thailand, and entered the market in 2008. Tata Motors (SA)
(Proprietary) Ltd., Tata Motors' joint venture with Tata Africa Holding (Pty) Ltd. set up in
2011, has an assembly plant in Rosslyn, north of Pretoria. The plant can assemble, semi
knocked down (SKD) kits, light, medium and heavy commercial vehicles ranging from 4
tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports since
1961. The company's commercial and passenger vehicles are already being marketed in
several countries in Europe, Africa, the Middle East, South East Asia, South Asia, South
America, CIS and Russia. It has franchisee/joint venture assembly operations in Bangladesh,
Ukraine, and Senegal.
The foundation of the company's growth over the last 68 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer-desired
offerings through leading edge R&D. With over 4,500 engineers, scientists and technicians
the company's Engineering Research Centre, established in 1966, has enabled pioneering
technologies and products. The company today has R&D centres in Pune, Jamshedpur,
Lucknow, Dharwad in India, and in South Korea, Italy, Spain, and the UK.
It was Tata Motors, which launched the first indigenously developed Light Commercial
Vehicle in 1986. In 2005, Tata Motors created a new segment by launching the Tata Ace,
India's first indigenously developed mini-truck. In 2009, the company launched its globally
benchmarked Prima range of trucks and in 2021 the Ultra range of international standard light
commercial vehicles. In their power, speed, carrying capacity, operating economy and trims,
they will introduce new benchmarks in India and match the best in the world in performance
at a lower life-cycle cost.
Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998, the Tata
Indica, India's first fully indigenous passenger car.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata Nano has
been subsequently launched, as planned, in India in March 2009, and subsequently in 2011 in

37
Nepal and Sri Lanka. A development, which signifies a first for the global automobile
industry, the Nano brings the joy of a car within the reach of thousands of families.
Tata Motors is equally focussed on environment-friendly technologies in emissions and
alternative fuels. It has developed electric and hybrid vehicles both for personal and public
transportation. It has also been implementing several environment-friendly technologies in
manufacturing processes, significantly enhancing resource conservation.
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
automotive vehicle components manufacturing and supply chain activities, vehicle financing,
and machine tools and factory automation solutions.
Tata Motors is committed to improving the quality of life of communities by working on four
thrust areas - employability, education, health and environment. The activities touch the lives
of more than a million citizens. The company's support on education and employability is
focused on youth and women. They range from schools to technical education institutes to
actual facilitation of income generation. In health, the company's intervention is in both
preventive and curative health care. The goal of environment protection is achieved through
tree plantation, conserving water and creating new water bodies and, last but not the least, by
introducing appropriate technologies in vehicles and operations for constantly enhancing
environment care.
2013
 Tata Motors’ Jamshedpur plant rolls out its two millionth truck
 Tata Power synchronises fifth 800MW unit and makes its first UMPP of
4,000MW, at Mundra, fully operational
 Tata Sons announces formation of the Group Executive Council
 Tata Technologies acquires Cambric, a premier US-based engineering services
company
 TCS acquires IT services firm Alti to help drive long-term growth in France
 Titan Industries is now Titan Company
 Tata Sons and Singapore Airlines to establish new airline in India
 Mount Everest Mineral Water (MEMW) to be merged with Tata Global
Beverages
 Jaguar Land Rover celebrates 1,000,000 vehicles built at Halewood operations
 Tata Toyo and Air International enter into a joint venture
 Titan Company celebrates retail milestone with 1,000 stores

38
2008
 Tata Motors unveils Tata Nano, the People’s Car, at the 9th Auto Expo in
Delhi on January 10, 2008
 Tata Motors acquires the Jaguar and Land Rover brands from the Ford Motor
Company
 Tata Chemicals acquires General Chemical Industrial Products Inc (now
known as Tata Chemicals North America)
2009
o Tata Motors announces commercial launch of the Tata Nano; delivers
first Tata Nano in the country in Mumbai
o Tata Teleservices announces pan-India GSM service with NTT
DOCOMO
o TRF acquires Dutch Lanka Trailer Manufacturers (DLT), Sri Lanka, a
world-class trailer manufacturing company
o Jaguar Land Rover introduces its premium range of vehicles in India
o Tata Chemicals launches Tata Swach — the world’s most cost-
effective water purifier
 Tata Housing makes waves with its launch of low cost housing in Mumbai
2010
o TRF acquires UK-based Hewitt Robins International
o New plant for Tata Nano at Sanand inaugurated
o Advinus Therapeutics announces the discovery of a novel molecule — GKM-
001 — for the treatment of type II diabetes
o Tata Tea announces joint venture with PepsiCo for health drinks
o Tata Tea group rebrands itself as Tata Global Beverages, headquartered in
London
o Tata Chemicals acquires 100-per-cent stake in leading vacuum salt producer
British Salt, UK
o Tata Chemicals launches i-Shakti dals, India's first national brand of pulses
2011
o Tata Chemicals rebrands its global subsidiaries in the UK, the US and Kenya
under the Tata Chemicals corporate brand
o The Tata brand soars into the top 50 club of global brands

39
o Tata Medical Center, a comprehensive cancer care and treatment facility
established in Kolkata, was inaugurated by Tata Sons Chairman Ratan Tata
o The Tata Nano begins international journey in Sri Lanka and Nepal
o Jaguar celebrates 50 years of iconic E-Type car
o Tata Steel completes centenary of its first blast furnace
o Tata BP Solar becomes wholly owned Tata company (now known as Tata
Power Solar Systems)
2021
o Tata Global Beverages and Starbucks form joint venture to open Starbucks
cafés across India. First outlet launched in October in Mumbai
o Tata Communications completes world’s first wholly-owned cable network
ring around the world
o India’s first iodine plus iron fortified salt launched by Tata Chemicals
o Tata AIG Life Insurance Company to be now called Tata AIA Life Insurance
 Company
o Starbucks opens spectacular flagship store in Mumbai, honouring the dynamic
culture of India
o Tetley Tea celebrates 175th anniversary
o Tata Steel expands aerospace activities in China
o Cyrus P Mistry takes over as Chairman, Tata Sons from Ratan N Tata
Board of Directors
Mr. Mistry with the Safari Storme
Mr. Kant with the Ultra
Mr. Wadia with the Range Rover Evoque
Mr. Cyrus P. Mistry
Non-Executive Director and Chairman
Mr. Mistry was appointed as a Director of Tata Motors with effect from May 29, 2021, and as
Deputy Chairman of the Company with effect from November 7, 2021. Mr. Mistry took over
as Chairman from Mr. Ratan N. Tata on his retirement with effect from December 28, 2021.
Mr. Mistry was earlier Managing Director of the Shapoorji Pallonji group and was also
responsible for building the infrastructure development vertical in the Shapoorji Pallonji
group.

40
Mr. Mistry is a Graduate of Civil Engineering from the Imperial College London (1990) and
has an MSc in Management from the London Business School (1997). He was recently
bestowed with the Alumni Achievement Award by the London Business School.
Mr. Ravi Kant
Non-Executive Director and Vice Chairman
Mr. Kant has been with the Company since February 1999, joining as Senior Vice President
(Commercial Vehicles), and was inducted on the Board as an Executive Director in July 2000
and became the Managing Director in July 2005. Upon retiring from his Executive position
on June 1, 2009, Mr. Ravi Kant continues to be on the Company’s Board of Directors as
Vice-Chairman.
Prior to joining the Company, he was with Philips India Limited as Director of Consumers
Electronics business and prior to which with LML Ltd. as Senior Executive Director
(Marketing) and Titan Watches Limited as Vice President (Sales & Marketing).
Mr. Ravi Kant holds a Bachelor of Technology degree in Metallurgical Engineering from the
Institute of Technology, Kharagpur and a Master's degree in Science from the University of
Aston, Birmingham, UK.
Mr. Nusli N. Wadia
Non-Executive, Independent Director
Educated in the UK, Mr. Wadia is the Chairman of the Bombay Dyeing & Manufacturing
Company Limited and heads the Wadia Group. He is also the Chairman/ Trustee of various
charitable institutions and non-profit organisations.
Mr. Wadia has been on the Company’s Board since December 1998 as an Independent
Director.
Dr. Raghunath A. Mashelkar
Non-Executive, Independent Director
Dr. Mashelkar is an eminent chemical engineering scientist retired from the post of Director
General from the CSIR and is the President of Indian National Science Academy (INSA),
National Innovation Foundation, Institution of Chemical Engineers, UK and Global Research
Alliance. The President of India honoured Dr. Mashelkar with the Padmashri (1991) and the
Padmabhushan (2000). Dr. Mashelkar holds a Ph.D. in Chemical Engineering from the
Bombay University.
He was appointed as an Independent Director of the Company w.e.f. August 28, 2007.

41
2013
 Tata Nano becomes the first Auto Brand in India to cross 3 million fans on Facebook
 The Tata Indigo eCS enters Limca Book of Records
 Tata Motors' Jamshedpur plant rolls out its two millionth truck
 Tata Nano offered industry first phenomenon - Swipe your credit card and drive home a
Nano
 Tata Motors launches the world-class range of Tata PRIMA trucks in Sri Lanka
2021
 Tata Motors enters Bangladesh’s new car market
 Tata Ace races through the one-million mark in just 2,680 days
 Tata Safari Storme, the Real SUV, hits the road
 Launch of PT Tata Motors Indonesia
 Tata Motors plant at Dharwad comes on stream
 Tata Motors enters into distribution agreement in Myanmar
 Launch of Tata Ace in South Africa
2011
 Tata Venture launched
 Launch of Tata Divo Luxury Coach and Tata Starbus Ultra
 Launch of Tata Nano 2021
 Tata Sumo Gold introduced
 Range Rover Evoque launched in India
 New Tata Indica Vista launched
 Tata Magic IRIS and Tata Ace Zip launched
 Tata Indica eV2 introduced with 25 kmpl mileage
 Tata Pixel, a city car concept for Europe, displayed at the Geneva Motor Show
 Refreshed Tata Indigo Manza introduced
 Tata Prima ConsTruck range launched
 Tata Motors unveiled assembly plant in South Africa
 Tata Nano began international journey with Sri Lanka
 Tata Motors completes 50 years of its International Business
 Jaguar Land Rover inaugurated its vehicle assembly plant in Pune
 Tata Nano launched in Nepal

42
 HVTL amalgamates into HVAL renamed as TML Drivelines Ltd.
 Tata Motors (Lucknow) produced & dispatched the first Hybrid Chassis to Spain
 Tata Motors (Dharwad) rolled out the first Tata Ace Zip
 Tata 407 celebrated its silver jubilee year
 Jaguar celebrates 50 years of iconic E-Type
AWARDS AND REWARDS
Tata Motors Pune PVBU Kaizen CFT bagged two prestigious awards, 2nd Rank and 3rd
Rank in the large scale category for the Productivity Improvement Kaizen Case Study
TOPS Convention by ICQ announced Team Jamshedpur as a winner and Team Dharwad as
2nd Runner up

43
Tata Motors CV for winning various awards across 6 categories at the Business Leader of the
Year Awards
CV parts entry “DigiVOR” received three awards in rapid succession – TML Innovista
Award, Golden Peacock Award and World Innovation Congress Award. It also made it to the
final round of the Tata Group Innovista competition
Our CV Teams won 2 silver and 3 bronze awards. The P&BPE LCA team secured the 1st
position by winning the Platinum Award in the OEM category at CII’s Digitalisation,
Robotics & Automation Industry 4.0
Our Jamshedpur and Dharwad teams won the Bronze Trophy in the OEM Category at the
Confederation of Indian Industry National Competition on Digitalisation, Robotics and
Automation – Industry 4.0. for implementing LCA & DRA Industry 4.0
The Jamshedpur team won 2 awards under Operational and Production & 1 award under the
Repairing and Maintenance category at 20th CII National Supervisory Skill Competition
Engineering Research Centre, Pune won the Golden Peacock Eco-Innovation Award 2020 for
Enhanced TCO School Bus – City Ride 4 SPVR BS4. Our winning model is the Best in class
Fuel Economy, Improved NVH – Cost Of Ownership – Safety.
Sanand Plant won the Golden Peacock Environment and Management Award 2020 for their
efforts in sustainability and environment management

44
Our Jamshedpur Plant was recognised as ‘The Super Shopfloor of the Year’. Both Dharwad
& Sanand Plant won ‘Excellence in Covid-19 Innovation’ award, and Pune CVBU won the
‘Machining Excellence’ Award

45
CHAPTER-IV
DATA ANALYSIS
&
INTERPRETATION

46
1. Is the physical working conditions are taken care by superiors?
A) Yes B) No C) Some time D) Can’t say
PARTICULARS RESPONDENTS
YES 40
NO 25
SOME TIME 25
CAN’T SAY 10
Analysis
40% agreed with the above proposal
25% disagreed with the above proposal
25% may be may not
10% can’t say
Interpretation:
More Number of Employees is saying that the physical working conditions are taken care by
superiors only.
0
5
10
15
20
25
30
35
40
1 2
Yes
No
Some time
Can’t say

47
2. Are you accustomed to work under many supervisors for the same nature of work?
YES 25
NO 50
SOME TIME 25
CAN’T SAY 0
Analysis
25% may be may not
0% can’t say
Interpretation:
A few Number of Employees is saying that they accustomed to work under many supervisors
for the same nature of work.
0
5
10
15
20
25
30
35
40
45
50
Yes No Some time Can’t say
Series1
Series2

48
3. Do you feel to do your duty out of your commitment to job because of the fear of survival?
A) Yes B) No C) Some times
YES 30
NO 70
SOME TIME 0
Analysis
Interpretation:
A few Number of Employees is saying that they feel to do your duty out of your commitment
to job because of the fear of survival
0
10
20
30
40
50
60
70
Yes No Some time
Series1
Series2

49
4. Do you feel that working atmosphere is friendly in nature at your work place?
A) Agree B) Disagree C) Agree to some extent D) Can’t say
AGREE 80
DISAGREE 20
AGREE TO SOME EXTENT 0
CAN’T SAY 0
Analysis
Interpretation:
More number of Number of Employees is saying that there working atmosphere is friendly in
nature at your work place
0
10
20
30
40
50
60
70
80
1 2 3 4
Agree
Disagree
Agree to some extent
Cant say

50
0
5
10
15
20
25
30
35
40
45
50
Very good Below
Average
Average Low
Series1
Series2
Series3
5. Do you feel that you are having a good rapport with all your peers and superiors?
A) Very good B) Average C) Below Average D) Low
VERY GOOD 50
AVERAGE 30
BELOW AVERAGE 20
LOW 0
Analysis
50 % agreed with the above proposal
20% May or may not
Interpretation:
More number of Number of Employees is saying that feel that you are having a good rapport
with all your peers and superiors

51
0
10
20
30
40
50
60
Yes No Some time Can’t say
Series1
Series2
6. Does In your department work is distributed in a fair manner?
YES 60
NO 30
SOME TIME 20
CAN’T SAY 10
Analysis
20% May or may not
10% Can’t Say
Interpretation:
More number of Number of Employees is saying that the department work is distributed in a
fair manner

52
0
10
20
30
40
50
60
70
80
Yes No Doubtful A) can’t
say
Series1
Series2
7. Do you feel that your job is secured?
A) Yes B) No C) Doubtful D) can’t say
YES 75
NO 15
DOUBTFUL 10
CAN’T SAY 0
Analysis
10% May or may not
Interpretation:
More number of Number of Employees is saying that their job is secured.

53
0
10
20
30
40
50
60
70
80
1 2 3 4
Agree
Disagree
Cant say
8. Do you feel Discipline helps in individual development?
AGREE 75
DISAGREE 15
CAN’T SAY 0
Analysis
10% May or may not
Interpretation:
More number of Number of Employees is saying that Discipline helps in individual
development

54
9. “In the present competitive business scenario there is no external motivation (i.e Discipline
point of view) required, one has to be on his own”. Do you agree?
AGREE 60
DISAGREE 30
CAN’T SAY 0
Analysis
60% Are Agreed with the above Proposal
30% Are Disagreed With the above Proposal
10% Are may or may not
Interpretation:
More number of Number of Employees is saying that they do not need external motivation
for them.
0
10
20
30
40
50
60
A B C D
Series1

55
10. “Technology and better work environment leads to more productivity” Do you agree?
AGREE 60
DISAGREE 20
CAN’T SAY 5
Analysis
15% May or may not
05% Can’t Say
Interpretation:
More number of Number of Employees is saying that Technology and better work
environment leads to more productivity
0
10
20
30
40
50
60
1 2 3 4
Agree
Disagree
Cant say

56
11. Have you been informed about the objectives of your organization?
YES 80
NO 10
SOME TIME 10
CAN’T SAY 0
Analysis
10% May or may not
Interpretation:
More number of Number of Employees is saying that they have been informed about the
objectives of your organization
0
10
20
30
40
50
60
70
80
Yes No Some time Can't say
Series1
Series2

57
12. Whether you are given any incentives / appreciation / rewards by the company will you
do more at your work?
YES 80
NO 10
SOME TIME 10
CAN’T SAY 0
Analysis
80% are agreed with the above proposal
10% are disagreed with the above proposal
10% are agreed with some extent.
Interpretation:
More number of Number of Employees is saying that they are giving incentives /
appreciation / rewards by the company will do more at your work
0
10
20
30
40
50
60
70
80
A B C D
Series1
Series2

58
13. Whether the Discipline is the main motivating factor to you?
AGREE 70
DISAGREE 10
CAN’T SAY 0
Analysis
70% are agreed to the above proposal
10% are disagreed to the above proposal
20% are agreed to some extent
Interpretation:
More number of Number of Employees is saying that the Discipline is the main motivating
factor to Employees.
0
10
20
30
40
50
60
70
A B C D
Series1

59
14. Do you feel that Discipline is more important that financial growth?
AGREE 60
DISAGREE 30
CAN’T SAY 0
Analysis
60% are agree with the above proposal
30% are disagree with the above proposal
10% are agreed to some extent
Interpretation:
More number of Number of Employees is saying that the Discipline is more important that
financial growth
0
10
20
30
40
50
60
A B C D
Series1
Series2

60
15. Whether your work is scheduled by yourself Discipline?
YES 20
NO 70
SOME TIME 10
CAN’T SAY 0
Analysis
20%of employee said “yes” for above proposal
70% of employee said “no” for above proposal
10% are neutral
Interpretation:
More number of Number of Employees is saying that work is scheduled by Employee
Discipline
0
10
20
30
40
50
60
70
A B C D
Series1
Series2

61
16. Are you willing to take additional responsibilities?
YES 60
NO 20
SOME TIME 20
CAN’T SAY 0
Analysis
60 % of employee said “yes” for above proposal
20% of employee said “no” for above proposal
20% are neutral
Interpretation:
More number of Number of Employees is saying that they are willing to take additional
responsibilities in the organization.
0
10
20
30
40
50
60
A B C D
Series1
Series2

62
Table3.28
CHI – SQUARE TEST FOR SIGNIFICANCE
Ho : There is no significant difference between category of workers and their relationship
with superiors.
H1 : There is a significant difference between category of workers and their relationship with
superiors.
Degree of freedom = (Row – 1) x (Column – 1)
= (4 – 1) x (4 – 1)
= 3 x 3
= 9
Level of significance = 5%
Table Value = 5.251
Calculated Value = 16.919
That is, table value is less than calculated value. So we reject Ho
From the chi – square test we get there is significant difference between category of
workers and their opinion about working condition.
Category Excellent Satisfactory Good Poor Total
Management
Professional 28 17 10 5 60
Front office
Staff 20 17 14 5 52
Accountants
20 11 10 5 50
Agents
12 11 10 5 38
Total 80 56 44 20 200

63
Table3.29
CHI – SQUARE TEST FOR SIGNIFICANCE
Ho : There is no significant difference between category of workers and working of trade
union.
H1 : There is a significant difference between category of workers and working of trade
union.
Category Excellent Satisfactory Good Poor Total
Management
Professional
34 10 11 5 60
Front office
Staff
16 17 14 5 52
Accountants 16 9 20 5 50
Agents
10 10 13 5 38
Total 76 46 58 20 200
Degree of freedom = (Row – 1) x (Column – 1)
= (4 – 1) x (4 – 1)
= 3 x 3
= 9
Level of significance = 5%
Table Value = 17.371
Calculated Value = 16.919
That is, table value is greater than calculated value. So we accept Ho
From the chi – square test we get there is no significant difference between
category of workers and the trade policy.

64
Table3.30
ANOVA
Null hypothesis Ho: (Ho there is no significant difference between the advance payment and
experience.)
Alternative hypothesis H1: (there is significant difference between the advance payment and
experience.)
Experience Highly
satisfied
Satisfied Moderately
satisfied
Dissatisfied Highly
Dissatisfied
Total
0-5yr 32 18 13 5 4 72
6-10yr 28 17 14 4 5 68
11-15yr 10 9 5 4 2 30
Above15yr 11 10 5 4 0 30
Total 81 54 37 17 11 200
SST= Sum of squares of all values –T2
/N
=1356.
SSC= (∑x1)2
/n1+((∑x2)2
/n2+.....-T2
/N
=814.
MSC=SSC/c-1=203.5
SSR=(∑x1)2
/n1+((∑x2)2
/n2+.....-T2
/N
=321.6
MSR= SSR/r-1
=107.2
SSE=SST-SSC-SSR
=220.4
MSC=SSE/(c-1)(r-1)
=18.36

65
ANOVA TABLE
Sources of
variation
Sum of squares Degrees of
freedom
Mean squares F
Between
columns
814 4 203.5 FC=203.5/18.36
=11.08
FR=107.2/18.36
=5.83
Between rows 322.6 3 107.2
Residual 220.4 12 18.36
Total 1357 19 ------
Between columns
Degree of freedom=(4,12)
Table value of F=3.26
Calculated value of F=203.5 which is greater than table value 3.26.
So the null hypothesis is accepted. Hence there is nosignificant difference in the mean of the
given samples.
Between Rows
Degree of freedom=(3,12)
Table value of F=3.49
Calculated value of F=107.2 which is greater than table value 3.49.
So the null hypothesis is accepted. Hence there is no significant difference in the mean of the
given samples.

66
Table3.31
WEIGHTED AVERAGE
Perception regarding the employee relation.
Features Perception
level
HS S MS DS Total Wtd:Avg Rank
Wtd:score 4 3 2 1
Bonus Wtd:Score 144 84 48 12 288 2.88 2
Respondents 36 28 24 12 100
PF Wtd:Score 100 96 50 18 264 2.64 6
HRA Wtd:Score 144 75 58 10 287 2.87 3
TA Wtd:Score 120 108 38 15 281 2.81 5
Festival
Allowance
Wtd:Score 128 111 38 12 289 2.89 1
ESI Wtd:Score 120 99 56 9 284 2.84 4

67
Interpretation
Rank1 =Festival Allowance
Rank2 =Bonus
Rank3 =HRA
Rank4 =ESI
Rank5 =TA
Rank6 =Provident fund
Inference
The weighted average findings shows that Festival Allowance and Bonus is ranking first and
second offered by the company. HRA and ESI is ranking third and fourth respectively. On
the other hand, Provident Fund is the last.

68
Table3.32
Correlation of coefficient analysis
Calculation showing the degree of relation ship between age and relation ship with the
superior.
i Xi Yi (Xi- 𝑋
−
) (Yi- 𝑌
−
) (Xi- 𝑋
−
)2
(Yi- 𝑌
−
)2
(Xi- 𝑋
−
)(Yi-
𝑌
−
)
1 40 48 0 28 0 400 0
2 62 28 22 0 484 0 0
3 58 22 18 -26 324 676 468
4 40 22 0 -26 0 676 0
Total 200 120 40 20 808 1752 468
rxy=N∑XY-(∑X)(∑Y)/sqrt(N∑X2
-(∑X)2
sqrt(N∑Y2
-(∑Y)2
=1072/√3072√6608
=1072/4504.53
=0.23
There is close positive correlation between age and relation with the superior.

69
CHAPTER-V
FINDINGS, SUGGESTIONS AND
CONCLUSIONS

70
FINDINGS
In the above perspective, the present chapter makes an attempt to draw some conclusions. It
should be confessed here that the investigator is conscious of the limitations of the study and
the conclusion drawn on the basis of the sample from a single unit cannot be generalized
about the entire manufacturing sector.
The study examines the readiness for employee empowerment in six aspects, namely
effective Communication, Value of people, Clarity, Concept about power, Information and
Learning.
A perusal of data pertaining to combination makes us to conclude that the Executives have
agreed to the effective down ward communication flow, which is a prerequisite for
empowerment.
With regard to value of people, the analysis leads to the conclusion that the Executives give a
reasonable value to the Human Resources in the Organization. However, in respect of
concept about power, they are some what agreed to share the power.
As far as information sharing with lower rungs is concerned, they are very positive.

71
SUGGESTIONS
The conclusions so far drawn from the study tempts to offer the following suggestions for
making the organization ready for empowerment. The conclusions drawn above convince
any body to identify the following areas to chart out training programs for the executives to
make them completely ready for empowerment
1. A general training program covering the importance of and need for employee
empowerment in the light of global competition is to be designed in brainstorming session
involving internal and external experts.
2. The present study identifies the following areas in which training is to be undertaken.
 A training program may be undertaken for Executives in general and to Senior
Executives in particular to convince and make them accept the empowerment concept.
 Executives working in technical areas to be trained effectively in the areas of their role
and interpersonal dependence and relations to make empowerment more fruitful.
 A training program may be undertaken about "Shared Leadership" which brings high
morale and high productivity and makes the empowerment a success.
3. The subordinate staff who is going to be empowered must be ready to take up this
responsibility. A study is to be conducted among the subordinate staff to find out their
readiness to discharge the new roles under this empowerment program. This helps in
identifying the training areas, to make the subordinate staff completely ready for undertaking
empowerment.

72
CONCLUSIONS
One significant conclusion with regards to learning opportunities, which is a basic for
empowerment, is that the executives are favorable and feel that sufficient learning
opportunities should be there for the rank & file.
As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The aspect
wise percentage analysis leads to the conclusion that the organization is somewhat ready for
employee empowerment because the majority of the Executives in almost all aspects are
concentrated in somewhat ready group

73
QUESTIONNAIRE
1.Is the physical working conditions are taken care by superiors?
2. Are you accustomed work under many supervisors for the same nature of work?
3. Do you feel you do your duty out of your commitment to job or because of the fear of
survival?
A) Yes B) No C) Some
4.Do you feel that working atmosphere is friendly in nature at your work place?
5. Do you feel that you are having a good report with all your peers and superiors?
A) Very good B) Average C) Average D) Low
6. In your department work is distributed in a fair manner?
7.Do you feel that your job is secured?
A) Yes B) No C) Doubtful D) can’t say
8. Do you feel Discipline helps in individual development?
9. “In the present competitive business scenario there is no external motivation (i.e.
Discipline) required, one has to be on his own”. Do you agree?
A) Agree B) Disagree C) Agree to some extent D) Cant say
10.“Technology and better work environment leads to more productivity” Do you agree?
11. Have you been informed about the objectives of your organization?
12. Have you been informed about the objectives of your department?

74
13. Whether you are given any incentives / appreciation / rewards / Discipline by the
company, will you do more at your work?
14. Whether the Discipline is the main motivating factor to you?
15. You feel that Discipline is more important that financial growth?
16. Are you willing to take additional responsibilities?

75
BIBLIOGRAPHY
1) P. Subba Rao, Personneland Human Resources Management, Himalaya Publishing
House, 2001.
2) Biswajet Patnayak, Human Resources management, Pentice-Hall Of India-2002.
3) Arun Monappa, Mirza. S. Saiyadain, Personnel Management, Tata Mc Graw-Hill
Publishing Company Ltd, 1998.
4) Annual Reports and Magazines of ultra tech cements.
5) William. B. Werther, Jr. Keith Davis, Human Resources And Personnel,1999
6) Management, Tata Mc Graw –Hill Publishing Company Ltd, 1998.
7) C.R.Kothari, Research Methodology, Vikas Publishing House,2000
8) K. Aswathappa, Human Resource & Personnel Management. The Mc Graw-Hill
companies, 2004.
Websites:www.brint.com/kmwww.gartner.com
www.themanagementor.com
www.google.com
www.hr.com
www.capitaliq.com

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