1. A PROJECT REPORT
ON
Industrial Relations
For
Oil Country Tubular Limited
By
Subhan Mohammad
Roll No. ESCI / PGDM-GEN / 13 / 338
Under The Guidance of
KuldipRai
In partial fulfillment of
POST GRADUATE DIPLOMA IN MANAGEMENT
ENGINEERING STAFF COLLEGE OF INDIA
HYDERABAD
(2013 – 2015)

2. DECLARATION
I hereby declare that project entitled “INDUSTRIAL RELATIONS” is bonafide work
duly completed by me. It does not contain any part of the project or thesis submitted by any
other candidate to this or any other institute of the university.
All such materials that have been obtained from other sources have been duly acknowledged.
Subhan Mohammad
Roll No. ESCI / PGDM-GEN / 13 / 338

3. CERTIFICATE
This is to certify that the Project Report titled “INDUSTRIAL RELATIONS”
submitted by SUBHAN MOHAMMAD in partial fulfilment of Post Graduate Diploma in
Management at Engineering Staff College of India, Hyderabad is a record of bonafide
work carried out by him under my guidance and supervision.
KuldipRai
Guide

4. ACKNOWLEDGEMENTS
I am thankful to Kuldip Rai sir for being my project Guide.
I too express my heart full thanks to my parents and well wishers who helped me in
completing the project.
Subhan Mohammad
ESCI / PGDM-GEN / 13 / 338

5. CONTENTS
Chapter
No.
Chapter description Page No.
I
INTRODUCTION 1-4
II
RESEARCH METHODOLOGY 5-25
III
INDUSTRY AND COMPANY PROFILE 26-47
IV
DATA ANALYSIS AND INTERPRETATIONS 48-66
V
FINDINGS, SUGGESTIONS AND CONCLUSION 67-70
BIBILOGRAPHY AND REFERENCE 71
ANNEXURE
QUESTIONNAIRE 70-72

6. 1
Chapter – I
INTRODUCTION

7. 2
Introduction
a) History of Industrial relations
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
were 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 in 1897 being
the key intellectual work. Industrial relations thus rejected the classical econ.
Institutionally, industrial relations were 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 were formed with a strong problem solving orientation that
rejected both the classical economist 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.
Meaning
The concept of industrial relations means the relationship between employees and
management in the day to day working of an industry. But the concept has a wide meaning.
When taken in the wider sense, industrial relations are the “set of functional independence
involving historical, economic, social, psychological, demographic, technological,
occupational, political and legal variables.”

8. 3
According to Dale Yoder, Industrial Relations are “whole field of relationship that
exists because of the necessary collaboration of men and women in the employment process
of an industry.”
According to the International Labour Organization (ILO), “Industrial Relations
comprise the relationships b/w the state on one hand, employers & employees of
organizations on the other hand and the relationship among occupational organizations
themselves.”
The concept of industrial relations has been extended to denote the relations of the
state with employers, employees and their organizations. The subject therefore includes
industrial relations and joint consultations between employers and work people at their work
place, collective relations between employers and their organizations and trade union and part
played by the State in regulating these relations.
b) Need of the study:
Globalisation brings number of changes to the industries. Among all challenges, the major
challenge is Industrial Relations. Getting co-operation and developing interpersonal skills
became a difficult task to the global corporate, where heterogeneous groups are existed.
Developing countries like India, oil exploration is a major industry, and for this purpose oil
companies are using Tubular pipes for getting oil from its sources. But its production and
productivity purely depends on its Industrial Relations. In this connection, the present study
has been taken up.
c) Importance of Industrial Relations
The healthy industrial relation is a key to the progress and success. Their significance
may be discussed as under.
i. Uninterrupted production
The most important benefit of industrial relations is that this ensures continuity of
production. This means, continuous employment for all from manager to workers. The
resources are fully utilized, resulting in the maximum possible production. There is
uninterrupted flow of income for all. Smooth running of an industry is vital importance for

9. 4
several industries. The o/p of one industry may be I/p to some other industry; hence smooth
functioning of the particular industry also responsible for the performance of the other one.
ii. Reduction in industrial disputes
Good industrial relations reduce the industrial disputes. Disputes are reflections of the
failure of basic human urges or motivations to secure adequate satisfaction or expression
which are fully cured by good industrial relations. Strikes, lockouts, go slow tactics, gherao
and grievances are some of the reflections of industrial unrest which do not spring up in an
atmosphere of industrial peace. It helps promoting cooperation and increasing production.
iii. High morale
Good industrial relations improve the morale of the employees. Employees work with
great zeal with the feeling in mind that the interest of employer and employees is one and the
same, that is to increase production. Every worker feels that he is a co owner of the gains of
industry. The employer in his turn must realize that the gains of industry are not for him
along but they should be shared equally and generously with his workers. In other words,
complete unity of thought and action is the main achievement of industrial peace. It increases
the place of workers in the society and their ego is satisfied. It naturally affects production
because mighty cooperative efforts alone can produce great results.
iv. Reduced Wastage
Good industrial relations are maintained on the basis of cooperation and recognition
of each other. It will help increase production. Wastages of man, material and machines are
reduced to the minimum and thus national interest is protected.
v. Mental revolution
The main object of industrial relation is a complete mental revolution of employees.
It is the business of leadership in the ranks of employers and Government, to work out a new
relationship in consonance with a spirit of true democracy. Both should think themselves as
partners of the industry and the role of workers in such a partnership should be recognized.
On the other hand, workers must recognize employer’s authority. It will naturally have
impact on production because they recognize the interest of each other.

10. 5
CHAPTER-2
RESEARCH METHODOLOGY

11. 6
Research methodology
a) Objectives of the study
1. To study the current industrial relations systems, existed in OIL COUNTRY
TUBULAR LIMITED, Narketpally.
2. To know the status of collective bargaining at the plant level.
3. To examine the current grievance procedure existed in the plant.
4. To study the machinery for prevention and settlement of industrial disputes.
5. Impact of industrial relations on overall efficiency of organization.
b) Scope of the study
The present study is confined to Industrial Relations in OIL COUNTRY TUBULAR
LIMITED, Narketpally. The study covered the current industrial relations system existed in
the company, and employee’s protection and welfare, status of collective bargaining at plant
level, grievance procedure, and impact of industrial relation on overall efficiency of
organisation.
c) Limitations:
1. The main limitation of the study is time constraint.
2. The study is confined to Oil country Tubular Limited, Narketpally.
3. The data which is collected from secondary data may not be reliable always.
4. Findings of this study are based on response in the questionnaire.
d) Methodology followed for data collection
i) Sample size:
For the present study 100 samples are taken on random basis for collecting the valuable
opinions of various categories of employees.

12. 7
ii) LITERATURE
Definitions of the terms used
Employee
 Employee is a person who is hired by another person or business for a wage or fixed
payment in exchange for personal services and who does not provide the services as
part of an independent business.
 An employee is any individual employed by an employer.
 A person who works for a public or private employer and receives remuneration in
wages or salary by his employer while working on a commission basis, brace rates or
time rate.
 Employee, as per Employee State Insurance Act 1948, is any person employed for
wages or in connection with work of a factory or establishment to which the act
applies.
Employer
An employer can be defined from different perspectives as
 A person or business that pays a wage or fixed payment to other person(s) in
exchange for the services of such person(s).
 A person who directly engages a worker or employee in employment.
 Any person who employs, whether directly or through another person or agency, one
or more employees in any scheduled employment in respect of which minimum rates
of wages have been fixed.
Employment
An employment is the state of being employed or having job.

13. 8
Industry
Industrial Disputes Act 1947 defines an industry, as any systematic activity carried on by
cooperation between an employer and his workmen for the production, supply or distribution
of goods or services with a view to satisfy human wants or wishes whether any capital has
been invested for the purpose of carrying on such activity; or such activity is carried on with
a motive to make any gain or profit. Thus, an industry is a whole gamut of activities that are
carried on by an employer with the help of his employees and labours for production and
distribution of goods to earn profits.
Industrial relations
According to J.T. Dunlop, “Industrial relations are the complex
interrelations among managers, workers and agencies of the government”
“Industrial relations can be defined as the relation between management and
union or between representatives of employees and representatives of employers.”
Concept of industrial relations
The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’.
“Industry” refers to “any productive activity in which an individual or group of individuals
are engaged”. By “relations” we mean “the relationships that exist within the industry
between the employer and his workmen.”
The term industrial relations explain the relationship between employees and
management which stem directly or indirectly from union employer relationship.
Industrial relations are the relationships between employees and employers within the
organizational settings. The field of industrial relations looks at the relationship between
management and workers, particularly groups of workers represented by a union. Industrial
relations are basically the interactions between employers, employees and the government,
and the institutions and associations through which such interactions are mediated.
The term industrial relations have a broad as well as a narrow outlook. Originally,
industrial relations are broadly defined to include the relationships and interactions between
employers and employees. From this perspective, industrial relations cover all aspects of the
employment relationship, including human resource management, employee relations and

14. 9
union management or labour relations. Now its meaning has become more specific and
restricted. Accordingly, Industrial relations pertains to the study and practice of collective
bargaining, trade unionism, and labour management relations, while human resource
management is a separate, largely distinct field that deals with Non-union employment
relationships and the personnel practices and policies of employers.
The relationships which arise at and out of the workplace generally include the
relationships between individual workers. The relationships b/w employers and workers have
with the organizations formed to promote their respective interests and the relations between
those organizations at all levels. Industrial relations also includes the processes through
which these relationships are expressed such as collective bargaining, workers participation
in decision making, grievance and dispute settlement, and the management of conflict
between employers, workers and trade unions when it arises.
Features
 Industrial relations are mainly relations between employees and the employer.
 Industrial relations are the outcome of the practice of human resource management
and employment relations.
 These relations emphasis on accommodating other party’s interest, values and needs.
 Industrial relations are governed by the system of rules and regulations concerning
work place and working community.
 The main purpose is to maintain harmonious relations between employees and
employer by solving their problems though grievance procedure and collective
bargaining.
 The government shapes industrial relations through industrial relations policies, rules,
agreements, mediation, awards, acts etc.
 Trade Union is another important institution in the industrial relations.
 Trade union influence and shape the industrial relations through collective
Bargaining.
 Industrial relations develop the skills and methods of adjusting to and cooperating
with each other.
 The important factors of industrial relations are: employees and their organizations,
employer and their associations and Government.

15. 10
Objectives of Industrial Relations
The primary objective of industrial relations is to maintain congenial relations
between employees and employer. The other objectives are
 To promote and develop congenial labour management relations
 To enhance the economic status of the worker by improving wages, benefits and by
helping in evolving sound budget
 To regulate the production by minimizing industrial conflicts through state control
 To socialize industries by making the government as an employer
 To provide an opportunity to the workers to have a say in the management and
decision making
 To improve workers strength with a view to solve their problems through mutual
negotiations and consultation with the management
 To encourage and develop trade unions in order to improve the workers strength
 To avoid industrial conflict and their consequences
 To extend and maintain industrial democracy.
Functions of industrial relations
Functions of industrial relations include
 Communication is to be established between workers and the management in order to
bridge the traditional gulf between the two.
 To establish a rapport between managers and the managed.
 To ensure creative contribution of trade unions to avoid industrial conflicts, to
safeguard the interest of the workers on the one hand and the management on the
other hand, to avoid unhealthy, unethical atmosphere in an industry.
 To lay down considerations which may promote understanding, creativity and
cooperativeness to raise industrial productivity and ensure better workers
participation.
 Good labour management relations depend on employer and trade union’s capacity to
deal with their mutual problems freely, independently and responsibly.
 The trade unions and the employers and their organisation should be interested in
resolving their problems through collective bargaining and if necessary with the
assistance of proper government agency.

16. 11
 Workers and employers of an organization should be desirous of associating with
government agencies taking into considerations with general, social, public and
economic measures affecting employers and workers relations.
Actors in the Industrial relations system
Three main parties are directly involved in industrial relations
Employers
Employers possess certain rights vice versa labours. They have the right to hire and
fire them. Management can also affect workers interests by exercising their right to relocate,
close or merge the factory or to introduce technological changes.
Employees
Workers seek to improve the terms and conditions of their employment. They
exchange views with management and voice their grievances. They also want to share
decision making powers of management. Workers generally unite to form
unions against the management and get support from these unions.
Government
The central and state government influences and regulates industrial relations through
laws, rules, agreements, awards of court etc. It also includes third parties, labour and tribunal
courts.
Factors of industrial relations
Industrial relations are influenced by various factors, viz., institutional factors,
economic factors and technological factors.

17. 12
Institutional Factors
These factors include government policy, labour legislations, voluntary courts,
collective agreement, employee courts, employer federations, social institutions like
community, caste, joint family, creed, system of beliefs, attitudes of works, system of power
status etc.
Economic Factors
These factors include economic organization like capitalist, communist, mixed etc.,
the structure of labour force, demand for supply of labour force etc.
Technological Factors
These factors include mechanization, automation, rationalization and computerization.
Political Factors
These factors include political system in the country, political parties and their
ideologies, their growth, mode of achievement of their policies, involvement in trade unions
etc.
Social and Cultural Factors
These factors include population, religion, customs and tradition of people, race
ethnic groups, cultures of various groups of people etc.
Governmental Factors
These factors include Governmental policies like industrial policy, economic policy,
and labour policy, export policy etc.
Approaches to industrial relations
Industrial relations issues are complex and multifarious. They are the results of social,
cultural, economic, political, and governmental factors. An economist interprets industrial
conflict in terms of impersonal market forces, a psychologist interprets in terms of individual

18. 13
goals, and motives etc. Similarly, a Sociologist interprets from his own viewpoint. But the
study of industrial relations should be from the multidisciplinary approach.
Psychological approach to Industrial Relations
According to psychologists, issues of industrial relations have their origin in the
differences in the perceptions of management, unions and rank and file workers. The
perpetual differences arise due to differences in personalities, attitudes, etc. Similarly factors
like motivation, leadership, group goals versus individual goals etc., are responsible for
industrial conflicts.
Sociological approach to Industrial Relations
Industry is a social world in miniature. Organisations are communities of individual
and groups with differing personalities, educational and family backgrounds, emotions,
sentiments etc. These differences in individuals create problems of conflict and competition
among the members of individual society.
Human Relations approach to Industrial Relations
Human resources are made up of living beings but not machines. They need freedom
of speech, thought, expression, movement and control over the timings. This approach
implies that the relationship between employee and employer is as between two human
beings. The term human relations include the relationship during the out of employment
situations.
Gandhian approach to Industrial Relations
Mahatma Gandhi’s views on industrial relations are based on his fundamental
principles of truth, Non-violence and non possession. Under the principle performance, Non-
violence and truth, Gandhi meant a peaceful co existence of capital and labour. Trusteeship
implies cooperation between capital and labour. Gandhi advocated the following rules to
resolve industrial conflicts
 Workers should seek redressal of reasonable demands through collective action.
 Trade unions should decide to go on strike taking ballot authority from all workers
and remain peaceful and use Non-violent methods.
 Workers should avoid strikes to the possible extent.

19. 14
 Strikes should be resorted to only as a last report.
 Workers should avoid formation of unions in philanthropically organisation.
 Workers should take recourse to voluntary arbitration to the possible extent where
direct settlement failed.
Perspectives of industrial relations
Unitary perspective
In unitary, the organization is perceived as an integrated and harmonious system,
viewed as one happy family. A core assumption of unitary approach is that management and
staff, and all members of the organization share the same objectives, interests and purposes;
thus working together, hand in hand, towards the shared mutual goals. Furthermore, unitary
has a paternalistic approach where it demands loyalty of all employees. Trade unions are
deemed as unnecessary and conflict is perceived as disruptive.
From employee point of view, unitary approach means that
 Working practices should be flexible. Individuals should be business process
improvement oriented, multi skilled and ready to tackle with efficiency whatever
tasks are required.
 If a union is recognized, its role is that of a further means of communication between
groups of staff and the company.
 The emphasis is on good relationships and sound terms and conditions of
employment.
 Employee participation in workplace decisions is enabled. This helps in empowering
individuals in their roles and emphasizes team work, innovation, creativity, discretion
in problem solving, quality and improvement groups etc.
 Employees should feel that the skills and expertise of managers supports their
endeavours
From employer point of view, unitary approach means that
 Staffing policies should try to unify effort, inspire and motivate employees.

20. 15
 The organization's wider objectives should be properly communicated and discussed
with staff.
 Reward systems should be so designed as to foster to secure loyalty and commitment.
 Line managers should take ownership of their team or staffing responsibilities.
 Staff management conflicts from the perspective of the unitary framework are seen as
arising from lack of information, inadequate presentation of management's policies.
 The personal objectives of every individual employed in the business should be
discussed with them and integrated with the organization’s needs.
Pluralistic perspective
In pluralism the organization is perceived as being made up of powerful and divergent
sub group’s management and trade unions. This approach sees conflicts of interest and
disagreements between managers and workers over the distribution of profits as normal and
inescapable. Consequently, the role of management would lean less towards enforcing and
controlling and more toward persuasion and coordination. 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 channelled towards
evolution and positive change. Realistic managers should accept conflict to occur. There is a
greater propensity for conflict rather than harmony. They should anticipate and resolve this
by securing agreed procedures for settling disputes.
The implications of this approach include:
 The firm should have industrial relations and personnel specialists who advise
managers and provide specialist services in respect of staffing and matters relating to
union consultation and negotiation.
 Independent external arbitrators should be used to assist in the resolution of disputes.
 Union recognition should be encouraged and union representatives given scope to
carry out their representative duties
Comprehensive collective agreements should be negotiated with unions

21. 16
Marxist perspective
This view of industrial relations is a by product of a theory of capitalist society and
social change. Marx argued that
 Weakness and contradiction inherent in the capitalist system would result in
revolution and the ascendancy of socialism over capitalism.
 Capitalism would foster monopolies.
 Wages (costs to the capitalist) would be minimized to a subsistence level.
 Capitalists and workers would compete or be in contention to win ground and
establish their constant win lose struggles would be evident.
This perspective focuses on the fundamental division of interest between capital and
labour, and sees workplace relations against this background. It is concerned with the
structure and nature of society and assumes that the conflict in employment relationship is
reflective of the structure of the society. Conflict is therefore seen as inevitable and trade
unions are a natural response of workers to their exploitation by capital.
Role of Human Resource Manager
The role of the Human Resource manager in Industrial relations is that if an
organisation has motivated the competent and trouble free workforce, the credit partly must
go to the Human Resource department. The blame goes to the same department if the
opposite occurs. Through better recruitment and hiring, induction, training and development,
safety and health, remuneration, welfare, communication channels and other practices, the
Human Resource department can contribute to the Quality of Work Life (QWL) of the
employees. Quality of Work Life refers to fair remuneration, safe and healthy environment,
opportunities for growth etc. Better Quality of Work Life leads to motivation and satisfaction.
Motivated and satisfied employees have no reason to indulge in strike.

22. 17
Employer or employee relations
The Industrial Relation relations also called as labour management, employee
employer’s relations. Employer or employee relations refer to the communication that takes
place between representatives of employees and employers. Much of the employee relations
involve employees and employers working together. Indeed, part of the aim of the European
Union's social policy today is to create a system of shared responsibility of employers and
employees for working practices, conditions and other areas of working life.
Discussions between employers and employees typically cover the following areas
 Pay
 Bonuses
 The Work Environment
 Disputes
 Work Schedules
 Grievances
 Health And Safety
 Hours Of Work
 Production Targets.
How to Improve Employee Employer Relationships
The relationship between an employer and its employees is an important factor in the
company's success. Employers will treat their employees with respect and vice versa, if they
all want to succeed and achieve goals. Some companies forget to focus on employee retention
and appreciation, and then they lose productivity. Find out how you can improve employer
and employee relationships and keep your team motivated for the long haul.
Instructions
 Motivate employees by giving them incentives within the workplace. Treat all of your
employees equally and Reward them for their improved hard work.
 Spend time with your employees, many bosses and owners forget the 'little people' that
make it all happen. Sit down and talk with each one of your employees, when you have

23. 18
time and ask if they are happy with their jobs and what improvements they think the
company should make.
 Plan a team building event and ask all your employees to attend including upper, middle
and lower management. Get everyone together as a team and allow them to undergo
various team building and trust creating activities.
 Invite all of your staff and managers to an event in your back yard, if you are an owner or
the CEO of the company.
 Ask your managers to work closely with their teams and to support any issues that come
up or mistakes that might occur. Get everyone working together on finding a solution that
everyone agrees on. If you have to find the solution to a problem, ask everyone to work
on it to find the answer.
Responsibilities in the Employer Employee Relationship
The employer employee relationship should not be looked at simply in economic
terms. It is a significant human relationship of mutual dependency that has great impact on
the people involved. A person’s job or business is highly valued possessions that pervasively
affect the lives of the employees and their families. With stakeholders everywhere, the
relationship is laden with moral responsibilities.
The employer has a moral obligation to look out for the welfare of employees. It is
not a question only of fair payment and good working conditions, there should be a real and
enduring concern for employees. Companies should be loyal to workers as well as
shareholders. Layoffs, plant closings and other dramatic events of this nature should be
handled with caring and sensitivity and as acts of great moral significance. The use of new
euphemisms such as “downsizing” or “right sizing” may make managers feel better about the
decision to terminate jobs, but it does not change anything from a moral perspective.
As already discussed, employees are entitled to be treated fairly and with respect, and
it is the company’s obligation to see that individual managers do not abuse their power or
mistreat their subordinates. Employees should feel free to raise ethical or other issues without
fear of retaliation. Employees are entitled to count on the commitments of the employer
especially about central matters such as pay, raises, and promotions. Employer who chisel
employees, renege on promises, treat them as if they were simply instrumentalities of the
organization’s interests rather than ends in and of themselves fail to meet their moral
responsibilities.

24. 19
Employees also have moral obligations, and they go beyond giving a full day’s work
for a full day’s pay. Loyalty goes both ways. Employees have moral duties to the
organization, co workers, and customers. If an employer were secretly to look for a
replacement for an employee by conducting interviews behind the employee, most employees
would consider that an act of betrayal. “Why didn’t you tell me my job was at risk?” “Why
didn’t you tell me that you were unhappy with my work so I had a chance to improve?” Does
the employee owe the employer less? When an employee, without any notice to an employer
secretly looks for a new job, often covering up interviewing time with deceptions or lies, is
the conduct any less untrustworthy?
When an employer decides to let an employee go, it is generally thought that the
employer should give the employee ample notice or severance pay. But what of the ethics of
the employee who walks into the boss’s office and says, “I have an opportunity I can’t turn
down and they need me to start this Friday”?
Because of the disparity in power, many employees adopt a double standard that gives
them more leeway than they afford the employer. One aspect of this attitude draws on the
doubtful assertions of necessity. Another is the implicit belief that if an offer is too good to
refuse, there is no moral obligation to refuse. It doesn’t take much scrutiny to see that these
are self serving rationalizations. The moral obligations of an employee include loyalty,
candour, caring and respect. The mismatch in economic strength between the employer and
the employee does not change that.
People of character take into account their moral obligations to their employer before
they interview for another job. If they know that their departure will jeopardize the
organization, co workers, customers they should make it clear at the job interview that they
are not available until they have provided a reasonable transition.
If we are not certain how much hardship departure may cause, the principle of respect
suggests that the parties most affected be given an opportunity to participate in a discussion
to suggest the least harmful alternative. Because the employee employer relationship operates
in the context of business, there is a tendency to play by different rules dictated by who has
the leverage and principles of expediency what you can get away with rather than moral
principle.

25. 20
Functional Requirements of a SuccessfulIndustrial Relations Program
The basic requirements on which a successful industrial relations program is based on
Top Management Support
Top Management Support since Industrial relations is a functional staff service; it must
necessarily derive its authority from the line organization. This is ensured by providing that
the industrial relations director should report to a top line authority to the president, chairman
or vice president of an organization.
Sound Personnel Policies
Sound Personnel Policies constitute the business philosophy of an organization and guide it
in arriving at its human relations decisions. The purpose of such policies is to decide, before
any emergency arises, what shall be done about the large number of problems which crop up
every day during the working of an organization. Policies can be successful only when they
are followed at all the level of an enterprise, from top to bottom.
Adequate Practices should be developed by professionals
Adequate Practices should be developed by professionals in the field to assist in the
implementation of the policies of an organization. A system of procedures is essential if
intention is to be properly translated into action. The procedures and practices of an industrial
relations department are the “tool of management” which enables a supervisor to keep ahead
of his job that of the time keeper, rate adjuster, grievance reporter and merit ratter.
Detailed Supervisory Training
To ensure the organizational policies and practices are properly implemented and
carried into effect by the industrial relations staff, job supervisors should be trained
thoroughly, so that they may convey to the employees the significance of those policies and
practices. They should, moreover, be trained in leadership and in communications.
Follow up of Results
A constant review of an industrial relations program is essential, so that existing
practices may be properly evaluated and a check may be exercised on certain undesirable
tendencies, they should manifest themselves. A follow up of turnover, absenteeism,

26. 21
departmental morale, employee grievances and suggestion, wage administration, etc. should
be supplemented by continuous research to ensure that the policies that have been pursued are
best fitted to company needs and employee satisfaction. Hints of problem areas may be found
in exit interviews, in trade union demands and in management meetings, as well as in formal
social sciences research.
The difference between industrial relations and human relations
The term “Industrial Relations” is different from “Human Relations”. Industrial
relations refer to the relations between the employees and the employer in an industry.
Human relations refer to a personnel management policy to be adopted in industrial
organizations to develop a sense of belongingness in the workers improves their efficiency
and treat them as human beings and make a partner in industry.
Industrial relations cover the matters regulated by law or by collective agreement
between employees and employers. On the other hand, problems of human relations are
personal in character and are related to the behaviour of worker where morale and social
elements predominated. Human relations approach is personnel philosophy which can be
applied by the management of an undertaking. The problem of industrial relations is usually
dealt with the three levels of undertaking, the industry at the national level. To sum up the
term “Industrial Relations” is more wide and comprehensive and the term “Human Relations”
is a part of it.
Determining factors of industrial relations Good industrial relations depend on a great variety
of factors.
Some of the more obvious ones are listed below
Economic satisfaction of workers
Psychologists recognize that human needs have a certain priority. Need number one is
the basic survival need. Much of men conducted are dominated by this need. Man works
because he wants to survive. This is all the more for underdeveloped countries where workers
are still living under subsistence conditions. Hence economic satisfaction of workers is
another important prerequisite for good industrial relations.

27. 22
Social and Psychological satisfaction
Identifying the social and psychological urges of workers is a very important step in
the direction of building good industrial relations. A man does not live by bread alone. He has
several other needs besides his physical needs which should also be given due attention by
the employer. An organization is a joint venture involving a climate of human and social
relationships wherein each participant feels that he is fulfilling his needs and contributing to
the needs of others. This supportive climate requires economic rewards as well as social and
psychological rewards such as worker’s participation in management, job enrichment,
suggestion schemes, redressal of grievances etc.
Off the Job Conditions
An employer employs a whole person rather than certain separate characteristics. A
person’s traits are all part of one system making up a whole man. His home life is not
separable from his work life and his emotional condition is not separate from his physical
condition. Hence for good industrial relations it is not enough that the worker’s factory life
alone should be taken care of, his off the job conditions should also be improved to make the
industrial relations better.
Enlightened Trade Unions
The most important condition necessary for good industrial relations is a strong and
enlightened labor movement which may help to promote the status of labor without harming
the interests of management, Unions should talk of employee contribution and responsibility.
Unions should exhort workers to produce more, persuade management to pay more, mobilize
public opinion on vital labor issues and help Government to enact progressive labor laws.
Negotiating skills and attitudes of management and workers
Both management and workers representation in the area of industrial relations come
from a great variety of backgrounds in terms of training, education, experience and attitudes.
These varying backgrounds play a major role in shaping the character of industrial relations.
Generally speaking, well trained and experienced negotiators who are motivated by a desire
for industrial peace create a bargaining atmosphere conducive to the writing of a just and
equitable collective agreement. On the other hand, ignorant, inexperienced and ill trained

28. 23
persons fail because they do not recognize that collective bargaining is a difficult human
activity which deals as much in the emotions of people as in their economic interests.
It requires careful preparation and top notch executive competence. It is not usually
accomplished by some easy trick or gimmick. Parties must have trust and confidence in each
other. They must possess empathy that is they should be able to perceive a problem from the
opposite angle with an open mind. They should put themselves in the shoes of the other party
and then diagnose the problem. Other factors which help to create mutual trust are respect for
the law and breadth of the vision. Both parties should show full respect for legal and
voluntary obligations and should avoid the tendency to make a mountain of a mole hill.
Public policy and legislation
When Government regulates employee relations, it becomes a third major force
determining industrial relations the first two being the employer and the union. Human
behaviour is then further complicated as all three forces interact in a single employee relation
situation. Nonetheless, government in all countries intervenes in management union
relationship by enforcing labour laws and by insisting that the goals of whole society shall
take precedence over those of either of the parties. Government intervention helps in three
different ways
 It helps in catching and solving problems before they become serious. Almost
everyone agrees that it is better to prevent fires than trying to stop them after they
start.
 It provides a formalized means to the workers and employers to give emotional
release to their dissatisfaction.
 It acts as a check and balance upon arbitrary and capricious management action.
Better education
Better education with rising skills and education worker’s expectations in respect of
rewards increase. It is a common knowledge that the industrial worker in India is generally
illiterate and is misled by outside trade union leaders who have their own axe to grind. Better
worker’s education can be a solution to this problem. This alone can provide worker with a
proper sense of responsibility, which they owe to the organization in particular, and to the
community in general.

29. 24
Nature of industry
In those industries where the costs constitute a major proportion of the total cast,
lowering down the labour costs become important when the product is not a necessity and
therefore, there is a little possibility to pass additional costs on to consumer. Such periods,
level of employment and wages decline. This makes workers unhappy and destroys good
industrial relations.
Effects of Poor Industrial Relations
Poor Industrial Relation produces highly disquieting effects on the economic life of
the country. We may enumerate the ill effects of poor Industrial Relations as under
Multiplier effects
Modern industry and for that matter modern economy are interdependent. Hence
although the direct loss caused due to industrial conflict in any one plant may not be very
great, the total loss caused due to its multipliers effect on the total economy is always very
great.
Fall in normal tempo
Poor Industrial Relations adversely affect the normal tempo of work so that work for
below the optimum level. Costs build up. Absenteeism and labour turnover increase. Plants
discipline breaks down and both the quality and quality of production suffer.
Resistance of change
Dynamic industrial situation calls for change more or less continuously. Methods
have to be improved. Economics have to be introduced. New products have to be designed,
produced and put in the market. Each of these tasks involves a whole chain of changes and
this is resisted bitterly if these are industrial conflict.
Frustration and social cost
Every man comes to the work place not only to earn a living. He wants to satisfy his
social and egoistic needs also. When he finds difficulty in satisfying these needs he feels
frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration. They
reduce cordiality and aggravate social tension.

30. 25
Sources of data collection
For the purposed study “INDUSRIAL RELATIONS IN OIL COUNTRY TUBULAR
LIMITED” the data is collected from two major sources i.e..,
a) primary data
b) secondary data
a) Primary data:
The data which is collected for the first time is called primary data. For the present
study, a structured questionnaire was designed to collect the oral opinions of various
categories of employees.
b) Secondary data:
The data which is available in the books of records is called secondary data. For the
present study the secondary data was collected through company records, magazines,
journals, and company websites.

31. 26
CHAPTER-3
INDUSTRYPROFILE
AND
COMPANY PROFILE

32. 27
INDUSTRY PROFILE
Oil Country Tubular Goods
Piping products used in the petroleum industry are referred to as Oil Country Tubular
Goods (OCTG). These are divided into three different categories.
Drill pipe
Casing Pipe
Tubing
Let’s take a deeper look into each of these.
Drill Pipe
Drill pipes are heavy and seamless tubes that rotate the drill bit to assure the
circulation of drilling fluid. Most Oil Country Tubular Goods pipe suppliers offer this product
in their oil field supply. The tool joints are paired with 30ft pipes.
Figure: 1 (Drill pipe)
Casing Pipe
Casings used in oilfield industrial supply are to reinforce the structure of the
hole while drilling. Casing pipe helps to increase the strength and is available as drill pipes,
welded or seamless in a variety of different grades. They are categorized based on the
following characteristics.

33. 28
 Size
 Linear Mass
 Diameter
 Thickness
 Finish
Figure: 2 (Casing)
Tubing
This is the pipe that gas and oil is produced from the well bore during completion
operations. It is used to extract oil and gas. Like drill pipe, tubing joints offered by Oil
Country Tubular Goods pipe suppliers are typically 30ft in length. They have an attached
external thread.
Figure: 3 (Tubing)
To meet the needs for the growing oil and gas prices, St. Louis Pipe and Supply has
developed a department dedicated to any Oil Country Tubular Goods needs. As a top Oil

34. 29
Country Tubular Goods pipe supplier, we’ve set high standards for our vendors in order to
meet the specific needs in specialized drilling markets.
Oilfield products
Oilfield products are used in oil exploration and drilling. Here is a list of a few of our
products offered in our oilfield industrial supply:
American Petroleum Institute C90
Typically used in sour condensate, this is an API controlled yield strength
grade with required extensive hardness testing.
American Petroleum Institute C995
This is not used in sour wells and does not include a hardness requirement.
American Petroleum Institute T95
Similar to the previously mentioned API C995, this is used in sour condensate
wells, and requires extensive hardness testing.
American Petroleum Institute K55
Commonly used in casings conforming to API specification 5CT, these are
general purpose pipes.
American Petroleum Institute J55
These are general purpose pipes used primarily for tubing application with a
lower minimum strength conforming to API specification 5CT.
We also offer general drill pipes, casing pipes and tubing conforming to API
standards for deep well drilling as well as oil field supply. You may find what you’re looking
for in our complete list of available Oil Country Tubular Goods tubing and casings.
This is a term that is a holdover from the early days of the oil business. It refers
mainly to casing and tubing but also can refer to line pipe and other pipe used in producing or

35. 30
transporting gas and oil. Casing is the pipe that is used while drilling the well. It is placed in
the well, cemented in place, and is what keeps the hole from sloughing in while drilling or
producing. It “cases” the open hole. It comes in sizes ranging from 30” to 3 ½” in diameter.
Usually several “strings” of casing are using in each well.
Tubing is the pipe that is inserted in the well during well completion operations. This
is the pipe by which the oil and gas flows to the surface. It is frequently removed from a well
during work over or completion operations. Tubing comes in sizes from 4 ½” to 1 ½”
diameter. Casing and tubing each use special connectors in order to screw the joints together.
These connectors are called connections and come in all types of sizes and thread profiles
depending on the intended use.
A joint of tubing or casing is made up of the “tube” and the “connection.”
Connections are sometimes separate items called couplings or they can be integral or a part of
the tube. Again, the intended use dictates that type of connection. Line pipe is a separate type
of tube from tubing and casing. Line pipe is what makes up a pipeline. Braces are connected
together by welding. Line pipe is less expensive and less rigorously used than tubing or
casing. Companies that manufacture these items are US Steel, Ternaries, Vellore, and
Subatomic Steel.
Global Oil Country Tubular Goods Market Analysis
The global market for oil country tubular goods has grown at a notably strong rate
over the past few years, mainly because of the surging demand for oil and natural gas coupled
with their rising prices which have resulted in increased investment in the energy exploration
and production activities. Global demand for oil or energy is anticipated to increase from
2,000 million tons of oil equivalent to 16,800 in 2030. About 93% of this increase in demand
is expected to come from key emerging markets by China and India.
The demand of Oil Country Tubular Goods rose significantly as drilling activity
increased in response to the rising prices of oil and gas. As a result, producers favoured
increased Oil Country Tubular Goods output over standard and line pipe. The oil and gas
drilling remains strong although there have been some signs of slowing. As a result of the
increase in the demand for energy across the globe, especially within the emerging
economies, a rise in the number of oil and gas exploration projects is expected and that would
boost the demand for the Oil Country Tubular Goods.

36. 31
At present, the majority of energy demand is resulting from the transportation
industry and industrialization in emerging economies, especially China and India, which are
experiencing a strong increase in national wealth due to improving economy. These are few
of the factors that are fuelling the demand of energy, and driving the global Oil Country
Tubular Goods.
The present report offers an analysis of the global Oil Country Tubular Goods market.
It also discusses major market trends, growth drivers, and major challenges faced by this
market. The report also presents the competitive structure of the industry and profiles major
players in the Oil Country Tubular Goods market including TENARIS, SUMITOMO
METAL INDUSTRIES and VALLOUREC.
Further, we have predicted the future growth of the global Oil Country Tubular Goods
market size by combining SPSS Inc.'s data integration and analysis capabilities with our
relevant findings. We employed various significant variables that have an impact on this
industry and created regression models with SPSS to determine the future direction of the
industry.
Outlook on the global Oil Country Tubular Goods market
Global Oil Country Tubular Goods suppliers have witnessed an almost unprecedented
bull run over the past three years as surging oil and natural gas prices have resulted in rising
investment in energy exploration and production. The vast majority of pipe producers have
seen record profits in the past two years, with Oil Country Tubular Goods providing the
greatest margins, the average cost of producing and selling an Oil Country Tubular Goods
pipe can be as low as 50 to 60 percent of the price at today's elevated levels. Prices have
surged past previous cyclical peaks and have more than doubled compared with averages
through the past three decades.
Oil Country Tubular Good consumption growth rate has averaged 15 percent per
annum since 2003. With much of the easily available oil and gas already extracted, the
investment has been in higher cost offshore areas, in more difficult geographic locations and
in more complex geological formations, often involving the extraction of more corrosive
products. This has served to give the Oil Country Tubular Goods market a sustained period of
high demand growth as oil and gas wells become increasingly complex and pipe intensive as
a result.
The total level of Oil Country Tubular Goods in a well varies greatly a shallow
onshore well of 6,000ft may use as little as 150 tonnes of Oil Country Tubular Goods pipes

37. 32
and couplings, while an offshore well of 12,000ft will use 700 tonnes. Meanwhile directional
deep wells (non vertical) can use between 700 and 1,500 tonnes of Oil Country Tubular
Goods pipes and couplings. The implication of deeper wells, possibly in corrosive
environments, is not just for a greater tonnage of pipe. The pipe must also have greater
capabilities and a continuing trend has been witnessed around the globe for higher American
Petroleum Institute (API) grades of pipe to be used.
The pipes used in deeper wells are likely to require higher tensile strength to cope
with the added weight and pressure. Higher grades of pipe also provide corrosion resistance.
The key change in demand for types of Oil Country Tubular Goods pipe is the increase in
demand for heat treated grades of pipe, something that has seen these grades of pipe increase
in price by more than the non heat treated grades due to a worldwide shortage. We estimate
that heat treated grades accounted for 45 percent of total demand globally in 2006, varying by
region.
The sharp rise in Oil Country Tubular Goods consumption over the last three years
has pushed up production rates. With the exception of China, this has been achieved via
higher utilization at existing facilities and not from new capacity. This has resulted in
bottlenecks through the production process, rising lead times and higher prices. High
producer profit margins have attracted new entrants to the sector. We has identified a
potential additional 5 million type of seamless Oil Country Tubular Goods capacity and
300,000 type of welded Oil Country Tubular Goods capacity coming on stream over the next
five years. This is approximately a 50 percent increase in output from current levels. The
question becomes can consumption growth keep up. The answer is no.
While we are bullish on overall demand levels and very bullish on higher heat treated
material demand, we believe the rate of growth in demand will slow from current double digit
levels. Supply growth is expected to exceed demand growth from 2007 onwards, which will
apply downward pressure on prices. While initially this will be in commodity grades, a
majority of the expansion in capacity includes heat treatment facilities, and margins in these
grades will also come under pressure. We believe that the peak in commodity grade Oil
Country Tubular Goods prices is past. But high quality, alloy, heat treat grade demand (that is
13Cr and proprietary grades) will almost double in the next five years and there are only a
limited number of producers. Prices will therefore be protected here and show upward
momentum.
The major importing regions are NAFTA, the Middle East and Africa. The rig count
in North America has stabilized and there has been a structural fall in Canadian drilling as

38. 33
investment moves to the oil sands and away from conventional drilling. While rig counts will
remain at high levels, consumption growth of Oil Country Tubular Goods will slow to a
regional forecast of 1.6 percent annual growth for the next five years. The Middle East has
seen explosive growth in demand doubling over the last three years alone. This will continue
for the next 2 to 3 years, but is expected to slow again after 2010 as the Saudis and others are
aiming to build more oil production capacity than they need, so less investment will be
required after 2010.
Even growth in secondary markets such as Iraq and Iran will have less of an impact
due to the shallow depth of oil in those locations. Africa is the hidden gem of the Oil Country
Tubular Goods market. It consumes almost as much Oil Country Tubular Goods as the
Middle East and has the potential to grow to even higher levels as offshore exploration in
Nigeria and Angola and other West African nations soars. We believe that distributors and
processors will increasingly be required to have on the ground support facilities here in the
future.
The CIS is the second largest Oil Country Tubular Goods market outside North
America and we are forecasting average annual growth in demand of 6.1 percent. Yet supply
growth (from the likes of TMK and Maxi) will dramatically exceed this, and exports will
have to rise. Meanwhile, the area of fastest demand growth, the Caspian, is increasingly
penetrated by the Tier 1 global suppliers who are leveraging their high quality products and
relationships with international oil and gas companies to gain market share. European
demand is forecast to be flat to negative as mature fields are not replaced, while Asia (outside
China) will also see limited growth. Latin American growth will remain high (a forecast 9.8
percent annual average growth) but the expansion at VALLOUREC in Brazil will mean that
the region will continue to export. That leaves China.
In the last three years it has gone from a net importer to an exporter of more than 1
million tonnes in 2006. The major producers (BAOSTEEL, TPCO, Henan Hengyang and
PANGANG) are adding 1.5 million type of capacity in the next 3 years, and these producers
are not only increasing volumes, but also moving up the value chain. Even with a reduced
rebate, these suppliers still have profitable margins to aim at in mature markets. While
producers in those mature markets will have access to trade protection, they will have to
prove injury and that will only come about after a price decline.

39. 34
COMPANY PROFILE
Background
Oil Country Tubular Limited is a public limited company incorporated under the
companies Act 1956. Its registered office is housed at 108, Kanchenjunga complex, king koti
road, Hyderabad. The company has setup an engineering industry at shreepuram, in
yellareddygudam gram panchayat limits of graded seamless pipes, tool joints and coupling
and converting them into tubular good suitable for ready use in oil producing countries world
over.
 The company has obtained certification for its quality products and procedures from
International Standards Organization (ISO).
 American Petroleum Institute (API) and is permitted to use their monogram on the
goods produced by the company as the symbol by oil exploration and refining
industries for drilling, tubing and casing of oil wells and stabling and connecting oil
storage and supply lines.
The management of the company is vested in the hands of board of directors with
 Sri k. Suryanarayana as the managing director,
 Sri k. Joshi as the director technical and
 Sri Sridhar kaminani as director international operations and also in change of factory
management.
The management has delegated their authority and functions to a dedicated team of
professional personnel appointed at different levels ranging from general manager to shift
engineer. The policy decision of the board are given practical shape by departmental in
chares who are designated managers and the policy decisions are religious integrated and
constantly pursued at all levels.
Oil Country Tubular Limited mission or caption is committed to total quality and
customer satisfaction. The company operations are
 Processor of Drill Pipe or Tool Joints
 Processor of Heavy Weight Drill Pipe or Drill Collars
 Processor of Casing and Tubing
 Manufacturer of Couplings or Pup Joints or Subs or Cross Over’s
 Oil Field Services and Accessories
 Reconditioning of Drill Pipe

40. 35
 API and Premium Connections
Committed To Total Quality And Customer Satisfaction
An ISO 9001 : 2008 Company
Figure: 4 (Products after finishing process)
Company profile
Oil Country Tubular Limited (OCTL) is one of the leading companies in the world
processing a range of Oil Country Tubular Goods required for the Oil Drilling and
Exploration Industry. Oil Country Tubular Limited is located near Hyderabad city, India, and
is a unique facility in the World. Oil Country Tubular Limited has earned worldwide
recognition for the Quality of its products and services. Innovation and Technical Excellence
are the driving spirit behind Oil Country Tubular Limited and the overriding focus at Oil
Country Tubular Limited is on the quality of its products and services.
At Oil Country Tubular Limited, the complete processing activity is concentrated in a
single unique integrated Plant located at Narketpally and with Corporate Headquarters in
Hyderabad, India. The facilities include Upsetting, Heat Treatment, Non Destructive Testing,
Metallurgical Laboratory, Gaging and Calibration Laboratory, Tool Joint and Coupling
Threading, Casing and Tubing Threading, Friction Welding of Drill Pipe, Hydrostatic Testing
and Internal Plastic Coating of Tubular.
Oil Country Tubular Limited's wide product range covers Drill Pipe, Heavy Weight
Drill Pipe, Drill Collars, Production Tubing, Casing, Tool Joints, Couplings, Pup Joints,
Nipples, Subs, and Cross Over’s.
Oil Country Tubular Limited’s Oil Field Accessories include Rotary Subs, Lift Plugs
and Lift Subs, Cross Over’s (Drill Pipe to Drill Collar or Drill Collar to Drill Collar),
Stabilizer Sleeves, Welded Blade Stabilizers and Integral Stabilizers and Cast Steel Lifting
Bails.

41. 36
Services include Tool Joint hard banding, Make and Break of Tool Joints, Internal
Plastic Coating of Drill Pipe and Tubing, Reconditioning of Drill Pipe, Re threading of Drill
Pipe, Tubing and Casing, and Field Inspection of Tubular.
Oil Country Tubular Limited can also manufacture and supply in large numbers
finished Tool Joints and API Couplings for Tubing and Casing of all grades.
Oil Country Tubular Limited has been assessed and certified by the American
Petroleum Institute Quality Registrar (APIQR) as being in compliance with ISO 9001:2008
Quality Systems.
Vision
OCTL has earned worldwide recognition for the Quality of its products and services.
Innovation and Technical Excellence are the driving spirit behind OCTL and the overriding
focus at OCTL is on the quality of its products and services. OCTL's wide product range
covers Drill Pipe, Heavy Weight Drill Pipe, Drill Collars, Production Tubing, Casing, Tool
Joints, Couplings, Pup Joints, Subs, and Cross Over’s.
Mission
Our mission is “Committed to Total Quality and Customer Satisfaction”.
Figure: 5 (Company logo)

42. 37
Company Philosophy
The Company's policies, practices and philosophy adopted since inception, are in line
with the Corporate Governance. The composition of Board of Directors is well balanced with
a view to manage the affairs of the Company efficiently and professionally. The Company's
philosophy is to produce OCTGs of high quality conforming to the international standards
and provide satisfaction to all stakeholders including customers, shareholders and employees.
Quality policy
Oil Country Tubular Limited was established to meet the growing worldwide demand for Oil
Country Tubular Goods of the highest quality by ensuring compliance with American
Petroleum Institute Specifications and the Oil Country Tubular Limited Standards. Oil
Country Tubular Limited endeavours to provide the best products and services to meet the
exacting needs of its customers.
Objectives
 To Produce and market quality products
 To retain and enhance our reputation as a leading manufacturer of Oil
Country Tubular Goods of the highest quality
 To Maximize operational efficiency to increase quality and productivity
Quality is of paramount importance at Oil Country Tubular Limited. In the pursuit of
this goal, the Oil Country Tubular Limited Quality Assurance Program actively involves
personnel at all levels, in the continuing effort to produce the highest level of quality products
consistently. At Oil Country Tubular Limited, Quality is a continuous process and is
embedded in every event, right from the receipt of the Customer Order, procurement of raw
materials, processing and shipment of the finished products.
The Customer Order is reviewed for all the specifications and special customer
requirements and is translated to manufacturing documents. The incoming raw materials
procured only from high quality API Mills, approved by Oil Country Tubular Limited, are
checked for chemistry and dimensional parameters with the raw material specifications of Oil
Country Tubular Limited, prior to processing.
During each of the processing stages, strict quality controls are performed to ensure
the highest levels of Quality and full compliance with the specified requirements. The best

43. 38
controls, testing, inspection concepts, and practices are integrated into the system. The
inspection procedures are designed to detect imperfections, assess their severity and assure
that all products comply with the specified standards. These include mechanical and
metallurgical testing, non destructive testing for possible longitudinal and transverse defects,
wall thickness, and steel grade verification, pipe hardness, drift, and hydrostatic testing,
magna flux and ultrasonic inspection and threading inspection.
To accomplish this, the facility is equipped with the latest testing and inspection
equipment's, metallurgical laboratory including ARL Spectrometer for chemical analysis, and
metrology laboratory for gages and tooling control. A complete set of Master and Working
Gages are maintained and the calibration of the gages is strictly scheduled for verifying
working gages against master gages, as well as all the inspection, measuring, and testing
equipment. The Oil Country Tubular Limited Quality Analysis Program provides complete
process and product traceability for each pipe, starting from the raw material stage through
finishing. A unique product number is die stamped on every product to ensure complete
traceability. At any time, the Customer can be provided with a comprehensive account of his
product.
Products
 Drill Pipe
 Tubing
 Heavy Weight Drill Pipe
 Casing
 Drill Collars
 Accessories
Services
Services providing
 Tool Joint Hard facing (Smooth® or Super Smooth® or CASING PLUS® or
ARMACOR MTM or ARNCO 200XTTM),

44. 39
Figure: 6 (Tool Joint Hard facing)
Make and Break of Tool Joints, Internal Plastic Coating of Drill Pipe and Tubing,
Figure: 7 (Internal Plastic Coating)
 Reconditioning of Drill Pipe,
 Re threading of Drill Pipe,
 Tubing and Casing and Field Inspection.
Figure: 8 (Field Inspection)
Manufacturing process
The manufacturing process begins with the procurement of seamless pipes, tool joint
and couplings manufactured elsewhere.
 Upsetting pipe end for increasing wall thickness
 Heat treatment to improve mechanical and metallurgical properties of the pipes
 Machining tool joints and coupling by internal and external threading
 Welding tool joints and couplings to pipes ends.
 External and internal grinding at weld surface joints.

45. 40
 Internal coating and external painting to protect from corrosion and give aesthetic
look to the goods.
 Packing and forwarding are the manufacturing and allied processes undertaken at
OCTL factory.
The investment on machinery and equipment is to a tune of 70 cores in the year 1987.
The purpose of making such a huge investment on machinery and equipment is to make the
industry “pollution free”.
The main features of machinery and equipment
 The machines installed in the factory are sophistically and upon the electronically
controlled computerized system.
 The furnaces installed work on smokeless LPG burners.
The factory environs
 The factory is situated shreepuram, Narketpally and Nalgonda district. National
highway 9, 86 kilometres away from Hyderabad (86) and 22 kilometres from
Nalgonda town.
 The factory is spread over in 60 acres of the construction of buildings and sheds
ensured free flow of air and ventilation.
 One third of the total and maintain greenbelt in all seasons.
The present study is closely linked with the organizational set up and functions of
personnel department of OCTL. Hence it is relevant to focus attention on this aspect.
Personnel policy
The importance of human resource in attainment of the corporate objectives is well
recognized at Oil Country Tubular Limited and the management views at the human
resources as the most valuable of all the other assets of the organization.
The personnel policy of the company is
 To attract and secure the services of competent and capable or potentially competent
and capable personnel.
 To provide maximum scope for the individual development within the organizations.
 To retain at all times an adequate number of contented personnel and optimum
utilization of human resources.

46. 41
In conformity with the companies personnel policy, the objectives of
 Recruitment
 Induction or orientation
 Training
 Appraisal
 Health and safety
 Welfare functions
 Industrial relations
 Employee discipline or maintenance of discipline and
 Quality of work life
Shall initially be laid down and may be modified altered, amended or rectified
subsequently from time to time as required.
Health and safety policy
 This policy of Oil Country Tubular Limited operates in a manner designed to protect
the health and safety of its employees and other members of the community in which
the factory carries on its production activities.
 Health and safety is a personnel responsibility of every employee and enforcement of
health and safety rules and regulation is a line responsibility and executive at all levels
are accountable.
 In accordance with this policy Oil Country Tubular Limited administration at factory,
Designs, constructs, operates, maintains and managers its operation.
 To prevent unacceptable risk to human health.
 To provide work place free of recognized safety hazards.
 Complies with all applicable statutory, governmental and internal health and safety
through training and awareness programmers.
 Establishes and communicates standards on the health and safety through training and
awareness programmers.
 Encourages the participation of employees at all the level in health and safety
programmes and activities.
 Monitors, evaluates and reports to the management on periodic basis the health states
and safety programmers.

47. 42
ORGANIZATION CHART OF OCTL

48. 43
INDUSTRY RELATIONS AT OIL COUNTRY TUBULAR LIMITED
Industrial relations are governed by the rules and regulations; they are structured relations
between employees and employer. In Oil Country Tubular Limited factory there are two sets
of rules, applicable two categories of employees.
Applicable, rules of employees
RULES APPLICABILITY
Certified standing orders under
industrial employment standing
orders act. 1946
All the as a defined under I.D act excluding
clerical and supervisory staff irrespective of their
salaries.
General services conduct rules,
discipline and appeal rules.
Employees other than those governed by standing
orders as stated above.
Industrial relations in Oil Country Tubular Limited factory are cordial and peaceful
and it is attributable mainly the fact that workmen and managerial personnel are fully aware
of the rules, regulations and the consequences that may be fall on the event of any deviance
or violation of such rules. To bring about such awareness particularly among the workmen,
the employee’s relations wing of personnel and administrative department constantly
endeavors. It is relevant to quote some of functions of the employee relation wing of
personnel and administrative departments as gathered for the departmental procedure manual.
Industrial Relations
In an organization maintenance of co-ordination and good relations are very
important. The management should listen to the employee problem with patience and they
should not postpone problem to solve it. They should not criticize the employees and
behaviour of the employees. To solve the problem grievance settlement procedure will follow
in 3 steps to find solution immediately.

49. 44
Any matter pertaining to the complaint affecting one or more individuals or workmen
in respect of his or her wage payment, overtime, wage, leave, confirmation, transfer,
promotion, increment, seniority, work assignment, working conditions, welfare provisions,
salary advances and interpretation of service agreement form into grievances. Workmen of
Oil Country Tubular Limited will be eligible for redressal of grievances by adopting the
following three tier procedure.
Stage 1
 An aggrieved employee is expected to present his or her grievance verbally or in
writing to his immediate shift engineer or supervisory who will give a patient hearing
to the workmen and will do justice as per the fact and circumstances of each
individual’s case. In no case will he delay his decision beyond 48 hours (two days)
from the time grievances are brought to his knowledge.
Stage 2
 If the employee is not satisfied with the decision of the immediate shifts in charge or
engineer or supervisory, he or she must present his grievance in from G 1 and within
one week of the act of grievance or complaint arise or took place or come to his or
her knowledge. He or she will present his or her grievance in from G 1 to his or her
departmental head or the in charge of the shop as the case may be.
 The departmental head or in charge will inquire into the matter and counsel the
employee concerned or he may enlist the services of the P and A department for
inquiring into the matter.
 Grievances at stage 2 will, as far as possible, be disposed off within seven (7) days of
the presentation of the complaint.
Stage 3
If the employee is not satisfied with the decision communicated to him by the head of
the department or in charge of the shop as the case may be, or fails to receive an answer
within a reasonable period, he or she may request the Head of department or in charge of the
shop concerned to forward the grievance to the Sr. manager (P and A) for processing and, if
necessary to place it before the director in from G 2.
No appeal will lie to the director unless a prima facie exists or the issue of sustainable
nature shall be decided by the sr. manager (P and A) and his decision in this regard shall final

50. 45
and binding. On being satisfied that there is a prima facie case or the issue involved is of
substantial nature, the Sr. manager (P and A) will take up the case to the knowledge of the
director and the settled once for all. A grievance at stage 3 will be disposed of within ten days
of its presentation to the sr. manager (P and A) through the Head of department or the in
change of concerned shop.
The below explained points will show, how employee needs full filled & best industry
relations possible even in the absence of unions within the eco-friendly atmosphere.
 Factory level settlements
 Maintaining discipline in the industry
 Employee removing occur with standard reasons only
 Grievance settlements immediately
 Maintain of high morals, values.
 To enhance the moral of employee, motivated towards good attitude
 Management co-operation for personnel needs.
 The financial co-operation to self-development
 Medical facilities & canteen, super market, gas, transport facilities are provided.
 The job satisfaction is increasing with these points
 Clear job responsibility
 Welfare facility
 Work place environment conditions
 Employee treatment
 Job reorganization
 Role clarity
 Motivation is given to achieve the goal.
 Encouragement will be given to higher studies by giving promotions.
 More skills are plod by management
 Good habits are motivated
These steps are taking to improve industrial relations in the organization. Personnel (P) and
Administrative (A) departments also play a vital role in the organization to maintain the
employee and organization rules and norms. Some of them are:
 Security check at the entrance gate.
 Maintaining proper records i.e. employee attendance etc
 Punishment for the absenteeism without proper reason.

51. 46
 Physical attendance taken by the manager through traditional method like checking
for ID card, thumb impression etc
 Passing prior information to supervisor before leaving from the work place
 Perfect Schedules are maintained i.e. for machines and labor
 For the Safety system along with the training classes, safety classes, Color blindness
medical checkup are conducted every year.
 For safety measures helmets, hand gloves, shoes, uniform, ID card compulsory.
Helmets are in different colors
 yellow for contract employees
 blue for operators
 white for Sr. executives
 Maintaining first aid kit and tool box with supervisor
Employee relations wing
 Interpretation and implementation of services conduct, discipline and appeal rules
applicable to executives, supervisors and staff and standing orders in respect of other
employees
 Maintenance of cordial relations with employees, trade unions or associations, of
employees including joint consultation.
 To draw and implement grievances settlement procedure. Administration of rewards
and recognition.
 To promote measures for involvement of workers participation in bipartite
committees and to improve upon employees morale.
 Collective bargaining agreements and their interpretation and enforcement.
 Determination and fixing pay scales, special allowances etc.,
 Handling disciplinary cases
 Diagnosing the industrial relations problem and to take preventive measures to
ensures industrial peace and harmony and uninterrupted production.

52. 47
Agreements
Two agreements covering the period of last eight years which were mutually arrived
at by and between .The management and their workmen through negotiations in bi-partite
process .An examination of these agreements would reveal that both management and
workmen have reconciled their differences in an atmosphere of mutual trust and good will
and arrived at these agreements.
Generally agreements are reviewed for every three years and last agreements were
signed in May 1999 which came in effect retrospectively from 1st April 1999. Moreover,
these collective bargaining agreements have been properly interpreted and sincerely
implemented by the parties there to.
In Grievance settlement Indian labour conference, a tripartite body consisting of
representation of
 Employees
 Workmen
 The government
These evolved a model grievance settlement procedure in its 16th session held in 1958.
The procedure adopted in Oil Country Tubular Limited factory fulfils all the pre-requisite of
a standard grievance procedure and is in conformity with the model grievance procedure
suggested by the Indian labour conference.
Oil Country Tubular Limited recognizes the fact that effective grievances redressal
system is a SINE QUA NON for furthering peaceful industrial relations and improving the
morale of the employees. Oil Country Tubular Limited has therefore, adopted the following
grievances settlement procedure and Oil Country Tubular Limited employees may get their
grievances expeditiously redressed by following the three tier procedure.
The work permission should be given to only seniors. Before going confined area,
closed areas that should be inform to HR and safety in charge should give work permit.

53. 48
CHAPTER-4
DATA COLLECTION AND ANALYSIS

54. 49
1) Do you know the concept of Industrial Relations?
Table – 1
Opinion No of respondents % of Respondents
Agree 65 65
Strongly Agree 25 25
Can't Say 10 10
Disagree 0 0
Strongly Disagree 0 0
Total 100 100
Chart – 1
Interpretation:
From the above analysis 65% of respondents are agreed, 25% are strongly agreed and 10%
respondents can’t say about the above statement.
65
25
10
0 0
100
65
25
10
0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

55. 50
2) Employees, Employers and government are the players of industrial relations system?
Table – 2
Opinion No of respondents % of Respondents
Agree 25 25
Strongly Agree 70 70
Can't Say 5 5
Disagree 0 0
Strongly Disagree 0 0
Total 100 100
Chart – 2
Interpretation:
From the above analysis 25% of respondents are agreed, 70% are strongly agreed and 5%
respondents can’t say about the above statement. Therefore most of the respondents felt that
Employees, Employers and government are the players of industrial relations system.
25
70
5
0 0
100
25
70
5
0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

56. 51
3) You have the clarity of work that you do.
Table – 3
Opinion No of respondents % of Respondents
Agree 20 20
Strongly Agree 80 80
Can't Say 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 100 100
Chart – 3
Interpretation:
From the above analysis 20% of respondents are agreed, 80% are strongly agreed about the
above statement. Therefore most of the respondents had the clarity of work they do.
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

57. 52
4) You have the cordial relations with your superiors and sub-ordinates.
Table-4
Opinion No of respondents
% of
Respondents
Agree 10 10
Strongly Agree 90 90
Can't Say 0 0
Disagree 0 0
Strongly
Disagree 0 0
Total 100 100
Chart-4
Interpretation:
From the above analysis 10% of respondents are agreed, 90% are strongly agreed about the
above statement. Therefore most of the respondents had the cordial relations with their
superiors and sub-ordinates.
10
90
0 0 0
100
10
90
0 0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

58. 53
5) Your opinion is involved in decision making.
Table-5
Opinion No of respondents
% of
Respondents
Agree 60 60
Strongly Agree 0 0
Can't Say 20 20
Disagree 20 20
Strongly
Disagree 0 0
Total 100 100
Chart-5
Interpretation:
From the above analysis 60% of respondents are agreed, 20% can’t say and 20% disagreed
about the above statement.
60
0
20 20
0
100
60
0
20 20
0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

59. 54
6) You have the freedom to exercise on your sub-ordinates for getting the work done.
Table-6
Opinion No of respondents
% of
Respondents
Agree 80 80
Strongly Agree 20 20
Can't Say 0 0
Disagree 0 0
Strongly
Disagree 0 0
Total 100 100
Chart-6
Interpretation:
From the above analysis 80% of respondents are agreed, 20% are strongly agreed about the
above statement. Therefore most of the respondents had the freedom to exercise on their sub-
ordinates for getting the work done.
80
20
0 0 0
100
80
20
0 0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

60. 55
7) Do you have the grievance cell?
Table-7
Opinion No of respondents
% of
Respondents
Yes 100 100
No 0 0
Total 100 100
Chart-7
Interpretation:
From the above analysis most of all respondents responds 100% regarding their grievance
cell about the above statement.
100
0
100100
0
100
0
20
40
60
80
100
120
Yes No Total
No of respondents % of Respondents

61. 56
8) How many days will be taken by the management in solving the grievance from problem
presentation?
Table-8
Opinion No of respondents
% of
Respondents
1 week 5 5
2 weeks 85 85
3 weeks 10 10
4 weeks 0 0
5 weeks and
above 0 0
Total 100 100
Chart-8
Interpretation:
From the above analysis 5% of respondents told that 1weekdays will be taken by the
management in solving the grievance from problem presentation, 85% of respondents 2weeks
and 10% of respondents 3 weeks for the above statement.
5
85
10
0 0
100
5
85
10
0 0
100
0
20
40
60
80
100
120
1 week 2 weeks 3 weeks 4 weeks 5 weeks and
above
Total
No of respondents % of Respondents

62. 57
9) Existence of trade union in Industrial premises leads to providing good working conditions
and solves various employee related problems.
Table-9
N0.
Opinion No of respondents
% of
Respondents
Agree 10 10
Strongly Agree 0 0
Can't Say 40 40
Disagree 50 50
Strongly
Disagree 0 0
Total 100 100
Chart-9
Interpretation:
From the above analysis 10% of respondents agreed, 40% of respondents can’t say and 50%
of respondents disagree about the above statement.
10
0
40
50
0
100
10
0
40
50
0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

63. 58
10) You have the complete idea about the laws that will protect you in your work place.
Table-10
Opinion No of respondents
% of
Respondents
Agree 60 60
Strongly Agree 5 5
Can't Say 10 10
Disagree 25 25
Strongly
Disagree 0 0
Total 100 100
Chart-10
Interpretation:
From the above analysis 60% of respondents agreed, 5% of respondents strongly agreed, 10%
of respondents can’t say and 25% of respondents disagree about the above statement.
60
5
10
25
0
100
60
5
10
25
0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

64. 59
11) Your organisation has facilitated with a well trained welfare officer.
Table-11
Opinion No of respondents
% of
Respondents
Agree 85 85
Strongly Agree 15 15
Can't Say 0 0
Disagree 0 0
Strongly
Disagree 0 0
Total 100 100
Chart-11
Interpretation:
From the above analysis 85% of respondents agreed and 15% of respondents strongly agreed
about the about the above statement.
85
15
0 0 0
100
85
15
0 0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

65. 60
12) There is no partiality in transfers, promotions and in increments.
Table-12
Opinion No of respondents
% of
Respondents
Agree 10 10
Strongly Agree 90 90
Can't Say 0 0
Disagree 0 0
Strongly
Disagree 0 0
Total 100 100
Chart-12
Interpretation:
From the above analysis 10% of respondent agreed and 90% of respondents strongly agreed
about the above statement. Therefore most of the respondents feel that there is no partiality in
transfers, promotions and in increments.
10
90
0 0 0
100
10
90
0 0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

66. 61
13) The organization is covering the risk of employees through a specific insurance policy
Table-13
Opinion No of respondents
% of
Respondents
Agree 80 80
Strongly Agree 20 20
Can't Say 0 0
Disagree 0 0
Strongly
Disagree 0 0
Total 100 100
Chart-13
Interpretation:
From the above analysis 80% of respondent agreed and 20% of respondents strongly agreed
about the above statement. Therefore most of the respondents feel that the organization is
covering the risk of employees through a specific insurance policy.
80
20
0 0 0
100
80
20
0 0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

67. 62
14) Your organization is providing competent salary.
Table-14
Opinion No of respondents
% of
Respondents
Agree 40 40
Strongly Agree 5 5
Can't Say 30 30
Disagree 25 25
Strongly
Disagree 0 0
Total 100 100
Chart-14
Interpretation:
From the above analysis 40% of respondents agreed, 5% of respondents strongly agreed, 30%
of respondents can’t say, and 25% of respondents disagreed about the above statement.
40
5
30
25
0
100
40
5
30
25
0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

68. 63
15) Your involved in collective bargaining process.
Table-15
Opinion No of respondents
% of
Respondents
Agree 0 0
Strongly Agree 0 0
Can't Say 10 10
Disagree 60 60
Strongly
Disagree 30 30
Total 100 100
Chart-15
Interpretation:
From the above analysis 10% of respondents can’t say, 60% of respondents strongly
disagreed and 30% of respondents strongly disagreed about the above statement.
0 0
10
60
30
100
0 0
10
60
30
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

69. 64
16) Your organization is accident free organization.
Table-16
Opinion No of respondents
% of
Respondents
Yes 10 10
No 90 90
Total 100 100
Chart-16
Interpretation:
From the above analysis 10% of respondents said YES and 90% of respondents said NO
about the above statement.
10
90
100
10
90
100
0
20
40
60
80
100
120
Yes No Total
No of respondents % of Respondents

70. 65
17) You are provided with good treatment facilities when you met with an accident
Table-17
Opinion No of respondents
% of
Respondents
Agree 30 30
Strongly Agree 70 70
Can't Say 0 0
Disagree 0 0
Strongly
Disagree 0 0
Total 100 100
Chart-17
Interpretation:
From the above analysis 30% of respondents agreed, and 70% of respondents strongly agreed
about the above statement.
30
70
0 0 0
100
30
70
0 0 0
100
0
20
40
60
80
100
120
Agree Strongly
Agree
Can't Say Disagree Strongly
Disagree
Total
No of respondents % of Respondents

71. 66
18) Your organization has a separate dispute settlement authority
Table-18
Opinion No of respondents
% of
Respondents
Yes 10 10
No 90 90
Total 100 100
Chart-18
Interpretation:
From the above analysis 10% of respondents said YES, and 90% of respondents said NO for
the above statement.
10
90
100
10
90
100
0
20
40
60
80
100
120
Yes No Total
No of respondents % of Respondents

72. 67
CHAPTER-5
FINDINGS, SUGGESTIONS
AND
CONCLUSION

73. 68
FINDINGS
 Most of the respondents aware about the concept of Industrial Relations.
 It is found that employees, employers and government are the players of Industrial
Relations
 Most of the employees have the clarity of the work they do.
 Most of the employees felt that they have cordial relations with their superiors and sub-
ordinates.
 Majority of the employees are satisfied with their HR supervision
 Majority of the employees are satisfied with security provided to them by the
organization.
 Majority employee’s opinion about the employers regarding motivation, share decisions
and their behaviour in the organization is good.
 Majority of the employees not utilizing the court and tribunals in any situation regarding
the problem of management and workers.
 Most of the employees satisfied with the insurance policy and medical facilities provided
to them.
 Majority of the employees say that they are not involved in collective bargaining process.
 Organization is focusing on improvement of developing employees regarding work and
intrapersonal skills

74. 69
SUGGESTIONS
 It is suggested that the management has to take the necessary steps in-order to create
more awareness to the employees regarding Industrial Relations system in the
organization.
 Role ambiguity creates number of problems among the dependent work groups.
Therefore the management has to create more clarity of the jobs among employee
groups. The organization has created good clarity of jobs among employee groups; it
is advised to continue the same performance in future also.
 It is suggested that the management has to conduct cultural and sports events for
various employee groups. Such type of programs helps the employees to remove
communication gaps among them irrespective of their cadre.
 The co-operation of superiors to their sub-ordinates is good and continues the same
performance in future also.
 The employee security measures in the company are good. It is more better that if the
employee’s services are regularized which in turn result in job security of employees.
 It is suggested that the employee groups must be created awareness regarding legal
laws with respect to employee protection.
 It is suggested that the management has to establish the system like Quality Circles in
the Organization which in turn resulted in knowledge sharing, identifying training
needs and developing problem solving techniques.
 It is suggested that the management has to continue the collective bargaining process
in the organization, so that employee’s opinions are involved in decision making. So
it will improve morale of the employees.
 The organization followed the Japanese modern organizational culture i.e., Union free
organizations. It is a good sign on the part of the organization, union free means no
union is entertained in the organization. It is more successful if the organization is a
dispute or grievance free organization

75. 70
CONCLUSION
The modern organizations facing one major challenge which is hindering the development of
the organizations are “Industrial Relations”. The heterogeneous groups and their different
ideologies lead to conflicts among the work groups. When the management has fair dealing
with the employees and vice versa, will develop the cordial relations among the work groups.
It is complementary process where both the parties are important in the common interest of
the organization.

76. 71
BIBILOGRAPHY & REFRENCES
1. Industrial relations by C.S.VenkataRatnam, OXFORD PUBLICATIONS 2006, 1stEdition.
2. Industrial Relations by ArunMonappa, Tata McGraw hill 2008, 2nd Edition.
3. Dynamics of Industrial Relations by Memoriagankar, Himalaya publishing house 2008,
16th Edition.
4. Research Methodology by C.R.Kothari, Tata McGraw hill 2008, 2nd Edition.
JOURNALS & MAGZINES
THE INDIAN JOURNAL OF INDUSTRIAL RELATIONS - A Review of Economic &
Social development, Vol-48, no-2, October-2012, ISSN No.0019-5286 page no’s 290-305,
315-324.
WEBSITE
www.octlindia.com

77. 72
QUESTIONNAIRE
1. Do you know the concept of Industrial Relations?
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
2. Employees, Employers and government are the players of industrial relations system?
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
3. You have the clarity of work that you do.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
4. You have the cordial relations with your superiors and sub-ordinates.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
5) Your opinion is involved in decision making.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
6) You have the freedom to exercise on your sub-ordinates for getting the work done.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree

78. 73
e) Can’t say
7) Do you have the grievance cell?
a) Yes
b) No
8) How many days will be taken by the management in solving the grievance from problem
presentation?
a) 1 week
b) 2 weeks
c) 3 weeks
d) 4 weeks
e) 5 weeks and above
9) Existence of trade union in Industrial premises leads to providing good working conditions
and solves various employee related problems.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
10) You have the complete idea about the laws that will protect you in your work place.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
11) Your organisation has facilitated with a well trained welfare officer.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
12) There is no partiality in transfers, promotions and in increments.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say

79. 74
13) The organization is covering the risk of employees through a specific insurance policy
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
14) Your organization is providing competent salary.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
15) Your involved in collective bargaining process.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
16) Your organization is accident free organization.
a) Yes
b) No
17) You are provided with good treatment facilities when you met with an accident
a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Can’t say
18) Your organization has a separate dispute settlement authority
a) Yes
b) No