INDUSTRIAL RELATIONS SCENARIO AND TRADE UNIONISM

AT
AIRPORT AUTHORITY OF INDIA
 INDEX
S.No TOPIC PAGE No.
1. COMPANY PROFILE

INTRODUCTION

MISSION AND VISION OF AAI

ORGANIZATION STRUCTURE

2. RECRUITMENT POLICY

INTRODUCTION

RECRUITMENT POLICY IN AAI

3. SOURCES OF RECRUITMENT

INTRODUCTION

INTERNAL SOURCES OF RECRUITMENT

EXTERNAL SOURCES OF RECRUITMENT

4. RECRUITMENT PROCESS

INTRODUCTION

RECRUITMENT PROCESS IN AAI

5. SELECTION PROCESS

INTODUCTION

SELECTION PROCESS IN AAI

6. RESEARCH METHODOLOGY

7. DATA ANALYSIS

8. FINDINGS AND SUGGESTIONS

9. CONCLUSION

10. ANNEXURES:

a) Questionnaire

b) Applications

c) Admit Card

d) Interview call
 e) Advertisement

11. BIBLIOGRAPHY
 INTRODUCTION

THE CONCEPT OF INDUSTRIAL RELATIONS MEANS THE

RELATIONSHIP BETWEEN EMPLOYEES AND MANAGEMENT IN
THE DAY-TO-DAY WORKING INDUSTRY. BUT THE CONCEPT
HAS A WIDE MEANING. WHEN TAKEN IN THE WIDER SENSE,
INDUSTRIAL RELATIONS IS A “SET OF FUNCTIONAL
INTERDEPENDENCE INVOLVING HISTORICAL, ECONOMIC,
SOCIAL, PSYCHOLOGICAL, DEMOGRAPHIC, TECHNOLOGICAL,
OCCUPATIONAL, POLITICAL AND LEGAL VARIABLES”.

ACCORDING TO DALE YODER, INDUSTRIAL RELATIONS ARE A

“WHOLE FIELD OF RELATIONSHIP THAT EXISTS BECAUSE OF
THE NECESSARY COLLABORATION OF MEN AND WOMEN IN
THE EMPLOYMENT PROCESS OF AN INDUSTRY. THE CONCEPT
OF INDUSTRIAL RELATIONS HAS BEEN EXTENDED TO
DENOTE THE RELATIONS OF THE STATE WITH EMPLOYERS,
WORKERS, AND THEIR ORGANIZATIONS. THE SUBJECT
THEREFORE INCLUDES INDIVIDUAL RELATIONS AND JOINT
CONSULTATIONS BETWEEN EMPLOYERS AND WORK PEOPLE
AT THEIR WORK PLACE COLLECTIVE RELATIONS BETWEEN
EMPLOYERS AND THEIR ORGANIZATIONS AND TRADE
UNIONS AND PART PLAYED BY THE STATE IN REGULATING
THESE RELATIONS.
 NEED OF THE STUDY

Any organization to be effectively performed should have sound Industrial

Relations. A sound Industrial Relations comprises..,
1. Congenial relations between employees and employer.
2. Congenial labor management relations
3. Minimized industrial conflicts
4. Highly developed trade unions
5. Contribution to the organizational objectives
With respect to all these requirements an IR has to be maintained. As the
contribution of IR is vast there is a definite need to undertake a study to assess
and to develop the given requirements.

OBJECTIVES OF THE STUDY

1. To find the nature of relationships in and between different organizational

levels.
2. To assess the relationship between Employees, Unions and Employers.
3. To offer suggestions for improvement of industrial relations in Airport
Authority of India
4. To offer suggestions by assessing the industrial democracy.
5. To promote and develop congenial relations between employees and employer.
 SCOPE OF THE STUDY

1. Relationship among employees, between employees and their superiors or

managers in and between different organizational levels.
2. Collective relations between trade unions and management

Methodology:

1 Any discipline whether small or serious will generally been noticed by the line
supervisory. It can be either behavior in discipline or violation of production
norms

2 A communication to that effect will be written in the prescribed proforma

3 By the true supervisor where he will narrate the incident of the/nature of the
indiscipline, the worker is indulged, in a send to the head of the department.
The head of the department then goes through the complaint and conducts the
preliminary enquiry. He writes his comments over the seriousness of the
indiscipline and his name is sent to the two general managers. The head of the
department will not comment over the proposed action of the punishment.

4 SGMW and SGMT in consideration with the SDGMP, taking into consideration
the prevailing situation with regard to the industrial relation, union
management relation and the employees (against whom the complaint has
made) behavior with his past records, will decide the proposed action against
the employer indulged in discipline

Research Design
This study on Industrial Relations has been carried out at Airport Authority of
India’ manufacturing plant, Medak Unit. A certain sample of workmen and staff
has been chosen for the process. The views of staff and workmen have been
extracted separately with the help of a pre-devised questionnaire. And in the due
 process of the study a detailed analysis has been done on the responses given by
them.

Data collection method

The data collected to carry out the study involves two types of data.

1 Primary Data: The primary data has been collected from the employees. This
data helps most for the completion of the study by providing full and direct
information, which needs some interpretation and analysis, to attain the
objectives of the study.

2 Secondary Data: This secondary data has been collected from various sources
such as books, journals, magazines and sites. Although the data collected or
gathered from these sources neither participate directly in the analysis nor
influence the outcomes. This forms a basis for an effective approach in
making a report of what has been studied. This data forms a part of the report
and facilitates to acquire pre-requisite knowledge regarding the study under
consideration.

Data collection tools

1 To collect the above-mentioned primary data, the following tools can serve at its
best:
2 Personal Interview: The employees under consideration have been interviewed
personally to get the desired responses by asking questions. And those
responses were noted.
3 Structural Questionnaire: The questionnaire consists of a set of close-ended
questions, which are orderly arranged to extract the best from employees. In
this study we make use of the questionnaire, for collecting the responses of
workmen level and staff level separately
 Research measuring tools

To carry out the above laid research design and to collect data in the prescribed
manner, we have to use a tool that facilitates our study. As we cannot take all
employees into consideration certain sample of staff and workmen is
considered.

1 Sampling: To best suit this study a stratified sampling is undertaken. As per the
company’s requirement the following sampling plan is designed.
2 Sampling plan: The employees come to plant in 4-shifts viz., A-shift, B-shift, C-
shift and one General shift. . There are 6 departments
3 Sampling size:

The sample size for workmen level is 30

The sample size for staff level is 20

Thus the total sample size is 50

 Literature Review
According to the ILO, “ Industrial relations deal with either the relationships
between the State and employers’ and workers’ organization or the relationship
between the occupational organization themselves. The ILO uses the expression
to denote such matters as freedom of association and the protection of the right
to organize, the application of the principles of the right to organize and the
right of collective bargaining, collective agreements, conciliation and arbitration
and machinery for cooperation between the authorities and the occupational
organizations at various levels of economy.”

“The concept of industrial relations has been extended to denote the relations of
the State with employers, workers and their organizations. The subject,
therefore, includes individual relations and joint consultation between
employers and work people at their work place; collective relations between
employers and their organizations and trade unions and the part played by the
State in regulating these relations.”

Thus Industrial Relations may be defined as: “The relations and interactions in
the industry particularly between the labor and the management as a result of
their composite attitudes and approaches in regard to the management of the
affairs of the industry, for the betterment of not only the management and
workers but of the industry and natural economy as a whole.”
 Company profile
AIRPORTS AUTHORITY OF INDIA (AAI)

The Airports Authority of India (AAI) was formed on 1st April, 1995 by merging the
International Airports Authority of India and the National Airports Authority with a
view to accelerate the integrated development, expansion and modernization of the
operational, terminal and cargo facility at the airports in the country confirming to
international standards.
Airports Authority of India came into being by merging erstwhile International
Airports Authority and National Airports Authority of India. The merger brought
into existence a single organization entrusted with the responsibility of creating,
upgrading, maintaining and managing the Civil Aviation infrastructure both on the
ground and air space in the country. Aviation sector in a vast country like India plays
a pivotal role in meeting the fast growing needs of the country. The Civil Aviation
Sector in our country is witnessing boom in terms of traffic growth. The estimated
traffic growth of about 8 to 10 percent in the domestic as well as international market
is in itself an indication of the potential of this sector and its likely impact on the
socio-economic development of India.
The opening up of Civil Aviation Sector and the revival of the tourism industry over
the past few years has added new dimensions and challenges to the AIRPORTS
AUTHORITY OF INDIA in handling growing air-traffic and providing better
facilities to users.
AIRPORTS AUTHORITY OF INDIA (AAI) was formed on 1st April, 1995 by an
Act of Parliament. It manages 127 airports which include:
• 15 International Airports (including Delhi & Mumbai)
• 7 Customs Airports
• 25 Civil Enclaves
• 80 Domestic Airports

AAI manages 125 airports, which include 11 International Airport, 08 Customs

Airports, 81 Domestic Airports and 27 Civil Enclaves at Defence airfields.
AAI provides air navigation services over 2.8 million square nautical miles of air
space. During the year 20-09, AAI handled aircraft movement of 1306532 Nos.
[International 270345 & Domestic 1036187], Passengers handled 44262137 Nos.
[International 1047614 & Domestic 3378590] and the cargo handled 499418 tonnes
[International 318242 & Domestic 181176]

1. 1. Passenger Facilities Passengers Facilities

The main functions of AAI inter-alia include construction, modification &
management of passengers terminals, development & management of cargo
terminals, development & maintenance of apron infrastructure including runways,
parallel taxiways, apron etc., Provision of Communications, Navigation and
Surveillance which includes provisions of DVOR/ DME, ILS, ATC radars, visual
aids etc., provision of air traffic services, provision of passenger facilities and related
amenities at its terminals thereby ensuring safe and secure operations of aircraft,
passengers and cargo in the country.

2. 2. Air Navigation Services Air Navigation Services

In tune with global approach to modernization of Air Navigation infrastructure for
seamless navigation across state and regional boundaries, AAI has been going ahead
with its plans for transition to satellite based Communication, Navigation,
Surveillance and Air Traffic Management. A number of co-operation agreements and
memoranda of co-operation have been signed with US Federal Aviation
Administration, US Trade & Development Agency, European Union, Air Services
Australia and French Government Co-operative Projects and Studies initiated to gain
from their experience. Through these activities more and more executives of AAI are
being exposed to the latest technology, modern practices & procedures being adopted
to improve the overall performance of Airports and Air Navigation Services.
Induction of latest state of the art equipment, both as replacement and old
equipments and also as new facilities to improve standards of safety of airports in the
air is a continuous process. Adoptions of new and improved procedures go hand in
hand with induction of new equipment. Some of the major initiatives in this direction
are introduction of Reduced Vertical separation Minima (RVSM) in India air space to
increase airspace capacity and reduce congestion in the air; implementation of GPS
and Geo Augmented Navigation (GAGAN) jointly with ISRO which when put to
operation would be one of the four such systems in the world.

3. 3. Security Security
The continuing security environment has brought into focus the need for
strengthening security of vital installations. There was thus an urgent need to revamp
the security at airports not only to thwart any misadventure but also to restore
confidence of travelling public in the security of air travel as a whole, which was
shaken after 9/11 tragedy. With this in a view, a number of steps were taken
including deployment of CISF for airport security, CCTV surveillance system at
sensitive airports, latest and state of the art X-ray baggage inspection systems,
premier security & surveillance systems. Smart Cards for access control to vital
installations at airports are also being considered to supplement the efforts of
security personnel at sensitive airports.

4. 4. Aerodrome Facilities Aerodrome Facilities

In Airports Authority of India, the basic approach to planning of airport facilities has
been adopted to create capacity ahead of demand in our efforts. Towards
implementation of this strategy, a number of projects for extension and strengthening
of runway, taxi track and aprons at different airports has been taken up. Extension of
runway to 7500 ft. has been taken up to support operations for Airbus-320/Boeing
737-800 categories of aircrafts at all airports.
5. 5. HRD Training HRD Training
A large pool of trained and highly skilled manpower is one of the major assets of
Airports Authority of India. Development and Technological enhancements and
consequent refinement of operating standards and procedures, new standards of
safety and security and improvements in management techniques call for continuing
training to update the knowledge and skill of officers and staff. For this purpose AAI
has a number of training establishments, viz. NIAMAR in Delhi, CATC in
Allahabad, Fire Training Centres at Delhi & Kolkata for in-house training of its
engineers, Air Traffic controllers, Rescue & Fire Fighting personnel etc. NIAMAR &
CATC are members of ICAO TRAINER programme under which they share
Standards Training Packages (STP) from a central pool for imparting training on
various subjects. Both CATC & NIAMAR have also contributed a number of STPs
to the Central pool under ICAO TRAINER programme. Foreign students have also
been participating in the training programme being conducted by these institutions.
6. 6. IT Implementation Implementation
Information Technology holds the key to operational and managerial efficiency,
transparency and employee productivity. AAI initiated a programme to indoctrinate
IT culture among its employees and this is most powerful tool to enhance efficiency
in the organization. AAI website with domain name www.airportsindia.org.in or
www.aai.aero is a popular website giving a host of information about the
organization besides domestic and international flight schedules and such other
information of interest to the public in general and passengers in particular.

MISSION AND VISION OF AAI

Mission of AAI---------
“PROGRESS THROUGH EXCELLENCE AND CUSTOMER SATISFACTION
WITH WORLD CLASS AIRPORT AND AIR TRAFFIC SERVICES FOSTERING
ECONOMIC DEVELOPMENT”
Vision of AAI----------
“TO BE WORLD CLASS ORGANIZATION IN AIR TRAFFIC SERVICES AND
AIR MANAGEMENT AND MAKING INDIA A MAJOR HUB IN ASIA-PACIFIC
REGION BY 2016”
Main Functions of AAI--------
 Control and management of the Indian air space
 Provisions of communication, navigational and surveillance aids
 Operation, maintenance and up gradation of operational areas viz. runways,
aprons, taxiways etc
 Design, development, operation and maintenance of passengers terminals
 Development and management of cargo terminals.

ORGANIZATIONAL STRUCTURE
Airports Authority of India headed by a Chairman and supported by five Members,
namely, Member (Air Navigation Services), Member (Operations), Member
(Planning), Member (Human Resources) and Member (Finance) all selected through
Bureau of Public Enterprises, Government of India. AAI consists of two divisions
namely, International Airports Division and National Airports Division. The
Chairman and the Board Members look after all the requirements and functioning of
both these divisions. AAI is having its Corporate Headquarters at New Delhi.

NATIONAL AIRPORTS DIVISION (WING –I)

The Apex body of National Airports Division consists of Chairman and four Board
Members who decide and formulate all corporate policies of the Authority and
ensure proper implementation of the same. Further, these are several Executive
Directors who are looking after various departments headed by four Board Members
and providing all necessary help and information in the process of decision making.
National Airports Division is also having its five regional headquarters, namely
Eastern, Western, Northern, Southern and North-East. Each of these Regions is
headed by Regional Executive Director. The Regional Headquarters are situated at
Kolkata, Mumbai, Delhi, Chennai & Guwahati respectively.
There is also a Civil Aviation Training College at Allahabad headed by a ‘Principal’
who is at par with Regional Executive Director. All the training needs of Executives
and Non-executives are fulfilled at this Civil Aviation Training College.

INTERNATIONAL AIRPORTS DIVISION (WING-11)

The Apex body of International Airports Division are also Chairman and five Board
Members (who are of National Airports Division also) who decide and formulate all
corporate policies and ensures proper implementation of the same. Further, there are
several Executive Directors who are looking after various departments headed by
five Board Members and providing all necessary help and information in the process
of decision making.
The Airport Director of International Airports Division at Chennai and Calcutta are
at par with regional headquarters situated at Kolkata, Mumbai, Chennai and
Thiruvanthapuram. These regional headquarters are headed by Airport Directors who
are at par with Regional Executive Directors.

RECRUITMENT POLICY
In today’s rapidly changing business environment, a well defined recruitment policy
is necessary for organizations to respond to its human resource requirements in time.
Therefore, it is important to have a clear and concise recruitment policy in place,
which can be executed effectively to recruit the best talent pool for the selection of
the right candidate at the right place quickly. Creating a suitable recruitment policy is
the first step in the efficient hiring process.

A clear and concise recruitment policy helps ensure a sound recruitment process. It
specifies the objectives of recruitment and provides a framework for implementation
of recruitment programme.
Policies increase managerial effectiveness by standardizing many routine decisions
clarifying the discretion managers and subordinates can exercise in implementing
functional tactics. Changing environment has a direct effect on the success and
failure of the organization. These changes take place inside and outside the
Organization. Most policies in organizations are never reviewed and they become
irrelevant due to the changes in the environment that the organization is operating.

COMPONENTS OF THE RECRUITMENT POLICY

 The general recruitment policies and terms of the organisation
 Recruitment services of consultants
 Recruitment of temporary employees
 Unique recruitment situations
 The selection process
 The job description
 The terms and conditions of the employment

A recruitment policy of an organization should be such that:

 It should focus on recruiting the best potential people.
 To ensure that every applicant and employee is treated equally with dignity
and respect.
 Unbiased policy.
 To aid and encourage employees in realizing their full potential.
 Transparent, task oriented and merit based selection.
 Weightage during selection given to factors that suit organization needs.
 Optimization of manpower at the time of selection process.
 Defining the competent authority to approve each selection.
 Abides by relevant public policy and legislation on hiring and employment
relationship.
 Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservation.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.
Keeping the above factors in mind Airports Authority of India in its 84th Board
Meeting has approved common recruitment and promotion regulations (R&P rules)
which acts as their Recruitment Policy which forms the basis for recruiting and
selecting the employees for different cadres/grades.

Recruitment and Promotion policy of AAI

1. SHORT TITLE, COMMENCEMENT AND APPLICATION

1.1 These may be called Airports Authority of India (recruitment and promotion)
Regulations,2005.
1.2 These shall come into force on the date of their gazette notification.
1.3These regulations are applicable to all regular employees of the authority and to
all persons employed by the authority on deputation in accordance with the
regulations.

2. DEFINITIONS
In these regulations, unless the context otherwise requires:-
a) “Absorptionist” means an employee belonging to the Central or State
Government or Public Sector Undertaking who has been permanently absorbed in
the regular service of the authority;

b) “Act” means the Airports Authority of India Act,1994, as amended from time to
time;

c) “Appointing Authority” in relation to the post means the Authority as specified;

d) “Apportioning” means identifying the number of posts in the specified

disciplines by the competent authority within the cadre strength, which need to be
filled up at two different levels depending upon the specific requirements of the
organization;

e) “Authority” means the Airports Authority of India constituted under section 3 of

the Act;

f) “Board” means the Board of Members of the Airports Authority of India;

g) “Chairman” means the Chairperson of the Authority appointed;

h) “Competent Authority” means the Chairperson or any Whole-Time Member or

any officer authorized by the chairperson in this behalf by general or special order;

i) “Departmental Candidates” means the officials who have been appointed on

regular basis and who posts on hold liens on any permanent post of the authority;
j) “Departmental Promotion Committee” means a committee constituted to
consider promotions in any grade;

k) “Employee” means a person appointed by the authority either on temporary or

permanent basis including the deputationists and the trainees on stipend recruited
against regular posts, but does not include a person employed by the Authority on
daily wages, contract or apprentices paid under the Apprenticeship Act,1961;

l) “Executive Posts” means the posts in the grade of junior executive & equivalent
and above, up to the level of Executive Director and equivalent;

m) “Government” means Government of India;

n) “Management” means Chairpersons or Members or any other Executive of the

Authority so authorized by the Chairperson;

o) “Member” means a member of the Authority and includes the Chairperson but
does not include an ex-officio Member;

p) “Month” means the calendar month;

q) “Non-Executive Posts” means the posts in the grade of Jr. Attendant and
Equivalent and above, up to the level of Sr. Supdt.(SG);

r) “Permanent Employee” means an employee who has been appointed by the

Authority against a post which has been sanctioned and who has been confirmed
after completion of probation period satisfactorily.

s) “Post” means any post which a person has been appointed on temporary or
permanent basis or on a Contract/Deputation;

t) “Probationer” means an employee who has been appointed by the Authority

against a sanctioned post but has not been confirmed;

u) “Recruitment Year” means the year commencing from 1st January to 31st
December of the year;
v) “Temporary Employee” means an employee who has been appointed by the
Authority against a temporary post sanctioned for a specific period or appointed on
temporary basis against a permanent post.

3. GRADES AUTHORISED STRENGTH AND ENABLING PROVISIONS:

3.1 The posts included in the various grades/cadres of the Authority, their group,
level and the scales of pay on the commencement of these regulations shall be as
specified.
3.2 After the commencement of these regulations, the authorized strength of the
posts in various grades shall be such as may be from time to time to be determined
by the Authority;
3.3 The Authority may create posts and make additions or deletions to the strength of
the posts in various grades as deemed necessary from time to time, as provided in the
note under section 4;
3.4 The Chairperson may with the approval of Authority include any allied posts
other than those included;
3.5 Re-employment of superannuated Govt. servants/extension of service of AAI
employees beyond the age of superannuation in exceptional circumstances can be
made in accordance with the Government guidelines;
3.6 In certain circumstances, appointment may b determined by the competent
Authority instead of regular pay-scales.

4. CATEGORISATION OF CADRES/GRADES:
4.1 The posts in Authority are broadly categorized as Executive and Non-Executive
and fall in the following groups/levels:
(I) EXECUTIVE:
LEVELS DESIGNATION GROUP
E-1 Junior Executives and equivalent
“B”
E-2 Assistant Manager and equivalent
E-3 Manager and equivalent

“A”
E-4 Senior Manager and equivalent
E-5 Senior Manager(SG) and equivalent
E-6 Deputy General Manager and equivalent
E-7 Joint General Manager and equivalent
E-8 General Manager and equivalent
E-9 Executive Director and equivalent

(II) NON-EXECUTIVE:
LEVELS DESIGNATION GROUP
NE-1 Junior Attendant and equivalent
“D”
NE-2 Attendant and equivalent
NE-3 Senior Attendant and equivalent
NE-4 Junior Assistant and equivalent

“C”
NE-5 Assistant and equivalent
NE-6 Senior Assistant and equivalent
NE-7 Supervisor and equivalent
NE-8 Superintendent and equivalent
NE-9 Senior Superintendent and equivalent
“B”
NE-10 Senior superintendent(SG) and equivalent

4.2 The Authority will have the discretion to change the scales of pay from time to
time.
4.3 Employees recruited in the Authority’s service shall be placed in any of the
approved pay scales of the Authority as prevailing from time to time and applicable
to the post to which recruitment is made.
4.3 The candidate who has applied for a higher post or if he is in the Select panel for
a higher post can be appointed in a lower post subject to his suitability and
willingness to accept the same.
 SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: Internal and External Sources.
The sources within the organization itself (like transfer of employees from one
department to other promotions) to fill a position are known as the Internal Sources
of Recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are
known as the External Sources of Recruitment.

INTERNAL SOURCES OF RECRUITMENT IN AAI

Internal Recruitment is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization.
Internal sources are primarily three- Transfers, Promotions and Re-employment of
ex-employees. Internal recruitment may lead to increase in employee’s productivity
as their motivation level increases. It also saves time, money and efforts. But a
drawback of internal recruitment is that it refrains the organization from new blood.
Also, not all the manpower recruitments can be met through internal recruitment.
Hiring from outside has to be done.
ADVANTAGES OF INTERNAL RECRUITMENT
 It offers wonderful opportunities for the current staff to further their
careers.
 Internal recruitment could also be a great way of keeping workers who may
have been considering a flight from the company, this is advantageous because the
cost of training are at most best insignificant and to the worst much less than it
would cost if the organization advertised outside.
 It’s definitely faster and less costly than outside recruitment and it has the
added merits because current employees are familiar entity.
DISADVANTAGES OF INTERNAL RECRUITMENT
 Limits the number of potential applicants for a job.
 External candidates might be better suited/qualified for the job.
 Another vacancy will be created that has to be filled.
 Existing staff may feel they have the automatic right to be promoted,
whether or not they are competent.
 Business may becomes resistant to change; by recruitment from outside, new
perspectives and attitudes are brought in.
The Internal sources of Recruitment include:-
 Promotions
 Demotions
 Transfers
 Retired and retrenched employees
 The dependents and relative of Deceased employees.
1. PROMOTIONS

The employees are promoted from one department to another with more benefits and
greater responsibility based on efficiency and experience. Promotion implies
upgrading of an employee to a higher position carrying higher status, pay and
responsibilities. Promotion from among the present employees is advantageous
because the employees promoted are well acquainted with the organizational culture,
they get motivated. Promotion from among present employees also reduces the
recruitment for job training.

Promotions for various Executives and Non-Executives cadres in AAI are based on
certain criteria as prescribed below:
CRITERIA AND BENCHMARK FOR PROMOTIONS TO VARIOUS GRADES IN
EXECUTIVE AND NON EXECUTIVE CADRES:
For Promotion to the level of Deputy General Manager(DGM) (E-6) and above:
The benchmark for promotions to the Grade of DGM (E-6) and above will be VERY
GOOD. (This will ensure elements of higher selectivity in comparison to promotions
to the grades lower than the aforesaid level, where the benchmark as indicated
below, shall be ‘GOOD’ only). The DPC shall for promotion to the said Pay
Scale(Grade) and above, will give one of the following overall grading to the officers
who are in the consideration zone:-

i) OUTSTANDING
ii) VERY GOOD
iii) GOOD
iv) AVERAGE
v) UNFIT
While drawing up the Selection Panel for promotion, officers graded as
‘Outstanding’ will be placed en-bloc senior to the officers who are graded as ‘VERY
GOOD’ provided they are within the number of vacancies for which the DPC is held.
Since the benchmark is ‘VERY GOOD’ for promotions to the grade of DGM and
above, the officers getting grading lesser than ‘VERY GOOD’ will not be
empanelled.
For promotions from the level of Junior Executive (E-1) to the level of Sr. Manager
(E-4)
For promotions to the post of Assistant Manager (E-2) up to the grade of Senior
Manager (E-4), the benchmark will be ‘GOOD’. The DPC shall for promotion to the
posts/grades in these categories, grade officers as OUTSTANDING, VERY GOOD,
GOOD, AVERAGE and UNFIT.
Only those officers who are graded as ‘GOOD’ and above shall be included in the
Select Panel prepared by the DPC in order of their inter-se-seniority in the feeder
grade. While preparing the Select Panel, officers graded as ‘OUTSTANDING’ will
be placed en-bloc senior to the officers graded as ‘VERY GOOD’, and the officers
graded as ‘GOOD’, provided they are within the number of vacancies for which the
DPC is held. Similarly, for placing Senior Manager (E-4) to Senior Manager
(Selection Grade) (E-5), the benchmark will be ‘GOOD’.
For promotion in the Non-Executive Grades:
Promotion to all these Grades will be on the basis of Seniority-cum-Fitness, subject
to the rejection of ‘UNFIT’. The DPC will therefore, grade the officers as ‘FIT’ or
‘UNFIT’, on the basis of performance as reflected in their Annual Confidential
Reports (ACRs) for the relevant period, and subject to qualifying test, wherever
prescribed.

COMPOSITION & METHODOLOGY OF ASSESSMENT:

1. The Departmental Promotion Committee will be constituted for selection of
suitable candidates with respect to the level of posts and the representatives of
SC/ST will be included/co-opted wherever applicable as per the guidelines on the
subject. The members of the DPC will be at least two levels higher than the posts for
which the DPC is conducted wherever possible. Where the posts are to be filled up
on the basis of interview, an outside expert will also be associated with the
DPC/Selection Committee.

2. Each Departmental Promotion Committee should decide its own method and
procedure for objective assessment of the suitability of the candidates, who are in the
consideration zone for promotion. In order to ensure greater selectivity in the matter
of promotions and for having uniform procedures for assessment by the DPCs, the
following guidelines are prescribed:

 While merit has to be recognized and rewarded, advancement in an

officer’s career should not be regarded as a matter of course, but should be
earned by dint of hard work, good conduct and result-oriented performance as
reflected in the Annual Confidential Reports (ACRs), and based on strict and
rigorous selection process.

 The average performance should be regarded as routine and

undistinguished. It is only performance that is really note-worthy which should
entitle an officer to recognition and suitable rewards in the matter of promotion.

 Confidential Reports are the basic inputs on the basis of which assessment
is to be made by each DPC. The evaluation of Annual Confidential Reports
(ACRs) should be fair, just and non-discriminatory.
2.DEMOTIONS

An employee in AAI can be demoted on violation of the- Employees (conduct,

Discipline and Appeal) Regulations
Employees (conduct, Discipline and Appeal) Regulations
An employee who is found guilty on the following grounds shall attract Minor
Penalties or Major Penalties:
1.Theft, fraud or dishonesty in connection with the business or property of the
Authority or property of another person within the premises;
2. Taking or giving bribes or any illegal gratification to which he is legally not
entitled;
3.Furnishing wrong information regarding name, date of birth, age etc or any other
matter in relation to the employment at the time of appointment or during the course
of employment;
4.Acting in manner prejudicial to the interests of the Authority;
5.Wilful insubordination or disobedience of any lawful and reasonable order of his
superior;
6.Irregular attendance;
7.Neglect of works or negligence in the performance of the duty including
malingering or slowing down of work;
8.Interference or tampering with any safety device installed in or about the premises
of the Authority;
9.Drunkenness or riotous or disorderly or indecent behaviour in the premises of the
Authority or outside such premises where such behaviour is related to or connected
with employment;
10. Gambling within the premises of the Authority;
11. Commission of any act which amounts to a criminal offence involving moral
turpitude;
12. Purchasing from or selling to the Authority properties, machinery, stores or any
other articles without express permission in writing from the competent authority;
13. Participating in an illegal strike or abetting, inciting instigating or acting in
furtherance thereof;
14. Levelling malicious or false allegations;
15. Occupying or taking possession in an unauthorized manner or refusal to vacate or
deliver possession of Authority’s quarter or any of its premises;
16. Disclosing to any unauthorized person any information in accordance with the
working of process of the Authority which comes into possession of the employees
during the course of his work.
17. Violations of the provisions of any of the rules or established practices of the
Authority;

PROCEDURES FOR IMPOSING MAJOR PENALTIES

(Demotions, Dismissal, Compulsory retirement etc)
1. Whenever the disciplinary authority is of the opinion that there are grounds for
enquiring into the truth of any imputation of misconduct or inquire into, or appoint
any officer of the APPOINTING AUTHORITY or any public servant here in after
called the inquiring authority to inquire into the truth otherwise thereof.

2. Where it is proposed to hold an enquiry, the disciplinary authority or an

authority to which it is subordinated shall frame definite charges on the basis of the
allegations against the employee, the articles of charges, together with as statement
of the allegations, on which they are based, a list of documents by which and a list of
witnesses by whom, the charges are proposed to be established shall be
communicated in writing to the employee, whom shall be required to submit within
such time as may be specified by the disciplinary authority, a written statement
whether he admits or denies all or any of the charges.

3. On the receipt of the written statement of the employees, or if no such statement

is received within the time specified, an enquiry may be held by the disciplinary
authority itself, or by any other officer of the authority appointed as an inquiring
authority.
4. On the fixed date, the employee shall appear before the inquiring authority at
the time, place and date specified in the notice. The inquiring authority shall ask the
employee whether he pleads guilty, or has any defence to make, and if he pleads
guilty to any of the charges, the inquiring authority shall record the plead, sign and
record and obtain the signature of the employee concerned thereon. The inquiring
authority shall return a finding of guilt in respect of those charges to which the
employee concerned pleads guide.

5. On the date fixed for the inquiry, the oral and documentary evidence by which
the charges are proposed to be proved shall be produced by or on behalf of the
disciplinary authority. The witnesses shall be examined by

or on behalf of the employee. The presenting officer shall be entitled to re-examine

the witnesses on any points on which they have been cross-examined, but not on a
new matter, without the leave of the inquiring authority. The inquiring authority may
also put such questions to the witnesses as it thinks fit.

6. After the conclusion of the inquiry, a report shall be prepared and it shall
contain:
a) The article of the charges and the statement of the imputations of misconduct or
misbehaviour;
b) List of the defence of the employee in respect of each charge;
c) The findings on each charge and the reasons there for.

7. If the disciplinary authority having regard to the findings on all or any of the
charges is of the opinion that any of the penalties specified should be imposed on the
employee, it shall, notwithstanding anything contained in the regulations, make an
order imposing the penalty.
2. TRANSFERS

The employees are transferred from one department to another according to their
efficiency and experience.

It refers to change in job assignment which may involve promotion, demotion or not
change in terms of responsibility & status. Transfers may be either temporary or
permanent depending upon necessities of filling jobs. Transfers generally involve no
significant change in pay, status & responsibility of employees.

Generally transfers are meant to utilize the individual’s skill/potential in areas in

which he/she has been trained/skilled. The transfer shall apply to all transferable
posts in all disciplines.

DEFINITIONS:
(i) Normal transfer session: For both inert-regions and intra-regions.
Normal transfer season would be April-May each year.

(ii) Inter-regional transfer: transfers from one region to another region.

(iii) Intra regional transfer: transfers from one station to another station within the
region.

(iv) Tenure station: transfer to a region for a specific time period (1-2 years).

(v) Home town: the permanent home town as accepted by thee AAI and entered in
the service book of the employee.

LENGTH OF STAY AT THE STATION

Transfer will be in accordance with the seniority in stay at the region/station as
applicable. Length of stay means period continuously spent at the station on the
region under AAI in a post which has the liability of services anywhere in india. For
e.g. person A may be in Delhi (northern region) for the last six years---four years as
Sr. Superintendent (ATC) and two years as Asstt. Manager(ATC), his length of stay
in Delhi (northern) region is six years.
Similar shall be the case in respect of his stay at the same station. However , in case
of Group D posts, length of stay shall be computed only from the date of promotion
to Group C posts.
EXEMPTIONS FROM TRANSFERS
1. Exemptions from transfer may be given to an employee if his son /daughter is
studying in the final year of high school, higher secondary 10/12th of the final 10+2
system of a recognized board. This concession would be available twice in the
service of an official and further subject to the condition that the official applies at
least 3 months in advance, supported by a certificate from the Authority of the
recognized institution and he certifies that he has not availed the concession earlier.

2. Exemption from transfer to office bearers of recognized Union/Association:

Recognized Union: eight office bearers of the Central Executives Council

association: two office bearers of the Central Executive Body.

3. Notwithstanding any of the conditions of the transfer Policy, transfers on

operational and administrative reasons shall be effected with the approval of the
Chairman based on specific recommendations from Member (P&A) Member
concerned.

4. RETIRED AND RETRENCHED EMPLOYEES

Retired and Retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such people
save time and costs of the organizations as the people are already aware of the
organizational culture and the policies and procedures. Former employees are also an
internal source of applicants. Some retired employees may be willing to come back
to work on a part time basis or may recommend someone who would be interested in
working for the company. Sometimes people who have left the company for some
reason or the other are willing to come back and work. Individuals, who left their
jobs, might be willing to comeback for higher emoluments. An advantage with this
source is that the performance of these people is already known.

5. DEPENDENTS OF DECEASED AND DISABLED EMPLOYESS

The dependents and relatives of Deceased employees and Disabled employees are
also done so that the members of the family do not become dependent on the mercy
of others.

The objectives of the Scheme for Compassionate Appointment is to grant

appointment on compassionate grounds to a dependent family member of a
Government servant dying in harness or who is retired on medical grounds, thereby
leaving his family in penury and without any means of livelihood. It is to relieve the
family of the Government servant concerned from financial destitution and to help it
get over the emergency.

The efficacy of the Scheme is based on its transparency. It is this aspect, which is
foremost and hence while considering a request for appointment on Compassionate
grounds by a Committee, a balanced and objective assessment of the financial
condition of the family has to be made taking into consideration its assets and
liabilities and all other relevant factors such as the presence of earning member, size
of the family, age of the children and the essential needs of the family etc.

The existing position has been reviewed in this Department and it has been decided
by the competent authority that to achieve the objective of the scheme of the
Compassionate Appointment and to ensure complete transparency, merits of the
cases can be conveniently decided by allocating points to the applicants based on
various attributes indicated in the references of DOP & T from time to time.

EXTERNAL SOURCES OF RECRUITMENT IN AAI

External sources of recruitment have to be solicited from outside the organization.
External sources are external to a concern. But it involves lot of time and money.
ADVANTAGES OF EXTERNAL RECRUITMENT
 Outside people bring in new ideas.
 Large pool of candidates from which to choose the best candidates.
 The organization will have the benefit of new skills, new talents and new
experiences, if people are hired from external sources.
 The management will be able to fulfil reservation requirements in favour of
the disadvantaged sections of the society.
 Scope for resentment, heartburn and jealousy can be avoided by recruiting
from outside.
DISADVANTAGES OF EXTERNAL RECRUITMENT
 Longer process.
 More expensive process due to advertisements and interviews required.
 Selection process may not be effective enough to reveal the best candidate
 Better motivation and increased morale associated with promoting own
employees re lost to the organization.
 External recruitment is costly.
 If recruitment and selection process are not properly carried out, chances
of right candidates being rejected and wrong applicants being selected occur.
 High training time is associated with external recruitment.

The External Sources of recruitment include-

 Advertisements
 Employment exchanges
 Consultants
 Labour contractor
1. ADVERTISEMENTS
It is a popular method of seeking recruits, as many recruiters prefer advertisements
because of their wide reach. Want ads describe the job benefits, identify the
employer and tell those interested how to apply. Newspaper is the most common
medium but for highly specialized recruits, advertisements may be placed in
professional or business journals. Advertisements must contain proper information
like the job content, working conditions, location of job, compensation including
fringe benefits, job specifications, growth aspects, etc. The advertisement has to sell
the idea that the company and job are perfect for the candidate.
Advertisements in AAI can be online or offline.
Online advertisements are released in the AAI website-----
http://www.aai.aero/AAI/main.jsp

Recruitment Advertising includes all communications used by an organization to

attract talent to work within it.
Recruitment advertisements may be the first impression of a company for many
people, and the first impression the firm makes goes a long way to determining
interest in the job opening being advertised. AAI Recruitment advertisements
typically have a uniform layout and contain the following elements:
• The job title heading and location.
• An exploratory paragraph describing the company.
• A description of the position
• Entry qualification.
• The remuneration package (not always provided by the employer).
• Further details and from where application forms may be sought.
These ads are placed in business journals like employment news. A number of
factors influence the response rate of advertisements. There are three important
variables- identification of the organization, labour market conditions and the degree
to which specific requirements are included in the advertisements.
The respective Personnel Department will release an advertisement in the Press
inviting applications from candidates fulfilling the conditions of the post.
Recruitment will be resorted to only against duly sanctioned posts as per the
requirement of the department concerned. While releasing the advertisement, the job
specifications, the educational qualifications and experience required for the post and
reservation details shall be clearly mentioned.

2. EMPLOYMENT EXCHANGES
The employment exchanges maintain detailed records of job-seekers and refer
appropriate candidates to the employers. The employers are required to notify the
vacancies to these exchanges. The agencies help to match personnel demand and
supply by serving as a link between job seekers and the employers. They also
provide services like vocational guidance, occupational research, designing, testing
and selection programmes, collection and publication of employment information,
etc. Employment exchanges run by the Government are regarded as good source of
recruitment for unskilled, semi-skilled and skilled operative jobs.
Employment Exchanges have been set up all over the country in defence to the
provision of the Employment Exchanges (Compulsory Notification of vacancies)
Act, 1959. The Act applies to all industrial establishments having 25 workers or
more each. The Act requires all the industrial establishments to notify the vacancies
before they are filled. The major functions of the exchanges are to increase the pool
of possible applicants and to do the preliminary screening. Thus, employment
exchanges act as a link between the employers and the prospective employees. The
officers are particularly useful to in recruiting blue-collar, white-collar and technical
workers.
It operates through a net work of 947 employment exchanges and carries out the
following functions:-
 Registration and placement of job seekers so as to ensure a proper balance
between demand and supply.
 Collect comprehensive Employment Market Information on a quarterly basis
for creation of data base for use in effective management of the demand and supply
of labour, preparing career literature for counselling and vocational guidance.
 Career counselling and Vocational Guidance.
 Conduct area specific specialised study/surveys to have an assessment of skills
available and the marketable skills required for encouraging the job-seekers for self-
employment, particularly in rural informal sector.
 Some of the State Governments arrange disbursement of unemployment
allowance to certain specific categories of job seekers out of their own resources
through the employment exchanges as registered with them.
The Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959
provides for compulsory notification of vacancies and submission of employment
returns (ER-I and ER-II) by the employers to the employment exchanges. The Act
applies to all establishments in the public sector and such establishments in the
private sector as are engaged in non-agricultural activities and employing 25 or more
workers. The employer in every establishment in public sector in any State or area
shall furnish such information or returns as may be prescribed in relation to
vacancies that have occurred or are about to occur in that establishment, to such
employment exchanges as may be prescribed.
FUNCTIONS OF THE EMPLOYMENT EXCHANGES
For jobseekers:
 Registration and renewal of jobseeker’s registration and now it is online at
this website.
 Vacancy notification and submission and the details will be available online at
this website.
 Employment Market Information and the establishments can update their
quarterly information on line at this website.
 Vocational Guidance to the jobseekers and now relevant information is also
available at this website in ‘Career and Vocational Guidance’ module.
Facilities and Schemes for the physically handicapped
In addition to the above mentioned employment services at Special Employment
Exchanges for Physical Handicapped persons, various other schemes and incentives
provided by other departments of the Government to them are:
 Railways concessions
 Free travelling by buses
 Self Employment Financial Assistance

The vacancies shall be notified in writing to the appropriate Employment Exchange

on the following format, furnishing as many details as practicable, separately in
respect of each type of vacancy:-
FORM AND MANNER OF NOTIFICATION OF VACANCIES
1.Name, Address and Tel. No. (if any) of the employer:
2.Name, Designation & Tel. No. (if any) of the indenting officer:
3.Nature of Vacancy:
(a) Designation of the Post(s) to be filled:
(b) Description of Duties:
(c) Qualification required
(i) Essential
(ii) Desirable:
(iii) Age limits, if any:
(iv) Whether women are eligible?:
4.Number of posts to be filled duration-wise:
Duration No. of posts
(a)Permanent:
(b)Temporary:
(i) Less than 3 months:
(ii) Between 3 months & one year:
(iii) Likely to be continued beyond one year:
5.Whether there is any obligation or arrangement for giving preference to any
category of persons such as Scheduled Caste, Scheduled Tribe, Ex-Servicemen and
Physically Handicapped persons in filling up the vacancies and, if so, the number of
vacancies to be filled by such category of persons:-
a)Scheduled Castle
b)Scheduled Tribe
c)Ex-Servicemen
d)Physically Handicapped
e)Others
f)Pay & Allowance
5.Place of work (Name of the town/village and district in which it is situated).

6.Probable date by which the vacancy will be filled

7.Particulars regarding interview/test of applicants:
(a)Date of Interview/Test
(b)Time of Interview/Test
(c)Place of Interview/Test
(d)Name, designation, address and Tel.No., (if any) of the Officer to whom
applicants should report:
8.Any other relevant information:
*Certified that while placing this demand, the instruction connected with the orders
on communal representation in the services have been strictly followed with due
regard to the roster maintained in accordance with these orders (to be given only by
all the central Govt. Officers/establishments/undertaking, etc.on whom reservation
orders are applicable).

Signature of the Head of Office

Date:

3.CONSULTANTS
They are in the profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend
professionalism to the hiring process. They also keep prospective employer and
employee anonymous. However, the cost can be a deterrent factor.
Normally appointments are made in the government against sanctioned posts.
However, occasion may arise where for understanding specific jobs of a specialized
nature, specialists have to be appointed as consultants. Such consultants may be
appointed neither on a full time or a part time basis.
In the case of a full-time consultant, he is not allowed to take up any other
assignment during the period of consultancy. In the case of a part-time consultant,
since the services are not availed of on a whole-time basis, there is no objection to
his undertaking other jobs. Further, the officers engaged as consultants could either
be non-officials or retired govt. servants.
CRITERIA FOR NUMBER OF CONSULTANTS
Consultants should be engaged only to undertake specific jobs of a specialized nature
and should not be appointed for the regular work of the ministries/departments.
Engagement of any Consultants whether outside experts, i.e those who have not been
in Govt. services, or retired govt. servants should henceforth be limited to tapping
skills which is not available within the cadre or for attending to specific and time
bound jobs like preparation of Project Reports etc and engagement of consultants
should not at all be allowed for routine day-to-day work.
PERIOD OF ENGAGEMENT
Consultants may be engaged for the minimum period required. The maximum period
of engagement should not exceed two years in case of outside experts. However, in
case of retired/retiring govt. servants, the period of engagements as consultants
should not exceed six months. To ensure this, consultants should not be engaged for
jobs which cannot be completed within a period of two years or six months, as the
case may be.
FEES
The consolidated fee payable may be decided in each case by departments in
consultation with their financial advisors after considering all the factors including
the level of the post which the individual held on the date of his retirement.

4.LABOUR CONTRACTORS
Labour contractors maintain close contacts with labourers and they can provide the
required number of workers at a short notice. They constitute an important source of
recruitment in many industries in India. Workers are recruited through labour
contractors who are themselves employees of the organization. The disadvantage of
this system is that if the contractor himself decides to leave the organization, all the
workers employed through him will follow suit.
These are the specialist people who supply manpower to the Factory or
Manufacturing plants. Through these contractors, workers are appointed on contract
basis, i.e. for a particular time period. Under conditions when these contractors leave
the organization, such people who are appointed have to also leave the concern.
Workers are recruited through labour contractors who are themselves employees of
organization. This disadvantage of this system is that if contractor leaves the
organization, all the workers employed through him will also leave. Recruitment
through this source has been banned for public sector units. However, this practice is
still common in case of construction industry.
 RECRUITMENT PROCESS
Introduction
According to Edwin B. Flippo, recruitment is the “process of searching the
candidates for employment and stimulating them to apply for jobs in the
organization”.

Recruitment is the activity that links the employers and the job seekers. A few
definitions of recruitment are:
1. A process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applications from which new employees are
selected.
2. It is the process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effective measures for attraction that manpower in
adequate numbers to facilitate effective selection of an efficient workforce.

RECRUITMENT PROCESS IN AAI

The recruitment and selection is the major function of the human resources
department and recruitment process is the first step towards creating the competitive
strength and the recruitment strategic advantage for the organization-AIRPORTS
AUTHORITY OF INDIA.
Recruitment process involves a systematic procedure from sourcing the candidates to
arranging and conducting the interviews and requires many resources and time. The
recruitment process consists of the following inter-related stages:
1.RECRUITMENT PLANNING
The first stage of in the recruitment process is planning. Planning involves the
translation of likely job vacancies and information about the nature of these jobs into
as set of objectives or targets that specify the:
1. Number
2. Types of applicants to be contacted: this refers to the type of people to be
informed about job openings. The type of people depends on the tasks and
responsibilities involved and qualification and experience expected.
The recruitment process begins with the human resources department receiving
requisitions for recruitment from any department of the company. These contain:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
A job specification is drawn up by the business and sets out the kind of
qualifications, skills, experiences and personal attributed a successful candidate
should possess. It is a vital tool in assessing the suitability of job applicants and
refers to the person rather than the post.

Generally the intake from outside the authority through direct recruitment will be at
the following levels:
(I) Executive Cadre:
GR LEVEL DESIGNATION %AGE QUOTA DISCIPLINE
QUALIFICATIONS
A E-6 DGM & Upto 25% This is an enabling First class
MBA/M.Te
Equivt. Position and will be
ch/B.E/B.Arch/B.Tech/
resorted to only when LLB or equivalent,
qualified/eligible with experience as
candidates in the next prescribed for each
below cadre of any discipline
discipline are not
available for
promotion
A E-3 Mgr. & Equivt. 25% All Disciples First class
MBA/B.T
ech/LLB OR
Professional Degree
from a reputed instit
ute OR equivalent
with experience as
prescribed for
each
disciline

*Remaining 25% posts of E-1 level will be filled up from departmental executives
subject to possessing prescribed induction level qualification and meeting other
norms as prescribed.
(II) Non-Executive Cadre:
GR LEVEL DESIGNATION % QUOTA DISCIPLINE
QUALIFICATIONS
C NE-6 Senior 100% Fin, Hindi(Steno), Graduate/diploma with two
year
Assistant & Land, Law, Medical s experience in all cadres
subject
Eqivt. Ops, Pers., Pr House to non-availability of qualified
Keeping etc.internal candidates.
C NE-5 Assistant & 100% Cargo, Hindi(Asstt) Graduate with computer
knowled
Eqivt. , H.K, Ops, Pers., ge and 2 yrs exp subject to non-
etc. availability of qualified internal
Candidates.
C NE-4 Junior 100% Cargo, Civil, Elect, 10th and ITI in related trade
Assistant & Electronics, Fire, wherever applicable with 2 yrs
Eqivt. H.K, Land, Store, experience subject to non
availa-
MT, Pers, Plg, etc…-bility of qualified internal
Candidates. The appointments
In this cadre may further
subject
to passing written/trade test and
 interview and meeting other
prescribed norms. (Upto 20%
posts in the clerical cadre will
be
exclusively filled up from
amon-
-gst Departmental Candidates
su-
-bject to qualifying prescribed
tr-
-ade test and possessing the
qua-
-lification prescribed above
C Junior 100% Civil, Elect, 8th preferably 10th pass and knowledge of
Attendant HK, Medical, related trade /experience wherever
prescribed.
& Eqivt. Store, Ops,
Pers. Etc

The job specification for various posts including the induction level posts will be
broadly as per Annexure I-A & I-B and may be prescribed by the Competent
Authority from time to time. The job specifications can be amended from time to
time considering the job demand/specialization required for each cadre/discipline
subject to the approval of the Board.
These documents are an important part of the recruitment and selection process and
provide the basis as to where the job may be advertised and whether an applicant is
suitable for the post. They also help provide a framework for questions to be asked at
an interview.
2. STRATEGIC DEVELOPMENT
Once it is known how many and what type of recruits are required, serious
considerations can be given to:
i) Technological sophistication
ii) Make or buy
iii) Special dispensation to specific categories of persons
iv) Sources of recruitment

1. Technological Sophistication
This strategy is greatly influenced by the advancement of technology. The advent of
computers has made it possible for employers to scan national and international
application qualifications. They have given employers and job seekers a wide scope
of options for initial screening. Hence to simplify the process of recruitment and to
find prospective employee for their company, AAI has also entered into online
recruitment inviting prospective candidates to apply for different posts online as per
their qualifications by visiting the AAI websites:
http://www.aai.aero/AAI/main.jsp

2. Make or buy
Organizations must decide whether to hire less skilled employees and invest on
training and education programmes, or they can hire skilled labour and professionals.
Essentially this is the “make”(higher less skilled workers) or “buy”(hire skilled
workers and professionals) decisions. However in AAI equal importance is given to
both the skills of the employees as well as their trainings needs.
3. SPECIAL DISPENSATION TO SPECIFIC CATEGORIES OF PERSONS
Certain categories of persons will be allowed special dispensation in appointments to
direct recruitment posts as specified:
EXPORTED LAND OWNERS:
Individuals whose land is acquired for setting up the Authority’s Projects and who
are consequently deprived of their livelihood will be given due consideration in
employment against the sanctioned posts in DR quota in any group ‘C’ or ‘D’ posts
provided they meet the prescribed specifications in accordance with the Government
policy.

DEPENDENTS OF DECEASED EMPLOYEES:

The dependents of a deceased employee will be eligible for consideration for
appointment in the Authority on need-cum-economic status basis against an available
Direct Recruitment vacancy in any ‘C’ or ‘D’ Group commensurate with his/her
qualifications and experience. Priority will, however, be given to departments of
those employees who die as a result of an accident while on duty. The board
parameters which will be considered in this regard are:-
i) Income of the family of the deceased employee;
ii) Educational qualifications of the member of the deceased employee seeking
employment;
iii) Number of departments; and
iv) Assets & liabilities left by the deceased employees.
The requests for compassionate will be considered even if the name of a dependent
is not sponsored by the Employment Exchange or if he/she has not applied against
any advertisement provided the applicant is otherwise eligible. Non-existence of an
earning member in the family of the deceased employee will be an important
criterion in this regard. The Competent Authority may specify any other parameters,
to determine the eligibility criteria. For purposes of this concession, the ‘dependants’
mean only sons (or adopted son), unmarried daughters (or adopted daughter) or
widow.

‘Deceased employee’ means an employee who dies while in Authority’s service.

Compassionate appointment will not exceed 5% quota of Direct Recruitment posts in
‘C’ and ‘D’ grades in a recruitment year. While appointing the dependents of the
deceased employee on compassionate grounds, an undertaking may be taken that
would take care of the family of the deceased and failure to maintain the family may
result in termination of their service by the competent authority.

OUTSTANDING SPORTS PERSONS:

Consistent with the Authority’s objective of all round development of human
personality and to provide encouragement to the activities and programmes of the
Authority in the area of sports, sport persons of repute may be recruited with the
prior approval of the Chairperson in respect of the sports in which the Authority has
developed its own teams for participation in Public Sector Undertaking sports
tournaments or other tournaments. Such recruitment will be made only against the
sanctioned strength in DR Quota subject to the following terms and conditions:-
(a) Recruitment of such sports person will be made commensurate with their
relevant experience and possessing the qualifications required/specified for entry to
the grade to which he/she is sought to be recruited.
(b) In order to be eligible for selection under this special recruitment, candidates
should have represented the Country and/or state in a recognized
Championship/Tournament at State, National and/or International level at least
during the three years preceding the date of appointment.
(c) Physical fitness of such sports persons selected for special appointment should
be of the highest standard and the upper age limit shall be 25 years.

4.SOURCES OF RECRUITMENT
AAI basically uses both internal sources (i.e. promotions, transfers etc) as well as
external sources of recruitment (i.e. employment exchanges, press and online
advertisements etc). however AAI majority relies on the following sources of
recruitment:
 Employment Exchanges for posts as prescribed in the Employment Exchanges
(Compulsory Notification of Vacancies) Act, 1959 and/or Government directives
issued from time to time.

 Direct recruitment by advertisement in the Press/Electronic Media.

 By considering departmental candidates meeting the specified recruitments

 From reputed Engineering/Management Institutes by Campus interviews.

 Deputationists from the Centre/State Government/Union Territories and

Public Sector Undertakings.
 The deputationists taken through a regular process of selection may be
considered for absorption subject to meeting the requirement of R&P Regulations.

 By making reference to recognized Associations/Agencies, who maintain

rosters of suitable persons in different skills for promotion and welfare of
Scheduled Castes/Scheduled Tribes/Other Backward classes, Ex-servicemen,
Physically Handicapped and other similar special categories.

 Any other sources as approved by the Competent Authority in exceptional

circumstances.

3. SEARCHING

Search involves two steps”

Once a recruiting plan and strategy are worked out, the search process can begin.
Search involves two steps:
1. Source Activation
2. Selling

 Source Activation:- sources and search methods are activated by the

issuance of an employee requisition. This means that no actual recruiting takes
place until line managers, have verified that a vacancy does exist or well exist. If the
organization has planned well and done a good job of developing its sources and
search methods, activation soon results in flood of applications and or resumes. The
applications received must be screened. Those who pass have to be contracted and
invited for interview. Unsuccessful applicants must sent letter for regret.
 Selling:- a second issue to be addressed in the searching process concerns
communication. In selling the organization both the message and the media deserve
attention. Message refers to the employment advertisement. With regards to media, it
may be started that effectiveness of any recruiting message depends on media. Media
are general some have low creditability (employment exchanges for e.g.), while
other enjoy high credibility (advertisements in business magazines for e.g.).
Therefore selection of a medium or media needs to be done with lot of care.

4.RELEASE OF ADVERTISEMENT
The primary aim of HR cell is to release an advertisement for filling up the vacant
posts of the organization specifying the job requirements and description. After
deciding upon the source or medium of recruitment, selection process begins with
the release of advertisement in the newspapers or online.
Advertisements for different posts are placed in business journals specifically
employment news.
Other than newspaper AAI also releases job vacancies in its main website
encouraging qualified candidates to apply for different posts.
Online advertisement on the AAI website-- http://www.aai.aero/AAI/main.jsp

5.EVALUATION AND CONTROL

Evaluation and control is necessary as considerable costs are incurred in the
recruitment process. The costs generally incurred are:
1. Salaries for recruiters.
2. Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison and so forth.
3. Cost of advertisement or other recruitment methods i.e. agency fees.
4. Cost of producing supportive literature.
5. Recruitment overheads and administrative expenses.
6. Cost of overtime and outsourcing while the vacancies remain unfilled.
7. Cost of recruiting suitable candidates for selection process.
Statistical information of the costs of advertisements, time taken for process, and the
suitability of the candidates for consideration in the selection process should be
gathered and evaluated.

SELECTION PROCESS
The process of interviewing and evaluating candidates for a specific job and
selecting an individual for employment based on certain criteria. Employee selection
can range from very simple process to a very simple process to a very complicated
process depending on the firm hiring and the position. Certain employment laws
such as anti-discrimination laws must be obeyed during employee selection.

induction level will be as indicated below:-

LEVELS CADRES MODES OF SELECTION
GROUP ‘A’ E6 Screening and Interview
GROUP ‘A’ E3 Written Test and Interview

GROUP ‘B’ E1 Written Test and Interview

GROUP ‘C’ NE6 Written/Trade Test and Interview
NE5 Written/Trade Test and Interview
NE4 Written/Trade Test and Interview

GROUP ‘D’ NE1 Trade Test and Interview

CONCESSIONS IN THE SELECTION PROCESS
The AAI Selection is made on the basis of a written test/interview for the post of the
Managers/Junior Executives and for Senior Assistant (Elex). A Voice Test is also
conducted for Manager (ATC) & Junior Executive (ATC) at the time of AAI
Interview.
1. Concession for SC/ST:
a. Upper age limit is relaxable by 5 years.
b. No application fee.
c. Candidates not working in Govt./Autonomous body/PSU will be paid second
class rail fare for interview only by shortest route as per as per AAI rules.
2. Concession for OBC:
a. Upper age limit is relaxable by 3 years.
b. OBC certificates should be in the proper format prescribed by the Government
of India for Government Services.

3. Concession for J & K Residents: Upper age limit is relaxable by 5 years to all
candidates who had originally been domiciled in the state of Jammu & Kashmir
during the period from 01.01.80 to 31.12.89.

4. Concession for Ex-Servicemen: Age relaxation as per Govt. rules.

5. Concession for persons with disabilities:

a. Upper age limit is relaxable by 10 years.
b. No application fee.

6. Concession for women: Women applicants are exempted from payment of

Airports Authority of India Application Fee

7. Concession for AAI Employees: Upper age limit is relaxable by 10 years for
candidates who are in regular service of AAI.

CONSIDERATION OF DEPARTMENTAL CANDIDATES AGAINST OPEN

ADVERTISEMENT
(I.E.DIRECT RECRUITMENT THROUGH ADVERTISEMENT AND BY
NOTIFICATION TO THE EMPLOYMENT EXCHANGES):

 Departmental candidates are eligible to compete with external candidates

provided they fulfil the specification(s) as prescribed for the post(s) advertised.

 Departmental candidates will be considered along with outsiders on merit,

and may be allowed relaxation in age as per Regulations. They will be also given
due weightage for their relevant experience within the organization.

 The maximum age limit for each post will be prescribed in the Direct
recruitment specifications which will be relaxed as per Govt. policy in the case
of SC/ST/Other Backward Classes, Ex-Serviceman, compassionate appointment
and the employees of the Authority.

Selection Process for DR posts will be as follows:

1. It will be necessary first to send a requisition to the concerned Employment

Exchange for filling up a DR vacancy in group ‘C’ and ‘D’ (non-executive)posts in
accordance with the instructions prescribed in rule 4 of the Employment Exchanges
(compulsory Notification of Vacancies) Rules, 1960 as amended for time to time and
in case the Employment Exchanges fails to make available suitable candidates within
a fortnight, the post may be advertised.

2. Where a post is to be filled by Direct Recruitment, the respective Personnel

Department will release an advertisement in the Press inviting applications from
candidates fulfilling the conditions of the post. Recruitment will be resorted to only
against duly sanctioned posts as per the recruitment of the department concerned.
While releasing the advertisement, the job specifications, the educational
qualifications and experience required for the post and reservation details shall be
clearly mentioned.
3. All posts at E-1 level and above will be considered as ‘Centralized Cadres’ and
recruitment to these posts will be made by the Corporate Office.

4. All posts up to NE-10 Level will be considered as Region/Corporate HQs/Field

posts unless otherwise specified in respect of a particular post and recruitment to
these posts will be made by the concerned appointing authorities.

5. All applications for Direct Recruitment shall be scrutinized and the concerned
Personnel Department. The Personnel Department will prepare a list of applicants
who fulfil the prescribed qualifications and submit the same to the Appointing
Authority.

6. With the approval of the Competent Authority, a Selection Committee will be

constituted for selection of suitable candidates. The Selection Committee shall
consist of not less than five members including the SC/ST/Other Backward
Classes/Woman representative, representative of minority community wherever
necessary in accordance with the Government policy. Officers on the Selection
Committee will be at least two scales above the post for which the recruitment is to
be made.

7. The Selection Committee shall judge the suitability of candidates on the basis of
written examination/practical test where prescribed and/or interview as may be
decided by the Competent Authority.

8. The Selection Committee shall submit to the Appointing Authority a list

recommending the names of the candidates found suitable for appointment in the
order of merit.

9. The Appointing Authority shall consider the recommendations of the Selection

Committee and pass such orders as deemed fit. Where the Appointing Authority does
not accept any recommendation of the Selection Committee the Appointing
Authority shall record the reasons thereof in writing and submit the case to the
chairperson for a final decision.
10. Appointments will be made in the order of merit as given in the said list and the
order will be issued by the concerned Personnel Department.

11. After issue of Appointment letters according to availability of vacancies, the

names of the remaining candidates shall be kept in the said list for consideration to
fill up vacancies which may arise in future within one year from the date of approval
of panel by the Appointing Authority subject to its being extended for a further
period not exceeding six months for reasons to be recorded in writing by the
Competent Authority.

Selection Process for Indirect Recruitment Posts:

1. RECEIPT OF APPLICATIONS
(Format: annexure)

It is the widely accepted device for getting information from a prospective applicant
which will enable a management to make proper selection. It is a good means of
collecting verifiable basic historical data from the candidate. It serves as tool for
scrutiny of applications and for storing information for later reference. It’s important
for your job applications to be complete, correct(no errors) and accurate.

Applications are filled in by the candidate interested to work in AAI. He/she is

required to have the required qualifications and skills necessary for the job applied
for. The candidate fills in the required details along with the necessary enclosures for
proof. It is on the basis of these applications that further screening is done to
eliminate unqualified, unfit and over aged candidates.

It contains the following details:

 Personal data (name, address, sex, age)
 Marital status (single or married, dependents)
 Physical data (height, weight, health condition)
 Educational data (qualifications, levels of formal education)
 Employment data (past experience, nature of duties)
 Extracurricular activities data (sports/games, NCC, prizes won, leisure time
activities)
 Reference (names of two or more people who certify the suitability of
applicant to the advertised position)

2. SCRUTINY OF APPLICATIONS

Screening of application can be regarded as an integral part of SELECTION Process.

The selection process will begin after the applications have been scrutinized and
short listed Applications received in response to advertisements are screened only
eligible applicants are called for the written test. Screening is conducted by the HR
cell of AAI. The purpose of the screening is to remove from the recruitment process,
at an early stage, those applicants who are visibly unqualified for the job effective
screening can save a great deal of time and money.
Care must be exercised, however to assure that potentially good employees are not
lost and that women and minorities receive full and fair consideration and are not
rejected without justification. The applications are rejected largely due to that fact
that they do not qualify the requirement of the job.
AAI selection programme tried to fit applicants to particular jobs i.e. right person for
the right job. This selection philosophy assumes that the requirements of a given job
and the characteristics of the given applicant are sufficiently unique and explicit to
make an intelligent match possible between them.
Screening is important for both company’s point of view and that of the applicant’s
point of view. This scrutiny is essentially a sorting process where perspective
candidates are required to give necessary details about their age, qualifications,
background etc on the basis of which unsuitable candidate’s applications are
rejected. Only after careful scrutiny of the applications, the most eligible and
qualified candidates should be selected for further screening.

3. ISSUE ADMIT CARD

(Format: annexure)

After the applications are scrutinized and the unqualified candidates are screened
out, the next step would be to issue the admit cards to the qualified candidates. The
admit card would include the candidates name, roll no, date and centre of
examination and the post he/she has applied for (junior executive, manager etc),
signed by the Competent Authority. The admit card is issued to the candidate by
courier or online. The candidate is required to bring this admit card on the date of
examination in order to write the written test.
The admit card consist details regarding the following:
1. Name of the applicant
2. Roll no. of the applicant
3. Examination centre
4. Date of examination
5. Signature of AAI authority concerned

Admit card is delivered to the candidate by post/courier. It would also include

general instructions for the candidates regarding the examination and its various
aspects.

4. SELECTION TESTS
Selection test can be used to weed out the large number of candidates who may not
be considered for the employment. Normally organization receives a large number of
applications so these tests help to find out the suitable candidates having required
characteristics for the position. Selection test will provide cut off point above which
candidates may be called for the interview.
Selection test can provide the information about the qualities and potential of the
prospective employees which cannot be known through other methods including
personal interviews. These tests also help for the promotion of the potential
candidates. Selection tests are standardized and unbiased methods of selecting the
candidates. Thus a person who is not selected on the basis of test cannot argue for the
partially in selection process. Impartially is very important for organizations like
AIRPORTS AUTHORITY OF INDIA.
The mode of selection to be generally observed for selection to posts at induction
level will be as indicated below:-

Tests conducted at various levels:

1. Intelligence test/ Aptitude test/ written test:- This test tries to measure the
intelligence for the applicants. It includes verbal comprehension, reasoning memory
test, visualization word fluency etc. these tests are designed for the different age
groups. Organization tries to select the intelligent people so that they can learn easily
during training and learning process.
2. Skills Test (for typing, computer programming etc):- These tests measure the
applicants ability to do the work. Applicants is simply asked to demonstrate his
ability like typing test for the job at typist of making Programme in particular
computer language for the job of software development required.
3. Physical endurance test(security, fire)
Following 5 tests are carried out in sequence
1. Running: the candidates are required to complete 100 meters running failing
which he is disqualified.

2. Rope climbing : height : 08meters

Size of rope: 05cm>D10cm

3. Pole climbing:
Height of the pole: 08 metres
Size of the pole: 10cm>D<20cm

4. Causality lifting : description

Objective: to assess stamina, agility and safety consciousness
Equipment: A sand bag of 50 kgs weight

5. Ladder climbing
Objective: to check fearlessness at height

5.PERSONAL INTERVIEW

An interview is a procedure designed to get information from a candidate and to

assess his potential for the job being considered, on the basis of oral responses by the
applicant to oral inquiries by the interviewer. Interviewer has a formal in depth
conversation with the applicant to evaluate his suitability. It is one of the most
important tools in the selection process. This tool is used when interviewing skilled
and managerial employees; it involves two way exchange of information. The
interviewer learns about the applicant and the candidate learns about the employer.
Although an indispensible management tool interviews do have shortcomings.
Interview helps:
1. To obtain additional information from the candidate.
2. Facilitates giving to the candidate information about the job; company, policies,
etc.
3. To assess the basic suitability of the candidates.
A selection interview is a type of interview designed to redict future job performance
of a candidate, on the basis on applicant’s responses to the oral questions asked to
him.
The key to the usefulness of an interview depends upon the manner in which it is
administered. The candidates who qualified through the interview pass through the
other stages.
6. REFERENCE CHECK

Reference checking is an inquiry about job performance, usually from people

identified by an applicant.
Prior to making an offer, the HR administer and/or hiring manager is expected to
contact at least two (2) professional references of the applicant. Information gathered
during the reference check process must be retained with the search files for three (3)
years following the date of the last action on the position. (e.g. start date, date
candidates were notified of the position being filled).
For an internal candidate, the hiring manager should take special care to ensure the
application is confidential, and that contact with the employee’s current unit is not
made until the employee is considered a finalist and references are to be checked.
An applicant who refuses to sign a profile may be eliminated from further
consideration for employment. An applicant who provides misleading, erroneous, or
deceptive information on a profile, resume, or in an interview will be immediately
eliminated from further consideration for employment and may be subject to
termination.
All background checks, at a minimum, will include the following:
• Verification of Social Security Number;
• County criminal records (county of current residence);
• Other kinds of verification checks if a particular position warrants (i.e. sex
offender, educational verification, employment verification).

7. MEDICAL EXAMINATION

Certain jobs require unusual stamina, strength or tolerance of hard working

conditions. A physical examination reveals whether or not a candidate possesses
these qualities. It brings out deficiencies, not as a basis of rejection but as a positive
aid to selective placement and as indicating restrictions on his transfer to other
positions.
PURPOSE
a) It gives us an indication whether a candidate is physically able to perform the
job. Those who are physically unfit are rejected.

b) It discovers existing disabilities and obtains a record of the employee’s health at

the time of hiring so that question of the company’s responsibilities may be settled in
the event of workmen’s compensation.

c) It prevents the employment of those who suffer from some type of contagious
diseases.

d) It places properly those people who are otherwise employable but those
physical handicaps may necessitate assignment only to specific jobs.

Usually a medical check up involves a quick examination of the eyes, ears and
throat. Bronchial weakness is looked for as an indication of nervousness,
tuberculosis and hernia.
It is worth noting that those whom heavy manual work is to be assigned are tested
for physical health; while those who are to be placed in the office should be
particularly tested for eyesight, the condition of the pulmonary system and for signs
of tubercular tendencies.
8. JOB OFFER

The final step in the selection process is job offer to those applicants who have
crossed all the previous hurdles. It is made through a letter of appointment. Such
letter generally contains:

1. A date by which the appointee must report on duty.

The appointee must get reasonable time for reporting.

2. Expected salary.

3. General instructions.

Therefore the organization sends the appointment letter to the successful candidate
either after sometime depending on its time schedule.

INDUSTRIAL RELATIONS

INTRODUCTION
The concept of Industrial Relations means the relationship between employees
and management in the day-to-day working industry. But the concept has a wide
meaning. When taken in the wider sense, Industrial Relations is a “set of
functional interdependence involving historical, economic, social,
psychological, demographic, technological, occupational, political and legal
variables”.

According to Dale Yoder, Industrial Relations are a “whole field of relationship

that exists because of the necessary collaboration of men and women in the
employment process of an industry. The concept of industrial relations has been
extended to denote the relations of the state with employers, workers, and their
organizations. The subject therefore includes individual relations and joint
consultations between employers and work people at their work place collective
relations between employers and their organizations and trade unions and part
played by the state in regulating these relations.

Three Actors of Industrial Relations

According to John T. Dunlop three major participants or actors of industrial
relations viz., workers and their organizations, management and Government
are identified.

Workers and their organizations

The total worker plays an important role in industrial relations. The total worker
includes working age, educational background, family background,
psychological factors, culture, skills etc., Worker’s organizations prominently
known as trade unions play their role more to protect the workers’ economic
interest through collective bargaining and by bringing pressure on management
through economic and political tactics.
Employers and their organizations
Employer is a crucial factor in industrial relations. He employs the worker, pays
the wages and various allowances, and regulates the working relations through
various rules, regulations and by enforcing labour laws. Employers form their
organizations to equate or excel their bargaining power with that of trade
unions. These organizations protect the interest of the employer by pressuring
the trade unions and government.
Government
Government plays a balancing role as custodian of the nation. Government
exerts its influence on industrial relations through its labour policy, industrial
relations policy, implementing labour laws, the process of conciliation an
adjudication by playing the role of a mediator etc.,

Principles of Sound Industrial Relations

Maintenance of sound industrial relations is as crucial and difficult as that of
human relations. Hence, the following principles should be followed to maintain
sound industrial relations:

 Recognition of the dignity of the individual and of his right to personal

freedom and equality of opportunity.
 Mutual respect, confidence, understanding, goodwill, and acceptance of
responsibility on the part of the both employer, management and workers
and their representatives in the exercises of the rights and duties in the
operation of the industry.
 Similarly, there has to be an understanding between the various
organizations of employers and employees who represent the
management and workers.

Functional requirements for Sound Industrial Relations

 Top management support: Since industrial relations is a functional staff

service, it must derive authority from the line organization. This is
accomplished by having the industrial relations director report to the top
 line authority- the president, chairman or vice-president. Besides, top
management must also set an example for others.
 Sound Personnel Policies: They constitute a business philosophy for the
guidance of the human relations’ decisions of the enterprise. The purpose
of such policies is to decide ahead of emergency and what shall be done
with a large number of problems that may arise daily. Policy can be
successful only when it is followed at all levels from top to bottom.
 Adequate practices: Adequate practices should have been developed by
professional in the field to assist the policies of the units. A system of
procedures is necessary to translate intention into action. The procedure
and practices of industrial relations are the “tools of management” which
keep the supervisor ahead of his job; the work of time-keeping, rate
adjustments, grievance reporting a merit rating.

 Detailed supervisory training: To carry out the policies and practices by

the industrial relations staff the job supervisors must be trained in detail,
and the significance of the policies must be communicated to the
employees. They must be trained in leadership and communication.

Follow-up of results:

Constant review of the industrial relations programme is necessary not only to

evaluate existing practices but also as a check on certain undesirable tendencies.
Follow-up of turnover, absenteeism departmental morale, grievances, employee
suggestions, wage administration, etc., must be supplemented with continuous
research to make certain that the policies pursued are those best fitted to
company needs and employee wishes.

It has been realized in Vedas that one of the important factors necessary for
happiness in a group or community is good mutual relations. The industrial
relations machinery during the Vedic times consisted of madhyamasi
(mediator), a man of position and influence in the society. People in the rural
community were able to solve and settle disputes by themselves. The village
officials attended to and solved the local problems. They were invested with
judicial as well as executive authority.
This system prevailed under the Hindu government. The unions were not only
the assemblies of the employees but they were also the institutions for
maintaining cordial relations between employers and employees.

Every effort was made to improve the mutual relations between capital and
labor. The Law givers (like Sukra) have warned the employers that employees
become their enemies, in case they use harsh words, inflict heavy punishment,
cut their wages, and treat them dishonorably. The employees who were treated
with respect or kept content with their wages, and addressed with sweet words
never leave the employer. In the Epics also, the employees were treated with
respect, given some gifts and sweetly addressed.

To maintain good relations between employees and employers emphasis has

been laid on good treatment of employees and to condone their minor faults.
The lawgivers are unanimous in holding that disputes cannot end by continuing
them; but they should be settled by peaceful means. They have advised that no
employee should remain discontented because a disgruntled employee
encourages other employees to create industrial unrest. Therefore, in their
opinion, no such work or action should be undertaken if the employees show
opposition.

Not only during the Vedic times but also even today in the modern industrial
system cordial relations between the employees and employers play a crucial
role to build a strong industrial work setting.

Hence, maintenance of good human relationship is the main theme of industrial

relations, because in its absence the whole edifice of organizational structure
may crumble down.

Definition and concept of Industrial Relations

The term ‘Industrial Relations’ comprises ‘Industry’ and ‘relations’. Industry

means “any productive activity in which an individual is engaged”, and
relations means “ the relations that exist in the industry between the employer
and his workmen.” Observers like Dr. Kapoor say, “ Industrial Relations is a
developing and dynamic concept and as such no more limits itself merely to the
complex of relations between the unions and management but also refers to the
general web of relationships normally obtaining between employees- a web
much more complex than the simple concept of labor capital conflict.”
Different authors have defined industrial relations in somewhat different way.
Below are given some oft-quoted definitions:

FUNCTIONS OF INDUSTRIAL RELATIONS

 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 interests of workers on the one hand and the
management on the other hand, to avoid unhealthy, unethical atmosphere
in an industry.
 To lay down such considerations which may promote understanding,
creativity and co-operative ness to raise industrial productivity, to ensure
better workers’ participation

Characteristics of Industrial Relations

 Industrial Relations are outcome of employment relationship in an

industrial enterprise.
 Industrial Relations develop the skills and methods of adjusting to a
cooperating with each other.
 Industrial relations system creates complex rules and regulations to
maintain harmonious relations
 The government-involves to shape the industrial relations through laws,
rules, agreements, awards etc.,
 The important factors of industrial relations are: employees and their
organizations, employer and their associations and government.

Importance of Industrial Relations:

‘Industrial Relations’ constitute one of the most delicate and complex problems
of modern industrial society. Industrial relations has become one of the vital
aspects in today’s industrial system as the times have always been changing
bringing a lot of change in working and living conditions of people. Keeping
pace with changing trends and tough competition with the world outside has
become the key factor. Many changes have occurred in just a few decades with
the advent of Industrial Revolution. The need for a more sophisticated industrial
system should be devised keeping employee and his needs in mind. The
importance of employee relations can be appreciated by observing the following
aspects/changes:

 With growing prosperity and rising wages, workers have gained better
living conditions, polished education, sophistication and generally greater
mobility.
 Career patterns have changed as growing proportions have been
compelled to leave the farms and become wage and salary earners under
trying factory conditions.
 Large number of men, women and children dwelling in urban areas under
mass ignorance are drenched in poverty possessing diverse conflicting
ideologies. The working organizations in which they are employed have
become larger and shifted from individual to corporate ownership.
 There also exist status-dominated, secondary group-oriented,
universalistic and aspirant-sophisticated class in the urban areas.
 Employees have their unions and employers their bargaining associations
to give a tough fight to each other and establish their powers.
 The government has played a growing role in industrial relations, in part
by becoming the employer for millions of workers and in part by
regulating working conditions in private employment.
 Rapid changes have taken place in the techniques and methods of
production. Technological advances have eliminated long established jobs
and have created opportunities that require different patterns of
experience and education.
 Non-fulfillment of many demands of the workers has brought industrial
unrest. They are the points of flexion and the base of industrial edifice.

All these changes have made employment relationship more complex. Hence, a
clear understanding about these is as interesting as it is a revealing experience.
The creation and maintenance of good relations between the workers and the
management is the very basis on which the development of an Industrial
Democracy depends. It in turn seeks to gain cooperation of the two partners in
industry in the field of production and promotes industrial peace.

The healthy and orderly industrial relations in an enterprise generate attitudes

that procreate progress and stabilize democratic institutions. ‘Stable industrial
relations’ means a situation when requirements of management and the work
force are discussed between them in a spirit of mutual trust and confidence and
without causing friction. For example, the management would like to develop
stable relation with a view to getting a disciplined and conscientious workforce
for more work. This would reduce supervisory and administrative work as also
enable better planning for future production and expansion. The workforce, on
the other hand, expects liberal thinking by management and a more human
approach to its need by giving stable relations. Stable relationship is, therefore,
means to an end and not an end in itself. The unions are also involved in
industrial relations. Through stability they obtain for the work force more
benefits. The Government would like stable relations to prevail both for better
production and for easier law and order.

1 DATA ANALYSIS AND INTERPRETATION

The following are the analysis, interpretation and graphical representations of
the responses collected from the workmen. The inferences are drawn from these
graphs as under:
1. Employees’ opinion on the overall industrial relations:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

GOOD 47% 95%

FAIR 43% 5%

TO BE IMPROVED 10% 0%

GRAPHICAL REPRESENTATION:

OPINION OF THE EMPLOYEES ON THE INDUSTRIAL RELATIONS

95%
100%
80%
47% 43%
60% WORKERS OPINION
40% STAFF OPINION
5% 10%
20% 0%
0%
GOOD FAIR TO BE IMP ROVED

INFERENCE:

1. As can be seen in the graph, around 47% of workers are of the opinion
that the overall industrial relations is good in theestablishment, while
43% of them feel that it’s fair whereas 10% of them suggest that it should
be improved.
2. In case of staff, 95% of them are of the opinion that the industrial
relations is good at the establishment, while 5% of them feel that it is fair.
3. On the whole majority of the employees at the establishment are satisfied
with the industrial relations.
2. Employees have free access to the top management:
TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 77% 90%

DISAGREE 23% 10%

GRAPHICAL REPRESENTATION:

EMPLOYEES' HAVE FREE ACCESS TO THE TOP

MANAGEMENT

WORKERS' OPINION
100% STAFF OPINION
80% 90%
77%
60%

40%

20% 23%
10%
0%
AGREE DISAGREE

INFERENCE:

1. Around 77% of the employees’ agree that they have free access to the
management, whereas 23% of them feel they don’t have.
2. Regarding the staff level, 90% of them are satisfied with it whereas 10%
of them are dissatisfied.
3. On the whole majority of them are happy with their free access to the
management.
3. The top management listens to the employees patiently:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 97% 100%

DISAGREE 3% 0%

GRAPHICAL REPRESENTATION:

TOP MANAGEMENT LISTENS TO THE

EMPLOYEES PATIENTLY

100%

80% 97% 100%

60%
WORKERS' OPINION
40% STAFF OPINION

20% 3% 0%

0%
AGREE DISAGREE

INFERENCE:

1. From the above graph it has been identified that 97% of the workers
agreed that the top management listens to them patiently, 3% of the
workers disagree.
2. From the above graph it has been identified that 100% of the staff agreed
that the top management listens to them patiently.

4. The management has faith in the employees as one of the main resources:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 100% 95%

DISAGREE 0% 5%
GRAPHICAL REPRESENTATION:

MANAGEMENT HAS FAITH IN THE EMPLOYEES

100%
100%
95%
80%

60%
WORKERS OPINION
40% STAFF OPINION

20% 0% 5%

0%
AGREE DISAGREE

INFERENCE:

1 From the above graph it has been identified that 100% of the workers
agreed the management has faith in the workers as they are one of the
main resources to the company.

2 From the above graph it has been identified that 95% of the workers
agreed that management has faith in the staff as they are one of the
main resources to the company and 5% of the staff disagreed

4. The management has faith in the employees as one of the main resources:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 100% 95%

 DISAGREE 0% 5%

GRAPHICAL REPRESENTATION:

MANAGEMENT HAS FAITH IN THE EMPLOYEES

100%
100%
95%
80%

60%
WORKERS OPINION
40% STAFF OPINION

20% 0% 5%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 100% of the workers agreed the
management has faith in the workers as they are one of the main resources to
the company.
From the above graph it has been identified that 95% of the workers agreed that
management has faith in the staff as they are one of the main resources to the
company and 5% of the staff disagreed
5. Whether the employees have confidence in the top management to
run the industry efficiently:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 90% 100%

DISAGREE 0% 0%

CAN’T SAY 10% 0%

GRAPHICALREPRESENTATION:

EMPLOYEES HAVE CONFIDENCE IN THE

MANAGEMENT TO RUN THE INDUSTRY
EFFICIENTLY
100%
100% 90%

80%

60%
WORKERS OPINION
40% STAFF OPINION
10%
20% 0% 0% 0%

0%
AGREEE DISAGREE CAN'T SAY

INFERENCE

From the above graph it has been identified that 90% of the workers agreed that
they have confidence in top management that they are capable to run the
company efficiently and 10% of the wokers can’t say any thing
From the above graph it has been identified that 100% of the staff agreed that
they have confidence in top management that they are capable to run the
company efficiently.

6. Management always expects more from the employees:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 70% 81%

 DISAGREE 30% 19%

GRAPHICAL REPRESENTATION:

MANAGEMENT ALWAYS EXPECTS MORE FROM

THE EMPLOYEES

100%

80%
81%
60% 70%
WORKERS OPINION
40% STAFF OPINION

20% 30%
19%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 70% of the workers agreed that
management expects more from them and 30% of the workers disagreed.

From the above graph it has been identified that 81% of the staff agreed that
management expects more from them and 19% of the staff disagreed.

7.The employees always expect more benefits from the management:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

 AGREE 80% 81%

DISAGREE 20% 19%

GRAPHICAL REPRESENTATION:

EMPLOYEES EXPECT MORE BENEFITS FROM THE

MANAGEMENT

100%

80%
80% 81%
60%
WORKERS OPINION
40% STAFF OPINION

20%
20% 19%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 80% of the workers agreed that
they expect more from management and 20% of the workers disagreed.

From the above graph it has been identified that 81% of the staff agreed that
they expect more from management and19% of the staff disagreed.

8.The management is satisfied with the employees’ performance :

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 97% 100%

DISAGREE 3% 0%
GRAPHICAL REPRESENTATION:

MANAGEMENT IS SATISFIED WITH EMPLOYEES'

PERFORMANCE

100%
100%
80% 97%

60%
WORKERS OPINION
40% STAFF OPINION

20% 3% 0%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 97% of the workers agreed that
management is satisfied with their performance and 3% of the workers
disagreed.

From the above graph it has been identified that 100% of the workers agreed
that management is satisfied with their performance.

Employees’ are satisfied with managements’ offers:

TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

 AGREE 60% 77%

DISAGREE 40% 23%

GRAPHICAL REPRESENTATION:

EMPLOYEES ARE SATISFIED WITH MANAGEMENTS'

OFFERS

77%
80%
70% 60%
60%
50% 40%
WORKERS OPINION
40%
23% STAFF OPINION
30%
20%
10%
0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 60% of the workers agreed that
they are satisfied with the man agement ofers and 40% of the workers are not
satisfied.

From the above graph it has been identified that 77% of the staff agreed that
athey are satisfied with the management offers and 23% of the staff are not
satisfied.

10.There is serious conflict between management and employees w.r.t.

wages/salaries:
TABULAR FORM:

PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 33% 23%

DISAGREE 67% 77%

GRAPHICAL REPRESENTATION:

THERE IS SERIOUS CONFLICT BETWEEN

MANAGEMENT AND EMPLOYEES W.R.T.
WAGES/SALARIES

77%
80%
67%

60%

33% WORKERS OPINION

40%
23% STAFF OPINION
20%

0%
AGREE DISAGREE

INFERENCE:

From the above graph it has been identified that 33% of the workers agreed that
management is satisfied with their performance and 67% of the workers
disagreed.

From the above graph it has been identified that 23% of the staff agreed that
there is conflict between them and management with respect to wages/salaries
and 77% of the staff disagreed.

11. Canteen, recreation, transport, accommodation are:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

AGREE 10% 62%

DISAGREE 80% 29%

CAN’T SAY 10% 9%

GRAPHICAL REPRESENTATION:

CANTEEN, RECREATION, TRANSPORT,

ACCOMMODATION ARE

80%
70% 80%
60%
50% 62%
40% WORKERS OPINION
30% STAFF OPINION
20% 29%
10% 10% 9%
10%
0%
GOOD FAIR NOT OK

INFERENCE

From the above graph it has been identified that 10% of the workers, 80% of the
workers and 10% of the canteen, recreation, transport, accommodation’s
facilities are good fair and not ok respectively.

From the above graph it has been identified the 62% of the staff, 29% of the
staff and 9% of the staff opine that canteen, recreation, transport
accommodation’s facilities are good fair and not ok respective

12. Indiscipline among the employees:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

MORE 0% 0%

TO A LITTLE 14% 19%

EXTENT

NORMAL 50% 48%

ABSENT 36% 33%

GRAPHICAL REPRESENTATION:

INDISCIPLINE AMONG THE EMPLOYEES IS

50% 48%
50%
45%
36%
40% 33%
35%
30%
25% 19%
20% WORKERS OPINION
14%
15% STAFF OPINION
10%
5% 0% 0%
0%
MORE TO A NORMAL ABSENT
LITTLE
EXTENT

INFERENCE:

From the above graph it has been identified that 14% of the workers, 50% of the
workers and 36% of the workers opinion that the indiscipline among the
emploees are” to a little extrent”, normal and absent respectively.

From the above graph it has been identified that 19% of the staff, 48% of the
staff and 33% of the staf opinion that the indiscipline among the employees are
to a little extent, normal and absent respectively.

13. Punishments for indiscipline are:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

HARSH 3% 0%

INPROPORTIONATE 44% 14%

FAIR 50% 52%

MEDIUM 3% 34%

GRAPHICAL REPRESENTATION:

PUNISHMENTS FOR INDISCIPLINE ARE

60% 50% 52%

50% 44%

40% 34%
WORKERS
30% OPINION
20% 14% STAFF
OPINION
10% 3% 3%
0%
0%
HARSH INPROPORTIONATE FAIR MEDIUM

INFERENCE:

From the above graph it has been identified that 3% of the workers, 44% of the
workers 50% of the workers and 3% of the workers opinion that punishments
for the indisciplines are harsh, inproortionate, fair and medium respectively.

From the above graph it has been identified that 14% of the staff, 52% of the
staff and 34% of the staff opinion that punishments for the indisciplines are
harsh, inproortionate, fair and medium respectively.

14. Do you like your children working in this industry if they are
employed:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

YES 10% 48%

NO 84% 52%

CAN’T SAY 6% 0%

GRAPHICAL REPRESENTATION:

DO YOU LIKE YOUR CHILDREN WORKING IN THIS

INDUSTRY IF THEY ARE EMPLOYED

84%
90%
80%
70%
52%
60% 48%
50% WORKERS OPINION
40% STAFF OPINION
30%
20% 10% 6%
10% 0%
0%
YES NO CAN'T SAY

INFERENCE:

From the above graph it has been identified that 10% of the workers opinion
that they like their children getting emnployed in their organization, 84% of the
workers are not interested and 6% of the workers can’t say.

From the above graph it has been identified that 48% of the workers opinion
that they like their children getting employed in their organization, 52% of the
workers are not interested.

15.INDUSTRIAL PEACE, MORE THAN THE EXISTING ONE CAN BE

ACHIEVED THROUGH:

TABULAR FORM:
 PARAMETERS WORKERS OPINION STAFF OPINION

INCREASING FACILITIES
AND AMENITIES

26% 33%

INCREASING WAGES AND

OTHER MONETARY
BENEFITS
64% 33%

THROUGH CONSCELING
INDIVIDUAL WORKMEN

10% 29%

CAN’T SAY 0% 5%

GRAPHICAL REPRESENTATION:
 INDUSTRIAL PEACE MORE THAN THE EXISTING ONE CAN
BE ACHIEVED THROUGH

70% 64%

60%
50%
40% 33% 33% 29%
26% WORKERS
30%
OPINION
20% 10% STAFF
5% OPINION
10% 0%
0%
INCREASING INCREASING WAGES THROUGH CAN'T SAY
FACILITIES AND AND OTHER COUNSELING
AM ENITIES M ONETARY INDIVIDUAL
BENEFITS WORKM EN

INFERENCE:

From the above graph it has been identified that 26% of the workers opinion
that industrial peace more than the existing one can be achieved through
increasing facilities and amenities, 64% of the workers opinion that insustrial
peace more than the existing one can be achieved through increasing wages and
other monetary benefits and 10% of the workers opinion that industrial peace
more than the existing one can be achievced through counseling individual
workmen.

From the above graph it has been identified that 33% of the staff opinion that
industriual peace more than the existing one can be achieved through
increasifng facilities and amenities, 33% of the staff opinion that industrial
peace more than the existing one can be achieved through increasing wages and
other monetrary benefits, 29% of the staf opinion that industrial peace more
than the existing one can be achieved through counseling individual workmen
and 5% of the staff can’t say.
FINDINGS REGARDING WORKMEN LEVEL

1. The communication aspect in workers regarding work is only above average and time
taken for that is around 5min, but communication casually is having major position. The
employees are freely communicating with each others.
2. The relationship among the employees is very strong as they are very helpful to each
other at any circumstances.
3. The majority of employees are having many close-aides to them
4. Most of the employees likes to communicates with others.
5. Moderate number of employees are having very few family friends
6. Employees most of them get in touch regularly.
7. Majorities of the employees borrow & lend money from very few others and there is
hardly any such situation where their relationship has been broken.
8. All these factors stress only one point, that the employees are having good relationships
among then with respect to each shift.
9. Almost all Employees are feels satisfies with the encouragement and behaviour of their
respective supervisors, and also close to each other.
10. The majority of employees communicate with staff members also.
11. But the relationship is not extended to closeness; rather they just make aware of each
other, due to this there is no aspect of disliking as such.
12. As a result, the majority employees expressed an average feeling regarding staff
members
13. All the above factors states that the relationship is weak between the staff & workers.
14. All most all the employees states of having good relationship between management &
union.
15. The union is working in the interests of all the employees & they often attend the union
meetings
16. The union leader also helps personally as well as with respect to work to all the
employees.
17. All the above stated facts connotes that, the relationship between trade union and
workers and as well as management.
18. Majority of the employs are feeling satisfied with respect to H.R. Manager.
F I N D I N G S R E G A R D I N G S TA F F L E V E L

1. The communication in staff level is high as they are communicating at an average of 10m
regarding work, whereas it was a bit decreased in case of casual communication.
2. The staff also helpful & close to each other, and having many close-aides to them
3. In the staff there exists, although not majority, a matter of disliking to talk with very few
of their colleagues.
4. Some of them are also having few family friends, and they are maintaining few regular
contacts
5. The inter relationship among the staff members is also good.
6. Staff members also satisfied with the behaviour and encouragement of their superiors.
7. The superior’s closeness with staff is having equal majority for normal as well as close.
8. The superiors are having a satisfactory feeling from their respective sub-ordinates.
9. The superiors are also moving closely with their respective sub-ordinates as they involve
in informal conversation with then more often.
10. The sub-ordinates also having close contacts with their respective superior.
11. The above factors states that the superior-subordinate relationship is very good,
12. Majority of the staff is not interested in the way the worker’s unions organize
themselves.
13. Some of the staff are getting problems with the union and they are facing those problems
often.
14. The relationship between the staff and workers is not looking anywhere favorable.
15. All the staff members are feeling satisfactory towards H.R. Manager
Conclusion

It has been increasingly realized that the industrial system has brought about a
number of complexities which have rendered the management of people in an organization
more difficult and complicated than man power management in earlier and simpler societies
because free, mobile men and women in modern societies whose complex and ever changing
problems for their managers and employers. Therefore, today’s industrial societies have
developed a distinct system of management based upon the experience of over 300 years.

Modern industrial relations represent a blending of older systems with innovation

introduced as society has changed through the ages. Some features of early system even now
persist, while other features are the result of industrial revolution and, therefore, represent
sharp breaks with traditional, creating challenging problems for the management for many of
them may be opposed by the workers.

The employment relationships are not static but dynamic. The most
important characteristic is the persistence of change. Technological advances eliminate
long established jobs and create opportunities that require sharply different patterns of
experience and education. Higher living standards encourage demands for new
products and services. Economic prosperity permits great economic security, and public
regulation makes the assurance of that security a problem for managers. All of these
changes have made the present system of employment relationships very complex.
Collaboration and cooperation is very necessary to achieve the designated objectives.
Understanding of human behavior is, therefore, very necessary on the part of those
responsible for managing manpower resources.
SUGGESTIONS & RECOMMENDATIONS

1. The communication among the workers as well as staff members is going on well but it
doesn’t means to be consistent. Measures should be taken to strike the right aspect
pertaining to them to communicate consistently.

2. The communication within the each section and department of workers and staff
respectively is fine, but when comes to the matter of different sections, shifts and
departments, it is not at all having even basics also. It is an essential to have
interdepartmental relations, so adequate measures, which cater to the needs of
employees and staff, should be employed.

3. The response regarding the relationship between workers- supervisors creates a feeling
that there is an congenial work environment. But these responses may be biased as the
employee fear of superiority. This environment should be maintained to protect the
interest of employees.

4. The workers – staff members relation is a bit drowsy, mutual co-operations in the work
environment should be entertained to develop a sense of belonging ness.

5. The workers-union relationship is dominating, such that, all the interests of the workers
are effectively protected by the union. The union’s formidable requests should be
granted to maintain these type of relations

6. The union-management relationship is going nicely till times. This is the most delicate
relationship, where the progress of the company lies on, and this relationship have
constant whistle such that any undesirable effects won’t occur.

7. The industrial relations in G.T.N Textiles are not in bad situation, as well as not in a good
situation. These relations can change overnight which may cause adverse affects, so
adequate earlier measures should be undertaken to strengthen the existing
relationships.
8. The company should be preplanned in those aspects, which are having more probability
to happen.

9. The staff-union relationship is sending alarming signals, which should be considered at

earliest to face the resultant effects.

10. The staff members are not close up-to-the mark, especially in I.T department, which lack
of perfect co-operation between them.

11. Prominent strategies have to be adopted to provide an congenial environment respective

to relations specified above, and the existing good relations are to be improved to meet
the changing requirements, which will result in an perfect Industrial Relations and
motivate us to perform our business uninterruptedly but with anease
“INDUSTRIAL RELATIONS”
A SURVEY IN AIRPORT AUTHORITY OF INDIA

1. How are the industrial relations in the company?

 Good
 Fair
 To be improved

2. Do you have free access to the top management?

 Yes
 No

3. Does the top management listen to you with patience?

 Yes
 No

4. Does the management have faith in the employees as one of the main resources?

 Yes
 No

5. Whether employees have confidence in the management to run the industry

efficiently?

 Yes
 No
 Can’t say

6. Management always expects more from the employee

  Yes
 No

7. The employees expect more benefits from the management

 Yes
 No

8. The management is satisfied with employee’s performance

 Yes
 No

9. Employees are satisfied with management’s offers

 Yes

 No

10. There is serious conflict between management and employees w.r.t wages/salaries

 Yes
 No

11. Canteen, Recreation, Transport, Accommodation are

 Good
 Fair
 Not ok

12. Indiscipline among the employees is

 More
 To a little extent
 Normal
 Absent
13. Punishments for indiscipline are

 Harsh
 In proportionate
 Fair
 Medium

14. Do you like your children working in this industry if they are employed (if ‘No’,
please give reason)

 Yes
 No
 Can’t say

15. Industrial peace, more than the prevailing scenario can be achieved through

 Increasing the facilities and amenities

 Increasing wages/other monetary benefits
 Through counseling individual workmen
 Can’t say

16. Do you feel it is necessary to involve the worker’s family members in some social activities
that will help cordial relations with management?

 Yes
 No

17. Dissatisfaction in various aspects among the employees is more in this establishment

 Yes
 No
 Normal
  Can’t say

18. Your position in this company when compared to other industries in this area is

 Better
 On par with
 Lower than others

19. How are the opportunities outside w.r.t salary/comfort/facilities etc., outside if you leave this
job at present?

 Better than this job

 Equaling this job
 Lower than this

20. Your overall opinion on the top management

 Good
 Fair
 Bad
BIBLIOGRAPHY

S.No Nameof the author Title Name of the Publishers

1 Weihrich & koontz Essentials of Management Tata Mcgraw Hill-2000

2 Subba Rao HRM & IR Himalaya - 2002

3 Richard Pettinger Organizational Behaviour Macmillan-1990

4 Dale Yoder Personal Management Prentice Hall of India-1992