A Comparative study on employee relationship of Coca-Cola

A Project Submitted to

Karmaveer Bhaurao Patil College, Vashi.

The University of Mumbai for partial completion of the degree of Bachelor

of Management Studies

Under the Faculty of Commerce

By
More Pratiksha Shantaram

Under the Guidance of

Mrs. Archana Salunkhe

Karmaveer Bhaurao College,

Vashi

(Autonomous College)

March 2019

0
INDEX

1
 Chapter 1 INTRODUCTION 7
1.1 OBJECTIVES OF THE STUDY 9

1.2 NEED/IMPORTANCE OF THE 10

STUDY
1.3 SCOPE OF THE STUDY 11

1.4 RESEARCH METHODOLOGY 12

1.5 TYPE OF RESEARCH 13

1.6 METHODS OF DATA 15

COLLECTION
1.7 SAMPLING METHODS AND SIZE 16

CHAPTER 2 2.1 PROFIT OF THE ORGANIZATION 17

2.2 18
INTRODUCTION

2.3 HISTORY 19
2.4 COMPANY PROFIT 21
2.5 ORGANIZATION CHART 22

2.6 AWARDS AND FUTURE PLAN 23

3.1 CONCEPTUAL FRAMEWORK 24

3.2 INTRODUCTION 25

3.3 BASIC CONCEPT 26

3.4 IMPORTANCE OF EMPLOYER 28

RELATIONSHIP
3.5 EXAMPLES OF EMPLOYEE 31

2
 RELATIONSHIP
3.6 OBJECTIVE OF EMPLOYEE 33
RELATIONSHIP
3.7 FACTORS 35

Chapter 4 CHAPTER 4 37

4.1 DATA ANALYSIS AND 38

INTERPRATION OF DATA
chapter 5 CHAPTER 5 49

5.1 INTRODUCTION 50

5.2 CONCLUSION 51

5.3 SUGGESTIONS 52

5.4 BIBLIOGRAPHY 53

5.5 ANNEXURE 54

Certificate

3
This is to certify that Ms. More Pratiksha Shantaram has worked and duly completed
his Project Work for the degree of Bachelor of Management Studies under the Faculty
of Commerce in the subject of HUMAN RESOURCE MANGEMENT And, his project
is entitled, “Comparative study on employee relationship of Coca-Cola ” under my
supervision.

I further certify that the entire work has been done by the learner under my guidance
and that no part of it has been submitted previously for any Degree or Diploma of any
University.

It is his work and facts reported by his personal findings and investigations.

Project guide Co. ordinator Principle

External Examiner

Declaration

4
 I The Undersigned Ms, More Pratiksha Shantaram hereby declare that the
work embodied in this project work title “Comparative study on employee and employer
relationship of reliance”, Forms my own contribution to the guidance of Mrs. Archana
Salunkhe is a result of my own research work and has not been previously submitted to any
other University for any other Degree/ Diploma to this or any other University.

Wherever reference has been made to previous works of others, it has been clearly indicated
as such and included in the bibliography.

I, hereby further declare that all information on this document has been obtained and
presented in accordance with academic rules and ethical conduct.

MORE PRATIKSHA SHANTARAM

Certified by

Mrs. Archana Salunkhe

Acknowledgment
5
To list who all have helped me is difficult because they are so numerous and the depth is
so enormous.

I would like to acknowledge the following as being idealistic channels and fresh
dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do
this project.

I would like to thank my Principal Dr.Shivankar V.S for providing the necessary
facilities required for completion of this project.

I take this opportunity to thank our Coordinator CD Bhosale for her moral support and
guidance.

I would also like to express my sincere gratitude towards my project guide

Mrs. Archana Salunkhe, whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference books
and magazines related to my project

Lastly, I would like to thank each and every person who directly or indirectly helped me
in the completion of the project especially my Parents and Peers who supported me
throughout my project.

6
 Chapter 1

Introduction of the project

Introduction of employer and employee relationship

7
• Employer and employee relationships should be mutually respectful. The degree of
closeness in these relationships will depend on both the employer and the employee.
Some employers opt to keep their employees at a distance and, in doing so, ensure
that there is no confusion as to the hierarchy that exists between them. Others elect to
become friendlier with their employees, seeing this as a way to amp up employee
happiness. While neither option is entirely right or wrong, it is wise to avoid getting
too close to employees, as doing so can cause the line between employer and
employee to become blurred.

• The relationship between employee and employer is sometimes fragile. The worker
may feel pressured to keep his job while harboring unfavorable opinions about his
boss, while the boss wonders if the employee is working to the best of his ability.
Employers are also concerned about the morale of workers, because low morale could
lead to expensive issues with turnover or low productivity.

• The relationship between employer and employees plays a pivotal role in the
performance of the organization. Employers and employees have certain
responsibilities towards each other which facilitate a fair and productive workplace.
Positive work relationships create a cooperative climate with effort towards the same
goals. Conflict, on the other hand, is likely to divert attention away from
organizational performance. 
Unnecessary conflict may be prevented through employee involvement and treating
employees in a fair manner. Ethical employment practices, involving employees in
decisions, and treating employees as valued organizational members all work towards
a positive employer-employee relationship. Unfortunately,

• As a result, court decisions dictated exceptions. Employees may not be terminated on

the basis of race, color, religion, sex, national origin, age, disability, or other

8
discriminatory characteristics (Zachary, 2012). Statutes have prohibited adverse
actions against employees due to whistle blowing, union activities, worker’s
compensation claims, or refusing to perform illegal acts or acts against a public policy
(Zachary, 2012). While early employment at-will ideas seemingly protected both
employers and employees, it was later changes which established more solid
safeguards for employees’ rights. 

1.1Objectives of study

9
● Employee relations are the ways in which the company interacts with the staff,
delivers policy information and works to create a more productive workplace. By not
creating good policies for employee relations, you are creating issues within your
company that could stop growth and affect your future success. When you understand
the objectives of employee relations, you are more apt to put the proper resources and
time into good policies.

● A focus on employee relations creates a corporate culture, and corporate policies that
focus on these relations help to increase employee retention. Company turnover costs
money in recruiting new employees, training new employees and getting new
employees up to speed quickly. By developing policies that address employees' needs
and help to make the staff feel respected, it is less likely that the company will
experience elevated levels of turnover. Some examples of employee relations policies
that help with employee retention include unpaid leave, health benefits with
counseling options and a retirement program.
● Employee relations activities include annual employee reviews and the ongoing
development of employees through training and managerial guidance. When the
company and employees work together on developing employee careers, the
employees benefit from a clear path to promotion and advancement in the company.
The company benefits because future management candidates are identified, and the
necessary resources can be applied to training those employees that will guide the
future success of the company.

1.2 Needs / importance of the study

10
• The relationship between an employer and employ is a key deciding factor because it
is very important to have mutual trust.

• This trust factor actually helps in building a relation between both the parties.

• Once this trust factor is built then we say that the base of the relationship between the
parties is set.

• Employer going forward trust helps to maintain the relationship and help both the
party to understand each other well so that both can contribute to the development of
the organization and personal development. Employees have a strong, healthy
relationship with their employers, the entire company benefits. Studies show that
employees who have mutually respectful relationships with their employers are more
likely to be happy, loyal and productive in the long-run. Unfortunately, building a
relationship of this nature is easier said than done, and if you are considering taking a
second look at your relationship with your employees, here are some reasons to
continue doing so.

• Losing an employee to a competitor can be devastating, but unfortunately, employees

who do not have an amicable relationship with their employers are more likely to
leave. When an employee feels comfortable around their employer, and appreciated,
they are far more likely to remain loyal. Companies that encourage positive
relationships between workers and managers are generally more successful, and since
their employees are more likely to stick around, they don’t spend as much on
recruiting, hiring and training new workers

1.3 Scope of the study

11
• Any time that a task of doing a research is to be undertaken, the essential guideline is
to define explicitly the scope of the study. he questions here is that how many students
or research understand what is to be included in the scope of the study and what is the
significance of the same.

• The scope of study basically means all those things that will be covered in the
research project . it defines clearly that extent of content that will be covered by the
means of the research in order to come to more logical conclusion and give conclusive
and satisfactory answer to the research.

• The scope of the study has to be defined a preliminary stage and that is very
important. it can be done in the later phase of doing the research as it creates a lot of
ambiguity about the research Scope of employment is the legal consideration of the
various activities which may occur in the performance of a person's job, especially
those acts which are reasonably relative to the job description and by the employer.

• Key examples of this consideration under can include tort of the employer due to a
duty to supervise or control the employee. If a security guard harms a customer in a
retail store, a court may consider if the employee's harmful acts were foreseeable by
the employer to the point that the employer should have instituted reasonable
precautions to prevent the resulting harm. Extreme examples would likely find the
employer is liable for the employee using a gun which was permitted on the job, but
perhaps not if strict instructions against carrying guns on the job had been given to the
employee who ignored them.

1.4 Research methodology

12
Researchers used descriptive approach for their research as the objective of the research is

known to them. The major emphasis is on describing what has happened i.e. ―the post-facto‖

analysis. The main objective of the research is to find the impact of employee relations on

Performance of employees. At later stage to study the underlying factors of employee

relation and its effect on employee performance causal approach was applied.

Data collection method

The primary data were collected in three ways:

A survey questionnaire (Paper-pencil-questionnaire) and face- to- face interview (semi-

structured interview wherever possible) was organized to gather required information on the

Impact of employee relations on performance of employees in Systems, Bangalore.

Secondary data were an important part in this study, especially in the literature review. Two

Main sources for the secondary data collection included:

Different websites containing journals, research papers & general information on

Employee Relations.

The aim of the survey method was to understand the existing employee relation practices and

Impact of the same on employee performance in Kavya Systems. The survey was made up of

Questionnaires and interviews. Two types of survey were considered in this study:

1. Semi-structured interviews wherever possible and a Paper-pencil-questionnaire was

not possible.

1.5 Types of research

13
• The employment relationship is one that is established whenever employees work
together. A positive employment relationship is required , one in which there is trust
and mutuality the state that exists when management and employees are
interdependent and both benefit form this independency. such a relationship provides
a foundation for employment and employee relations policies , including the
development of the climate of mutual trust. It governs much of what organization
need to be aware of in developing and applying human resources management and
employee relations process policies and procedures. Employee Relations is a much
broader concept. It involves maintaining a work

• environment that satisfies the needs of individual employees and management.

Improving

• employee morale, building company culture, conveying expectations. An effective

employee

• relation involves creating and cultivating a motivated and productive workforce. It’s

• necessary to keep the dynamics of employer-employee relationship in mind. It covers

all the

• relations between employers and employees in industry. Employee relations also

includes

• giving scope for employee participation in management decisions, communications,

policies

• for improving cooperation and control of grievances and minimization of conflicts.

• People are generally motivated from within, but HR and organization focus should be
on

• what they can do to help foster the type of environment where employees thrive to
give their

• best performance. Motivated employees have higher level of work engagement,

reduced

• turnover and better performance as compared to disengaged employees. Since the

14
• organization success is directly linked with the performance of its employees the
companies

• maintaining strong employee relations initiatives will benefit because their workforce
is

• highly motivated to put their best efforts. Hence managing these relationships
becomes

• important for business success, as strong and healthy relationships

• Organizations consist of employers and employees who relate to one another This is
the employment relationship, which may be expressed formally by what Ruberyetal
regarded as its cornerstone, namely the contract of employment. In law an employee
is someone working for an employer who has the ultimate right to tell the worker
what to do. In the UK, the Employment Rights Act (1996) defines an ‘employee’ as a
person who works under a contract of employment, the tacit assumption being that
‘the employer’ is the other party to the contract. This is sometimes called ‘the pay–
work bargain’. The employment relationship can additionally be defined formally by
such means as procedure agreements and work rules. But the employment relationship
is also an informal and constant process that happens whenever an employer has
dealings with an employee, and vice versa. Underpinning the employment
relationship is the psychological contract, which expresses certain assumptions and
expectations

1.6 Method of data collection

15
Employee research is based on primary as well as secondary data. For collecting
primary data, structured

Questionnaire was developed covering the various factors affecting relationship in the
organization. An extensive

literature survey was carried out to develop the construct for the study in the form of
questionnaire. Secondary

data was collected through books, online and print journals. The research instruments used in
the study were self

administered questionnaire with structured question items that were answered by the
organization employees. The

Questionnaire thus developed was piloted on a sample of 20—30 respondents working in

selected small and medium

received after editing 12 questionnaires was found suitable and taken for the study. The
confirmatory factors

Analysis was carried out to identify the important factor. Descriptive statistical analysis was
carried out to analyse

the relative importance of various construct developed for the study

1.7 Sampling methods and size

16
Methods of Sampling

In order to do research successfully and fulfill the objectives of research I studied the
employee relations at Imasion software solutions. I have done the research by interacting with
the executive, managers of the H.R Department and understood how the process is executed
in the organization.

After that, I designed a questionnaire which had various questions related to employee
relations. The questionnaire was distributed to the employees and filled up by them

20.30 Poples view shall be taken.

17
 Chapter 2

Profile Of The Organization

2.1 Introduction
18
 • Reliance Industries Limited (RIL) is an Indian quartered India. Reliance owns
businesses across India engaged in energy, petrochemicals, textiles, natural resources,
retail, and telecommunications. Reliance is one of the most profitable companies in
India the largest in India by the second largest company in India as measured by
revenue after the government-controlled  On 18 October 2007, Reliance Industries
became the first Indian company to breach $100 billion market capitalization The
company is ranked 203rd on the list of the world's biggest corporations as of 2017 It
is ranked 8th among the Top 250 Global Energy Companies by as of 2016. Reliance
continues to be India’s largest exporter, accounting for 8% of India's total
merchandise exports with a value of Rs 147,755 crore and access to markets in 108
countries Reliance is responsible for almost 5% of the government of India's total
revenues from customs and excise duty. It is also the highest income tax payer in the
private sector in India. In 1985, the name of the company was changed from Reliance
Textiles Industries Ltd. to Reliance Industries Ltd During the years 1985 to 1992, the
company expanded its installed capacity for producing by over 145,000 tonnes perThe
Hazira petrochemical plant was commissioned in 1991–92

• In 1993, Reliance turned to the overseas capital markets for funds through a issue of
Reliance Petroleum. In 1996, it became the first private sector company in India to be
rated by international  rated Reliance "BB+, stable outlook, constrained by the
sovereign ceiling” rated "Baa3, Investment grade, constrained by the sovereign
ceiling”

• In 1995/96, the company entered the  through a joint venture with , USA and
promoted Reliance Telecom Private Limited in India

• In 1998/99, RIL introduced packaged in 15 kg cylinders under the brand

name Reliance Gas

• The years 1998–2000 saw the construction of the largest refinery in the world.

2.2 History
19
• The Reliance Group, founded by Dhirubhai H. Ambani , is India's largest private
sector enterprise, with businesses in the energy and materials value chain. The
flagship company, Reliance Industries Limited, is a Fortune Global 500 company and
is the largest private sector company in India.

• Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a
global leader in the materials and energy value chain businesses. It was in 1957 when
he returned to India after a stint with A.Besse& Co., Aden he started yarn trading
business from a small 500 sq.ft. office in Masjid Bunder, Mumbai.he set up his brand
new mill in Naroda, Gujarat. In 1996 Reliance went on to become the biggest textile
brand ‘Only Vimal’. In 1977 the Reliance Textile Industries came with an IPO which
was oversubscribed seven times.

• Reliance enjoys global leadership in its businesses, being the largest polyester yarn
and fibre producer in the world and among the top five to ten producers in the world
in major petrochemical products.

• Starting as a small textile company, Reliance has in its journey crossed several
milestones to become a Fortune 500 company in less than 3 decades.

• Reliance Industries Limited operates world–class manufacturing facilities across the

country at Allahabad, Barabanki, Dahej, Dhenkanal, Hazira, Hoshiarpur, Jamnagar,
Kurkumbh, Nagothane, Nagpur, Naroda, Patalganga, Silvassa and Vadodara.

20
3.2 Company profit

21
• Capacity additions across its businesses could see Reliance Industries Ltd’s (RIL’s)
consolidated operating profit rise 18% in the year ending 31 March 2019.

• Earnings before interest, tax depreciation and amortization (Ebitda) is likely to rise
to ₹ 85,000 crore in the current year, said V. Srikanth, joint chief financial officer,
RIL. “In FY18, we were at ₹ 72,000 crore and FY19 (annualizing what we have done
thus far) we are close to ₹ 85,000 crore. We are talking about businesses where Ebitda
has been doubling and tripling. As you know, consumer businesses (retail and
telecom) can sustain long trends of increases," he said.

• expand

• The Mukesh Ambani-controlled RIL has invested more than $30 billion over the last
five years across its refining, chemicals, retail and telecom businesses to boost
capacity.

• RIL on Friday said its net profit rose 17.4% to ₹ 9,516 crore in the September quarter
(Q2), led by higher price realizations for petrochemicals and refinery products.

• “Our integrated refining and petrochemicals business generated strong cash flows in a
period of heightened volatility in commodity and currency markets," said Ambani,
chairman and managing

22
2.4 Organization chart

2.5 Awards And Future plan

23
• India is poised to take the lead in internet services in areas such as smart devices,
energy, digital transactions, and life-sustaining human values, said Mukesh Ambani,
India’s richest man and promoter of Reliance Jio Infocomm Ltd.

• Clubbing them under a so-called “internet-of-everything" umbrella, which includes

Reliance Jio’s services in the communication, content and commerce space, Ambani
said that India has just scratched the surface in the field of internet services.

• “I believe that India is well positioned to combine its demographic, technological,

entrepreneurial and civilizational strengths to seize this opportunity," Ambani said in
London after receiving the Financial Times-ArcelorMittal award for “boldness in
business".

• Through Reliance Jio, Ambani has created an internet company that first disrupted the
Indian telecom market by offering data at ultra-low rates. It now plans to capitalize on
its network to connect “nearly 1.9 million schools and over 58,000 universities across
India".

• “The idea of Jio was first seeded by my daughter, Isha, in 2011. She was a student at
Yale (in the US) and was home for holidays. She wanted to submit some coursework,
and she said, ‘Dad, the internet in our house sucks’," Ambani recalled.

24
 Chapter 3

Conceptual framework “(theoretical view)”

3.1 Introduction

25
• The company was co-founded by duhar ambani and Champaklal Damani in 1960s as.
In 1965, the partnership ended and Dhirubhai continued the business of the firm. In
1966, Reliance Textiles Industries Pvt Ltd was incorporated in. It established a mill in
the same year at in In 1975, the company expanded its business into textiles, with
"Vimal" becoming its major brand in later years. The company held its (IPO) in
197 The issue was over-subscribed by seven times In 1979, a textiles company
Sidhpur Mills was amalgamated with the company In 1980, the company expanded its
polyester yarn business by setting up a Polyester Filament Yarn Plant in Patalganga
Maharashtra with financial and technical collaboration with., U.S

• In 1985, the name of the company was changed from Reliance Textiles Industries
Ltd. to Reliance Industries Ltd. During the years 1985 to 1992, the company expanded
its installed capacity for producing by over 145,000 tonnes per annum]

• The Hazira petrochemical plant was commissioned in 1991–92

• In 1993, Reliance turned to the overseas capital markets for funds through a  issue of
Reliance Petroleum. In 1996, it became the first private sector company in India to be
rated by international rated Reliance "BB+, stable outlook, constrained by the
sovereign ceiling” rated "Baa3, Investment grade, constrained by the sovereign
ceiling”

3.2 Basic concept

26
Employer-employee relations has become one of the most delicate and complex problems of
modern industrial society. Industrial progress is impossible without labour management
cooperation and industrial harmony. Therefore, it is in the interest of all to create and
maintain good relations between employers and employees

Employer-employee relations mean the relationships between employers and employees in

industrial organizations. According to Dale Yoder, the term employer-employee relations
refers to the whole field of relationship among people, human relationship that exist because
of the necessary collaboration of men and women in the employment process of modern
industry.

In the broad sense, the term employer-employee relations also include the relations between
the various unions between the State and the unions as well as those between the employers
and the Government. Relations of all these associated in industry may be called employer-
employee relations.

27
 3.3 Importance of employer relationship

• employees who have mutually respectful relationships with their employers are more
likely to be happy, loyal and productive in the long-run. Unfortunately, building a

28
 relationship of this nature is easier said than done, and if you are considering taking a
second look at your relationship with your employees, here are some reasons to
continue doing .

• Losing an employee to a competitor can be devastating, but unfortunately, employees

who do not have an amicable relationship with their employers are more likely to
leave. When an employee feels comfortable around their employer, and appreciated,
they are far more likely to remain loyal. Companies that encourage positive
relationships between workers and managers are generally more successful, and since
their employees are more likely to stick around, they don’t spend as much on
recruiting, hiring and training new workers.

• Maintaining a strong employer and employee relationship can be the key to the
ultimate success of an organisation, the results are advantageous. It is known that if a
strong relationship is in place employees will be more productive, more efficient,
create less conflict and will be more loyal. Taking this into consideration, is your
company operating at its peak performance? Is this because you lack a strong
relationship with your employees?

• Fewer Workplace Conflicts

29
• Let’s face it – when a person enjoys being around their manager and co-workers, they
are less likely to seek out conflicts. A peaceful workplace is just one of the many
benefits of strong employee-employer relationships, and if your workplace has been
the scene of a conflict recently, you may want to reevaluate how you relate to your
workers. Conflicts reduce productivity levels, and increase disharmony, and the
energy expended quelling conflicts could be better spent working.

• Increased Productivity

• As mentioned above, an employee who has a positive relationship with their boss is
more likely to be productive, and the more productive your employees are, the more
revenue your company can generate. When an employee feels happy to work for you,
they are more likely to put forth their best effort and maintain a personal stake the
projects they work on.

30
3.4 Examples of employee relationship

31
• The idea of distinguishing between the classification of employees and independent
contractors seems relatively simple; however, even the slightest oversight can lead to
costly mistakes for employers. There are three common law rules employers use to
determine the correct legal business relationship a worker has with that company.
Those rules analyze aspects such as whether a company has any control over how the
worker performs his job, how the worker is compensated and whether an employment
contract was signed. Based on this criteria, the IRS recognizes four primary types of
business relationships: independent contractor, employee, statutory employee and
statutory non-employee Most states require employers to provide some form of
maternity or paternity leave. This means that a business must at least cover the
employee's work and allow a new parent up to several months of time off without
risking loss of a job. But an employer's responsibility to an employee who has
recently become a parent can reach far beyond simply keeping a job open. Maternity
and paternity leave are typically unpaid, and a business that is truly engaged in the
well being of its staff might also provide some paid time off to ease the transition into
parenthood. A new parent will also require a considerable amount of job flexibility
through perks such as flex time, and an employer truly committed to employee
relations will go the extra mile to accommodate scheduling needs once this employee
returns from leave.

32
3.5 Objective of employee relationship

33
 • 1. To develop and maintain harmonious relations between management and labour so
essential for higher productivity of labour and industrial progress in the country

• 2. To safeguard the interests of labour as well as management by securing the highest

level of mutual understanding and goodwill between all sections in industry.

• 3. To establish and maintain industrial democracy based on the participation of labour

in the management and gains of industry, so that the personality of every individual is
fully recognised and developed.

• 4. To avoid all forms of industrial conflict so as to ensure industrial peace by

providing better working and living standards to workers.

• ADVERTISEMENTS:

• 5. To raise productivity in an era of full employment by reducing the tendency of

higher labour turnover and absenteeism.

• 6. To bring about Government control over such industrial units which are running at
losses for protecting employment or where production needs to be regulated in public
interest.

7. To ensure a healthy and balanced social order through recognition of human rights in
industry and adaptation of complex social relationships to the advancements of technology.

Thus, the maintenance of good human relationships is the main aim of employer-employee
relations because in the absence of such relationships “the whole edifice of industry may
collapse. According to the National Commission on Labour, “the goal of labour management
relations may be stated as maximum productivity leading to rapid economic development,
adequate understanding among employers, workers and Government of each other’s role in
industry, commitment to industry and to the individual way of life on the part of labour as
well as management, sound unionism, efficient institutionalised mechanisms for handling
industrial disputes and willingness among parties to cooperate as partners in the industrial
system.”

34
3.6 Factors determining employee an employer relationship

35
• Instructions.

• A worker who is required to comply with other persons’ instructions about when,
where, and how is to work is ordinarily an employee.

• Training.

• Training a worker by requiring an experienced employee to work with the worker, by

corresponding with the worker, by requiring the worker to attend meetings, or by
using other methods, indicates that the person(s) for whom the services are performed
wants the services performed in a particular method or manner.

• Integration.

• Integration of the worker’s services into the business operations generally shows that
the worker is subject to direction and control.

• Services Rendered Personally.

• if the services must be rendered personally, presumably the person(s) for whom the
services are performed is interested in the methods used to accomplish the work as
well as in the results.

• Hiring, Supervising, and Paying Assistants.

• If the person(s) for whom the services are performed hires, supervises, and pays
assistants, that factor generally shows control over the workers on the job. However,
if one worker hires, supervises, and pays the other assistants pursuant to a contract
under which the worker agrees to provide materials and labor under which the worker
is responsible only for the attainment of a result, this factor indicates an independent
contractor status.

• Continuing Relationship.

36
• A continuing relationship between the worker and the person(s) for whom the
services are performed indicates that an employer-employee relationship exists. A
continuing relationship may exist where work is performed at frequently recurring
although irregular intervals.

• Set Hours of Work.

• The establishment of set hours of work by the person(s) for whom the services are
performed is a factor indicating control.

• Full-time Required.

• If the worker must devote substantially full-time to the business of the person(s) for
whom the services are performed, such person(s) has control over the amount of time
the worker spends working and impliedly restrict the worker from doing other gainful
work. An independent contractor, on the other hand, is free to work when and for
whom (s)he chooses.

• Doing Work on Employer’s Premises.

• If the work is performed on the premises of the person(s) for whom the services are
performed, that factor suggests control over the worker.

• Order or Sequence Set

• . If a worker must perform services in the order or sequence set by the person(s) for
whom the services are performed, that factor shows that the worker is not free to
follow the worker’s own pattern of work but must follow the established routines and
schedules of the person(s) for whom the services are performed. Often, because of the
nature of an occupation, the person(s) for whom the services are performed does not
set the order of the services or set the order infrequently. It is sufficient to show
control, 

37
 Chapter 4

Data analysis and interpretation of data

38
 • 1. the employee employer relationship is most prevalient type of employment
relationship.

prevalient nonprevlient
nonprevlient;
Column1; 3.2;
28%

prevalient;
Column1; 8.2;
72%

Interpretation; employee prevalient is 72% so that the empoyee relationship

so that the non prevlient is 28% so it is negative towerds the employment relationship.

39
2. Employment contracts may be written but not in oral form

oral written

written; Col-
umn1; 40; 40%

oral; Column1;
60; 60%

Interpretation; workplace includes a variety of workers in contingent arrangements—

independent contractors, leased employees, temporary employees, on-call workers, and more
—perceived to be a result of employers oral 60%’ desire to reduce labor costs and employee’
written 40% desire to increase their flexibility, among other things. The Bureau of Labor
Statistics recently reported that in February 2001 the contingent workforce, or those workers
who do not have an implicit or explicit contract for ongoing employment and who do not
expect;

40
3.The specificity of the language used in an employment contract must be very
extensive.

specifity extensive

extensive; Col-
umn1; 3.2; 28%

specifity; Col-
umn1; 8.2; 72%

Interpretation; Employment is a relationship between two parties specificity 72%, usually

based on a contract where work is paid for, where one party, which may be entity is the
employer and the other is the employee Employees work in return for payment, which may
be in the form extensive 28% of an hourly wage, by spicework or an annual, depending on
the type of work an employee does or which sector she or he is working in. Employees in
some fields or sectors may receive

4.The formal agreement which specifics the employment terms and condition for the
employee and employer is called an employment contract.

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 employer;
Column2; 2.5;
37%

employee;
Column2; 4.3;
63%

Interpretation; An informal work situation means the person doing the work has little or no
job security, doesn’t have a contract and might not have the same employer37% for more
employee 63% than a few weeks or months

5.An independent contracter is legally considered an employee of the employer who

hired him/her.

42
 him
her

Interpretation; When you hire your first employees, you have some responsibilities to that
employee, and to all future employees, relating to compensation. These responsibilities are
codified under federal, state, and local laws:

6. Does training enable employees more productive?

43
 enable
employee
production

Intrepretation; It’s about allowing employees to be their authentic selves so they can
leverage their strengths and unique perspectives.  I know this firsthand; in the early years of
my career, I was considered high-potential by an organization that was reinventing itself

7. Does training help to increase the motivation level of employes.

44
 incress decress level

level; Column1; incress; Col-

8.3; 34% umn1; 8.2; 33%

decress; Column1;
8; 33%

Interpretation; Everyone faces a dips in motivation, and consistently maintaining high

levels motivation in the workplace can be challenging. That's why we gathered some great
tips from experts to help keep you and your team motivated, day in and day out.
These tips aren't specific to any industry, and most of them are either low or no-cost.

8. If employer hires an independent contractor it may reduces the employer.

45
 redues
hires
employe

Interpretation; you just got hired, but the person you're working for just called you a name:
"independent contractor." Now what does that mean? What kind of a business relationship is
that? Can you come to the company picnic? What does this mean for you?

9. Traning program helped to increase the productivity of both quality and quantity.

46
 quality quantity producivity
producivity;
Column1; 4.2;
27%
quality;
Column1;
8.2; 53%
quantity;
Column1;
3.2; 21%

Interpretation; The performance of your employees is highly dependent on teamwork, trust

and effective communication skills. To perform at their optimum levels and achieve
organizational objectives, the team needs time out and trust building exercises

10.How often the training program are conduced in your organization.

47
 tranning
nontranning
org

Interpretation; Good training and development programs help you retain the right people
and grow profits. As the battle for top talent becomes more competitive, employee training
and development programs are more important than ever. Hiring top talent takes time and
money, and how you engage and develop that talent from the time they are impacts retention
and business growth

11.There are some restriction on employment at will such as statutory requirement for
nondiscriminatory terminal.

48
 nondiscrimanory
discriminary
terminal

Interpretation; termination for any reason, regular, full-time employees shall be entitled to
payment for all accumulated unused annual leave, unless such employees directly transfer to
another State agency. In such cases, their annual leave must be transferred to the receiving
agency to the extent the receiving agency will accept such leave

49
 Chapter 5

Conclusions and suggestions

5.1conclusion

50
• Employment relations and employee engagement, began with a critical consideration
of employee engagement in the context of employment relations; exploring the
broader issues raised by both positive and negative conceptions of experience at work.
The concept of emotional labour was introduced as highlighting the complex
challenges of these issues in practice.

• The course then considered the role of HRM in delivering effective employee
engagement practices and policies as part of organisational-level employment
relations processes. This was further explored through the case study of the New
Zealand post office. We also explored specifically the role of trust before moving to
examine the perceived relevance of employee engagement in different cultural
contexts as well as the ways to maintain engagement during times of organisational
change.

• Employee relations are an indication of the effort that companies put into
consideration the relationships between employers and employees. This effort helps to
create a healthy working environment for both parties and aims at minimizing
conflicts between them. It is an effective way to solving problems within a firm.
Union campaigns approach problem-solving through a third party that acts as a
representative to negotiate workers’ demands. Both are effective ways of bringing
change in companies but with the advent of employee recognition and appreciation by
employers, the role of unions is diminishing. The result is a more direct approach to
negotiations between workers and their employers. we have presented the findings of
an evidence synthesis focusing on three aspects of engagement: what engagement is;
what antecedents are associated with high levels of engagement; and what
performance and personal outcomes are associated with engagement. We have
examined evidence concerning all three factors in relation to the workforce in gender

5.2 Suggestions

51
• Open dialogue and clear communication is key to improving employee relations. It
provides many benefits.  

• Good communication helps to avoid employee confusion and unnecessary stress. It

can decrease friction between employees, especially management and employees. It
helps to set clear goals and expectations.

• Provide a way for employees to express grievances and to resolve a conflict. They
need to have a way to express themselves openly and without fear of retaliation. That
doesn’t mean that employees should be able to gripe to the whole office, but there
should be a person or a process where an employee can gripe.

• Employees should also be able to ask questions and clarify ideas. New policies,
procedures, or expectations, including project expectations, should be communicated
both verbally and in a written format. This allows employees a way to discuss and
clarify expectations, as well as a resource to find clarification. Don’t forget that
people absorb new information in different ways. While some learn best through
written words, others learn best by hearing and doing.

• Another key to communication is to be transparent. Employees who feel that their

managers are open, honest, and trustworthy are far more likely to be less stressed and
more happy at work.

5.4 bibliography

52
• https://www.linkedin.com/pulse/why-employee-relations-important-
organization-

• http://www.hrinasia.com/employee-relations/why-managing-employee-relations-

• https://www.researchgate.net/publication/
316841960_ANALYSIS_OF_EMPLOY

• https://www.slideshahttps://m.specialties.bayt.com/en/specialties/q/228780/what-
is-the-importance

• https://www.managementstudyguide.com/employee-relations.htm

• http://www.dselva.co.in/blog/employer-employee-relation-importance/

• https://study.com/academy/lesson/the-importance-of-a-healthy-employer-emplo

• re.net/SaravananA17/employeremployee-relationship-study

• https://www.irmi.com/articles/expert-commentary/the-employer-employee-
relatio

• https://www.irs.gov/businesses/small-businesses-self-employed/type-of-relation

• https://www.stat.fi/meta/kas/palvelussuhteen_en.htm

• https://simplicable.com/new/employee-relations

• https://simplicable.com/new/employee-relations

• http://ilo.org/ifpdial/areas-of-work/labour-

• law/WCMS_CON_TXT_IFPDIAL_EMP

• https://www.irmi.com/articles/expert-commentary/the-employer-employee-
relatio

5.5 Annexure

53
▪ The employer employee relationship is the most previliant type of employment
relationship.

yes / no

▪ Employment contract may be written but not in oral form.

yes / no

▪ The specificity of language used in an employment contract must be very

extensive.

yes / no

▪ The formal agreement which specifies the employment terms and conditions for
the employee and employer is called an employment contract.

yes / no

▪ An employer does not incur any legal resposibilities or liabilities regarding its
employes.

yes / no

• There are some restrictions on employement at will such as statutory

requirement for nondiscriminary termination.

Yes / no

• An independent contractor is legally considered an employee of the employer

who hired him/her.

yes /no

54
• Does training helps to improve employee employer relationship .

yes/no

• Does training enable employees more productive.

Yes/no

• How often the training program are conducted in your organization.

Yes/no

55