STAFF WELFARE

1. STAFF WELFARE

1.1. Introduction

Staff welfare is a term that describes the physical and mental health and

wellbeing of employees. It means anything done for the comfort and

(intellectual or social) improvement of the employees, over and above the

wages paid. This can include their physical work environment as well as other

factors in and outside the workplace that affect their quality of life, health,

mental wellbeing and, in turn, their performance at work. The terms ‘staff

welfare’ ’employees’ welfare’ and ‘workers’ welfare’ are used interchangeably

to denote various services provided by the employers to the employees in

addition to wages.

The argument for employee welfare services at work was well put by

(Martin, 1967) and cited by (Armstrong, 2006);

Staff spend at least half their waking time at work or in getting to it or

leaving it. They know they contribute to the organization when they are

reasonably free from worry, and they feel, perhaps inarticulately, that when

they are in trouble, they are due to get something back from the

organization. People are entitled to be treated as full human beings with

personal needs, hopes and anxieties; they are employed as people; they bring

themselves to work, not just their hands, and they cannot readily leave their

troubles at home.

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1.2. Definition

According to Arthur J. T., (2010) “Employee welfare means anything done

for the comfort and improvement, intellectual or social of the employees

over and above the wages paid which is not a necessity of the industry”.

According to ILO (International Labour Organisation), “Staff welfare should

be understood as such service, facilities and amenities which may be

established in or in the vicinity of undertakings to enable the persons

employed in them to perform their work in healthy and peaceful

surroundings and to avail of facilities which improve their health and bring

high morale”.

Staff welfare initiatives are designed to look at reducing absences from

work as a result of illness or injury as well as encouraging and promoting

healthier attitudes and lifestyles which will have a positive affect on every

aspect of the employee’s life.

The objectives of employee welfare are to improve the life of the working

class, to bring about holistic development of the worker’s personality and so

on. Employee welfare is in the interest of employee, employer and the

society as a whole. It enables workers to perform their work in healthy and

favorable environment. Hence, it improves efficiency of workers and keeps

them content, thereby contributing to high employee morale. It also

develops a sense of responsibility and dignity amongst the workers and thus

makes them good citizens of the nation.

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Apart from the wages and salary, anything done by the organization to

improve the living standard of employees and keep them contented comes

under the realm of employee welfare. All those services, benefits and

facilities offered to employees by the employer to make his life worth living,

are included in employee welfare.

What sort of welfare services?

Welfare services fall into two categories as highlighted by (Armstrong,

2006) . These include;

 Individual or personal services in connection with sickness, bereavement,

domestic problems, employment problems, and elderly and retired

employees;

 Group services, which consist of sports and social activities, clubs for

retired staff and benevolent organizations.

1.3. Types of staff welfare

Employee welfare can be divided into two categories, namely:

(1) Statutory, and

(2)Voluntary

Statutory staff welfare

This is where government has passed a number of legislations in order to set

minimum standards of safety and welfare for the employees at their

workplaces. Statutory provisions have been made for the welfare facilities

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such as washing, storing, first-aid appliances, hours of work, sanitation, etc.

for example; NSSF for all public servants as per the public service

commission.

Voluntary staff welfare

This is where the employers voluntarily provide welfare amenities to the

employees besides the statutory facilities. In this case, the employers are

more concerned with the welfare of their employees. Many organizations

provide adequate transport and similar other facilities to their employees.

Facilities for recreation, medical treatment, free meals or subsidized meals,

schooling facilities for children, and sports and games are provided by many

organizations.

The voluntary welfare facilities may also be classified into those provided

within and outside the organisation premises.

(i) Welfare and amenities within the organisation premises.

(ii) Welfare and facilities outside organisation premises.

Welfare and amenities within the organisation premises include – provision

for latrine and urinals, washing and bathing, creches, rest shelters and

canteens, arrangement of drinking water, arrangement for prevention of

fatigue, administrative arrangement within the plant to look after welfare,

uniforms and protective clothing, and shift allowance.

Welfare and amenities outside the organisation premises include – maternity

benefit, social insurance, benevolent fund, medical facilities, education

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facilities, housing facilities, recreational facilities, holiday/leave and travel

facilities, workers’ cooperatives, other programme for the welfare of

women, youth, and children, and transport to and from the place of work.

1.4. Objectives of Staff Welfare

(i) To enhance the level of morale of employees.

(ii) To create a loyal, contented workforce in organization.

(iii) To develop a better image of the company in the minds of the employees.

(iv) To enable the workers to live comfortably and happily.

(v) To develop efficiency of the workers.

(vi) To reduce influence of trade unions over the workers.

(vii) To expose philanthropic and benevolent activities of the company.

(viii) To make the workers know that the company values them.

(ix) To develop positive attitude towards job, company and management.

(x) To reduce tax burden.

(xi) To develop a feeling of satisfaction of employees with the company.

(xii) To develop a sense of belonging to the company.

(xiii) To retain skilled and talented workers.

(xiv) To develop better human relation.

(xv) To prevent social evils like drinking, gambling through improvement of

working conditions, cultural activities and social conditions.

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1.5. Importance of staff welfare

It is very important for organizations to prioritize staff welfare due to the

following reasons;

Increased productivity- Many companies have confirmed that satisfied

employees show a greater interest in their work and focus more on what

they do. They are employees who are proud to belong to their company and

become more productive.

More possibilities for innovation: When employees are comfortable in their

offices, in a dynamic and less routine environment, they become more

creative and do their best. They start thinking outside the box, opening the

way to innovation that will grow the business.

Less staff turnover: Staff turnover costs a lot of time and money, affects

the productivity of the company and hinders teamwork. As if that were not

enough, it puts the reputation of the company at risk, making employees feel

little compromised knowing that turnover is something that has normalized in

their workplace. They feel expendable and in a less severe work environment.

Reduce talent flight: When staff is satisfied with-in the company, they will

seek to grow within the company instead of running after better job offers.

And satisfaction not only has to do with salary, but with a healthy work

environment that allows you to do what you love inside and outside the

company.

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Cost reduction: Companies that ensure the well-being of their employees

promote health programs within the company and what they get is less sick.

Many times, absenteeism at work is related to health problems that result

from spending too many hours in front of the computer. Therefore,

companies decide to invest in the well-being of their employees; they have a

higher productivity gain.

Dynamic corporate culture: Offices in which there is a vibrant corporate

culture not only have healthier employees but happier, independent and

proactive employees. They are more proactive people and able to make their

own decisions, which will have a positive impact on the business culture.

Improves the reputation of the business: It is no coincidence that the

companies known for taking care of the well-being of their employees are

among those with the best status internationally. These are companies

where many people would like to work, so they attract the most talented

employees and keep them satisfied and productive.

As we see, there are many important reasons to invest in the welfare of

employees. To start, when the business takes care of the work culture and

seeks the satisfaction of the work team, it becomes more productive,

innovative and efficient. In the long term, this builds a successful image and

a better reputation, key aspects to grow over time.

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2. DISCIPLINE

2.1. Introduction and definition

Discipline is the orderly conduct by an employee in an expected manner. It is

the force or fear of a force that deters an individual or a group from doing

things that are detrimental to the accomplishment of group objectives. In

other words, discipline is the orderly conduct by the members of an

organisation who adhere to its rules and regulations because they desire to

cooperate harmoniously in forwarding the end which the group has in view.

Good discipline means that employees are willing to abide by company rules

and executive orders and behave in the desired fashion

Discipline is the backbone of healthy industrial relations. The promotion and

maintenance of employee discipline is essential for smooth functioning of an

organisation. Employee morale and industrial peace are definitely linked with

a proper maintenance of discipline.

Disciplinary action can also help the employee to become more effective. The

actions of one person can affect others in the group.

Discipline implies the absence of chaos, irregularity and confusion in the

behavior of a worker. According to Calhoon, ‘Discipline is a force that

prompts individuals or groups to observe rules, regulations and procedures

which are deemed to be necessary for the effective functioning of an

organisation’.

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A disciplined employee will be organized and an organized employee will be

disciplined always. Employee behavior is the base of discipline in an

organization. Discipline implies confirming with the code of conduct

established by the organization.

Discipline in an organization ensures productivity and efficiency. It

encourages harmony and co-operation among employees as well as acts as a

morale booster for the employees.

Satisfactory results cannot be obtained if discipline is thought of in terms

of control and punishment. Let us now distinguish the major aspects of

discipline.

Therefore, discipline means securing consistent behavior in accordance with

the accepted norms of behavior. Simply stated, discipline means orderliness.

It implies the absence of chaos, irregularity and confusion in the behavior of

workers.

According to Richard D Calhoun, discipline is defined as “a force that

prompts individuals or groups to observe the rules, regulations and

procedures which are deemed to be necessary for the effective functioning

of an organization.”

2.2. Concepts of employee discipline

There are two concepts of discipline-positive concepts and negative

concepts. Positive discipline means a sense of duty to observe the rules and

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regulations. It can be achieved when management applies the principles of

positive motivation along with appropriate leadership. It is also known as

cooperative disciplines or determinative discipline

According to Spriegel, “positive discipline does not replace reason but

applies reason to the achievement of a common objective. Positive discipline

does not restrict the individual, but enables him to have a greater freedom

in that he enjoys a greater degree of self-expression in striving to achieve

the group objective, which he identifies as his own.”

On the other hand, negative discipline is known as punitive or corrective

discipline. Under it penalties or punishments are used to force workers to

obey rules and regulations. The objective is to ensure that employees do not

violate the rules and regulations. Negative disciplinary action involves

techniques such as fines, reprimand, demotion, layoff, transfer etc.

Negative discipline requires regular monitoring causing wastage of valuable

time. In the negative concept of discipline, disciplinary action implies

punishment Also punishment causes resentment and hostility. Satisfactory

results cannot be obtained, however if discipline is perceived only in terms

of control and punishment.

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While exercising negative discipline, management should proceed in a

sequential manner, viz. an oral reprimand, a written reprimand, a warning,

temporary suspension and dismissal or discharge.

2.3. Nature of employee discipline:

According to Megginson; discipline involves the following three things:

1. Self-discipline implies that a person brings the discipline in himself with a

determination to achieve the goals that he has set for himself in life.

2. Orderly behavior refers to discipline as a condition that must exist

for an orderly behavior in the organization.

3. Punishment is used to prevent indiscipline. When a worker goes astray in

his conduct, he has to be punished for the same and the recurrences of it

must be prevented.

2.4. Characteristics of discipline:

Discipline should be imposed without generating resentment. McGregor

propounded the “red hot stove rule” which says that a sound and effective

disciplinary system in an organization should have the following

characteristics-

1. Immediate- Just as when you touch a red-hot stove, the burn is

immediate, similarly the penalty for violation should be immediate/

immediate disciplinary action must be taken for violation of rules.

2. Consistent- Just as a red-hot stove burn everyone in same manner;

likewise, there should be high consistency in a sound disciplinary system.

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3. Impersonal- Just as a person is burned because he touches the red-hot

stove and not because of any personal feelings, likewise, impersonality

should be maintained by refraining from personal or subjective feelings.

4. Prior warning and notice- Just as an individual has a warning when he

moves closer to the stove that he would be burned on touching it,

likewise, a sound disciplinary system should give advance warning to the

employees as to the implications of not conforming to the standards of

behavior/code of conduct in an organization.

2.5. Objectives of Employee Discipline

a) To obtain a willing acceptance of the rules and regulations or procedures

of an organisation so that organizational goals may be attained.

b) To develop among the employee a spirit of tolerance and a desire to make

adjustments.

c) To give direction or responsibility.

d) To increase the working efficiency or morale of the employees so that

their productivity is stepped up and the cost of production brought down

and the quality of production improved.

e) To create an atmosphere of respect for the human personality or human

relations.

Discipline is essential for the smooth running of an organisation for the

maintenance of industrial peace which is the foundation of industrial

democracy. Without discipline, no enterprise would prosper.

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The success of any rules of discipline depends on the existence of a high

degree of cooperation between the employers and the employees; on faith to

believe in one another’s motives; on the fulfillment of mutual obligation, on

the management enlightened attitude towards its employees and its over-all

efficiency for the worker’s trade unions.

2.6. Principles for Maintenance of employee Discipline

Disciplinary measures have serious repercussions on employees; they should

therefore, be based on certain principles so that they may be fair just and

acceptable to employees or their unions.

(a) As far as is possible, all the rules should be formed in cooperation or

collaboration with the representatives

(b) of employees.

(b) All the rules should be appraised at frequent or regular intervals to

ensure that they are and continue to be, appropriate, sensible and useful.

(c) Rules should be uniformly enforced if they are to be effective. They

must be applied without exception.

(d) Penalties for any violation of any rule should be clearly stated in advance.

(e) Extreme caution should be exercised to ensure that infringements are

not encouraged.

(f) If violations of a particular rule are fairly frequent; the circumstances

surrounding them should be carefully investigated and studied in order to

discover the cause or causes of such violation.

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(g) Define or precise provisions for appeal or review of all disciplinary

actions should be expressly mentioned in the employee’s handbook.

Importance of discipline in organizations can hardly be overemphasized.

Orderly behavior is necessary for achieving the organization’s objective

Poor discipline advises the need of correction. The fundamental reason for

taking disciplinary action is to correct situations that are unfavorable to the

company. Basically, discipline is a form of training. When disciplinary problem

emerges, it may be as much management’s fault as the workers. Many

disciplinary problems grow out of management’s failure to inform employees

what is expected of them

2.7. The significance of employee discipline

1. From the Point of View of employee:

(i) Discipline provides self-safety to an individual.

(ii) It enhances an individual’s progress.

(iii) An individual needs it for his own satisfaction.

2. From the Point of View of team work

(i) Discipline ensures better teamwork and cohesive.

(ii) A disciplined atmosphere is the key to the progress of the group.

(iii) Discipline ensures higher productivity.

(iv) Discipline enhances morale and motivation of employees.

3. From the Point of View of an Organization:

(i) Discipline ensures higher productivity and quality.

(ii) Discipline helps an organisation in attaining maximum profit.

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(iii) It is essential better all-round benefits.

(iv) It helps in keeping a check on wastage and costs.

(v) It helps in developing a sense of belonging.

2.8. Factors to Consider for employee Discipline:

When all the employees follow the rules and regulations of the company, the

question of indiscipline does not arise. Some employees fail to accept the

norms of responsible-employee behavior, thus calling for disciplinary action.

To be fair and equitable the following factors need to be analyzed:

1. Seriousness of the Problem:

The manager must assess how serious is the indiscipline. For example, sexual

harassment is more serious than late coming.

2. Duration of the Problem:

It must be known for how long the problem continues or how often this

happens. First time offence may be less serious than subsequent offences of

longer duration.

3. Nature of the Problem:

The pattern of the problem calls for more attention. It must be known

whether it is a part of emerging problem or a continual problem. Continual

problem is a serious one.

4. External Influence:

Sometimes a disciplinary problem may arise which is external to the

employee. For example, an employee may fail to appear for an important

meeting or performance appraisal due to some accident.

5. Degree of Familiarity:

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The organization with formal written rules governing the employee conduct

is more justified in strictly enforcing disciplinary action taken than the

organization where the rules of conduct are informal or vague.

6. Disciplinary Practices:

There must be well laid out procedure in assessing disciplinary problems.

Equitable treatment must take into consideration the previous actions taken

against the employees for similar type of disciplinary violations.

7. Management Support:

When the affected employee takes the issue to higher authorities, the

manager must be having adequate reasons/data to defend his actions. The

disciplinary action is not likely to carry weight if the violators believe that

they can challenge the manager’s decisions.

2.9. Types of employee discipline:

1. Positive Discipline:

Positive discipline in a business is an atmosphere of mutual trust and common

purpose in which all employees understand the company rules as well as the

objectives and do everything possible to support them. Any disciplinary

program has, as its base, that all of employees have a clear understanding of

exactly what is expected of them. This is why a concise set of rules and

standards

must exist that is fair, clear, realistic and communicated.

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Discipline takes the form of positive support and reinforcement for

approved actions and its aim is to help the individual in molding his behavior

and developing him in a corrective and supportive manner. Once the

standards and rules are known by all employees, discipline can be enforced

equitably and fairly.

Guidelines for establishing a climate of positive discipline are given

below:

i. There must be rules and standards, which are communicated clearly and

administered fairly.

ii. Rules and standards must be reasonable and should be communicated so

that they are known and understood by all employees. An employee manual

can help with communicating rules.

iii. While a rule or a standard is in force, employees are expected to adhere

to it.

iv. Even though rules exist, people should know that if a personal problem or

a unique situation makes the rule exceptionally harsh, the rule may be

modified or an exception be granted.

v. There should no favorites and privileges be granted only when they can

also be granted to other employees in similar circumstances.

vi. Employees must be aware that they can and should voice dissatisfaction

with any rules or standards they consider unreasonable as well as with

working conditions they feel hazardous, discomforting or burdensome.

vii. Employees should understand the consequences of breaking a rule

without permission.

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viii. Employees should be consulted when rules are set.

ix. There should be recognition for good performance, reliability and loyalty.

Negative comments, when they are necessary, will be accepted as helpful if

employees also receive feedback when things go well.

2. Negative Discipline:

Generally, negative discipline is interpreted as a sort of check or restraint

on the freedom of a person. Discipline is used to refer to the act of imposing

penalties for wrong behavior. If employees fail to observe rules, they are

punished. The fear of punishment puts the employee back on track.

“Discipline is the force that prompts an individual or a group to observe the

rules, regulations and procedures which are deemed to be necessary to the

attainment of an objective”

3. Self-Discipline and Control:

Behavioral scientists view discipline as self-control to meet organizational

objectives. Megginson clarified the term thus- “By self-discipline we mean

the training that corrects molds and strengthens. It refers to one’s efforts

at self-control for the purpose of adjusting oneself to certain needs and

demands. This form of discipline is raised on two psychological principles.

First, punishment seldom produces the desired results. Often, it produces

undesirable results. Second, a self-respecting person tends to be a better

orker than one who is not”.

4. Progressive Discipline:

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The concept of progressive discipline states that penalties must be

appropriate to the violation. If inappropriate behavior is minor in nature and

has not previously occurred, an oral warning may be sufficient. If the

violation requires a written warning, it must be done according to a

procedure. After written warnings, if the conduct of the employee is still

not along desired lines, serious punitive steps could be initiated.

In case of major violations such as hitting a supervisor may justify the

termination of an employee immediately. In order to assist a manager to

recognize the proper level of disciplinary action, some firms have formalized

the procedure.

5. The Red-Hot Stove Rule:

Without the continual support of the subordinates, no manager can get

things done. But, disciplinary action against a delinquent employee is painful

and generates resentment on his part. Hence, a question arises as to how to

impose discipline without generating resentment? This is possible through

what Douglas McGregor called the “Red Hot Stove Rule”, which draws an

analogy between touching a hot stove and undergoing discipline.

According to the Red Hot Stove rule, disciplinary action should have the

following consequences:

(i) Burns Immediately:

If disciplinary action is to be taken, it must occur immediately so the

individual will understand the reason for it. With the passage of time, people

have the tendency to convince themselves that they are not at fault.

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(ii) Provides Warning:

It is very important to provide advance warning that punishment will follow

unacceptable behavior. As you move closer to hot stove, you are warned by

its heat that you will be burned if you touch it.

(iii) Gives Consistent Punishment:

Disciplinary action should also be consistent in that everyone who performs

the same act will be punished accordingly. As with a hot stove, each person

who touches it is burned the same way.

(iv) Burns Impersonally:

Disciplinary action should be impersonal. There are no favorites when this

approach is followed.

Causes of Indiscipline in an organisation

1. Organizational Factors:

i. Failure by the organisation to assess the traits of individuals like

attitude, obedience, tolerance and inquisitiveness, it may end up

hiring employees who challenge any decision made by the management.

This may breed indiscipline.

ii. Lack of code of conduct for employees has potential to disorient them

thereby sowing seeds of indiscipline.

iii. Where an employee hired for a job for which he has neither aptitude nor

attitude, he is sure to develop ill-feelings. He may find the job uninteresting

and do everything to evade responsibility.

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iv. Ineffective leadership characterized by authoritarianism and

incompetency, and distrustful relations with employees fuel indiscipline

among the employees.

v. Indiscriminate use of penal provisions triggers reactionary group

indiscipline.

vi. Favoritism and nepotism practiced by supervisors vitiate discipline.

vii. Divisive policies pursued by management and instituting unofficial spy

network spoils the work atmosphere thereby engendering indiscipline.

viii. Biased performance evaluation on considerations of caste, creed, colour,

gender, religion and region promotes ill-feeling and a sense of injustice

among employees which culminate in indiscipline.

ix. Absence of grievance redressal mechanism frustrates employees thereby

breeding indiscipline among them.

2. Individual Factors:

Individual differences caused by education, experience, values, attitudes,

beliefs, intelligence, personality, etc., cause employees to behave differently

in an organization. Therefore, some individuals conform to rules and

standards of behavior in much wider context than others.

Individual features that lead to indiscipline behavior are as follows:

i. Individuals with non-conformist values tend to engage in indiscipline

behavior.

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ii. Every individual perceives reward and punishment differently and react to

it accordingly. When the reward is not commensurate with his expectation,

he may feel frustrated and indulge in indiscipline.

iii. Individuals differ in work ethics. Those with high ethical values tend to

be committed and involved in the jobs while those with low ethical values

show alienation to their jobs and exhibit negative behavior.

3. Environmental Factors:

Since an organization is also one of the members of the society, discipline

observed by the society manifests in organizations. Indiscipline prevailing in

family, educational institutions, political system, religious institutions,

breakdown of social control mechanism, etc., casts its ugly shadow on the

organizational climate.

2.10.Types of Disciplinary Actions:

I. Minor Disciplinary Actions:

1. Oral Reprimand – When a superior officer verbally warns the employee

committing the offence, he expresses that he does not approve of his

behavior. For example, employee sleeping during working hours or found

smoking in the workplace.

2. Written Reprimand – Manager writes up the warnings and mails it to the

employee concerned. The employee is called for explanation. A copy of his

reply is sent to HR Department.

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3. Punitive Suspension – It is awarded for minor offenses. It may extend for

a few days. Employee gets subsistence allowance during the suspension

period.

4. Loss of Privilege – Some of the privileges like assigning interesting work,

shift preferences, leave, flexi hours, choice of machine etc., may be

withdrawn for a given period.

5. Fine – A deduction may be made from the pay for certain offences like

damage to the goods, machines and property of the company or for loss of

money he has to account for.

6. Transfer – An employee may be transferred to a far-off place or to a

different department for the offence committed. It is usually awarded by

companies or institutions operating with a network of branches. Government

institutions practice this type of punishment.

2.11.Major Disciplinary Actions:

1. Pay cut – Cutting employee’s pay for offences relating to damage or loss of

property. The loss is recovered from the pay of the employee.

2. Demotion – When the employee proves himself to be unfit for the present

job he is holding, he is downgraded to a lower job carrying lower pay and

responsibilities. It has a serious implication on the employee’s morale and

motivation.

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3. Suspension pending enquiry – It is awarded for serious offence. His

regular wages are withheld during the period. The punitive suspension may

extend for a longer period say several months till the enquiry is completed.

Employee gets subsistence allowance during the suspension period.

4. Discharge/termination – It is awarded for the gravest offence involving

integrity, moral turpitude, etc. There is a stigma attached to the dismissal

and he may find it difficult to get employment elsewhere. Some behavior

warrants automatic dismissal.

These include:

i. Violent behavior or threats of violence

ii. Drug and alcohol use on duty

iii. Carrying a weapon on company property

iv. Disregarding safety rules and regulations

v. Theft, destruction of company property, or falsifying documents

vi. Insubordination

vii. Abandonment of job (no call, no show for three consecutive days).

In conclusion therefore the absence of discipline, no enterprise would

prosper. Discipline is necessary both in a nuclear family or in a homogeneous

unit and industrial organization with heterogeneous people in order to work

smoothly.

When an employee is at fault, the management has to take disciplinary

action. Discipline is said to be good when employees follow willingly the

instructions of their supervisors and the various rules of the company and

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bad when employees either follow rules and regulations unwillingly or actually

disobey them.

3. STAFF SEPARATION

3.1. Definition

Employment separation refers to the end of an employee's working

relationship with a company. This can happen when an employment contract

or an at-will agreement between an employer and an employee end. While

sometimes the employer makes the decision to terminate employment, an

employee may also initiate a voluntary employment separation if they wish to

retire or resign.

3.2. Types of employment separation

There are many ways for an employee or an employer to discontinue their

working relationship. While some types of employment separation may be

initiated by the employee and others by the employer, each circumstance is

unique. Understanding what each type of employment separation is can help

you make the appropriate arrangements for your company or your career.

Here is a list of different types of employment separation:

a) Termination

One of the most popular ways to pursue employment separation is through

termination. There are several types of employment separation that fall

under this category that may provide guidance to employers or employees

seeking a change. Here are some common types of termination:

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Constructive discharge: There are some work environments that employees

may find challenging, even after they have attempted to improve their

situation multiple times. In these instances, the employee can choose to

leave the company through a constructive discharge, which can benefit them

by offering them some of the same rights as a discharged worker if their

case for leaving is strong enough.

Layoff: When a layoff occurs, an employee is let go through no fault of

their own due to changing business needs, such as an acquisition or

restructuring of departments. Future employers usually view being laid off

more favorably than being let go for other reasons, and employees who are

laid off may receive extended benefits and job search assistance to help

them pursue a new career path they enjoy.

Termination by mutual agreement: A termination by mutual agreement

occurs when both the employee and the employer agree to a separation. This

type of arrangement can benefit both parties by giving the employer time to

hire someone new and the employee an opportunity to plan for the next

phase of their career.

Involuntary termination: An involuntary termination takes place when an

employer chooses to let go of an employee. The reasons for an involuntary

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termination can vary, but typically the employee is still willing and able to

work, which can make it easier for them to find employment elsewhere.

Voluntary termination: A voluntary termination takes place when an

employee leaves a company of their own free will. For example, an employee

may pursue voluntary termination when they accept a job offer with another

company or when they decide to retire from their role.

Temporary job or employment contract ends: If an employee is working

with a company through a temporary job or a contract, the company may let

them go when their agreement ends. Both parties are aware of the final date

of employment in these situations, which often allows them to part on good

terms and provides the potential to work together again in the future.

Fired: Sometimes an employee and an employer aren't a great match. An

employer may choose to fire an employee in these cases so both parties can

pursue other opportunities that align with their interests and goals.

Termination with prejudice: An employer may choose to terminate an

employee with prejudice if they don't plan to hire the employee for the

same job again in the future. While this may also be challenging news to

receive, it provides both the employee and the employer with clarity and a

fresh start.

Termination without prejudice: If an employee is terminated without

prejudice it means they may be eligible to be rehired by the company in the

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future. This type of termination typically occurs when an employee is let go

for reasons other than their performance and gives them the opportunity to

apply for jobs with the company again later in their career if they wish to do

so.

Wrongful termination: Wrongful termination occurs when an employer

dismisses an employee unlawfully. Since there are laws that exist to protect

employees, the employee may be able to receive compensation if they have a

strong enough case, which can help them move forward with their career

b) Resignation

Many people see resigning from a job as a professional and courteous way to

pursue employment separation, which can help employees discuss their

departure from a company with future employers while maintaining a positive

demeanor. The most common types of resignation include:

Voluntary resignation: A voluntary resignation happens when an employee

chooses to leave a company for their own benefit. Employees typically

provide their employer with at least two weeks' notice to make

arrangements before they leave, which can make the transition easier for

both parties.

Forced resignation: There are some challenging situations where an

employer may ask an employee to resign or else the company must let them

go. This option gives employees the opportunity to leave their current role

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without being terminated, which can work favorably for them when it's time

to find a new job.

c) Retirement

As an employee nears the end of their career, retirement is often a popular

topic of discussion. While many employees look forward to this milestone,

there are several reasons they may retire from their current position,

including age, health, finances and personal preferences. Here are some of

the most common types of retirement:

Voluntary retirement: For many professionals, the end goal in their career is

to retire. When you reach this exciting milestone, you may go through the

process of resigning from your company voluntarily.

Phased retirement: Companies may implement a phased retirement plan for

employees who are older. This can help both parties adjust by slowly

reducing the employee's work hours prior to their official retirement date.

Mandatory retirement: An employer may implement a mandatory retirement

to encourage an older employee to retire for a variety of reasons. This can

provide employees with the opportunity to pursue other interests outside of

work and allow the company to train someone new to fill their role.

d) Furlough

A furlough refers to a temporary unpaid leave from a job. While the

company still technically employs the employee at this time, individuals who

are under furlough may be eligible to receive unemployment benefits and

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health insurance. Companies may implement a furlough instead of laying

employees off to save money while retaining talent for the future. This

allows employees to return to their job roles in the future and continue their

work as usual instead of searching for employment elsewhere.

e) Death

This a permanent employee separation from the organisation because of

3.3. Reasons for employment separation

Here are some of the most common reasons for employment separation:

Employee performance: An employer may choose to let go of an employee if

their work expectations don't align with each other. In these cases, the

employee may be better suited for a different type of work or find success

with another company.

New job opportunity: An employee may accept a new job opportunity to help

them reach their personal, professional or career goals. Employees can

usually leave on good terms with their current employer if they provide at

least two weeks' notice for them to hire a replacement.

Finances: An employer may choose to furlough or lay off employees to save

money so they can sustain their company long term. An employee may also

seek employment separation for financial reasons if another company offers

them a position with a better salary or benefits.

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Retirement: As employees get older, they may choose to retire so they can

spend more time pursuing their interests outside of work. Retirement is

often mutually beneficial for the employee and the employer who may wish

to acquire new talent to fill the open position.

Relocation: An employee may choose to move for a variety of reasons, such

as to be closer to family or to support a change in their spouse's career. In

these cases, leaving their current job may give them the opportunity to

relocate.

Change in family dynamic: Employees may choose to leave a company based

on changes within their family dynamic, such as having a child or becoming

the primary caregiver for a loved one. This type of employment separation

may be temporary or permanent.

4. INDUSTRIAL RELATIONS & EMPLOYEE RELATIONS

4.1. Industrial Relations

According to V. Agnihotri, “The term industrial relations explain the

relationship between employees and management which stem directly or

indirectly from union-employer relationship.”

There are many different ways to look at industrial relations as there are

the perspectives of workers, employers, government, and the perspective of

the society. As a worker, you would obviously associate industrial relations

with better wages, safety at workplace, job security, and training at

workplace. On the other hand, industrial relations for an employer are all

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about productivity, conflict resolution and employment laws. (R.C.Sharma,

4.1.1Objectives of industrial relations

(i) To safeguard the interest of labour and management by securing high

level of mutual understanding and goodwill between all sections in the

industry which are associated with the process of production.

(ii) To raise productivity to a higher level by arresting the tendency of

higher labour turnover and frequent absenteeism.

(iii) To avoid industrial conflicts and develop harmonious relations between

labour and management for the industrial progress in a country.

(iv) To establish and maintain Industrial Democracy, based on labour

partnership, not only by sharing the gains of the organisation, but also by

associating the labour in the process of decision making so that individual

personality is fully recognized and developed into a civilized citizen of the

country.

4.1.2Types of industrial relations

(i) Labour relations i.e., relations between union- management (also known as

labour management relations);

(ii) Group relations i.e., relations between various groups of workmen i.e.,

workmen, supervisors, technical persons, etc.

(iii) Employer-employee relations i.e., relations between the management and

employees. It denotes all management employer relations except the union-

management relations

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(iv) Community or Public relations i.e., relations between the industry and the

society.

4.2. Employee Relations

The definition of employee relations refers to an organization’s efforts to

create and maintain a positive relationship with its employees. By maintaining

positive, constructive employee relations, organizations hope to keep

employees loyal and more engaged in their work

Employee relations’ is a concept that is being preferred over the older

industrial relations because of the realization that there is much more at

the workplace than industrial relations could look or cover. In general,

employee relations can be considered to be a study of relations between

employees as well as employer and employees so as to find ways of resolving

conflicts and to help in improving productivity of the organization by

increasing motivation and morale of the workers.

The field is concerned with providing information to employees regarding the

goals of the organization so that they have a better understanding of the

aims and policies of the management. Employees are also informed about

their poor performances and ways and means to correct performance.

Employee relations also take care of grievances and the problems of the

employees and let them know all about their rights and what to do in case of

discrimination.

4.2.1Why is employee relations important?

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By maintaining positive, constructive employee relations, organizations hope

to keep employees loyal and more engaged in their work.

To maintain positive employee relations, an organization must first view

employees as stakeholders and contributors in the company rather than

simply as paid laborers. This perspective encourages those in management

and executive roles to seek employee feedback, to value their input more

highly, and to consider the employee experience when making decisions that

affect the entire company.

4.2.2How to handle Employee Relations Issues

There are many types of employee relations issues, and the way to handle

them can vary depending on the particular issue. However, there are some

general guidelines to follow. One of them is

 To listen. Give your full attention and try to focus on what is

being said both vocally and physically.

 To educate and communicate. The more your employees know

the rules and expectations, the better. Consistency across the

board is key here. If some employees have privileges over

others, no one will care what you say.

 Document everything. Keeping accurate legal and employee

records is vital when it comes to employee relations issues. You

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will find yourself needing to refer back to them again and again.

They will be especially useful if there is ever an employee

5. GRIEVANCE AND DISPUTE HANDLING:

5.1. Grievance Handling Procedure

Grievance whether real or imaginary, valid or invalid, genuine or false, is a

complaint affecting one a more workers within the organizations. According

to personal experts, dissatisfaction or discontent expressed by employees

and brought to the notice of management becomes a grievance. In other

words of Dale Yoder, "grievance is a written complaint filed by an employee

and claiming unfair treatment" Keith Davis contends that Grievance is any

real or imagined feeling of personal injustice which an employee has

concerning his employment relationship" and some other definitions can be

listed thus,

a) Grievances is any dissatisfaction or feeling of insurance in connection

with one's employment situation that is brought to the attention of

management by Dale S. Beach.

b) According to Richard Chard P. Calhoon, a grievance is anything that an

employee thinks or feels is wrong, generally accomplished by an actively

disturbing feeling.

c) And Micheal Jucius defined a grievance as any discontent or

dissatisfaction, whether expressive or not, whether valid or not arising

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out of anything connected with the company which an employee thinks,

believes or even feels to be unfair, unjust or inequitable.

According to Pigon and Myers, the three terms of dissatisfaction, complaint

and guidance, indicate unhappiness of the employee. They contend,

dissatisfaction is any act or activity that disturbs unemployment whether he

expressed it or not.

A complaint on the other hand is a written or spoken dissatisfaction which is

brought to the notice of the management or trade union leaders.

A more realistic description of grievance has been advanced in the following

words: “Complaints affecting one or more individual workers in respect of

wage payment, over time, leave, transfer, promotion, seniority, work

assignment and discharge constitute grievance”

The International Labour Organization defines a grievance as c , a complaint

of one or more workers in respect of wages, allowances, conditions of work

and interpretation of service stipulations, cowing such areas as overtime,

leave, transfer, promotion, Seniority, job assignment and termination.

5.2. Characteristics of Grievances

A grievance arises only when an employee feels that injustice has been done

to him.

a) A grievance may arise out of something connected with the organization

or work.

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b) A grievance may be valid and legitimate, untrue or completely false or

ridiculous.

c) A grievance may be written or verbal

d) A grievance may be unvoiced or expressly stated by an employee.

e) A grievance gives rise to unhappiness, frustration, discontent,

indifference to work, poor morale and ultimately results in inefficiency

and low productivity.

5.3. Causes of grievances

A worker feels dissatisfied and harbours a grievance only whom he feels

that there has been infringement of his privileges, rights and that injustice

has been done to him. A grievance is a phenomenon which dwells in the minds

of employees, grievances are produced and dissipated by situations and

fostered by group pressures. Thus, the causes of grievances are several and

diverse and some researchers such as Bethel, Atwater and Smith Stakman

have advanced a classification scheme for explaining the causes of

grievances of employees in modern industrial organizations.

(i) Grievances concerning supervision

An employee may complain that there are too many rules and regulations

which are not crystal -clear and supervisors frequently indulge in snooping.

An employee may have an observation over a particular foreman, (because

the foreman may be showing favoritism and ignoring his complaints).

An employee may complain that the supervisor is biased 111 enforcing

discipline on him and becoming lenient on other employees.

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An employee may complain that the supervisor is breathing closely down

the necks unnecessarily.

An employee may feel unhappy about the methods of supervision employed

in the organization.

(ii)Grievances concerning wages and salaries

An employee may be unhappy about the incentive scheme. He may contend

that the piece rates are dismally low and disappointing.

An employee may complain that the incentive scheme is complicated and is

beyond his comprehension.

An employee may feel that he is under paid and demand higher individual

payment. This may not be possible because an employee cannot determine

the salary or what amount should be paid to him.

An employee may complain that the calculation of his wage is wrong. This

normally happens at the time of calculating the wages to be given to each

employee, sometimes cashiers make mistakes.

(iii) Grievances concerning collective bargaining

The company does not allow supervisors and blue-collar workers to deal

with and settle the grievances of employees. This is because they are not

capable enough to handle such Issues.

The company may be underestimating the power of trade union in collective

bargaining. The employees would want to be in a trade union where their

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conditions and problems can be heard from and where the management

does not allow then to join such union they may resort to strikes.

The company may not be honouring the previous agreements already

arrived at with the trade union. The trade union members may agree with

the management of the company that the management of the company that

the working conditions of employees should be improved and salaries

increased and when the company does not honour this it affects the

workers.

(iv) Grievances concerning indicated advancement

An employee may complain that the disciplining discharge by the supervisor

has been unfair and adversely affects the promotion and individual

advancement of employees.

Some employees may complain that their juniors have been promoted

where as they are not. This may happen due to corruption in the company

or the promoted junior workers are friendly or related to supervisor, this

demonstrates the employee and may end up not working to the

expectations of the company.

An employee may complain that the penalty imposed for any wrong act

committed is unfair and to severe. The supervisor may give a heavy

punishment to the employee for the wrong done and this makes an

employee unhappy yet an employee may see it in a different way that he

was not supposed to be given such punishment.

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(v) Grievances concerning working conditions

Physical conditions of work are not good. The employee may be working in

the conditions which are harsh and unfavorable. They find it difficult to

continue working in such conditions and they resort to striking so that

management can change on working conditions.

An employee may contend that tools, machines and equipment necessary for

performing the job are inadequately available. But the employers would want

to accomplish the work in time and reach the target and yet the materials

and tools give are not enough or of poor quality this employee find work

unfavorable.

(vi) Grievance handling procedures

Every organization installs a grievance redressed procedure or machinery in

order to settle grievances of employees and assure them that their cases

will be given a fair hearing. The grievances procedure is a problem-solving,

dispute settling machinery which is set up by every organization-big or small

following an agreement between labour and management.

The grievance redressed machinery is a process through which a trade union

or an employee makes and processes his claim that there has been a violation

of labour agreement by the organization. In short, it is a device by which

grievances are settled to the satisfaction of trade union, employees and

management. One of the important aspects of labour relations and personnel

management is the grievance procedure redressal machinery. As pointed out

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by Mangrulkar, a grievance procedure is essential because it brings

uniformity in the handling of grievance.

5.4. Grievance redressal procedure

Effective grievance redressal machinery is necessary for any

organization because of the following reasons:

It is not possible for the first-line supervisor, to settle the complaints of

employee because either the complaint may be beyond the supervisor's

authority or supervisor may not be properly trained to settle the conflicts

and controversies.

A Grievance redressal procedure serves as an outlet for employee gripes,

discontent and frustrations. It acts like a pressure value on a steam boiler

according to Keith Davis, the employees are entitled to legislative, executive

and judicial protection and they get this protection from the grievance.

Redressal procedural which also acts as a means of upward communication.

According to T.O Armstrong a well-designed and a property structured

grievance redressal procedure provides:

a) A channel or a venue by which any aggrieved employee may present his

grievance.

b) Procedure which ensures that there will be a systematic handling of any

grievance.

c) A method by which an aggrieved employee can relieve his feelings of

dissatisfaction with his job, working conditions or with management.

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d) A means of ensuring that there is some measure of promptness in the

handling of the grievance.

GRIEVANCE REDRESSAL MACHINERY.

A grievance redressal procedure is a formal process which is preliminary to

arbitration and it enables both of parties to resolve their differences in an

orderly expeditions and peaceful fashion. This machinery enables the

management as well as trade union leaders to investigate and discuss the

issues concerning problems giving to both the parties.

A grievance redressal procedure is a graduated series of steps arranged in a

hierarchy of increasing complexity and involvement. However, the numbers

of steps in a grievance procedure vary with the type, size and nature of

organization.

In small organizations, it may involve not more than three steps, in medium

and large organization, the number of steps may be true or six and in

organization, the grievances should be processed step by step in order to

settle them in an expedition's manner.

Guidelines for supervisors in handling the grievances, Walter Baer have

prescribed certain dos and don’ts in handling employee grievances.

Dos in handling grievances

 Investigate and handle each and every case though it may eventually

result in an arbitration hearing. The supervisor should first handle the

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grievances when he fails I may send it to middle management or top

management until it is solved.

 Directly meet an employee and give him a chance to explain himself fully.

The employer should allow the employee to talk himself about what is

wrong and the employer should listen carefully where he finds that the

grievance is ambiguous, he should forward it to top management than to

arbitration.

 Ask the union representatives specific contractual provisions allegedly

violated by the management. The representative union members should

give evidence to specific contractual provision, which has been violated

that is, they might 'have agreed with company to increase wages of

workers and improving working conditions and once not fulfilled becomes a

complaint.

 Visit the work spot where the grievances arose. As a leader in an

organization once a problem has broken up you need to find out what has

caused it by visiting where it has happened. This will build in mind of

aggrieved employee that his grievances will be solved soon.

 Determine if there has been equal treatment of employees. The grievance

at work place might have originated from unequal treatment of employee.

This occurs especially where someone who is a junior work has been

promoted yet the senior not and makes junior workers unhappy which

result into grievances.

 Examine the grievant personal record. The employee's records should be

observed very well to investigate his behaviors in a precious job,

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therefore if is behaviors are bad or if his records are not good that

employee should be done away with because he may lead his fellow

employees in striking to destroy company structures.

 Hold the grievance discussions privately. The discussions of handling

grievances should be held in secret place which is convenient at particular

time. This is because some grievances issues may be secret and personal

which do not necessarily need to be addressed publicly.

 Identify the relief the union is seeking. The union particularly trade union

may be seeking for better cooking conditions of the employees and

increased wages for workers therefore as a manager you need to put in

consideration these needs the trade union is looking for from the

company.

 Treat the union representative as your equal. The members of the

tradition should be treated equally in such a way that each one of the

representatives should not be discriminated. Many employers create

employees who are in trade union differently from those in trade unions

because they think that those in trade union are against the company.

However, there are other dos in handling grievances which are summarized

thus, fully inform your own supervisors of grievances, satisfy the union's

right to relevant information, and provide the grievance. Process to non-

union members as well, examine the relevant contractual time limits for the

company to handle a grievance, evaluate any political connotations of the

grievance.

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Don’ts of handling grievances

 Do not discuss the case with the union representative alone. Ensure that

the grievant is present there. This helps both sides of the grievant and

union representative and employer to know the cause of the grievance and

the outcome of the solution. If only one side is present the decision

reached at may not be trusted by the other.

 Do not make agreements with individuals that are inconsistent with the

labour agreement. This happens during giving an employee a job. One may

decide that since the applicant is a relative should be given long contract

which is unfair to the organization because such employee may be

incompetent and lacking experience yet the skilled and experienced

employee may be given short contract.

 Do not settle grievances on the basis of what is fair. You should stick to

the labour agreement which should be the standard. The employer should

solve grievance basing on how the grievance is not on what will please a

grievant. This shows incompetence of the employer handling grievance in

such away.

 Do not support supervision in a hopeless case. Once the grievance has

been brought to be handled each one of the supervisors should suggest

what could be the best solution of the grievance. The grievant should

understand clearly the outcome of handling grievance and one supervisor

should not listen on the decision/suggestion of another.

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 Do not discuss grievances of striking employees during an illegal work

stoppage. The supervisor is not allowed to stop an employee from work he

should first get consent from the top management and arbitration.

 Do not commit the company in areas beyond your limits of authority and

responsibility as a supervisor you should now your levels where you begin

and where you stop not to work beyond your powers. It is not good to

work a job which is supposed to be performed by top management. It

would be undermining managers which are unfair.

 Do not give away your copy of the written grievance. The copy of the

written grievances should be kept secretary from public. It is deserved

for grievant and management. The written grievance contain complaints

concerns are affecting the employee and he presents is to supervisors

and once the supervisors see that the grievance cannot be managed, he

sends it to other levels until it reaches arbitration (4 th stage).

 Do not settle the grievance when you are in doubt. The grievance should

be handled well and correct because any mistake made may cause

dissatisfaction of the grievance and the supervisor should not settle

grievances when is not sure, this is because he may make a decision that

affects either side and employees is always interested in handling his

grievance undoubtedly.

 Do not argue grievance issue off the work premises. The issues which are

supposed to be handled are issues which within the company and any issue

beyond company premises is supposed to be handled. This is because it

will be beyond company powers.

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 Other don’ts in handling grievance thus do not deny grievances on the

ground that your ands have been tied by mangers do not agree to informal

amendments in the contract. Do not treat as “arbitration” claims

demanding the disciplinary action or discharge of management members.

Do not relinquish your authority to the trade union, do not make mutual

consent agreements regarding future course of action.

When there is a grievance or dispute where a unionized employee is involved,

the following procedure can be followed to handle the disp

A grievance procedure can be understood from the following diagram

Step IV
Top management Top Union leaders

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Middle level managers Middle level Union Leaders
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Step III

Step II

Step I

Diagram grievance redressal machinery

As from the diagram, the first-line supervisor gets the opportunity for

dealing with grievance of the employee. If an organization is unionized, a

representative of the union also joins the supervisor in settling the

grievance. In the second step, a personal/functional manager may come into

a picture of setting a grievance here, a middle-level union leader join. If the

grievance remains unsettled, top management along top union leaders sit

together to settle the grievances involving companywide issues. If the

grievances remain unsettled as final step, an outside arbitration is called for

and grievances are referred to arbitrations.

Open door policy. A grievance redressal may be of an open-door type or of a

step-by step leader style. In the case of open-door policy, a general

invitation to all employees is sent to in formality drop in the room of

executives or supervisors at any time and have their grievances attended to.

In small organizations, it is possible to have an open-door policy but in large

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organizations it would not be practicable because managers run short of time

to attend to the grievances of workers.

6. TRADE DISPUTES & TRADE UNIONS

6.1. Introduction and definition

A trade union is an association of workers formed with the object of

improving the conditions of workers. It is formed for protecting the

interests of workers. Workers have little bargaining capacity when they are

unorganized. In fact, trade union movement began against the exploitation of

workers by certain managements under the capitalist system.

A trade union is an organisation made up of members (a membership-based

organisation) and its membership must be made up mainly of workers. One of

a trade union's main aims is to protect and advance the interests of its

members in the workplace.

Most trade unions are independent of any employer. However, trade unions

try to develop close working relationships with employers. This can

sometimes take the form of a partnership agreement between the employer

and the trade union which identifies their common interests and objectives.

6.2. Aims of trade unions

The following are the objectives of trade union:

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 To improve the economic lot of workers by securing them better

wages.

 To secure for workers better working conditions.

 To secure bonus for the workers from the profits of the

enterprise/organization.

 To ensure stable employment for workers and resist the schemes of

management which reduce employment opportunities.

 To provide legal assistance to workers in connection with disputes

regarding work and payment of wages.

 To protect the jobs of labour against retrenchment and layoff etc.

 To ensure that workers get as per rules provident fund, pension and

other benefits.

 To secure for the workers better safety and health welfare schemes.

 To secure workers participation in management.

 To inculcate discipline, self-respect and dignity among workers.

 To ensure opportunities for promotion and training.

 To secure organizational efficiency and high productivity.

 To generate a committed industrial work force for improving

productivity of the system.

6.3. Functions of Trade Unions:

 Collective bargaining with the management for securing better work

environment for the workers/ employees.

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 Providing security to the workers and keeping check over the hiring and

firing of workers.

 Helping the management in redressal of grievances of workers at

appropriate level.

 If any dispute/matter remains unsettled referring the matter for

arbitration.

 To negotiate with management certain matters like hours of work, fringe

benefits, wages and medical facilities and other welfare schemes.

 To develop cooperation with employers.

 To arouse public opinion in favour of labour/workers.

6.4. Benefits of Trade Union:

Workers join trade union because of a number of reasons as given

below:

 A worker feels very weak when he is alone. Union provides him an

opportunity to achieve his objectives with the support of his fellow

colleagues.

 Union protects the economic interest of the workers and ensures a

reasonable wage rates and wage plans for them.

 Union helps the workers in getting certain amenities for them in addition

to higher wages.

 Union also provides in certain cases cash assistance at the time of

sickness or some other emergencies.

 Union organize negotiation between workers and management and are

instruments for settlement of disputes.

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 Trade union is also beneficial to employer as it organizes the workers

under one banner and encourages them follow to peaceful means for

getting their demands accepted.

 Trade union imparts self-confidence to the workers and they feel that

they are an important part of the organization.

 It provides for promotion and training and also helps the workers to go to

higher positions.

 It ensures stable employment for the workers and opposes the motive of

management to replace the workers by automatic machines.

 Workers get an opportunity to take part in the management and oppose

any decision which adversely affects them.

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References
Armstrong, M. (2006). A Handbook of Human Resource Management Practice
10th edition. London and Philadelphia: Kogan Page Limited.

Martin, A. (1967). Welfare at Work, . Batsford, London.

R.C.Sharma. (2016). lndustrial Relation and Labour Legislation. Delhi: PHI

Kumar,H.l. (2010). Labour Laws. Universal law publishing.

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