ACKNOWLEDGEMENT

The project bears the imprints of many people without whose present and support. This would not have been possible for me to draft it out in the manner it now lays in the hands of the reader. I would like to express my gratitude to the people who are an important part of this report. I would partially like to thank my project guide Mrs. Priya Srivastava also and the entire HR team for their support on guidance and all my family and friend who always encouraged me and inspired me to perform better and better each time. I dedicate this project to them who has been the facilitator in this journey of mine. I thanks them all.

SHRUTI SHARMA

PREFACE
As a part of our MBA, IInd Year Program we are required to under go a project report. I got to under go my project report at Reliance Communication in Lucknow city to analyze the INDUSTRIAL RELATION BETWEEN EMPLOYEE AND EMPLOYERS. It was a wonderful experience for me as it gave me a chance to learn a lot.

CERTIFICATE

TABLE OF CONTENT
Preface Acknowledgement Certificate by the Supervisor & Coordinator List of Tables and Figures Objective of the Study Chapter 1 : Introduction of Industrial Relation. Chapter 3 : Research Methodology. Chapter 4 : Rationality of the study Data Analysis Conclusion Recommendation Bibliography

LIST OF TABLES & FIGURES

OBJECTIVES OF INDUSTRIAL RELATION

To promote and develop congenial labor management relation. To enhance the economic status of the worker by improving wages, To regulate the production by minimizing industrial conflicts through state To socialize industries by making the government as an employer. To provide an opportunity to the workers to have a say in the management To encourage and develop trade unions in order to improve the workers benefits and by helping the worker in evolving sound budget. control.

and decision making. strength.

CHAPTER- 1 INTRODUCTION ABOUT THE TOPIC

Industrial Relations, broadly, all dealings, transactions, and activities affecting the determination and enforcement of the terms and conditions of employment. The relations between employers and employees developed differently in various parts of the world. In particular, the goals and activities of European trade unions differ considerably from those of trade unions in the U.S. In Europe customs and laws bearing on industrial relations are often basically dissimilar even in neighboring countries. European trade unions are primarily national organizations allied closely with political movements and parties. By contrast, the trade union movement in the U.S. developed with a marked degree of uniformity. The typical U.S. trade union is primarily a local organization devoted to the advancement and protection of the economic interests of its members. It usually has national and statewide affiliations but no loyalty to a particular political ideology. This article is concerned mainly with industrial relations developments in the U.S.

2.1

EMPLOYEE AND EMPLOYEE RELATIONSHIP

When employers start a business (or open a branch of an existing business), they require employees to produce, administer, organize, publicize, sell, transport, maintain, repair, etc. They advertise job openings, conduct interviews, and hire individuals based on qualifications, requirements and wages. They usually provide training to newly-hired employees and make them aware of the company's policies, rules and goals. They assign tasks according to the job positions and employee profiles, and may offer vacations, health insurance coverage, workers compensation, and other benefits. But one day, sooner or later, the employer may serve an employee the dreaded pink slip, and terminate his/her employment without any valid reason or cause. The employee becomes an ex-employee and, usually but not always, is eligible for unemployment insurance. And his/her employment process begins again. From the beginning of the employment to the end, the employee may have been treated unlawfully, discriminated against, harassed, denied his/her due wages or benefits, made to work in unsafe conditions, or wrongfully terminated. Years ago, the relationship between employer and employee was governed by the assumption that employers were like kings and were free to offer any terms of employment and treat their employees in any way they dictated, and the employees were free to either accept or reject those terms (i.e., take it or leave it). There were few laws and protections would safeguard their interests at times of manipulation, shabby treatment, \defamation, discrepancies, retaliation, unfair practices, etc. Employees did not have available to employees that

a platform to voice their protests. Initially, it was the unions that protested employers' unfair practices and demanded that employees be provided rights. In the 1930s, the federal government enacted the National Labor Relations Act (NLRA), which called for fair wages and safe workplaces. The NLRA set off a deluge of new laws governing the workplace. With the Civil Rights Movement of the 1960's, the federal government, followed by many state governments, began to enact laws prohibiting discrimination against women and minority group members and barring discrimination against older employees. In 1970 the federal government enacted the Occupational Safety and Health Act (OSHA), setting minimum workplace safety standards. By 1990 Congress had enacted laws prohibiting discrimination against disabled workers, and requiring employers to reasonably accommodate such workers if the accommodation did not cause undue hardship on the employer. Today, employees and job applicants are protected by various federal and state laws. Many state courts have recognized additional employee rights that have not been set out in written statutes, but instead are part of common law, based solely upon earlier court rulings. Employers no longer have the right to treat their employees any way they desire. Employees have the right to protest, make claims, file litigation, and seek damages, if they believe they have been mistreated at any stage of the employment relationship.

2.4

DEFINATION
An employee's deliberate or habitual absence from work

Everybody misses a day of work now and then. But it's a problem when

an employee misses too many days of work. Not showing up for work can cause serious problems when other employees have to cover for the missing worker or, worse, the work simply doesn't get done. Here are keys to controlling absenteeism in your growing company:

Find out whether the absent employee missed work

voluntarily or involuntarily. Involuntarily means illness or another unavoidable reason--this is the kind of absenteeism you shouldn't concern yourself with as a manager, unless some kind of counseling or assistance could help the employee regain his or her health. Voluntary absenteeism is the kind you need to worry about. This occurs when an employee is absent without good reason. Get documentation--for example, a doctor's note--to ascertain whether an absence was involuntary or voluntary.

Decide whether the absenteeism is excessive. Compare the employee's attendance record with other employees' records. If one employee's record is way out of line, unless there are extenuating circumstances, that's probably excessive absenteeism.

Meet with the employee to explore the absences. Keep the problem, not placing blame and dispensing discipline.

your discussion friendly and oriented toward understanding and solving

If things don't get better, explain the problem to the

employee and request improved performance. Employees may not know their absences are affecting others unless you tell them and ask them to improve. 2.1

Put the problem in writing. Make sure you give the employee or her personnel file.

a copy of the written notice. In addition, you should also put one in his

CONCEPT OF INDUSTRIAL RELATION

ACCORDING TO CASSELMANS LABOR DICTIONARY, The relation between employers and employees in industry. In the broad sense, the term also includes the relation between the various unions, between the state, and the unions, as well as those between the employers and the state. THE ENCYCLOPEDIA BRITANNICA, The concept of industrial relation of the state with employers, workers and their organization the subject, therefore includes individual relation and joint consultation between employers and workers and people at their workplace, collective relation between employers and their organization and trade unions and the part played by the state in regulating these relations.

SCOPE OFINDUSTRIAL RELATIONS

Establishing and maintaining good personnel relations in the industry. Making a mutual link between the management and the worker. Ensuring manpower development creating a mutual affection, respect and Establishing a good industrial climate and peace. Stimulating production as well as industrial and economic development. Maximizing social welfare. Development of industrial democracy. Providing ways and means for a healthy and effective government.

regards.

IMPORTANCE OF INDUSTRIAL RELATIONS

INDUSTRIAL PEACE : Good industrial relations reduce the industrial disputes . Disputes are reflections of the failure of basic human urges or motivation to secure adequate satisfaction, which are fully cured by good industrial relation. HIGH MORALE : Good industrial relations improve the morale of the

employees. Employees work with great zeal with the feeling in mind that the interest employer and employees are the same, i.e. to increase production.

MENTAL REVOLUTION : Industrial relations completely transform the

outlook of employers and employees. PROGRAMMES FOR WORKER DEVELOPMENT : It increases the

efficiency of workers resulting in higher and better production at lower costs.

REDUCED WASTAGE : Good relations are maintainence on the basis of

co-operation and recognition of each other.

INDUSTRIAL PRODUCTION
Production Indexes
The coal strike of late 1946 had materially stymied most lines of production in the durable goods industries. Revival began in January 1947, when the indexes for production at factories and mines were reported at a level of 188, based upon the 1935-1939 average of 100. This figure reflected chiefly the increase of production in coal, iron, and steel. Iron and steel attained new highs, while steel output reached 93 per cent of capacity. Building materials, machinery, and equipment industries maintained a steady rate of production at a high level. Nondurable goods production reached an index of 177, an advance over the previous 1946 levels. Peaks were attained in the paper and printing industries, as well as in the chemical and food industries. The leather and textile producers reported a slight decline. One important factor in recovery was the production of bituminous coal, which had reached a new all-time high in January. This general high index of industrial production was maintained throughout February. Increased production had begun to appear mostly in the lines of automobiles, lumber, and building materials. By late March the Federal Reserve Board index showed steel at 97 per cent of capacity, which was also accompanied by a further increase in the production indexes of crude petroleum and metals. Durable manufactures produced an index level of about 225 by the end of the first quarter, while nondurable manufactures had a slight decline and reached the index of 175. For the same period the index for minerals, crude petroleum, and coal increased to 148. The adjusted index for manufactures and minerals, which had reached a peak of 190 in March 1947, showed a considerable decline by June, when it was reported at 183. This decline reflected hesitancy in the general demand and was further accentuated by uncertainties which arose from pending wage contracts. Nondurable manufactures also reflected the influence of slackening demands and showed a slight decline. The textile industry was most prominent in this field and produced the greatest decline for the period. The general tendency toward a production slow-down continued throughout June, July, and August in both the durable and nondurable industries. The over-all industrial production index reported by the Federal Reserve Board for July reached a level of 176. It was followed by an August advance attributable to increased production of nondurable manufactured goods and coal. The index climbed back to 182 for the month; this

momentum carried forward into September, and by late October it had reached 190, which was the previous high for the year. Steel production continued to the end of the year at a rate of 97 per cent of capacity, and automobile production reached its peak for the year except for holiday and inventory-taking influences. Similar conditions prevailed in the production of railroad equipment, building materials, and most durable goods industries. The index for nondurable goods industries also showed an increase through September which was particularly influenced by rayon textiles, paper board, and petroleum products. The over-all index had passed the level of 199 by the close of 1947.

Production by Unit Volume

Whereas the foregoing consideration of productive activity has been confined to an expression of relative indexes, the consideration of actual product output changes may be of interest. Notwithstanding production difficulties which were incurred from material shortages, inflated costs, and labor adjustments, 1947 was a year of high production volume. World shortages and export demands exerted a definite influence on the domestic availability of these products. The over-all availability of the existing supply only eased the enormous domestic demand which had followed several years of civilian goods shortages. Any data set forth in dollar amounts may be found to be extremely misleading, due to inflated prices and the dollar's decline in value. Most production in 1947 arrived at an early peak in the first quarter. This was followed by a gradual easing off until the end of the third quarter, when there were signs of revival. Production picked up momentum throughout the fourth quarter and passed all previous peaks established for the year.

Critical Materials
The major material shortages for 1946 had been in metals, pulp and paper, caustic soda, soda ash, glycerin, lumber, building materials, and textiles. Increased production in early 1947 and late 1946 had corrected this situation to some degree. Shortages at mid-1947, except for items in large export volume and a few special products of usually limited supply, confined themselves to some metals, pulp, paper, soda ash, coke, scrap iron and petroleum products. The petroleum situation was basically the result of a tremendous increase in demand. By August the critical items had been reduced further and competitive bidding was beginning to appear. Scarcities were then confined to a few special items and they usually existed in special instances. Some types of pipe, metal tanks, types of lumber, paper products, and certain electrical units were still difficult to procure. The shortages had begun to appear in spots where unexpected demands had developed, one of which was for petroleum products. Reports in December 1947, indicated that the limited supply of coke, pig iron, and scrap iron held a key position in a continued high rate of steel production. The short supply of copper, tin, and brass was also mentioned, as was that of oils and fats. Manufacturers depending on these materials continued to operate with short

supplies. One item that was reported may be of interest; it concerned the exporting of 9,082 short tons of scrap in March while 3,058 were imported, and the exporting of 20,528 in July while 2,426 were imported. At the same time, the country was consuming scrap at a rate of about 5.1 million short tons per month. In mid-December a report was issued by the Foundry Association that unless scrap was made available at once many foundries would have to shut down.

Production Events of the Year

Highlights in the chronological order of the events in the 1947 industrial production scheme may be noted by first observing the production levels at the end of 1946. Adequate attention must be given to the November 1946 coal strike which caused a general slowdown affecting most industry. In January the Ford Motor Car Company announced price reductions based on a desire to increase demand; the reductions may have been unwarranted with cars still in short supply. The announcement was accompanied by a report that the company had operated at a deficit of over 32.9 million dollars in 1946. Similar stimulating efforts were found in the housing field, where controls were changed in order to initiate more rental housing units and increase 1947 construction beyond that of 1946, which was approximately 950,000 units started. In the field of meat packing the industry reported that production had regained its normal flow by mid-January following the released controls in the fall of 1946. Livestock available at that date was reported to promise a large supply for the year. Agricultural producers were faced with a 45-million-bushel surplus of potatoes, according to the reports of the Department of Agriculture. The surplus represented one of the paradoxes of a controlled economy and cost the government and the taxpayer 90 per cent of the parity value. In mid-February reports came from the Northwest of an aluminum revival and a 1947 schedule for about 700,000 tons. Another industrial aid was forecast in the sale of the Big and Little Inch pipe lines, which had been built to carry oil but which were now to be used for natural gas. The general expansion of business enterprises was reported to have been increased by some 680,000, and these were mostly small businesses or partnerships which employed about four people each. Reports at the end of the first quarter indicated that the garment industry was not doing well and that about two-thirds of it had been affected. Production reports had declined 35 per cent and demand for better quality had increased, but the prices remained high as a result of increased fixed costs. Shortages of steel and gray market products continued through early 1947 and offered an opportunity for the increased operations of self-styled 'steel brokers,' better known to the trade as 'bootleggers.' The prices of steel which they offered ran as high as 200 and 300 per cent above the producers' listed quotations and prevailed because steel still was foremost among items in short supply. In the second quarter reports began to appear which stated that rising costs and buyers'

resistance had caught some producers in a squeeze. This was reflected in the production decline of the second and third quarters. Raw materials in high demand during the first half were reported from time to time to be aluminum, antimony, copper, plastics, soda ash, tin, wood pulp, lead, and other items. The shortage of materials was not confined to the United States but was world-wide. One incident favorable to the United States in this matter was the closing of a contract by the Reconstruction Finance Corporation with Bolivian tin producers for about 10 to 12 thousand tons at 76 cents a pound; this was an increase of about 9 cents over former prices. The production decline reported at midyear had about 25 per cent of its components made up from textile industry figures and the manufactured food industry. Also by midyear building reports on both homes and heavy construction showed a decided lag. High costs, hesitant buyers, weather conditions, and inflationary reactions were reported to be the causal factors. Further indications of productive disturbances at this time were made evident by a week of enforced shutdown for General Motors due to steel shortages. In spite of these crosscurrents in production, the President reported to Congress in a special midyear edition of his annual report that production was at peak levels. He advised that caution be used to prevent misinterpretation of backlog demands which were pertinent to production levels. His report was prepared by his Council of Economic Advisors and dealt with all phases of economic activities. The nation's strategic materials were still in short supply, but stock piles were not being replenished at this time due to market conditions and excessive costs. Much of the production problem in the first half of the year was reported, in most cases, to be materially affected by the unit wage costs, which had increased approximately 76 per cent above their 1939 levels in the durable goods industries. Similar production reports showed a cost increase of about 71 per cent for the nondurable goods industries. On the other hand, the management was confronted with the problem of only procuring a product increase in the durable goods group of about 4 per cent and in the nondurable goods group of about 13 per cent, respectively. A report released in mid-August by clothing producers announced that they intended to cut production for 1948 by 25 per cent, but no mention of price reduction was made. This was due no doubt to continued high fixed costs of operation, combined with high costs of materials. One field of production which reported progress was the aluminum industry. August reports revealed that the steel shortages had encouraged the use of aluminum as a substitute, and 1948 plans were being made to produce a better quality at low cost and in

greater quantity. Most production reports continued on the gloomy side throughout August, and volume showed a decline of about 14 per cent as compared with the previous year. Housing production became the leading topic at the October meeting of the American life insurance companies in Chicago. The general view emphasized the fact that costs were excessive, and as a result further development of unit housing or housing of any type by their organizations had been stopped. In spite of high costs and large inventories, almost all production began to revive in September. The December reports revealed that the March high levels had been passed in the last quarter. Steel and hard goods had maintained a high rate of production throughout the year and the over-all industrial production had finished the year with capacity outputs.

MAJOR ASPECT OF IDUSTRIAL RELATION

GRIEVANCE REDRESSAL PARTICIPATIVE MANAGEMENT DISPUTE SETTLEMENT

INDUSTRIAL RELATION
EMPLOYER EMPLOYEE STATE

EMPLOYERS ORGANIZATION

COLLECTIVE BARGAINING

INDUSTRIES FACTORY ACT

The factory acts were a series of acts passed by the parliament of the united kingdom to limit the number of hours worked by women and children first in the textiles industry, later in all industries . Factory act of 1833 Factory act of 1948 Factory act of 1802 Factory act of 1844 Factory reform act Factory reform movement Cotton factories Factory conditions

FACTORIES ACT 1948

The first factories act in India was passed in 1881. It was designed primarily to protect children and to provide for some health and safety measures. It was followed by new factories act in 1891, 1911,1922,and 1934. The act of 1934 was passed to implement the recommendation of the royal commission on labour in india and the convention of the INTERNATIONAL LABOR ORGANIZATION. A new factories act was passed in 1948 and came into force w.e.f first April 1948. The objectives was to consolidate and amend the law regulating labor in factories . The factories act, 1948 is a piece of legislation covering all aspects regarding factories namely : Approval Licensing and registration of factories The inspection authorities Health Safety Welfare Working hours etc.

MEANING OF FACTORIES
According to sec..2(m) factory means any premise including the precincts thereof Whereon 10 or more workers are working or were working on any day of the preceding twelve months, and in any day of the aid of power, or is ordinarily so carried or on. Whereon 20 or more workers are working or were working on any day of

the preceding twelve months, and in any part of which a manufacturing process is being carried on without the aid of power, is ordinarily so carried on. In simple words a factory is a premises whereon 10 or more persons are engaged if power is used or 20 or more persons are engaged if power is not used , in a manufacturing process.

Manufacturing process (sec.2k) means any premises for : Making, altering, repairing, ornamenting, finishing, packing, oiling, washing, cleaning, breaking up, demolishing, or otherwise treating or adapting any article or substance with a view to its use, sale, transport, delivery or disposal or Pumping oil, water, sewage, or any other substance or Generating, transforming or transmitting power.

In a manufacturing process is carried on at two different sites, they are factories . premises include land as well.

Meaning of precincts:- Premises including the precincts thereof

Precincts are usually under stood as as pace enclosed by walls or fences.

MEANING OF WORKER
The factories act, 1948, under its sec.2(1) define worker to mean a person employed, directly or by or through any agency including a contractor with or without the knowledge of the principal employer whether for remuneration. The measures are contained in the different provisions of the act may be classified into the following classes for our conveniences with a view to discussion. Measures in regard to health Measures in regard to safety Measures in regard to welfare Measures in regard to working hours of adult Measures in regard to employment of young persons Measures in regard to annual leave and wages Measures in regard to miscellaneous matters

HEALTH (SEC. 11 TO SEC.20)

Following measures are required to be adopted in regard to health: 1) 2) Cleanliness (sec.11) Disposal of waste effluents (sec.12)

3) 4)

Ventilation and temperature (sec.13) Dust and fumes (sec.14)

5) 6)

Artificial humidification (sec.15) Overcrowding (sec.16)

7) 8)

Lighting (sec.17) Drinking water (sec.18)

9) 10)

Latrine and urinals (sec.19) Spittoons (sec.20)

SAFETY (SEC.21 TO 41)

The factories act 1948 has prescribed contained in (sec. 21 to 41). They are obligatory a resume of the provision are given below :1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) 16) 17) 18) 19) 20) 21) 22) Sec.21. Fencing of machinery Sec.22 . Work on or near machinery in motion Sec.23. Employment of adolescent on dangerous machine Sec.24. Striking gear Sec.25. Self acting machine Sec.26. Casting of new machinery Sec.27. Prohibition of new employment of women and children near cotton Sec.28. Hoists and lifts Sec.29. Lifting new machine, jackles chain and ropes Sec.30. Revolving machinery Sec.31. Pressure plant Sec.32. Floors, stairs and other means of access Sec.33. Pits and opening in floor Sec.34. Excessive weights Sec.35. Protection of eyes Sec.36 A. Precaution against the use of portable electric light Sec.36. Precautions against dangerous fumes Sec.37. Explosive Sec.38. Precaution in case of fire Sec.39. Power to required specification of defective part Sec.40. Safety of building and machinery Sec.41. power to make rules

openers

WELFARE
Chapter v (sec.42 to 50) of the act deals with facilities for the welfare of worker. The various provisions in this regard areas follows:1) 2) Washing facilities [sec.41(1)] Facilities for storing and drying clothes (sec.43)

3) 4)

Facilities for sitting (sec.45) First aid appliance (sec.45)

5) 6)

Canteens (sec.46) Shelter, rest rooms and lunch rooms [sec.47(1)]

7) 8)

Crches (sec.48) Welfare officer (sec.49)

9) (a) (b) (c)

Measures in regard to working hours of adults:Weekly hours (sec.51) Weekly holiday (sec.52) Compensatory holiday (sec.53)

(d) (e) (f)

Daily hours (sec.54) Intervals for rest (sec.55) Night shift (sec.57)

LAWS RELATED TO EMPLOYER AND EMPLOYEE RELATIONS

FREE POLICY SAMPLES / EMPLOYEE RELATION / EMPLOYMENT LAW Understanding legal decisions and legislation is fundamental in our increasingly litigious society. Find the best source for human resource legal, state and federal government information and court decision here. Find labor relations information that ensure positive employee relations, policy samples and sample job description.

LABOR
Wages and Strikes.
One of the most serious domestic problems that confronted business during 1943, and one which is becoming increasingly serious at the present time, is that of wages. Strikes in the coal and steel industries, threatened strikes on the railroads, and serious dissatisfaction in other major industries have served to emphasize the sad fact that, after more than two years of war, this country still lacks any definite and clear-cut labor policy. Some people blame labor as too grasping in a time of national emergency, and as violating its 'no-strike pledge.' Others lay the chief blame upon the administration for its failure to support the agency established by it to deal with labor. It would seem that little blame can be placed upon business because it has no power, under the law, to come to terms with labor unless such terms are approved by the administration. The fight is really one between labor and the administration with business being squeezed in the middle. As illustrated by the railroads and the coal industry the only way the Government seems able to deal with recalcitrant labor is to take over the operation of the industry threatened, thus indirectly penalizing business for something entirely out of its control. So far as strikes and work stoppages are concerned, the 1943 record is not one of which labor can be proud if the national welfare in time of war is taken into account. During the first 11 months of 1943 there were 3,425 walkouts officially classed as strikes, which resulted in a loss of 12,785,000 man-days of work. These figures compare very unfavorably with the 2,968 strikes in all of 1942 for a loss of 4,183,000 man-days of work. The fact that time lost by strikes in 1943 was more than 3 times that in 1942 is due almost entirely to the series of strikes during the year by the United Mine Workers. The amount of time lost is by no means a complete measure of the seriousness of the strike situation. It gives no indication of the seriousness of the threat of striking as a weapon to break down the administration's anti-inflation efforts, as in the case of the railroads and the steel industry where little or no work-time was lost.

High Labor Turnover.

An additional factor of concern in the labor picture is the very high rate of labor turnover in some of our major war industries. In September 1943, the monthly rate of separation of employees from their jobs was 10.42 per cent in shipbuilding, 8.66 per cent in lumber and timber basic products, and 8.40 per cent in non-ferrous metals and their products. The labor turnover in these industries was thus at the rate of over 100 per cent per year. The September figure for iron and steel was 5.83 per cent, for machinery was 6.57 per cent, and for aircraft production was 6.91 per cent. Figures such as these make the production record of industry in this country seem even more remarkable.

LABOUR TURNOVER
It may defined as the rate of changed in the working staff of a concern during a definite period, commonly a month. Labor turnover is expressed as the ratio of yearly or monthly separation to the average number of full time worker for that period

Labor turnover rates are divided into parts

(a) (b) Accession or addition to employment Separation or termination of employment

Separation can be considered as:

(a) (b) Voluntary Involuntary

Voluntary separations: It is initiated by the works, for reasons such as

(a) (b) (c) Financial Personal or Social

Involuntary separations: It may be caused by

(a) (b) (c) Economic Physiological Performance reasons

CHILD LABOR IN THE 20 CENTURY

Child labor remains a serious problem in many parts of the world, despite efforts from many groups worldwide to combat it. Many child laborers, like the young boy shown here working in a shoe factory, live in underdeveloped countries in Latin America, Africa, and Asia. Typically the children work in poor conditions and have little or no chance of receiving a formal education. The meager income they earn is often necessary for their families' surviva International Labor Organization (ILO), a specialized agency associated with the United Nations (UN), whose worldwide objectives are to improve labor conditions, promote productive employment and social progress, and raise living standards. The ILO was established in 1919 as an autonomous part of the League of Nations and brought into formal relationship with the UN in 1946. The organization was awarded the Nobel Peace Prize in 1969. The ILO is composed of 177 member nations and differs from other UN agencies because representatives of employers and workers, as well as government officials, take part in its work. Each member nation sends four delegates: two from the government, one employer, and one worker. The organizations principal organ, the International Labor Conference, meets annually in Geneva, Switzerland, to define and ratify international labor standards.

The organization does this by means of conventions, which are subject to voluntary ratification by member nations, and recommendations that provide nations with detailed guidelines for legislation. The ILO sets standards that cover child labor, disabled workers, discrimination, equality of treatment, freedom of association, human rights, maternity protection, pensions, and the elimination of forced labor. The organization supervises the application of ratified conventions in national law and practice. Employers and workers organizations and member nations governments have the right to lodge formal complaints with the ILO. The ILO also provides technical assistance to member nations in order to facilitate the adoption and enforcement of ILO standards. Technical cooperation programs cover employment promotion, management, and training; labor administration and industrial relations; social security; and working conditions, occupational safety, and health. The ILOs governing body has 56 members: 28 represent governments (10 of which hold permanent seats as states of chief industrial importance), 14 represent employers, and 14 represent workers. Nonpermanent members are elected by the Conference every three years. The Governing Body appoints the director-general and drafts the organizations budget, which is funded by member states. ILO headquarters is in Geneva, Switzerland, and the organization maintains

OVERVIEW OF LABORINDUSTRY RELATIONSHIP

Labor refers to workers as a group. Workers in an industry sell their own labor in exchange for an income they negotiate with the management. While these negotiations may occur on an individual basis, many wage negotiations occur between employees who have organized into a group called a labor union (formed to improve the members' wages and working conditions) and managers. This group wage- and benefit-negotiating process is called collective bargaining. The relationship between labor and management can involve substantial conflict. While labor often requests higher wages to improve its standard of living, management may resist because wage increases may cut into industry profits. Managers can use the threat of layoffs(releasing employees) in order to keep wage increases down, while workers can go on strike (withhold their labor) if their demands are not met. Specialists in the field known as labor relations study how workers organize themselves, as well as the subsequent interactions between management and labor. In most developed countries, labor relations have changed significantly in the second half of the 20th century. While approximately 25 percent of U.S. workers belonged to unions in 1955, 13.5 percent belonged to unions in 2000. An important distinction between labor and other inputs, such as capital, machinery, and equipment, is that employees have the ability to develop innovative solutions to production problems and to learn new skills. The collection of skills and knowledge that employees possess is called human capital. The production process can support or undermine the development of worker skills and knowledge. If workers are inhibited from developing new skills and are required to repeat simple tasks, the process is said to be deskilling. At the end of the 20th century, many industries were trying to boost productivity by helping employees to expand their skills. During much of the 20th century, most manufacturing employees worked on the assembly line, a system in which work in process passes progressively from one group of workers to the next until the finished product emerges at the end of the line. In this system, each

worker specializes in a specific task, or in part of the production process, along the assembly line and performs that task repeatedly. This type of mass production, characterized by high job specialization, is known as Fordism. This term is derived from the assembly line process developed for building automobiles by the early Ford Motor Company. Fordist production processes increase the speed of work and production. However, they depend on endless repetition of highly specialized tasks, so the workers often do not learn a productive range of skills. Thus, Fordist production processes may limit an industrys flexibility in adapting to changing markets. In the late 20th century, many industries replaced Fordism with new management practices that allow workers to have more of a say in decisions, as well as greater job flexibility. These new management techniques, known as post-Fordism.

EMPLOYEES GRIEVANCE
Grievance can be defined as any discontent or dissatisfaction with any aspect of the organization. When a complaint remains unattended and the employee concerned feels a lack of justice and fair play, then the dissatisfaction grows and assumes a status of grievance.

Effect of employee grievances:1)

On production: It includes
Low quality of production Low quality of productivity Increase in the wastage of material Increase in the cost of production per unit

(a) (b) (c) (d)

2)
(a) (b) (c)

On the employees:
Increase the rate of absenteeism and turnover Increase the incidence of accidents Reduce the level of employee morale

3)
(a) (b)

On the managers:
Stains the superior subordinate relations Increase in indiscipline cases

GRIEVANCE HANDLING PROCEDURE

The grievance procedure is one of the more important means available for employee to express their dissatisfaction. It is also a means available to management to keep a check or relevant data diagnostic data on the state of the organisations health. In a small organization, communication, knowledge, and contact is possible to a much greater extent, thus reducing the need for a formal grievance procedure.

STEPS IN THE GRIEVANCE PROCEDURE

Identify grievance

Define correctly

Collect the data

analyze & solve

Prompt redressal

Implement& follow up

MODEL GRIEVANCE PROCEDURE PROCEDURE FRAME

Appeal against a week Manager Grievance committee HOD Supervisor Foreman Worker 7 Days unanimous 3 Days 48 Hours 3 Days

TIME

ABSENTEEISM
Absenteeism occurs when an employee of a company does not come to work due to scheduled time off, illness, injury or any other reason. The cost of absenteeism to business, usually expressed in terms of lost productivity, is difficult to determine. Absenteeism has been variously defined by different authorities.

Labour bureau also state that, Absenteeism is the total manshift

lost because of absence as a percentage of the total number of manshift scheduled to work

TYPES OF ABSENTEEISM

1)

AUTHORIZED ABSENTEEISM:-

If an employee is absent himself from work by taking permission from his superior and applying for leave such absenteeism is called authorized absenteeism.

2)

UNAUTHORIZED ABSENTEEISM:-

If an employee is absent from himself from work without informing or taking person and without informing or taking person and without applying for leave, such absenteeism is called unauthorized absenteeism

FEATURES OF ABSENTEEISM
The rate of absenteeism is the lowest on pay day, it increases considerably on the days following the payment of wages and bonus Absenteeism is generally high among the workers below 25 years of age

and these above 40years of age.

The rate of absenteeism varies from department within an organisation.

Generally it is high in production department. Absenteeism in traditional industries is seasonal character.

The incidence of absenteeism is usually higher in the night shift than in the

day shifts.

CAUSES OF ABSENTEEISM

MALADJUSTMENT

WITH

THE

WORKING

CONDITION:
If the poor working conditions of the company are poor, the workers cannot adjust themselves with the companys working conditions.

SOCIAL RELIGIOUS CEREMONIE

Social and religious functions divert the workers attention from the work

UNSATISFACTORY HOUSING:

Condition at the work place.

INDUSTRIAL FATIGUE

The industrial fatigue compels the worker to remain outside the work.

UNHHEALTHY WORKING CONDITION:

The poor and intolerable working condition in the factories irritate the worker. Excess heat, noise, either too much or too low lighting, dust, smoke etc.

ALCOHOLISM:

Workers mostly prefer to spend money on the consumption of liquor and enjoyment.

POOR WELFARE FACILITIES:

welfare facilities include poor sanitation, washing, bathing, first aid appliance, condition, rest rooms, drinking water, canteen, crches, shelter etc.

INDEBTNESS:

The low level wages and unplanned expenditure of the workers force them to borrow heavily.

MALADJUSTMENT WITH JOB DEMANDS:

The fast changing technology demands higher level skills from the worker some worker fail to meet these demands due to their lower level education and or absence of training.

UNSOUND PERSONNEL POLICIES:

The improper and unrealistic personnel policies result in employee dissatisfaction.

INADEQUATE LEAVE FACILITIES:

The inadequate leave facilities provided by the employer forces him to depend on E.S.I leave which allows the worker to be away from the work for 56 days in a year on half day.

ADVERSE EFFECT OF ABSENTEEISM

The adverse effect of absenteeism are too many to be listed we can describe them under two broad categories as under

1)

ON INDUSTRY:

Absenteeism in industry stops machine, disrupts process, creates production bottlenecks, hampers smooth flow or continuity of work upsets production target , result in production loss, increase direct overhead costs, increase workload of the inexperienced, less experienced or substandard worker or substitute morale and attitudes. Manpower planning is rendered impossible.

2)

ON WORKER:

Effect of absenteeism on those who cause it are equally baneful. Frequent absenteeism adversely affect the economy adversely affect the economy of the worker himself. It reduces his earning and add to his debtedness, decrease his purchasing power mates to meet him necessity of life.

Chapter- 2 RELIANCE

The Times of India reported on 5th May that [[Error: Reference source not foundReliance]] Mutual Fund has kept its position as Indias largest fund house with assets crossing INR 48,000 crores. Error: Reference source not foundReliance has the distinction of being the first Indian company to be named among the five hundred listed in Forbes. . How did all this come about? Let us dig into the rags to riches story of Error: Reference source not foundReliance. The one name associated with it from its foundations is Dhirubhai Ambani.

WHAT IS RELIANCE?

The Error: Reference source not foundReliance Group is Indias largest Error: Reference source not foundbusiness house with total revenues being more than $22.6 billion. This is equal to 3.5% of Indias GDP. Error: Reference source not foundReliance contributes to 10% of Indias total indirect tax and 6% of her total exports. Error: Reference source not foundReliance network of exports spread out to more than one hundred countries across the globe.

What are the activities of Error: Reference source not foundReliance? It is involved in oil exploration and production, gas refining and marketing, petrochemicals, textiles, financial services, insurance, power, Error: Reference source not foundtelecommunications and infocom initiatives.

HISTORY OF RELIANCE
The names of Error: Reference source not foundReliance and Dhirubhai Ambani go hand in hand. He was born on 28th December 1932, in Chorwad, Gujarat. He belonged to the Hindu Modh Bania community. Dhirubhai built Indias largest private sector empire, Error: Reference source not foundReliance, and created an equity cult. His father was a schoolteacher. Dhirubhai started off by selling fried snacks to pilgrims in Mount Girnar during weekends. After school he became a dispatch clerk at A.Besse & Company. The latter became distributors of Shell and Dhirubhai was sent to manage an oil filling station at Aden. For sometime he also worked in Dubai. In 1958 he returned to India with INR 50,000/- in his pocket. With this he set up a textile trading company. Aptly helped by his wife and two sons Dhirubhai diversified his interests to

petrochemicals, Error: Reference source not foundtelecommunications and information, technology, energy, power, finance, capital markets and logistics. Error: Reference source not foundReliance gave new dimensions to Indias equity culture. Till then the market had been dominated by financial institutions but with Error: Reference source not foundReliance coming into the picture thousands of retail investors jumped into the fray by putting their trust in the name of Error: Reference source not foundReliance. With innovative instruments like convertible debentures from the 1980s Error: Reference source not foundReliance became a hot favorite in the Stock Market. Error: Reference source not foundReliance was the pioneer Error: Reference source not foundIndian company to raise funds in the international markets. Only Indias sovereign rating restricted its high credit taking in international markets.

RELIANCE-THE GREATEST WEALTH CREATOR

Reliance Industries Ltd was the brainchild and product of the labors of Indian Error: Reference source not foundbusiness tycoon, Dhirubhai Ambani alias Dhirajlal Hirachand Ambani. The story of Error: Reference source not foundReliance makes fascinating reading. During the 1950s the administrators of Yemen discovered that a lot of their currency, the Rial, was disappearing through Aden because of a young man placing unlimited buy orders for Rials. The Rials, at that time, were made of pure silver and was greatly in demand in the London Bullion Exchange. Dhirubhai bought and melted the Rials and sold it to the London bullion traders. Within three months his work came to a halt but by that time he had made few lacs. In the 60s Dhirubhai returned to India and started Error: Reference source not foundReliance Commercial Corporation with a humble capital. The Error:

Reference source not foundbusiness was related to the import of polyester yarn and export of spices. The first address of Error: Reference source not foundReliance was in Narsinathan Street in Masjid Bunder a small 350 sq ft joint with a telephone, table and three chairs and only two assistants. The family too managed in a one room flat. The fortunes of Error: Reference source not foundReliance soon began to change. In 1966 the first textile mill was set up at Naroda using polyester fibre. He branded his products Vimal and thanks to intensive marketing, Vimal became a household name. Financial retail outlets were set up where only Vimal brands were sold. In 1975 a visiting World Bank team certified it to be excellent even by the standards of the developed world.

RELIANCE IN EQUITY WORLD

Reliance was to enter the equity world. An equity cult came to be created. Nearly 60,000 investors from all parts of India placed their trust in Error: Reference source not foundReliance IPO in 1977. Rural India and first time investors learnt to place its trust and money in the name of Error: Reference source not foundReliance. In 1982 Error: Reference source not foundReliance Industries came up against a rights issue about partly convertible debentures. It was rumored that Error: Reference source not foundReliance was making all efforts to see that their stock prices did not fall by even an inch. Ready to strike, a Bear cartel consisting of a group of stockbrokers from Calcutta began to short sell Error: Reference source not foundReliance shares. Another group, friendly towards Error: Reference source not foundReliance began to buy the short sold shares on the Bombay Exchange. The Bears were confident that the Bulls would soon run out of cash and be prepared for an understanding under the badla-trading scheme prevalent in the Bombay Stock during that time. But the tables came to be turned in favor of Error: Reference source not foundReliance. Dhirubhai himself provided the required cash when the Bulls demanded a physical delivery of shares. The net result was that Error: Reference source not foundReliance shares shot up from INR 152/- to 180/within a few minutes. The market was in uproar with Dhirubhai as the uncrowned king. The Bombay Stock Exchange came to be closed for three full days. Authorities intervened and brought down the unbadla rate to 2/- with a ruling that the Bear cartel would have to deliver the shares within the next few days. The Bears bought Error: Reference source not foundReliance shares from the market at higher price levels and most probably Dhirubhai himself supplied these shares and earned a healthy profit from the great adventure. Questions naturally arose around Error: Reference source not foundReliance. How could a yarn trader within a few years cough up such huge amounts of cash during a crisis? Parliament began to face queries. The Finance Minister gave the information that a non-resident Indian had invested nearly 220/million INR in Error: Reference source not foundReliance from 1982/83. These had been channelized through many companies all registered in the Isle

of Man. The peculiarity was that all the owners had the common surname or Shah. However, Reserve Bank investigations did not find anything wrong done by Error: Reference source not foundReliance and its friends.

COMPETITORS OF RELIANCE
Nusli Wadia of Bombay Dyeing group was once the biggest competitor of Error: Reference source not foundReliance. Wadia was known for his clout in political circles during the time when the economy had not been liberalized. Competition took an ugly turn when during the seventies Wadia got a permission from the then Janata Party ruled government to build a DMT (Dimethyl Terephthalate) plant. Then Ramnath Goenka of Indian Express turned his pen against Error: Reference source not foundReliance. It seemed that Goenka was using a national newspaper for his own personal vendetta. But despite everything people did not lose faith in Error: Reference source not foundReliance. Error: Reference source not foundReliance ran into rough weather also with the V.P.Singh government. The license for importing Purified Terephthalic Acid was cancelled. This was essential as a raw material for manufacturing polyester yarn. The first stroke had paralyzed Dhirubhai but the second stroke spelt out the death sentence for him. He died in 2nd July 2002 leaving behind at the helm of Reliance his two sons Mukesh and Anil, wife and two daughters. His funeral was attended not only by big business and politicians but also by thousands of ordinary folks. He is an example of what a common person can do to help himself as well as the economy of his country. At the time of his death the Reliance group had a gross turn over of INR 75,000 crores from 70 crores in 1976/77. In 20003 Government of India issued a postal stamp (denomination 5/- INR) in Dhirubhais honour. Reliance began to flow through two channels after the death of Dhirubhai. Differences broke out between his two sons over ownership issues as well as private matters. It was expressed that this would have no impact on the functioning of the company it being a company managed aggressively by

professionals. This is of great importance to the Indian economy as a whole. The wife of Dhirubhai, Kokilaben mediated for her sons. Mukesh was awarded Reliance Industries and IPCL and this group came to be known, as Reliance Industries Ltd. Anil became head of Infocomm, Reliance Energy and Reliance Capital known as the Anil Dhirubhai Ambani Group (ADAG). The pages of the book called Reliance thus continue to be written as it meanders through Time.

ANIL AMBANI
Anil Dhirubhai Ambani

Born Residence Ethnicity Education

June 4, 1959 (age 50) Bombay, India Mumbai, India Gujarati Bombay University Bachelor of Arts/Science Wharton School MBA [1] Chairman, Anil Dhirubhai Ambani Group

Occupation Net worth Religious beliefs Spouse(s) Children

US$10.1 billion (2009)

Hindu Tina Munim Jai Anmol and Jai Anshul
[1]

Anil Ambani (born June 4, 1959) is an Indian billionaire and a major shareholder in Anil Dhirubhai Ambani Group. Anil's elder brother, Mukesh Ambani, is also a billionaire, and owns another company called Reliance Industries.

CAREER OF ANIL AMBANI

Ambani joined Reliance, the company founded by his late father Dhirubhai Ambani, in 1983 as Co-Chief Executive Officer and is credited with having pioneered many financial innovations in the Indian capital markets. For example, he led India's first forays into overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. He directed Reliance in its efforts to raise, since 1991, around US$2 billion from overseas financial markets; with a 100-year Yankee bond issue in January 1997 being the high point, after which people regarded him as a financial wizard . He along with his brother, Mukesh Ambani, has steered the Reliance Group to its current status as India's leading textiles, petroleum, petrochemicals, power, and telecom company. Anil was the member of Uttar Pradesh Development Council (this council has now been scrapped). He is also the Chairman of Board of Governors of DA-IICT, Gandhinagar and a member of the Board of Governors of the Indian Institute of Technology, Kanpur. He is member of the Board of Governors, Indian Institute of Management, Ahmedabad. He is also a member of the Central Advisory Committee, Central Electricity Regulatory Commission. In June 2004, Anil was elected as an Independent Member of the Rajya Sabha - Upper House, Parliament of India with the support of the Samajwadi Party. In March 2006, he resigned. In 2007 his name was added to the list of Indian Trillionaires (in terms of Indian Rupee). He has been linked with several starlets in his long career including his current wife of more than 15 years. He is a close friend of movie star Amitabh Bachchan and Subrata Roy. One of his major achievements in the entertainment industry is the takeover of Adlabs, the movie production to distribution to multiplex company that owns India's only dome theatre and the recently announced joint venture worth US$ 825 million with Steven Spielberg

AWARDS AND RECOGNITION

Voted the 3rd most powerful person in India in the 2009 India Today Voted Businessman of the Year 2006 by Times of India-TNS poll Adjudged as the CEO of the Year at the prestigious Platts Global Energy Voted as 'MTV Youth Icon of the Year for 2003' in September 2003. Conferred 'The Entrepreneur of the Decade Award' by the Bombay Awarded the First Wharton Indian Alumni Award by the Wharton India

Power List, in March.

Awards for 2004.

Management Association, October 2002.

Economic Forum (WIEF) in recognition of his contribution to the establishment of Reliance as a global leader in many of its business areas, December 2001.

Conferred the ' Businessman of the Year 1997' award by India's leading

business magazine Business India, December 1997.

PERSONAL LIFE
He is married to Indian Bollywood Actress Tina Munim. He runs 18 kilometers daily and also takes part in the Mumbai Marathon. Ambani is also a fan of Coca-Cola Championship club, Newcastle United and was extremely close to buying the club in September 2008. Food
He likes to eat Kesar pista ice cream.

Travel
He has a Bell 412 13-seat helicopter, which he purchased in 2001. Assassination Attempt

On the evening of 23 April 2009, mud, gravel and pebbles were found in his 13-seat helecopter VT-RCL's (a Bell 412) gearbox.Despite the gear box being located at a height of 10 feet from the ground, the gravel and pebbles were put in the filler cap in the gear box. A senior pilot of Reliance Transport and Travels Pvt. Ltd., Captain RN Joshi filed a complaint with the Mumbai Police Commissioner's office, Maharashtra Chief Minister's office, Maharasthra Home Minister's office, Chief Secretary's office, Joint Commissioner of Police's office and also at the Santa Cruz Police Station.

EXTERNAL LINKS

Rediff Pakistan - Helicopter sabotage targets Indian billionaire Dhirubhai Ambani Institute of Information and Communication Forbes.com: Forbes World's Richest People Reliance ADAG Reliance India Call Reliance Communications Reliance Energy Reliance Capital Reliance World Reliance Life Insurance Reliance General Insurance Reliance Mutual Fund Reliance Portfolio Management Reliance Natural Resources Reliance Technology Ventures Ltd Reliance Money Reliance Health Adlabs Films Adlabs Cinemas

Technology

RELIANCE DHIRUBHAI AMBANI GROUP

Type Founded Headquart ers Key people Industry Products Private Conglomerate 1966 as Reliance Commercial Corporation Navi Mumbai, Maharastra, India Anil Ambani, Chairman Energy, Telecommunications, Finance, Media Electricity, Wireless services, Bonds,

Movies Website www.RelianceADAgroup.com Reliance Anil Dhirubhai Ambani Group is a group of companies headed by

Anil Ambani

COMPANIES OF RELIANCE
The companies under the group are:
o o o o o o o o o o o o o o o o o o o o o o o

Reliance Entertainment Big 92.7 FM Big TV Big Music BIGFlix Bigadda DreamWorks Pictures Zapak Adlabs Films Jump Games (ParadoX Studios) Big Entertainment BIG Cinemas Big Motion Pictures Big Animation (AniRights Infomedia) Big Music & Home Entertainment Reliance Capital Reliance Capital Reliance Life Insurance Reliance General Insurance Reliance Mutual Fund Reliance Money Reliance Consumer Finance Reliance Asset Reconstruction Reliance Communications Reliance Globalcom Reliance BPO Reliance Infrastructure Reliance Power Reliance Health Reliance Natural Resource Limited

Reliance Technology Ventures Zapak Gaming Portal DA-IICT

The group was formed after the 2 feuding brothers Mukesh Ambani and Anil Ambani, split Reliance Industries.

RELIANCE COMMUNICATIONS
Reliance Communications Limited
Type Public (BSE: RCOM) Founded 2004 Headquart Navi Mumbai, Maharashtra, India ers Anil Ambani, Chairman and Managing Director Key people
[1]

, Vice-Chairman Reliance-ADA Group

S. P. Shukla, CEO - Personal Business & Director - Reliance

Telecom Industry Telecommunications CDMA service, GSM service, Products Broadband Internet Service Revenue US$ 4 Billion[2] Employees 33,000 Website www.rcom.co.in

HISTORY OF RELIANCE COMMUNICATION

Reliance Communications (formerly Reliance Infocomm), along with Reliance Telecom and Flag Telecom, is part of Reliance Communications Ventures (RCoVL). It is an Indian telecommunications company. According to National Stock Exchange data, Anil Dhirubhai Ambani controls 66.77 per cent of the company, which accounts for more than 1.36 billion shares.[3] It is the flagship company of the Reliance-Anil Dhirubhai Ambani Group, comprising of power (Reliance Energy), financial services (Reliance Capital) and telecom initiatives of the Reliance ADAG. It uses CDMA2000 1x technology for its existing CDMA mobile services, and GSM-900/GSM-1800 technology for its existing/newly launched GSM services. RelCom is also into Wireline Business throughout India and has the largest optical fiber communication (OFC) backbone architecture [roughly 110,000 km] in the country. Reliance Communications has interests in Direct To Home (DTH) TV also, known as "Big TV". It plans to launch its DTH business by July 2008. Once launched, RelCom will have presence across all B2C communications channel in one of the fastest growing markets in the world.

CONTENTS

Bid For Hutch In 2007, Reliance Communications had bid for 67% of Hutch but lost to Vodafone, which had been led by its CEO at the time Mr.Nitin Gupta Acquisitions

In July 2007, the company announced it is buying US-based managed ethernet and application delivery services company Yipes Enterprise Services for a cash amount of Rs. 1200 crore rupees (equivalent of USD 300 million). The deal was announc overseas acquisition, the Reliance group has amalgamated the United States-based Flag Telecom for $ 211 million [roughly Rs 950 crore (Rs 9.50 billion)].
Recent news

On the 19th December 2008,one of the flag telecom cables in the mediterranean sea was damaged.Flag Telecom is now part of Reliance Globalcom. On the 30th December 2008, Reliance became the first telecom company in India to operate in both CDMA as well as GSM technologies.
Nationwide GSM Launch

On the 30th December 2008, Reliance Communications became the first telecom operator in the history of Indian telecommunications to simultaneously launch its GSM services in 17 circles, namely Andhra Pradesh, Chennai, Delhi, Gujarat, Haryana, Jammu &

Kashmir, Karnataka, Kerala, Madhya Pradesh (excluding East Madhya Pradesh and Chhattisgarh ), Maharashtra, Mumbai, Punjab, Rajasthan, Sharjah, Tamil Nadu, Uttar Pradesh(East & West) thereby establishing itself as a pan-India operator.[4] It already operates GSM services in 8 circles namely Assam, Bihar, Himachal Pradesh, Kolkata, Madhya Pradesh, North Eastern states, Orissa, West Bengal.

MILESTONES OF RELIANCE COMMUNICATIONS

2008

January 12 Reliance Communications receives Start-up GSM Spectrum January 16 Yahoo partners with Reliance Communications to provide Yahoo One Search for its CDMA and GSM customers. January 31 RCOM's Q 3 Net Profit increases by 48.5% and Revenues Up by 29.8 %. Remains the most profitable Telecom Company in India. February 4 Reliance Communications offers Lifetime Validity at Rs 199 RCOMs subsidiary Infratel files Draft Red Herring Prospectus with SEBI February 5 Reliance Mobile strengthens its religious content portfolio on Mobile by tieup with Sadhana TV February 14 RCOM in partnership with CanvasM, launches Mulitplayer Mobile Games February 19 HDFC Bank ties up with RCOM, turns every Reliance Mobile into a credit card February 27 Reliance Communications consolidates Global Telecom Business under Business Globalcom Reliance Communications forays into International Mobile Market with GSM License in Uganda. March 3 Reliance Communications drops prices of Internet Data Cards March 10 Reliance Communications announces ESOPs for over 20,000 employees March 20 Reliance Communications and HTC forge Strategic Alliance March 27 Corporation Bank Launches Banking Services on Reliance Mobile World April 1 Reliance Communications forays into IT space, launches Reliance Technology Services Company April 9 RCOM launches Educational Portal on Reliance Mobile Phones

MISSION OF RELIANCE COMMUNICATIONS

Wired to win
The successful rolling out of real broadband services across the nation marks the second chapter of Reliance Communications commitment to usher in a digital revolution in India. Reliance Communications is setting new standards for the world to follow through inventive use of cutting-edge technologies in the field of fibre optics, Ethernet, microwave radios, switching, routing, digital compression and encoding. The mass roll out of broadband being carried out by Reliance Communications across the length and breadth of the country, offering speeds of up to 100 Mbps to millions of users, in itself is a technological marvel. The uniqueness of Reliance Communications broadband initiative lies in the fact that our entire nationwide network is being conceptualised and built from ground zero. Our network is designed to deliver affordable quality education, drive governance, transform healthcare, enhance efficiency in business and, finally, generate new job opportunities for millions of unemployed Indians. Reliance Communications broadband service is set to revolutionise Indian society by removing the traditional bottlenecks of development including a lack of capital and a weak infrastructure, and help tide over the challenges of distribution in a vast country like India.

E-education
The mission of Reliance Communications e-learning initiatives is to bring world-class education to the doorstep of every Indian home. Utilising our pan-India optical fibre and retail network, educational institutions can reach out to large sections of students which otherwise would be very difficult to contact. Leveraging our robust broadband infrastructure two top Indian management schools the Xavier Institute of Management, Bhubaneshwar and XLRI, Jamshedpur are imparting fully interactive real-time courses across 105 cities. The Indian market possesses tremendous potential yet to be tapped and with Reliance broadband the worlds top-rung educational institutions are set to expand their sphere of influence beyond horizons and thus garner rich dividends. Utilising our real broadband connectivity, educational institutions can source the best educational material from anywhere in the world. Libraries and laboratories around the world can be cross-linked making way for seamless exchange of information and expertise. A student sitting in India can have access to information at Oxford, while a teacher can exchange knowledge with his counterparts across the world.

Digital Workplaces
Reliance Communications real broadband connectivity has changed the dynamics of work. Our video conferencing service acts as a virtual bridge between professionals working at different office locations across the world. It now makes no difference whether your colleague is sitting in your next cubicle or across seven seas away.

E-healthcare
Reliance broadband is set to offer timely quality healthcare facilities at very affordable rates to large sections of the Indian population irrespective of their geographical location. Our broadband connectivity is committed to usher in a new generation of online healthcare delivery system. Access to advance medical expertise can no longer be constrained by geography. A patient can seek medical advice sitting at the comforts of home. Doctors can attend to patients anywhere in the world on real-time basis. At the click of the mouse, medical records and documents can be digitally dispatched thousands of miles away. Recently, the Apollo Group of Hospitals joined hands with Reliance Communications to offer its top-of-the-line healthcare facilities online to the benefits of millions of Indians.

Integrated Enterprise Solution

Reliance Communications Integrated Enterprise Solution offering is currently being rolled out in 30 cities across India. It consists of an integrated voice, data and video solution. Our target is to expand its service to cover the entire country eventually. For Indian enterprises, our convergent voice-data-video solution framework, delivered through fibre-to-the-building (FTTB) architecture introduces true broadband connectivity. Our enterprise broadband is delivered using Metro Ethernet technology. However, based on specific customer requirement other high-end technologies including Digital Subscriber Line (DSL), Local Multipoint Distribution Services (LMDS) and Integrated Service Digital Network (ISDN) are also being deployed. As per specific requirements of enterprises we provide customised solutions be it a simple voice solution or complex data solutions that involves nationwide networking of all branches, sales and field executives, vendors, suppliers and customers at data speeds scalable from 64 Kbps to 100 Mbps. Reliance Communications core broadband products include MPLS based VPN, leased lines, Gigabit Internet connectivity, video conferencing and video telephony.

VISION OF RELIANCE COMMUNICATION

We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge information and communication services affordable to all individual consumers and businesses in India. We will offer unparalleled value to create customer delight and enhance business productivity. We will also generate value for our capabilities beyond Indian borders and enable millions of India's knowledge workers to deliver their services globally.

ORGANIZATION CHART...
1. INFORMATION AND COMMUNICATION TECHNOLOGIES AUTHORITY 2. CHAIRMAN OF THE BOARD 3. VICE CHAIRMAN AND DEPARTMENTS
1 - Vice-Chairman Sectoral Competition and Consumer Rights Sectoral Research and Strategies

2 - Vice-Chairman Spectrum Management International Relations and EU Coordination Organizational Quality Asessment and Development Logistics

3 - Vice-Chairman Tariffs Licences and Agreements Human Resources Accounting and Financing 4 - Vice-Chairman

Information Technologies and Coordination Technical Regulation and Standardization Spectrum Monitoring and Inspection Regional Directorates

4- Telecommunication Communication Presidency 5- Chairman Consultancy 6- Legal Consultancy 7- Press and Consumer Relations 8- Private Secretariat 9- Board Office 10- Defense Expertise

Chapter-3
RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering, interpreting, and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so. Scientific research relies on the application of the scientific method, a harnessing of curiosity. This research provides scientific information and theories for the explanation of the nature and the properties of the world around us. It makes practical applications possible. Scientific research is funded by public authorities, by charitable organisations and by private groups, including many companies. Scientific research can be subdivided into different classifications according to their academic and application disciplines. Historical research is embodied in the historical method. The term research is also used to describe an entire collection of information about a particular subject.

Contents
o o

Basic research Research processes Scientific research Historical Research methods

Basic research
Basic research (also called fundamental or pure research) has as its primary

objective the advancement of knowledge and the theoretical understanding of the relations among variables (see statistics). It is exploratory and often driven by the researchers curiosity, interest, and intuition. Therefore, it is sometimes conducted without any practical end in mind, although it may have confounding variables (unexpected results) pointing to practical applications. The terms basic or fundamental indicate that, through theory generation, basic research provides the foundation for further, sometimes applied research. As there is no guarantee of short-term practical gain, researchers may find it difficult to obtain funding for basic research. Examples of questions asked in basic research:

Does string theory provide physics with a grand unification theory? Which aspects of genomes explain organismal complexity? Is it possible to prove or disprove Goldbach's conjecture? (i.e., that every

even integer greater than 2 can be written as the sum of two, not necessarily distinct primes) Traditionally, basic research was considered as an activity that preceded applied research, which in turn preceded development into practical applications. Recently, these distinctions have become much less clear-cut, and it is sometimes the case that all stages will intermix. This is particularly the case in fields such as biotechnology and electronics, where fundamental discoveries may be made alongside work intended to develop new products, and in areas where public and private sector partners collaborate in order to develop greater insight into key areas of interest. For this reason, some now prefer the term frontier research....

Research processes Scientific research

Generally, research is understood to follow a certain structural process. Though step order may vary depending on the subject matter and researcher, the

following steps are usually part of most formal research, both basic and applied:

Formation of the topic Hypothesis Conceptual definitions Operational definitions Gathering of data Analysis of data Test, revising of hypothesis Conclusion, iteration if necessary

A common misunderstanding is that by this method a hypothesis can be proven or tested. Generally a hypothesis is used to make predictions that can be tested by observing the outcome of an experiment. If the outcome is inconsistent with the hypothesis, then the hypothesis is rejected. However, if the outcome is consistent with the hypothesis, the experiment is said to support the hypothesis. This careful language is used because researchers recognize that alternative hypotheses may also be consistent with the observations. In this sense, a hypothesis can never be proven, but rather only supported by surviving rounds of scientific testing and, eventually, becoming widely thought of as true (or better, predictive), but this is not the same as it having been proven. A useful hypothesis allows prediction and within the accuracy of observation of the time, the prediction will be verified. As the accuracy of observation improves with time, the hypothesis may no longer provide an accurate prediction. In this case a new hypothesis will arise to challenge the old, and to the extent that the new hypothesis makes more accurate predictions than the old, the new will supplant it.

Historical
The historical method comprises the techniques and guidelines by which historians use historical sources and other evidence to research and then to write

history. There are various history guidelines commonly used by historians in their work, under the headings of external criticism, internal criticism, and synthesis. This includes higher criticism and textual criticism. Though items may vary depending on the subject matter and researcher, the following concepts are usually part of most formal historical research:

Identification of origin date Evidence of localization Recognition of authorship Analysis of data Identification of integrity Attribution of credibility

when we sign to partake into a historical method, what shall we do?too good

Research methods
The goal of the research process is to produce new knowledge, which takes three main forms (although, as previously discussed, the boundaries between them may be fuzzy):

Exploratory research, which structures and identifies new problems Constructive research, which develops solutions to a problem Empirical research, which tests the feasibility of a solution using

empirical evidence The research room at the New York Public Library, an example of secondary research in progress. Research can also fall into two distinct types:

Primary research Secondary research

Research is often conducted using the hourglass model Structure of Research. The hourglass model starts with a broad spectrum for research, focusing in on the required information through the methodology of the project (like the neck of the hourglass), then expands the research in the form of discussion and

results.

OBJECTIVES OF RESEARCH PROJECT OF INDUSTRIAL RELATIONS:

Industrial Relations are a bonding between the employee and employer. It also adds many other relations which are chain of previous relations. So the motto of any industry should be sustaining good relationships between the employer and employee. Primary objective should be to bring about good and healthy relationship between two partners in the industry. As per Kirkaldy The state of industrial relations in a country is intimately connected with the form of its political government and the objectives of an industrial organisation may change from economic to political ends Labour management committees have recognised certain fundamental principles as objectives of social policy in governing industrial relation: Good labour management relations depend on employers and trade unions being able to deal with their mutual problems freely, independently and responsibly. The trade unions and employers and their organisation are desirous of resolving their problems through collective bargaining though in resolving such matters the assistance of appropriate government agencies may be necessary in public interest, collective bargaining, therefore is the corner stone of the good relations and hence the legislative framework of industrial relations should aid the maximum use of their process mutual accommodation. The workers and employers organisation should be desirous of associating with the government agencies in consideration of the general public, social and economic measures affecting employers and workers relations.

Chapter- 4
RESEARCH DESIGN AND LIMITATION

Productivity and Medical Costs of Diabetes in a Large Employer Population

1. 2. 3. 4. 5. 6.
Scott Ramsey, MD, PHD1, Kent H. Summers, PHD2, Stephanie A. Leong, MPP 3, Howard G. Birnbaum, PHD3, Jason E. Kemner, MPH2 and Paul Greenberg, MA3

+Author Affiliations 1. 2. 3.
1

Fred Hutchinson Cancer Research Center, University of Washington, Eli Lilly, Indianapolis, Indiana Analysis Group/Economics, Cambridge, Massachusetts

Seattle, Washington
2 3

Abstract
OBJECTIVEThe purpose of this study was to assess the economic burden of diabetes from an employers perspective. We analyzed the costs of diabetes, using claims data for an employed population and the prevalence of selected comorbid conditions. RESEARCH DESIGN AND METHODSThe data source is a claims database from a national Fortune 100 manufacturer. It includes medical, pharmacy, and disability claims for all beneficiaries (n >100,000). Both medical and work productivity costs of diabetes patients are compared by age with those of

matched control subjects from the overall beneficiary population. Out-of-pocket and intangible costs are excluded. RESULTSIn 1998, the employers mean annual per capita costs were higher for all diabetes beneficiaries than for control subjects ($7,778 16,176 vs. $3,367 8,783; P < 0.0001), yielding an incremental cost of $4,410 18,407 associated with diabetes. The medical and productivity costs for employees with diabetes were significantly (P < 0.0008) higher than for control subjects. The incremental cost of diabetes among employees ranged from $4,671 (aged 1835 years) to $4,369 (aged 5664 years). CONCLUSIONSDiabetes imposes a significant economic burden on employers, particularly when including productivity costs. Employers should select health plans that provide enriched benefits to diabetes patients, including ready access to medical and pharmacy services as well as aggressive diabetes management programs. The burden of diabetes on the working-age population is great. In 1997, there were eight million cases of diabetes nationwide, with another estimated eight million undiagnosed cases (1,2,3). Diabetes as an underlying cause of death ranked seventh among the top causes of death in the U.S. in 1997 and sixth among those individuals between 45 and 64 years of age (4). Several studies have documented the direct medical cost of diabetes (5,6,7,8,9,10). The excess per capita average direct medical costs range from $2,257 (staff-model managed care, 1994) (5) to $7,402 (national estimate, 1997) (6). In addition, the economic burden of diabetes includes reduced workforce productivity and participation due to premature mortality, disability, diminished work effectiveness, and absences caused by medical service utilization (11,12,13,14,15,16). Relatively little information is available on the economic burden of diabetes borne by employers. In 1997, diabetes was estimated to account for 55 million disability days per year for those under the age of 65 (6). National expenditures were estimated as $54.1 billion, including $37.1 billion for disability. From patient selfreports, diabetes was estimated to cause a one-third reduction in earnings due to reduced workforce participation, with annual costs ranging from $3,700 to 8,700 (16). The employers perspectives is important because they provide most individuals of working age benefits such as paid sick days, health insurance, and

disability coverage. No study has used claims data to evaluate the cost of diabetes from the perspective of the employer. The goal of this study was to assess the economic burden of diabetes from the employers perspective. Specifically, we used claims records from a large Fortune 100 company to estimate both medical costs and work loss costs (disability and medically related absenteeism) of diabetes. To determine the incremental employer burden of diabetes, we compared the expenditures for medical care and medically related work loss days of beneficiaries with diabetes with those of a matched sample of beneficiaries without diabetes in the same organization.

RESEARCH DESIGN AND METHODS

Setting and database The study population was drawn from a Fortune 100 manufacturing firm with facilities throughout the U.S. and >100,000 medical plan beneficiaries, including industrial, service, and professional employees. This company self-insures its health insurance and disability programs. All employees were covered by the health insurance program, and 90% were covered by disability benefits. Administrative records include payments made by the employer for medical and prescription drug claims for all beneficiaries (employees, spouses, dependents, and retirees under the age of 65 years) and disability claims (for employees only). The medical and pharmacy data are from fee-for-service claims. Diabetes sample: identification of beneficiaries with diabetes To identify beneficiaries with diabetes in the database, we used a combination of diagnosis codes and drug-specific pharmacy claims. Beneficiaries with diabetes were identified as those who, between 1996 and 1998, had two or more medical and/or disability claims with a diabetes diagnosis code (ICD-9 codes 250.xx) or one or more prescription drug claims for a hypoglycemic agent. A sample of 8,748 beneficiaries with diabetes was identified using this algorithm. Because of the difficulties in differentiating type 1 diabetes patients from those with type 2 diabetes in administrative databases, we elected not to make this distinction in analyses reported here. Matched control sample: beneficiaries without diabetes We matched each beneficiary with diabetes to one control beneficiary without

diabetes over the study period (19961998). Subjects with diabetes were matched to control subjects with respect to age (identical numerical age), sex, job classification (salaried/nonsalaried; bargaining/nonbargaining), health plan, and state of residence. Matched control subjects were not selected on the basis of health care or disability claims, and thus the control group included individuals with no claims. When more than one matched control was available, we selected one randomly from among the pool of possible matches using a computerized randomization process in SAS version 8 for Windows (17). Identifying conditions comorbid with diabetes To better understand the reasons for excess illness-related work loss among those with diabetes, we identified comorbidities often associated with diabetes in both the diabetes sample and control subjects. We focused on comorbidities that are recognized in the literature to drive medical costs, morbidity, and mortality in diabetes (2,8,10,18,19,20). These conditions included cardiovascular disease, hypertension, infections related to diabetes (e.g., septicemia, bacteremia), other metabolic diseases (e.g., hyperosmolarity), nephropathy, neuropathy, and retinopathy. Records were searched over the analysis period of the year 1998 for ICD-9 codes related to each comorbidity. Costs of diabetes The term costs refers to payments by the employer to health care providers or employees for medically related missed workdays. The incremental cost of diabetes for this analysis is the excess cost incurred by diabetes patients over the control subjects. Our goal for matching was to minimize the chance that factors other than diabetes would influence the incremental cost analyses. Direct medical care costs Direct costs were reimbursements from the employer to health care providers for inpatient, outpatient, physician, and prescription drug services, as well as for other services (e.g., physical therapy, nursing home services). Costs were reported based on claims for services provided in 1998. Patients out-of-pocket and nonmedical costs (e.g., deductibles, transportation) as well as intangible costs are excluded because of the employers perspective of the analysis. Productivity costs Productivity costs in this study are based on medically related absences,

including both sporadic work loss associated with use of medical services and extended work loss caused by disability. Because actual dates of medical care and disability were known, we counted only workdays (omitting weekends and holidays). Estimates of the cost of time lost from work for medical care were based on the type and frequency of visits to health care providers. If a medical service claim for an employee was recorded during a workweek day, then the following algorithm was applied to determine the number of medically related work absence days: 1) for hospital care, a full day absent for each day in the hospital, and 2) for outpatient or office care, a half day was counted. Because the disability benefit covers lost work beginning with the sixth consecutive day of a work absence, patients who claimed disability were also assigned five medically related work absence days before their period of disability (21). Productivity costs attributable to disability were based on the employers payments for disability claims. Productivity costs for medically related sporadic absences were based on the employers average wage for the affected employees job classification. Other productivity measures include costs from reductions in work performance while on the job, work loss caused by sporadic absences for illness when medical care was not sought, and friction costs of worker replacement (12,22,23). Our database did not contain information that could be used to estimate these productivity impacts. Hence, our estimates of productivity costs are conservative. Analysis Our aim for the analysis was to assess the average (mean differences) between the diabetes and control populations. Averages are useful to employers or insurers trying to estimate the total expected productivity costs of individuals with diabetes relative to those without diabetes. We calculated prevalence rates of selected comorbidities (e.g., cardiovascular disease, hypertension, and retinopathy) as well as average costs per patient. Medical, productivity, and total (medical plus productivity) costs are reported in 1998 dollars. All cost data are reported as the means SD, unless otherwise noted. Descriptive statistics were generated with the SAS version 8 software program (17). We used t tests and 2 tests to evaluate the statistical significance of differences in outcomes of the diabetes sample and matched control subjects. Previous SectionNext Section

RESULTS Population demographics A sample of 8,170 beneficiaries with diabetes were matched to control subjects without diabetes. The prevalence rate of diabetes was 3.5% in the employer population. This is consistent with estimates for the U.S. that include unemployed and retired individuals (24). Table 1 lists demographic information for the diabetic and matched control populations compared with a 10% random sample of the employer population. The diabetes sample was older (mean age 53 vs. 39 years; P < 0.0001) and more likely to be male (51 vs. 56%; P < 0.0001) than the average beneficiaries. In addition, 19% of the beneficiary population was under 18 years of age in 1998, versus 1% of those with diabetes (P < 0.0001). Similarly, 20% of the beneficiary population was between the ages of 56 and 64 years, versus 47% of those with diabetes. Individuals with diabetes were more likely to be employed than those in the overall beneficiary population (47 vs. 34%; P < 0.001) and less likely to be spouses or dependents (39 vs. 59%; P < 0.001). Prevalence of comorbidities The prevalence of diabetes-related comorbidities for diabetic and control subjects is depicted in Fig. 1. Prevalences of all comorbidities were significantly higher in the diabetes sample than in the control group across all age strata (P < 0.0001). In both the diabetes and control groups, cardiovascular disease and hypertension were the most common comorbidities. Utilization and costs Medical service utilization. On average, beneficiaries with diabetes used more of all types of medical services than control subjects. In 1998, diabetes patients had an average of 3.4 inpatient, 5.5 outpatient, and 9.1 office claims, compared with 1.3, 2.9, and 4.9, respectively, among control subjects. Two factors explain this higher level of service utilization. First, diabetes patients are more likely to use all types of services than control beneficiaries. Of the diabetes patients, 20% used inpatient services, 67% used outpatient services, and 82% used office services, compared with 10, 48, and 62%, respectively, for control subjects. Second, diabetes patients who used medical services had more utilization than control subjects. On average, diabetes inpatient users had 16.6 inpatient claims, outpatient users had

8.0 outpatient claims, and office users had 11.1 office claims, compared with 12.9, 6.2, and 7.8 claims, respectively, for control users of these services. Medical and productivity costs for all beneficiaries. Table 2 presents the medical and work loss costs for the diabetes sample and matched control subjects. In 1998, the employers cost for beneficiaries with diabetes (including employees, their spouses, and dependents) were higher than for beneficiaries without diabetes ($7,778 16,176 vs. $3,367 8,783; P < 0.0001). By subtracting the average costs of the two groups, we find that the incremental medical and productivity cost of beneficiaries with diabetes compared with control subjects was $4,410 18,407. When stratified by age, total medical and productivity costs for beneficiaries in the diabetes sample ranged from $2,589 4,491 for those aged <18 years to $8,568 18,918 for those aged 5664 years. Costs for beneficiaries in the matched control sample ranged from $1,332 4,750 for those aged <18 years to $3,993 10,542 for those aged 5664 years. The average total cost for a beneficiary with diabetes ranged from 1.9 to 2.9 times that for a beneficiary in the control population without diabetes, across each age category. To investigate the sensitivity of the findings to outlier values, we also tabulated median cost values. Table 2 illustrates that the findings are not greatly affected by outliers, because the pattern of the medians is similar to that of the mean values. Composition of costs for beneficiaries with diabetes. As expected, the costs for inpatient care increased with age. This is particularly true among diabetic patients (Table 2). Costs of ambulatory care also follow this pattern and are similar to inpatient costs in magnitude. Each of these components exceeded the prescription drug component in every age category among beneficiaries in the diabetes sample. As expected, productivity costs do not exist in the <18 years of age cohort. Across age cohorts, work loss costs represented a larger proportion of combined costs (range 16.531.8%) in the diabetes sample than in control subjects (range 12.821.3%). This difference of proportion is associated with higher medical costs among beneficiaries in the diabetes sample. Furthermore, this consideration of work loss costs provides a conservative estimation because they are experienced by employees only, but diluted across all other beneficiaries. Also, work loss costs account for both a larger percentage

of total cost and more absolute dollar amounts among the youngest compared with the oldest age group. Medical and productivity costs for employee (only) beneficiaries with diabetes. Total costs for employees in the diabetes sample were significantly (P < 0.0008) higher than control subjects, ranging from $7,774 (aged 1835 years) to $10,132 (aged 5664 years). The incremental medical and productivity cost for employees with diabetes compared with control employees was highest in the younger age cohorts, at $4,671 for those aged 1835 years, $4,825 for those aged 3645 years, and $4,369 for those aged 5664 years. Across all age groups, mean annual work loss costs alone for diabetic employees ranged from 1.7 to 2.2 times that of matched control employees. The proportion of medical and work loss costs attributable to employees in the diabetes sample ranged from 31 to 42%, compared with a range of 33 to 53% for matched control employees. This proportion was larger among control employees because of their lower direct medical costs. Thus, costs for diabetic employees, as a group, are enhanced by the economic burden of medically related work loss. Across all age groups, the relative likelihood that an employee in the diabetes sample would have at least one disability claim in 1998 for any reason was 33%, versus 20% for an employee in the control group. Among diabetic employees and control subjects who claimed disability during 1998, the mean duration of a disability claim was 41 98 days for diabetic employees, versus 22 73 days for the control group (P < 0.0001). Across age groups, total disability days claimed were significantly higher for diabetic employees. The mean annual number of work loss days for ambulatory visits or hospitalizations was 8 13 days for diabetic employees versus 5 11 days for control subjects. Previous SectionNext Section CONCLUSIONS This study assessed the economic burden of diabetes from an employers perspective, considering direct health care costs and productivity costs associated with work loss and disability. Using claims data, we found a mean annual incremental cost of $4,410 for all beneficiaries with diabetes and $4,413 for employees with diabetes compared with control beneficiary and employees, respectively. We found that >30% of the costs associated with diabetic employees

are attributable to medically related work absences and disability. Relative to beneficiaries without diabetes, those with diabetes had a larger proportion of costs attributable to work loss, more disability claims, and longer durations of disability. Thus, diabetes represents a significant burden for employers, both in terms of medical and productivity costs. The lower work losses in the oldest group versus the youngest age group may be explained by the healthy worker effect (i.e., after a certain age, the sickest individuals drop out of the workforce). Our diabetes beneficiary sample, although derived from a large employer, appears to be relatively representative of the U.S. population in terms of diabetes prevalence. Also, our findings of expenditures for medical care are consistent with prior studies (5,8,9,10). Several studies have considered the productivity cost burden of diabetes, but they did not use actual employer payments from administrative data (13,14,15,16). Study limitations A number of caveats must be considered when interpreting these results. The analysis was limited to administrative claims data and are subject to the usual limitations of such data, such as the absence of clinical detail and validation of its accuracy (12). Because our sample was an employed population, it did not include those who are unemployed, uninsured, or at the upper end of the age range. Therefore, our results do not provide insight regarding unemployed or uninsured patients, or those enrolled in public assistance plans such as Medicaid or Medicare. It may be that, for example, with higher rates of absenteeism or disability, diabetic patients are less likely to be employed. Also, the sample excluded patients enrolled in capitated health plans. Such plans may be expected to enroll healthier beneficiaries. Although the focus of our study was on the work loss costs of morbidity, we did not have the data to consider reduced levels of productivity while at work, incremental sporadic work loss, or the costs of hiring replacement workers. Also, we did not have data to consider the indirect costs of mortality. The analysis also excluded out-of-pocket costs to employees and their families. Although certain classes of expense are unavailable (e.g., child care), an additional issue is that those individuals who do not meet deductibles may still incur substantial costs in the aggregate that will not be captured in the analysis. Moreover, these omitted costs may be higher among the control subjects because

their costs will generally be lower. Thus, these results represent a conservative estimate of the economic burden of diabetes to employers. Our findings that cardiovascular disease and hypertension were much more common among diabetic patients are consistent with other literature. We note that because those with diabetes seek health care services more often than control subjects, additional opportunities exist for diagnosing these comorbid conditions. Furthermore, it may be that the relatively high prevalence of hypertension may also be due in part to lower thresholds for diagnosing hypertension among those with diabetes (25,26). Implications Working-age individuals with serious illness will cost their employer more in terms of productivity and medical costs than those without serious morbidities. Our study quantifies the economic burden employers face for their employees with diabetes. Given our findings, discriminatory hiring practices and insurance underwriting could pose a threat to working-age individuals with diabetes. In a study using simulated job decisions, diabetic and obese applicants were less likely to be hired because of presumptions of poorer work habits and medically related work absences (27). To address this concern, the federal Health Insurance Portability and Accountability Act of 1996 (HIPAA) provides protection from discrimination in insurance (28). This law prohibits group health insurance plans from using a preexisting condition to deny or limit coverage or raise premiums. One implication of our work is that the diabetic community needs to raise its awareness of the potential for employment discrimination and to perhaps consider funding research to identify whether employment discrimination is a serious problem among those with the disease. Although improved diabetes control has been shown to improve clinical outcomes and reduce medical costs (29,30), it may also lead to a more productive workforce (31). Our results indicate that the burden due to medically related work loss may be substantial for working-age individuals with diabetes. Furthermore, medically related work losses are important in younger as well as older patients. Our study suggests that evaluations of the economic benefits of aggressive diabetes management should not focus solely on direct medical costs, including prescription medications. Indeed, it may be that labor productivity can be

enhanced through optimized use of medications (32). We suggest that trials determining the efficacy of intensive therapies to reduce diabetes-related complications should include an evaluation of their impact on productivity for working-age subjects. Controlled studies evaluating the impact of modifications of the work environment that will foster adherence to behaviors known to benefit those with diabetes (ready access to medicines, healthy food choices, and opportunities for exercise) are also warranted. Future research Several areas of importance related to diabetes and worker productivity are still unknown. More information is needed on how diabetes impacts on-the-job work performance. The relation between poor glycemic control, with its attendant symptoms and productivity, is not well known. Correspondingly, we also need to know more about the impact of improving glycemic control on productivity. Finally, future studies should evaluate the impact of home and workplace-based diabetes management programs on productivity. Previous SectionNext Section View this table:

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Table 1 1998 demographic characteristics View this table:

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Table 2 1998 Total medical and productivity costs for diabetes and matched control beneficiaries

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Figure 1 Treated prevalence of selected comorbidities for diabetes patients and matched control subjects. The ICD-9 codes of the selected related comorbidities associated with diabetes are as follows: cardiovascular disease (410.xx to 414.xx, 415.xx to 417.xx, 420.xx to 429.xx, 430.xx to 438.xx, 440.xx to 448.xx, and 785.4x); hypertension (401.xx to 404.xx); infections related to diabetes (e.g., septicemia, bacteremia) (038.xx and 790.7x); other metabolic diseases, hyperosmolarity (251.0x, 251.1x, 251.2x, 270.3x, 251.3x, and 276.xx); nephropathy (583.81, 580.9x, 581.81, 581.9x, 582.9x, 583.xx, 588.8x, and 593.9x); neuropathy (358.01, 354.xx to 355.xx, 713.5x, 337.1x, and 357.2x); retinopathy (362.0x, 362.1x, 362.2, 362.41, 363.31, 369.xx, 366.41, and 365.44). , Diabetes sample; , matched control subjects. *P < 0.0001 vs. matched control subjects. Previous SectionNext Section

Chapter-5 CASE STUDY

FOR ABSENTEEISM
The problem of absenteeism is addressed directly by some companies, and some handle the situation better than others. One recent study involved a television manufacturer that operated with a lean staff. Every nonsalaried employee with the company to reduce the number of annual excused absence allowable from 24 days to 18, but allowed some vacation days to be applied toward other forms of absence. Employees with more than 18 absence could be terminated. The company thought that his reduction in absences before termination would show how serious it was about keeping employees on the line, and reduce absenteeism. After the new contract went into effect there was effect there was a 45 percent decline in the number of unexcused absence and a 22 percent drop in excused, which was in with corporate intentions. The use of vacation time to compensate for absences jumped 81 percent, however, leaving a net increase of 12 percent in work hours lost to absenteeism. In-creased use of vacation time, which could be taken without advance notice, also caused greater disruption than the use of excused absences, which had to be scheduled in advance with supervisors. In the next round of labor negotiations, the company secured the elimination of the vacation-day substitution practice. It also told employees desiring to move into different jobs that they must have a good attendance record the previous year. As an additional incentive, the company also offered a perfect attendance bonus of $200. In the first year of the new arrangement, 127 employees qualified for the bonus; during the previous year only 27 employees had perfect attendance

records. The experience of this company shows the importance of understanding absenteeism and the potential abuses of absence- management policies.

Case #3903: Communication Strategy - Enterprise-Wide Employee Communication Initiative

A statewide Health Insurance and Managed Care Company had grown rapidly over the preceding three years. As a result staff increases and technology changes to support their expanding membership rolls came at an equally rapid rate. This combination of fast-paced growth, expansion, and change began to take its toll in terms of diminished employee satisfaction. Specifically, employees felt increasingly uninformed and 'out of touch.' We were engaged to help develop an overarching employee communications strategy and a communication model to support the strategy. The communication model, which included tools, templates, Best Practices and procedures, was developed and implemented over the course of the engagement. As a result employee satisfaction with face-to-face communications achieved positive rating of 80%. Their satisfaction with receiving information needed to do their jobs increased from 62% to 82%. Satisfaction with communication between themselves and their supervisors increased form 38% to 64%.

The Keyboard That Pays for Itself A Case Study Compilation

Goldtouch Standard Keyboard Review-How The Keyboard Can Be A profit Center For Your Business Proprietary Statement Copyright 2009 Goldtouch, Inc. All rights reserved. No part of this publication may be reproduced, photocopied, stored on a retrieval system, or transmitted without the express prior written consent of the publisher. Disclaimer While all care has been taken in the development of this information, no loss of any kind is accepted by Goldtouch, Inc. or its partners or agents arising from the use of this document, or any Goldtouch products. Goldtouch makes no representations or warranties with respect to the contents of this document, and specifically disclaims any express or implied warranties or fitness for any particular purpose. Further, Goldtouch reserves the right to revise this publication and to make changes to its contents, at any time, without obligation to notify any person or entity of such revisions or changes. Trademarks
Productivity through Prevention is a registered trademark of Goldtouch, Inc. Other trademarks may exist which are not explicitly noted here and they remain registered to the appropriate organizations.TM

2 April 2009 Goldtouch Case Studies Purpose Repetitive Stress Injuries (RSIs) are affecting an increasingly larger percentage of the workforce. RSI injuries can range from minor discomfort, tingling fingers, sore wrists, stiff neck and tennis elbow to serious disabilities and everything in between. RSI has become a significant cost of doing business and a diverse range of companies representative of a broad base of industries are confronting the root of the problem by implementing preventative repetitive stress initiatives.

The results of some of these initiatives, as discussed in this paper, are very compelling and the companies involved represent todays leaders in th paper, the heart of the solution to RSI related issues is in the selection of the right tools for work; specifically, the keyboard. Study after study will demonstrate that the adjustable, split keyboard design is at the center of the solution. It will also be shown that the Goldtouch keyboard design has shown to be superior to its competitors in test after test, not only in reducing the causes of RSI, but also in increasing employee overall productivity. Background Direct workers compensation costs in the United States for ergonomics-related injuries are estimated at $30.9 billion, according to the 2008 Liberty Mutual Workplace Safety Index. The Index captures only the direct worker's compensation costs of these disabling injuries. When indirect costs are considered, which are estimated by experts to be anywhere from two to five times direct costs, the true cost to USA businesses is at $61.8 to $154.5 billion.

Cost Reductions with Repetitive Stress Interventions:

Surgical treatment for carpal tunnel syndrome is the most frequent surgery of the hand and wrist with 463,637 releases annually. Almost half of the carpal tunnel cases result in 31 days or more of work loss. According to the US Department of Labor, Occupational Safety and Health Administration (OSHA), repetitive strain injuries are the nations most common and costly occupational health problem affecting office workers. In addition to the financial advantages the results of ergonomic interventions have had a positive impact on: work-related musculoskeletal discomfort

 job control environmental satisfaction sense of community ergonomic climate communication and collaboration business process efficiency (time and costs) 3 April 2009 Goldtouch Case Studies Why Goldtouch? Adjustability is the key to a good ergonomic keyboard by allowing the user to manipulate the technology to their specific needs and personal characteristics. In many cases, ergonomic keyboards are a little more expensive than conventional ones. However, the studies in this paper will show that potential increased productivity alone may pay for the keyboard, without even considering the exponential cost savings in medical expenses, reduced absenteeism, insurance claims and other related expenses. The Goldtouch line of products offers health benefits by reducing injury risk factors. Moreover, the keyboard use has resulted in demonstrable productivity improvements, with users improving their overall productivity both initially and continuing over time. The increase in productivity is even more compelling when considering that even an improvement of less than 5 minutes per week will pay for the investment of the keyboard over a few months time, and the Texaco Belgium studies support that outcome. In addition, the study continued to show increases of up to 30% in productivity each additional year of the study.

Superiority of the Goldtouch keyboard:

It was first suggested in the 1920s that arm strain in the typist could be reduced by splitting the keyboard into two halves and inclining the two halves laterally. The first systematic research on the split keyboard was

conducted in the 1960s. This marked the beginning of a prolonged, worldwide research effort to determine whether and how the split keyboard design might improve comfort and prevent pain in keyboard users. By the early 1990s, split keyboard designs began to be broadly commercially available and clear evidence of a health benefit of the split keyboards emerged in the late 1990s. By 2006, a split keyboard was the number one-selling keyboard, of all keyboards sold, in the U.S. retail market. The Goldtouch Adjustable Keyboard is an exceptional product designed to be adjusted to suit individual body requirements, rather than forcing the body to conform to the technology. It provides for personal adaptation of the two alphanumeric sections to help you attain relaxation of the muscles and tendons of the hands, wrist, arms and shoulders. In doing so, some undesirable awkward postures used in typing can be alleviated. This posture enhancement, combined with correct adjustment of you workstation, can help promote your comfort and productivity. The Goldtouch Adjustable Keyboard allows users to try various horizontal and vertical adjustments to achieve a neutral typing posture. The range of adjustability provided is 30 horizontally and 30 vertically, however, some keyboard users may find that using the Goldtouch Adjustable Keyboard in the flat and linear position of a standard keyboard is most comfortable for their personal needs. Most users will find their preferred keyboard position will be raised and splayed to some extent, allowing more relaxed and natural repose interface. Once again this is the benefit of an adjustable keyboard, it allows the individual to personalize or tailor the keyboard to their unique requirements.

Key Points:

 25% of all office worker are effected to some extent by RSI and for every one case reported there are thirteen cases not reported (as reported by the state of Connecticut) Users who work on a computer as little as 20 minutes per day may experience injury

GOLDTOUCH CASE STUDIES

Companies who implemented initiatives experienced: o 60% cost reduction in direct workers compensation cost with RSI intervention o 50% of their employees who had previously experienced RSI discomfort showed reduced discomfort after intervention Independent studies have consistently demonstrated Goldtouch keyboards are superior over competitive products in reducing the risks of repetitive stress injuries Independent studies have shown that the design of Goldtouch keyboards have over time increased employee productivity Independent studies have also shown that the design of the Goldtouch is intuitive enough that users can adapt to it more quickly with less of a learning curve than other alternative or fixed split designs. The return on investment supports a convincing argument of the economic value of ergonomic interventions

Case Study 1-Chevron Texaco

Results of ChevronTexaco Intervention Initiative:
22,000 employees were involved 44% of participants lowered their risk level 49% of those who originally had constant or frequent discomfort now have discomfort infrequently or never Average cost/claim for those who participated were at least 40% less than nonparticipants In two years, the number of RSI cases have decreased by 71% As a result of their initiative, ChevronTexaco made the unqualified statement that Repetitive Stress Initiatives will lead to decreased discomfort and less severe and costly claims. Their total workers compensation cost went from $27.7 million to $14.3 million in two years. The data from the ChevronTexaco Initiative represents 30% of the company population and costs were not adjusted for national increase in workers compensation costs. In addition, the following employee observations were made: Employees who would recommend the initiative to a colleague 94% Employees who say they will work more comfortably 92%

Case Study 2 San Jose University Research Study

In a recent research study conducted by the San Jose University, standard and/or alternative designed computer keyboards were tested to determine if they increase or decrease exposure to ergonomic risk factors by users. Two popular alternative keyboard designs the Goldtouch and Natural Ergonomic Keyboard (NEK) in conjunction with the standard QWERTY keyboard design were tested to determine which one provided the

Goldtouch Case Studies greatest benefit to the user. The benefits were defined as having minimal or no exposure to ergonomic risk factors such as awkward postures (ulnar deviation and wrist extension greater than 5-degrees), static postures, and contact stress. In addition, typing speed and error were also assessed to determine learning curves associated with new motor learning of an alternate keyboard design.

Result of Study
Goldtouch users have less error in the number of words typed per minute compared with the standard QWERTY keyboard which was their original keyboard. The NEK group showed an increase with incorrect keying technique/planting of the wrists with keying tasks. Note: It is also worthy to note that four of the 30 participants for the NEK group dropped out due to physical discomfort experienced while using the keyboard in the first week. The Goldtouch keyboard group also improved in keying technique by five participants. The Study Group believed that this result was achieved by both ergonomic education and the design of the keyboard that promotes bilateral shoulder retraction with keying tasks.

Case Study 3 - Blue Cross Blue Shield Study

In a further study conducted by Blue Cross Blue Shield on an overall evaluation of keyboard preferences the following factors were assessed relating to a standard keyboard versus the Goldtouch keyboard:

Factors Accessed:
keying effort and rhythm fatigue - hands, wrist, forearms, shoulders posture and comfort overall use In every factor measured, the Goldtouch keyboard rated higher for an average of 8 out of 10 compared to the standard keyboard of 6 out of 10. In addition, 77% of the participants preferred the Goldtouch keyboard, 67% would buy the Goldtouch keyboard, and 67% would prefer their employer to offer the Goldtouch keyboard

CONCLUSION
Repetitive Stress Injury (RSI) is a common problem as people spend longer hours on their computers at work, on the Internet, texting, and gaming. It has been proven over and over that a good part of the reason for these injuries is the poor ergonomic design of many computer keyboards. Even those users who feel no discomfort today could be a ticking time bomb because the damage from RMI tends to build over time, starting as minor discomfort that barely registers, eventually resulting in a minor to serious injury. It is imperative that companies take a more proactive stance in mitigating risks. The workforce continues to change drastically, as manufacturing jobs are replaced by computer-driven services and applications. More of us work at a computer, and increasingly from a remote or home office environment, where the lack of a uniform and ergonomically-engineered workspace leaves little opportunity for reducing risks from unnatural postures. Because the workforce is being placed into these static, hazardous positions for hours at work, followed by hours of personal computer use at home, the threat of RSIs is real and universal. The Goldtouch keyboard delivers the only adjustable and widely deployable keyboard solution for a global workforce. It is never too late to understand how the right tools for work can empower a workforce, and protect employer and employee from financial and personal loss. Goldtouch can help you choose the right solutions through our experienced staff and access to leaders in the industry. In addition, we can show you clear benefits and achievable benefits with our ROI tools.
To learn more about Goldtouch solutions and how easy they can be deployed at your organization, contact Goldtouch at 512-259-5688 or email sales@goldtouch.com. Quantity discount programs are available.

CHAPTER-6

CONCLUSION

Engagement offers managers a framework for monitoring a range of indicators, including employee attitudes and behaviours, of the state of the employment relationship. But beyond that, it represents an aspiration that employees should understand, identify with and commit themselves to the objectives of the organisation they work for. What does this mean for employee relations specialists? It means being more strategic and seeing the bigger picture. It means being familiar with a wide range of techniques and skills, including mediation and communications. But, ultimately, it may also mean asserting more strongly the employee interest and agenda. This may not fit well with a management culture still based on command and control: its a genuinely transformational message. But without some significant progress in this direction, both high-performance working and strategic business partnering are unlikely to succeed (see our factsheets on high performance working and HR business partnering for more information on these topics).

CONCLUSION &

SUGGESTIONS

Certain suggestions to make the performance appraisal more effective in the organisation. These can be listed as below:Prepare for and schedule the appraisal in advance. Create a supportive environment to put employees at ease. Explicate the purpose of appraisal to employees. Involve the employees in appraisal discussion, in a self evaluation. Focus the discussion on work behaviour rather than employees. Give both positive and negative feedback and ensure employees Generate a development plan. Regular feedback & counselling is a must for improvement & Training should be provided to the appraisers to appraise the Complete transparency should be there in the performance review The employees should be appreciated for good work. Promotion policy & incentive schemes should be very clearly laid in Create healthy working atmosphere by eliminating communication
Performance Appraisal should not be perceived just as a regular activity but its There should be a review of job analysis, job design & work environment based

understand what was discussed in the appraisal.

confidence development in the employee. employees. meeting

advance. gap.
importance should be recognized & communicated down the line to all the employees. on the Performance Appraisal. It should bring more clarity to the goal & vision of the organisation. It should provide more empowerment to the employees.new methods of appraisal should be adopted so that both apppraiser & the appraisee take interest in the appraisal process. The employees who have excellent performance should be used as a mentor for other employees who would motivate others to perform better.

New mechanism should be evovled to reduce the time factor invoveld in the The frequency of training program for the appraiser should be increased &

procedure of appraisal.Introducing online appraisal can do this. these sessions should be made interactive.The awareness sessions for the employees/appraisees should be made more interactive & the views & opinion of the appraisees regarding appraisal should be given due consideration. Constant motivating of the appraisal system should be done through discussions, suggesstions, and interactions. Combining the different methods of appraisal can minimize the element of biasness in an appraisal. More transparency should be brought about in the appraisal system should Recognizing the good performers i.e, appraises who have accomplished the cover all employees in the organisation both white collar & blue collar jobs. targets for the year can hep in getting more commitment from the employees. Information regarding the performance of employees should be kept in proper mannner. Some of the performance appraisals should be conducted by the top management. So that they can understand the employees & their needs, behaviour better & to find out the loopholes. Performance appraisal should be effectively link to Performance Management System of the organisation.

Chapter- 7 limitations
A number of caveats must be considered when interpreting these results. The analysis was limited to administrative claims data and are subject to the usual limitations of such data, such as the absence of clinical detail and validation of its accuracy (12). Because our sample was an employed population, it did not include those who are unemployed, uninsured, or at the upper end of the age range. Therefore, our results do not provide insight regarding unemployed or uninsured patients, or those enrolled in public assistance plans such as Medicaid or Medicare. It may be that, for example, with higher rates of absenteeism or disability, diabetic patients are less likely to be employed. Also, the sample excluded patients enrolled in capitated health plans. Such plans may be expected to enroll healthier beneficiaries. Although the focus of our study was on the work loss costs of morbidity, we did not have the data to consider reduced levels of productivity while at work, incremental sporadic work loss, or the costs of hiring replacement workers. Also, we did not have data to consider the indirect costs of mortality. The analysis also excluded out-of-pocket costs to employees and their families. Although certain classes of expense are unavailable (e.g., child care), an additional issue is that those individuals who do not meet deductibles may still incur substantial costs in the aggregate that will not be captured in the analysis. Moreover, these omitted costs may be higher among the control subjects because their costs will generally be lower. Thus, these results represent a conservative estimate of the economic burden of diabetes to employers. Our findings that cardiovascular disease and hypertension were much more common among diabetic patients are consistent with other literature. We note that because those with diabetes seek health care services more often than control subjects, additional opportunities exist for diagnosing these comorbid conditions. Furthermore, it may be that the relatively high prevalence of hypertension may also be due in part to lower thresholds for diagnosing hypertension among .

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BIBLIOGRAPHY
www.theoriginof.com/reliance.html http://en.wikipedia.org/wiki/Anil_Ambani

s.jsp

http://www.rcom.co.in/webapp/Communications/rcom/Aboutus/aboutus_milestone

http://www.referenceforbusiness.com/encyclopedia/A-Ar/Absenteeism.html

http://en.wikipedia.org/wiki/Reliance_Anil_Dhirubhai_Ambani_Group

Mercantile law-refered by N.D. Kapoor

Human resource management-refered by Aswathappa

Microsoft DVD encyclopedia 2008