It is the employees who have to take up the challenging assignments and help the company march forward. Thus it is very essential to have good Industrial Relations. Participative Management is one such system that helps in preserving amity and good relations between the management and the workers.
Thus the study was undertaken with the primary aim of identifying the potential offered by the Participative Management system in terms of improved worker-management relations, a welcome approach by workers, a sense of belongingness among the workers, improved commitment and so on. This identification was followed up by a preliminary assessment of the potential in quantitative terms.
The first phase involved identification of factors to be analyzed. These were then investigated from the workers across different departments. The exercise is aimed at knowing two things;
Management view towards Participative Management.
Workers view towards Participative Management.
The detailed explanations for these are discussed in later section. The findings were then used to make general recommendations and suggest possible follow-up measures to consolidate findings.
The functions and the principles of management have been undergoing a sea change since the announcement of economic liberalizations in the country from 1991.Indian industries are waking up to the challenges thrown in market economy. To survive in this highly competitive scenario, managers are being perceived to improve quality, increase productivity, cut-down waste and eliminate inefficiency. The collective efforts of the employer and employee assume relevance in this context and this is where Human Resource Management can play a crucial role.
The HR function has enriched itself, over the years, by including within it a ‘development' Dimension and thus moved itself from a ‘reactive' and ‘maintenance-oriented' function to a ‘proactive', ‘path breaking', ‘development-oriented' function. Today personnel people talk of linkages with corporate planning, HR approach to industrial relations, HR climate and budgets, development-oriented appraisal systems, multiple reward mechanisms, re-engineering work cultures and ethos etc.
[...] The study is confined to Aircraft Research & Design Center a division of Design Complex of HAL Findings of study are based on the assumption that respondents have disclosed correct information Due to the classified nature of the company, it was not possible to probe deep into the study Due to the hectic work schedules of the employees, the survey was limited to 50 workers. PART A AGE PROFILE SL.NO AGE GROUP (Yrs) NO.OF RESPONDENTS PERCENTAGE Inference: The above table gives maturity of age among the respondents to understand the causes of their opinion regarding Participative Management, their role, as well as their approach towards management. [...]
[...] STATEMENT OF THE PROBLEM: The project work is been concentrated on the study of Participative Management system in a major public sector undertaking, Aircraft Research and Design Center a division of Design Complex of HAL. To analyze whether the present Participative Management system is satisfactory or not, and the level of participation of employees with the present system of committees in the organization. To study and analyze the efforts on the management side, in the form of workers' education, publicity of information, motivating workers to participate, so on and so forth. [...]
[...] Design Complex: Aircraft R & D Center Rotary Wing Aircraft R & D Center Engine Test Bed R & D Center Strategic Electronics R & D Center Transport Aircraft R & D Center Aircraft Updates R & D Center Aerospace Systems & Equipment Gas Turbine R & D Center Central Material & Process Lab & Nnt Center Bangalore Complex: Aircraft Division Overhaul Division Foundry & Forge Division Engine Division Helicopter Division Aerospace Division Industrial & Marine Gas Turbine Division Accessories Complex: Lucknow division Korwa Division Hyderabad Division Transport Aircraft Division, Kanpur MiG Complex: Nasik Division Koraput Division TYPE OF RESEARCH: Exploratory and Descriptive research methods are combined and put together for the use in present study to understand the present Participative Management system of HAL, with special reference to ARDC. [...]
[...] Infact, it is difficult to identify a few general objectives on the basis of the practices in India. The objectives set by management, workers and government are entirely different. While workers wish to achieve security of employment, better wages, satisfactory bonus, good treatment and working and living conditions, etc. Employers aim at maximizing productivity and profit. On the other hand, the objectives of workers' participation according to the government, including resolving industrial disputes, establishing industrial peace and harmony and increasing productivity. [...]
[...] Argysis (1957): Believed that organization design should plan for integration and involvement, and that individuals should feel that they have a high degree of self-control over setting their own goals and over the paths defining those goals. Herzberg (1957): Advocated job enrichment as a means of improving organization effectiveness. The behavioral science movement has a somewhat idealistic flavor about it, but it did make two useful contributions to HRM. First it underlined the importance of integration and involvement. Secondly it highlighted the idea that management should accept as a basic value the need to increase the quality of work life as a means of obtaining better motivation and improved results. [...]
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