INTRODUCTIONOur proposal is to provide four in-depth studies assessing the potential of linkedemployer-employeeandpanel datasetsforanalysisofEuropeanlabourmarketpolicy. Thefirstthreearethoseoutlinedinthecallfortendersections, namely,labour turnover flows and mobility; rent sharing and profitability, and employmentand social impact of international production patterns. The fourth study ismethodological: on the development of European linked employer-employee andpanel data sets to support European labour market and social policy analysis andevaluation.Todothis, wehavebroughttogetheranoutstandingteamoflaboureconomistsandemployment relationsspecialistsfromacross theE. Thisteamcombinespeoplewithdetailedknowledgeof Europeanemployment andsocialpolicy issues, with e!pertise in the construction and analysis of both national andEuropeanmicro-datasets. "everal membersof theteamhaveworkedonsuchlinked data sets in their own countries, and have pioneered their analysis. #otableamong these data sets is the European "tructure of Earnings "urvey $E"E"% forwhich the &E' pioneered a system of secure remote access for researchers to its())* micro-data. Our team also includes colleagues with e!perience of the relevantdata sets and access protocols for the nited "tates and &anada. +eproposetwocross-cuttingthemestorunthroughthetasksre,uestedinthetender. The first is to develop further work on remote access to the micro-data ofthe European "tructure of Earnings "urvey $E"E"%. -s indicated in 'art .. of thereport for the European &ommission on /"tatistical "upport for the 'roduction ofEmployment in Europe/$0/-ddio, Eriksson and 1osholm,2334%, although thereareseveral e!amplesofsuchlinkedandpanel datainindividual Ecountries,noneof theseprovideaneffectivebasisfor inter-countrycomparisons. .nthisregard E"E" provides a uni,ue statistical instrument for the comparative analysisof wage and employment structures across the E. .n addition to the tabular data in#ew&ronos, wehavetheagreement ofat least (2Emember statestoallowremote access to the 2332 micro-data on individual employees and theirestablishments using the system develop for the European &ommission/s 5'* /'ay.ne,ualities andEconomic'erformance/ pro6ect $'iE'%, towhichwecanaddmicro data for si! countries fromthe ())* E"E". This data set can besupplemented on the firm performance side with data from Eurostat/s "tructure of7usiness "tatistics, andinthecaseof somecountries, suchas 7elgium, withestablishment level performance data. +ork using E"E" for ())* and 2332 will besupplemented with work based on national linked and panel data sets. NEED OF THE STUDY The right to bargain collectively with an employer enhances the human dignity, liberty and autonomy of workers by giving them the opportunity to influence the establishment of workplace rules and thereby gain some control over a ma6or aspect of their lives, namely their work... &ollective bargaining is not simply an instrument for pursuing e!ternal ends8rather 9it: is intrinsically valuable as an e!perience in self-government. Collective bargaining is a process of voluntary negotiation between employers and trade unions aimed at reaching agreements . &ollective bargaining is a type of negotiation used by employees to work with their employers. 0uring a collective bargaining period, workers/ representatives approach the employer and attempt to negotiate a contract which both sides can agree with. Typical issues covered in a labor contract are hours, wages, benefits, working conditions, and the rules of the workplace. Once both sides have reached a contract that they find agreeable, it is signed and kept in place for a set period of time, most commonly three years. The final contract is called a collective bargain ing agreement, to reflect the fact that it is the result of a collective bargaining effort."&O'E O5 T;E "T0< +here unions are strong, the scope of bargaining may be broad and encompass aspects of work organi=ation, training and development, and business strategy as well as pay and conditions of employment. +here unions are weak, in contrast, bargaining scope is likely to be narrow and restricted to basic terms and conditions, such as rates of pay, hours of work, and annual leave. Evidence for the > suggests that the scope of bargaining has narrowed in recent years and, indeed, in many unioni=ed workplaces there is evidence that rates of pay are no longer the sub6ect of negotiations with trade union representatives.'articipants debated e!panding the role of collective bargaining beyond salary, hours, and class si=e to include instructional and professional issues $student achievement, professional development, curriculum, etc.%, with some participants describing innovative ways that some districts have included these issues in contracts. "ome participants felt that teachers should have some say over these issues through peer review, while others felt that e!panding the scope of collective bargaining would undermine the ability of administrators to act as effective leaders. O7?E&T.@E O5T;E "T0< 0escribe why it is beneficial to have a collective bargaining agreement. 0escribe what is collectively bargained in a union contract. Aist who bargains a union contract. 0escribe the laws that effect collective bargaining. 0escribe the difference between a right-to-work state and a free state. 0escribe the collective bargaining process. 0escribe what gives unions power in the collective bargaining process. 0escribe the pressures faced by the union bargaining team. Aist what the union can do if the collective bargaining agreement is violated by management. Aist some well know collective bargaining campaigns in the last ten yearsLIMITATIONS OF THE STUDY -s the methodadoptedis 1andom"amplingresults maynot beaccurate. Thesamplesi=eiswhichisverylesswhencomparedtothesi=eof the organi=ation as such it may not reflect the true picture. The findings of the study are confined only to the ,uestionsasked in the ,uestionnaire B through personal interviews. The ,uestionnaire being mostly close ended might not havetotallyrepresentedtheperceptionsofall theemployeesasregardto welfare. "ome of the workmen being illiterate could not understand Be!press their ideas properly with regard to any improvementswherever necessary.METHODOLOGY ADOPTED IN THE STUDYPRIMARY DATAT!e "t#$% &ollo'e$ t!e &ollo'ing (roce$#re" )ainl% .nformal dissuasions with the pro6ect guide at ";-1E >;-#A.C.TE0 . .dentification of universe and the sample plans. $The sampletaken was *3 employees% &onstruction of the research instrument $,uestionnaire%.SECONDARY DATA .nternet 7ooks #ewspapers ?ournalsSAMPLING:"amplesaredevicesforlearningaboutlarge massesbyobservinga few individuals.The selected sample is 233.DATA ANALYSISTools used are percentages,7ar chart, 0oughnut and pie-charts.RE*IE+ OF LITERATURE The roots of collective bargaining lie in the late nineteenth century, when workersbegan to agitate for more rights in their places of employment. Cany skilled tradesstarted using their skills asbargaining tools to force their employers to meet theirworkplace needs. Other workers relied on sheer numbers, creating general strikestoprotest poor workingconditions. "everal labor pioneers startedtoestablisha collective bargaining system so that labor negotiations could run more smoothly.Typically, the employees are represented by aunion. &ollective bargaining actually begins with 6oining a union, agreeing to abide by the rules of the union, and electing union representatives. .n general, e!perienced people from the union will assist the employees with putting together a draft of a contract, and will help them present their desires to the company. #umerous meetings between representatives of employer and employees will be held until the two can agree on a contract.-s thecontract is beingnegotiated, general employees alsohaveinput onit,through their union officers. Thus, the agreement reflects the combined desires ofall the employees, along with limitations that the employer wishes to see put inplace. The result is a powerful document which usually reflects cooperative effort..nsomecases, however, theunionor theemployer mayresort toantagonistictactics suchas strikingor creatingalockout, inorder topushtheagreementthrough.theemployeesarerepresentedbyaunion. &ollective bargaining actuallybeginswith 6oining a union, agreeing to abide by the rules of the union, and electing unionrepresentatives. .ngeneral, e!periencedpeople fromthe unionwill assist theemployees with putting together a draft of a contract, and will help them presenttheir desires tothe company. #umerous meetings between representatives ofemployer and employees will be held until the two can agree on a contract.-s thecontract is beingnegotiated, general employees alsohaveinput onit,through their union officers. Thus, the agreement reflects the combined desires ofall the employees, along with limitations that the employer wishes to see put inplace. The result is a powerful document which usually reflects cooperative effort..nsomecases, however, theunionor theemployer mayresort toantagonistictactics suchas strikingor creatingalockout, inorder topushtheagreementthrough.Collective Bargaining and Labor Relations will be of interest to those who seek abetter understanding of contemporary labor relations, and of the role of unions incollectivebargaining. Thisworkisdividedintoeighteenchaptersgroupedintoeight parts. Each chapter ends with discussion ,uestions and e!ercises.'art One introduces collective bargaining and labor relations. &hapter One presentsanoverviewoflaborrelations.Theauthorrecountstheoriginsandpurposesofunions. ;e describes three levels of union-management interaction: contractnegotiations, contract administration, andinformal 6oint consultations. ;ealsoe!amines the impact of collective bargaining on employers, employees, andsociety. &hapter two recounts the .". history of collective bargaining and laborrelations.Thesecondpart focuses onestablishingthecollectivebargainingrelationship.&hapter Three e!plains the legal bases of collective bargaining, describing federallabor acts from the 1ailway Aabor -ct of ()2D to the present. &hapter 5our focuseson the bargaining unit. The author begins by e!plaining the doctrine of e!clusiverepresentation. ;e presents the #ational Aabor 1elations 7oard criteria fordetermining appropriate bargaining units, and describes several commonbargainingunit structures. 5inally, theformationof bargainingunits is furthere!plored via four case studies. &hapter 5ive then describes the union organi=ationprocess.Theauthordescribesthefactorswhichpromptinterestinunioni=ation,and the process of unioni=ation campaigns including the formal certificationprocess.'art Three describes the organi=ational structures, goals and policies for collectivebargainingofunionsandofmanagement.Theauthorfirste!aminesunions. ;ereviews the organi=ation and concerns of the -5A-&.O, of international unions andoflocalunions.Thischapteralsoinvestigatesunionsasdemocraticinstitutions,andunions relationtoorgani=edcrime. This chapter concludes bydescribingtypical union goals in collective bargaining. &hapter "even turns its attention tomanagement, openingwiththebasicgoals andstrategies of themanagement.0ifferences between unioni=ed and non-unioni=ed firms are e!plored. The authordescribes strategies for balancing power between unions and management, and forcreating cooperative efforts between union and management.'art 5oure!ploresthecollectivebargainingprocess. &hapterEight presentsanoverview of a number of bargaining theories, and compares them giving particularattentiontothepointsthehaveincommon. 0rawinguponthesetheories, theauthor presents a model of collective bargaining power and bargaining tactics, andsuggests techni,ues for evaluating collective bargaining outcomes. &hapter #inetakesamorepractical approach, focusingoncollectivebargainingpreparation,tactics, andissues. The chapter opens withanoverviewof the stages of thebargainingprocess. .tthendescribesthepreparationstageingreaterdetail. Thechapter closes with discussion of the strategies and tactics appropriate at variousstages of the bargaining process.'art 5ive focuses ontwotypes of disputes whicharise withinthe collectivebargainingprocess: interest disputes andrights disputes. &hapter tendiscussesinterest disputes. .t opens with a discussion of the role and sources of conflict inlabor-management relations, and e!plores the role of mediation in preventing labordisputes. .nterests disputes may escalate into strikes or lockouts. The authordescribesseveral formsof labor strike, anddiscussesthefederal regulationofstrikes under the #ational Emergencies section of the Taft-;artley -ct. &haptersEleven and Twelve focus on rights disputes. 1ights disputes Earise over theinterpretationof ane!istingcollective bargainingagreementE942F: The authordescribestheroleofcontract administrationinlaborrelations, andinvestigatessome of the sources of grievance in labor relations. ;e then describes the basicelements of grievance procedures, and closes by suggesting criteria for evaluatinggrievance procedures. &hapter Twelve e!amines the final stage of most grievanceprocedures: binding arbitration. The author describes the process of laborarbitration, from arbitrator selection to evaluation of final arbitration awards. Thischapter alsodiscusses common errorsin arbitration,andsuggests guidelinesfordetermining which cases are appropriate for resolution through arbitration.'art "i! turns to the substantive provisions of negotiated labor agreements. &hapterThirteendescribeseconomicandcompensationprovisionsoflabor agreements."uch economic provisions include setting pay levels and pay structure, group orindividual incentive programs, and se! discrimination compensation. The chaptercloseswithtwocasestudiesincompensation, andanappendi!describingfourma6or methodsof6obevaluation. &hapter 5ourteendescribesemployeebenefitprograms. "uch benefits include life, accidental death and health insurance,retiremenprograms, vacationsandleaves, andchild-orelder-care.Thischapterconcludes with an appendi! on calculating the cost of compensation and benefitspackages. &hapters 5ifteenand"i!teenconsider institutional issues whichareaddressedinthe collective bargainingagreement, e!ploringbothmanagementrights and employee security. The author discusses management rights, seniorityarrangements, workplace healthandsafety, technological changes resultinginworker displacement, and the use of subcontracting and temporary labor. &hapter"i!teen focuses on employee discipline, discussing the sources andtypes ofdisciplinary problems, and forms of disciplinary policies and procedures.'art "even e!plores public sector labor relations. This section sketches the historyof public- sector unions, and contrasts collective bargaining in the public-sector toprivate-sector bargaining. .t then describes the collective bargaining process at thefederal,stateandlocallevels.Thissectioncloseswithacasestudyofapublicsector strike.'art Eight concludes the te!t with an overviewof future challenges facingcollective bargaining and labor relations. &urrently, unions are losing membership.&hapter Eighteene!amines the causes for this decline, andoutlines strategicchoices for unions in the future.Collective BargainingandLabor Relations is a comprehensive yet accessiblereviewof collectivebargainingincontemporarylabor relations. Guestionsande!ercises at the end of each chapter provide helpful study tools.The advent of the collective bargaining process has had a profound affect on theteaching profession and on the ,uality of education children receive. This mandateapplies onlytopublic schools. Teachers inprivate schools are e!empt frommandatory collective bargaining re,uirements.Thisstudydescribestherelationshipbetweenworkingconditions, pay,benefitsand time off provided under the current collective bargaining agreement asnegotiatedbetweenmanagement andlabor leadersinthestateHslargest schooldistrict. .t alsolooksat theabilityof"eattleschool managerstocarryout the0istrictHsteachingmissionunderthetermsofmandatorylaboragreementsandhow these constraints affect educational outcomes for students.&ollective bargaining is a techni,ue adopted employers and employees of an organisation to resolve their e!isting or future differences with or without assistance of a third party. .ts ultimate aim is to reach to a decision which is acceptable to both the parties involved in labour-management relation. I&ollective 7argaining is a mode of fi!ing the terms of employment by means of bargaining between an organi=ed body of employees and an employer, or an association of employers usually acting through organi=ed agents. The essence of collective bargaining is a bargain between interested parties, and not a decree from outside I&ollective 7argaining takes place when a number of work-people enter into a negotiation as bargaining unit with an employer or group of employers with the ob6ect of reaching an agreement on the conditions of employment of the work-peopleJ. - &ollective bargaining may be decided as a process of negotiation between the employers and the organi=ed workers represented by their union in order to determine the terms and conditions of employment. .n the process of &ollective 7argaining employees and management collectively bargain for their common interests and benefits and reach to an amicable solution 6ointly through negotiation. &ollective bargaining is based on the principal of balance of power Ob6ectives of collective bargaining: +orkerHs participation: The basic ob6ective of collective bargaining is to provide an opportunity to the workers to participate in the organi=ational decision-making. -s workers know the ground realties of the enterprise, they may provide easy and useful suggestions to enhance ,uality of employment conditions. This also helps inboosting the employee morale and enhancing their commitment to the organi=ation. To resolve industrial disputes: -ctually &ollective bargaining itself does not prevent industrial disputes but it provides a platform for discuss the management-worker difference and reach to an agreement which protects the best interest of both the parties. To improve management-worker relation &ollective bargaining is a process of give and take. .t develops mutual trust and faith between both the parties which results in improved management-worker relation. -cademiccollectivebargainingincludes theunioni=ationof all sectors of thehigher-education workforceKfrom tenure-line faculty to graduate studentemployees, and from academic professionals to support staff. The growth ofacademic collective bargaininghas occurredintwowaves. The first was thee!pansion of faculty and support staff collective bargaining fueled by the changesin federal and state labor laws during the late ()D3s and early ()F3s. The secondwas the rapid increase in graduate-employee unioni=.n recent years, mostacademic unioni=ation has occurred at state institutions rather than private collegesand universities. The e!pansion of faculty collective bargaining into privateinstitutions was, for all intents and purposes, halted in ()L3 when the ."."upreme &ourt, in #ational Aabor 1elations 7oard $#A17% v. ;-#SSKI, a veteran equities solutions company with over 8 decades o e!perience inthe Indianstoc" mar"ets# $he SSKI %roup comparies o institutional Bro"ingandCorporate&inance# $heinstitutional bro"ingdivisioncaterstodomesticandoreigninstitutionalinvestors, whiletheCorporate&inance'ivisionocusesonnincheareassuchasinrastructure, telecomandmedia, SSKIhasbeenvotedasthe$op'omesticBro"erage (ouse in the research category, by the )uro *oney survey and +sia *oneysurvey#")are *)an is also a+out ,ocus. ")are*)an 'oes not claime-pertise in too many t)ings. ")are*)an.s e-oertise lies in stoc*san't)at.s/)at)etal*sa+out/it)aut)ority."o/)en)esayst)atinvestinginstoc*ss)oul'not+econ,use'/it)tra'inginstoc*soraport,olio0+ase'strategyis+ettert)an+ettingonasingle )orse1 it is some t)ing t)at is spo*en /it) years o, ,ocuse'learning an' e-perience in t)e stoc* mar*ets. n' t)ese +elie,sare refecte' in everyt)ing ")are*)an 'oes ,or you2")are *)an In'ia.s lea'ing stoc*+ro*er is t)e retail arm o, ""3I1norgani4ation/it)overeig)tyyearse-perienceint)estoc*mar*et. 5it) over 246s)are s)ops in 111Cities1 an' In'ia.s premier online tra'ing 'estinations0///.s)are*)an.com1 ourscustomer en7oymulti0c)annel accessat t)e stoc* mar*ets1 s)are *)an o8er u tra'e e-ecution ,acilities,or cas) as /ell as 'erivaties on t)e $"# 9:"# an' mostimportunity /e +ring you investment a'vice tempere' +y eig)tyyears o, +ro*ing e-perience.;)roug) our portal ")are*)an.com1 /e.ve +een provi'inginvestors apo/er,ul onlinetra'ingplat,orm1 t)elatest ne/s1researc) an' ot)er *no/le'ge0+ase' tools ,or over 5years no/.5e )ave 'e'icate' terms ,or ,un'amental an' tec)nical researc)sot)atyougetall t)ein,ormationyournee'tota*et)erig)tinvestment 'ecisions. 5it) +ranc)es an' outlets across t)ecountry 1 our groun' net/or* is one o, t)e +iggest in In'ia. 5e)ave a talent pool o, e-perience' pro,essionals specially'esignate' to gui'e you /)en you nee' assistance1 /)ic) is /)yinvesting /it) us is +oun' to +e a )assle0,ree e-perience ,or you2Rea"on '!% %o# "!o#l$ c!oo"e S!are ,!an.- E0(erience""3I )as more t)an eig)t 'eca'es o, trust an' cre'i+ility int)eIn'ianstoc*mar*et. Int)esiaMoney$ro*er.spoll )el'recently1 ""3I /on t)e t1 you get access to /i'e range o,in,ormation on our content0 ric) portal1 ")are*)an.com. =ou /illalso get a use,ul set o, *no/le'ge0+ase' tools t)at /ill empo/eryou to ta*e in,orme' 'ecisions.3-Convenience=ou can allour ?ial0n0;ra'e num+er to get investment an'e-ecuteyour transaction. 5e)avea'e'icate'call0center toprovi'e t)is service via a toll0,ree num+er ,rom any/)ere in In'ia.4-C#"to)er "ervice@ur customer service team /ill assist you ,or any )elp t)atyou nee' relating to transactions1 +illing1 'emat an' ot)erAueries1 our customer servicecan+econtacte'viaatoll0,reenum+er1 email or live c)at on s)are*)an.com5-Inve"t)ent A$vice")are*)an)as'e'icate'researc)teams,or ,un'amentalan' tec)nical researc).@ur analysts constantly trac* t)e pulse o,t)e mar*et an'provi'e timely investment a'viceto youin t)e,orm o, 'aily researc) emails1 online c)at1 printe' reports on "M"onyour p)one.Cutomers o, ")are3)an#-periencelanguage1presentation style1 content or ,or t)at matter t)e online tra'ing,acility >n' a common t)rea'B one t)at )elps t)e customers ma*ein,orme' 'ecisions an' simpli>es investing in stoc*s. ;)ecommon t)rea' o, empo/erment is /)at ")are*)an.s all a+out2")are*)an is also a+out ,ocus. 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"o /)en )e sayst)atinvestinginstoc*ss)oul'not+econ,use'/it)tra'inginstoc*soraport,olio0+ase'strategyis+ettert)an+ettingonasingle )orse1 it is somet)ing t)at is spo*en /it) years o, ,ocuse'learning an' e-perience in t)e stoc* mar*ets. n' t)ese +elie,sare refecte' in everyt)ing ")are*)an 'oes ,or customers.To sum up, "harekhan brings to customers a user-friendly online trading facility, coupled with a wealth of content that will help customers stalk the right shares.Those of customers who feel comfortable dealing with a human being and would rather visit a brick-and-mortar outlet than talk to a '&; "harekhan offers customers the facility to visit $or talk to% any of sharekhanHs share shops across the country. .n fact "harekhan runs .ndiaHs largest chain of share shops with over hundred outlets in L3 citiesS"harekhan services:"harekhan, one of .ndiaHs leading brokerage houses, is the retail arm of "">.. +ith over *(( share shops in (F3 cities, and .ndiaHs premier online trading portal www.sharekhan.com, sharekhanHs customers en6oy multi-channel access to the stock markets.Figure 3.1Online Service" to S#it c#"to)er" Nee$"+ith a "harekhan online trading account, customers can buy and sell shares in an instantS-nytime customers like trading account that suits customerHs trading habits and preferences N the&lassic -ccount for most investors and "peed trade for active day traders. &ustomerHs &lassic -ccount also comes with 0ial-n-Trade completely free, which is an e!clusive service for trading shares by using customerHs telephone.+hen beginning customerHs foray in investing in shares, customers need a lot of things N from the right information at customerHs disposal, to assistance when customers need it and advice on investing."harekhan have been in this business for over L3 years now, and with sharekhan customers get a host of serices and tools that are difficult to fing in one place anywhere else. The "harekhan 5irst "tep program, built specifically for new investors. -ll customers have to do is walk into any of sharekhanHs *(( share shops across (F3 cities in .ndia toget a host of trading related services N sharekhanHs friendly customer service staff will also help customers with any accounts related ,ueries customers may have.A S!are6!an o#tlet o&&er" t!e &ollo'ing "ervice"Online 7"E and #"E e!ecution $through 7OAT B #E-T terminals%5ree access to investment advice from "harekhan value line $a monthly publication with reviews ofrecommendations, stocks to watch out for etc%0aily research reports and market review$;igh #oon B Eagle Eye%'re-market 1eport $Corning &uppa%0aily trading calls based on Technical -nalysis &ool trading products$0arling 0erivatives and Carket "trategy%'ersonalised -dviceAive Carket .nformation0epository "ervices: 0emat B 1emat Transactions0erivatives Trading $5utures and Options%&ommodities Trading.'Os B Cutual 5unds 0istributionDATA INTERPETION(.The people . work with cooperation to get the work done."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E )2 M M"'E1@."O1M3 23 3+O1>CE# FF 24 3SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMENINTERPRETATIONE!ecutives )2Q satisfied"upervisor L3Q satisfied+orkmen FFQ satisfiedThe employees cooperate each other well to complete the work2.Cy fellow employees are committed to do ,uality work."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E )2 L 3"'E1@."O1DL 2M L+O1>CE# LF (3 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives )2Q satisfied"upervisor DLQ satisfied+orkmen LFQ satisfiedEmployees are committed to do ,uality work.4..am involved in decisions that affect my work."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E D4 2M L"'E1@."O1ML 4D (D+O1>CE# D4 43 FSATISFACTIONNEUTRALDISSATISFACTION010203040506070EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives DLQ satisfied"upervisor MLQ satisfied+orkmen D4Q satisfied+e can clearly make out that the supervisors are not satisfied with the decisions they are involved that affect their work.M.. believe that al the divisions in the company and work together to achieve common goal."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E LM (D 3"'E1@."O1LL L M+O1>CE# D3 4F 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PercentageINTERPRETATIONE!ecutives LLQ satisfied"upervisor LMQ satisfied+orkmen D3Q satisfiedThe employees in al the divisions of the company interact with each other well in order to achieve the goal of the organi=ation*.. have information to do my 6ob well."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E LL (2 3"'E1@."O1LL (2 3+O1>CE# L3 (F 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PercentageINTERPRETATIONE!ecutives LLQ satisfied"upervisor LMQ satisfied+orkmen D3Q satisfiedThe graph clearly indicates that the employees have clear information to do their 6ob well.D.Cy manager delegates that work effectively."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E )D M 3"'E1@."O1*D M3 M+O1>CE# *F 44 (3SATISFACTIONNEUTRALDISSATISFACTION020406080100120EXECUTIVE SUPERVISOR WORKMEN PercentageINTERPRETATIONE!ecutives )DQ satisfied"upervisor *DQ satisfied+orkmen *FQ satisfiedThe information above that the employees are satisfied with their managers involvement in the work.F..am satisfied with the information . received from management."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E FD 2M 3"'E1@."O1F2 2M M+O1>CE# D3 24 (FSATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PercentageINTERPRETATIONE!ecutives FDQ satisfied"upervisor F2Q satisfied+orkmen D3Q satisfiedThe employees are satisfied with the information they received from the management.L.Cy manager is available to me when . have ,uestions or need help. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E F2 2M M"'E1@."O1DL 2L M+O1>CE# D3 2D (MSATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PercentageINTERPRETATIONE!ecutives F2Q satisfied"upervisor DLQ satisfied+orkmen D3Q satisfiedThe is always some kind of help for the employeesduring their work.).. can see the link between my work and company ob6ectives. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E DM 4D 3"'E1@."O1DL 42 3+O1>CE# DD 2F FSATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives D2Q satisfied"upervisor DLQ satisfied+orkmen DMQ satisfiedThe employees are able to find the link between their work company ob6ectives.(3.. link the kind of work . do."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E LM (D 3"'E1@."O1)2 L 3+O1>CE# )4 F 3SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives LMQ satisfied"upervisor )2Q satisfied+orkmen )4Q satisfiedThe information suggests that the employees get the kind of work they like. ((.. am clear about what is e!pected of me in my position as a result of the performance appraisal. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E L3 23 3"'E1@."O1L3 23 3+O1>CE# F4 24 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives L3Q satisfied"upervisor L3Q satisfied+orkmen F4Q satisfiedThe employees are clear about e!pectations on doing work. (2.Cy manager assists me to identify my training and development needs. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E F2 23 L"'E1@."O12L *D (D+O1>CE# *3 44 (FSATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives F2Q satisfied"upervisor 2LQ satisfied+orkmen *3Q satisfiedThe above graph clearly suggest that supervisors and workmen are not satisfied with the need for the identification..(4.The employee benefits . receive are attractive and competitive. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E L3 (D M"'E1@."O1DL 43 2+O1>CE# D3 4F 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives L3Q satisfied"upervisor MMQ satisfied+orkmen *3Q satisfied.tHs clear indication that the supervisors and workmen are satisfied with benefits they receive form the management.(M.There is someone at work who encourages my development."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E MM 4D 23"'E1@."O1ML MM L+O1>CE# 23 24 2FSATISFACTIONNEUTRALDISSATISFACTION0102030405060EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives MMQ satisfied"upervisor MLQ satisfied+orkmen *3Q satisfiedThere is a bit criticism about the encouragement gives towards the employee development.(*..n this company people are rewarded according to their 6ob performance."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E *D 42 (2"'E1@."O1*2 MM M+O1>CE# F3 (F (4SATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives *DQ satisfied"upervisor *2Q satisfied+orkmen F3Q satisfiedThe opinion of e!ecutives and supervisors shows that rewards doesnHt match their performance.(D.conditions in my work area allow me to be highly productive."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E DL 2L M"'E1@."O1FD (D L+O1>CE# L3 (4 FSATISFACTIONNEUTRALDISSATISFACTION0102030405060708090EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives DLQ satisfied"upervisor FDQ satisfied+orkmen L3Q satisfiedEmployees are satisfied with their conditions in their work area which makes them to be highly productive.(F..am ade,uately recogni=ed for my good work."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E ML 2M 2L"'E1@."O1DM 42 M+O1>CE# LF (3 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives MLQ satisfied"upervisor DMQ satisfied+orkmen LFQ satisfiedThe information above depicts that the e!ecutives are not recogni=ed for their goodwork.(L.&onsidering everything , . am satisfied."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E D3 2L (2"'E1@."O1DM 42 M+O1>CE# D4 44 MSATISFACTIONNEUTRALDISSATISFACTION010203040506070EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives D3Q satisfied"upervisor DMQ satisfied+orkmen D4Q satisfiedOverall, employees are satisfied.().Cy 6ob is en6oyable and challenging."-T."5-&T.O #ET1-A 0.""-T."5-&T.O# #ETE&T.@E F2 2L M"'E1@."O1LM (2 M+O1>CE# DF 24 (3SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives F2Q satisfied"upervisor LMQ satisfied+orkmen DFQ satisfied The graph clearly depicts that the 6ob is en6oyable and challenging.23.1ate your overall satisfaction with your 6ob here. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E FD (D L"'E1@."O1FD 2M 3+O1>CE# DF 2D FSATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives D2Q satisfied"upervisor DLQ satisfied+orkmen DMQ satisfied +OR, O78ECTI*ES2(.. have clear measure for each of my ob6ectives. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E L3 (D M"'E1@."O1LL (2 3+O1>CE# FF 23 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives L3Q satisfied"upervisor LLQ satisfied+orkmen FFQ satisfied The employees are clear about their ob6ectives.2M.. can get the information . need to do my 6ob."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E L3 23 3"'E1@."O1FD *2 (D+O1>CE# F3 23 43SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives LMQ satisfied"upervisor FDQ satisfied+orkmen F3Q satisfied The employees have the information in order to do their 6ob.2*.. have material and e,uipment to do my 6ob right. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E DL 23 (2"'E1@."O1F2 23 L+O1>CE# D4 43 FSATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives DLQ satisfied"upervisor F2Q satisfied+orkmen D4Q satisfied The above graph clearly depicts that the employees have proper machinery and e,uipment to accomplish their task.2D.. have the necessary resources to perform my 6ob."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E FD 23 M"'E1@."O1D3 42 L+O1>CE# *4 4F (3SATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives FDQ satisfied"upervisor D3Q satisfied+orkmen *4Q satisfied The above information suggested that the employees have necessary resources to do their 6ob e!pect in the case of workmen who are bit satisfied.2F.Technology available is appropriate for my needs."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E DM 4D 3"'E1@."O1D3 4D M+O1>CE# D4 24 (MSATISFACTIONNEUTRALDISSATISFACTION010203040506070EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives DMQ satisfied"upervisor D3Q satisfied+orkmen D4Q satisfied The technology available is appropriate for the employee needs as graph suggests. There is a slight dissatisfaction among the workmen.2L.. feel encouraged to come up with new and better ways of doing things."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E DL 2L M"'E1@."O1ML M3 (2+O1>CE# D4 4F 3SATISFACTIONNEUTRALDISSATISFACTION01020304050607080EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives DLQ satisfied"upervisor MLQ satisfied+orkmen D4Q satisfied -s the graph shows, the e!ecutives and workmen are encouraged to come with new and better ways but not in case of supervisor as there is a slight amount dissatisfaction.2).Cy 6ob makes good use of my skills and abilities."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E DL 42 3"'E1@."O1)2 L 3+O1>CE# FF 23 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives DLQ satisfied"upervisor )2Q satisfied+orkmen FFQ satisfied The employees use their skills and abilities in their given tasks.43..am e!pected to find new and better ways to get the 6ob done. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E )2 M M"'E1@."O1L3 23 3+O1>CE# F4 2F 3SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives )2Q satisfied"upervisor L3Q satisfied+orkmen F4Q satisfied The employees are e!pected to find new and better ways to get the 6ob done as the graph depicts, which is good sign of the company. 4(.Our image is that high ,uality organi=ation."-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E (33 3 3"'E1@."O1)2 L 3+O1>CE# )3 F 4SATISFACTIONNEUTRALDISSATISFACTION020406080100120EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives(33Q satisfied"upervisor )2Q satisfied+orkmen )3Q satisfied The image of the company is very good among the employees as the graph shows which is a very good sig42.. feel the organi=ation, values about answers. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E )2 L 3"'E1@."O1FD 23 M+O1>CE# L3 (F 4SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives)2Q satisfied"upervisor FDQ satisfied+orkmen L3Q satisfied -s the graph depicts, the organi=ation really values honest answers.44.. support the companyHs values day-to-day actions.. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E )2 L 3"'E1@."O1)2 L 3+O1>CE# LF (4 3SATISFACTIONNEUTRALDISSATISFACTION0102030405060708090100EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives)2Q satisfied"upervisor )2Q satisfied+orkmen LFQ satisfied -s the graph depicts, the employees support the companyHs values in their day-to-day tasks.4M.Overall, . feel the organi=ation is successful. "-T."5-&T.O##ET1-A 0.""-T."5-&T.O#ETE&T.@E (33 3 3"'E1@."O1)D M 3+O1>CE# L4 (F 3SATISFACTIONNEUTRALDISSATISFACTION020406080100120EXECUTIVE SUPERVISOR WORKMEN PERCENTAGEINTERPRETATIONE!ecutives(33Q satisfied"upervisor )DQ satisfied+orkmen L4Q satisfied The Overall feeling of the employees is that the organi=ation is very successful.9UESTIONNARIE9UESTIONNAIRE '-1T-- Employee details#-CE:0E".P#-T.O#: