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\usepackage[absolute,overlay]{textpos} \makeatother \usepackage{lineno} \linenumbers \begin{document} \author[1]{Dr. Amir Razi} \author[2]{Syed Atif Ali} \affil[1]{ Lahore business Lahore, The University of Lahore.} \renewcommand\Authands{ and } \date{\small \em Received: 10 March 2012 Accepted: 5 April 2012 Published: 15 April 2012} \maketitle \begin{abstract} Labor-management relations are the interacting relations between labor and management. The purpose of our study is to find out the worker wage satisfaction, worker satisfaction with supervisory behavior and worker satisfaction with welfare items. This cross sectional study was conducted from October 2010 to January 2011. A group of 200 employees was take part in this study through a predesigned questionnaire which consists of three parts to meet the objectives, which was collected from private organizations. There is an dilemma of weak relationship between labor and management that the labor force is not satisfied with their management behavior, wages and welfare items. Which tends towards the lack of accuracy in products and process of producing products. By this research we come to conclusion that the government should took part in this segment to apply the labor law accurately to provide the rights to the labor force and management should also have to contribute their efforts to satisfy their labor force so that they can perform well when they were satisfied perfect. Its means that the management is the part of labor force and labor is the part of management. This relation can become strong when they provide satisfaction to each other in work place. \end{abstract} \keywords{supervisory Behavior, Welfare items, Wages, Needs.} \begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) \textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark} \end{textblock*} \begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) \textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}} \end{textblock*} \let\tabcellsep& \section[{Introduction}]{Introduction}\par easurement of labor management relations is a complex phenomenon since it involves the human element. Labor-management relations are the interacting relations between labor (employees) and management (employers). 'Management and labor' is the English term used in EC law to refer to organizations representing workers and employers. The equivalent term used in other language versions is 'social partners'. Based on expounding, the essence of labor-management relation confliction and cooperation. Relationship between employers and employees and their dealings with each other. In most industries, wages and conditions are determined by free collective bargaining between employers and trade unions. Some European and American countries have worker participation through profit-sharing and industrial democracy. Another solution is co-ownership, in which a company is entirely owned by its employees. The aim of good industrial relations is to achieve a motivated, capable workforce that sees its work as creative and fulfilling. A breakdown in industrial relations can lead to an industrial dispute where one party takes industrial action. A 1947 federal law designed to protect employers, employees, and the public. It governs union activities and provides an arbitration mechanism for strikes that cause national emergencies.\par Demand for experts in labor-management relations continues to grow as new legislation and court rulings continuously update standards for employment conditions. Acquire the practical skills and knowledge essential to constructive labor-management relations. Examine the most current regulations, and learn to prepare information for use during negotiations. There have been several attempts to make the study of human relations more scientific. Human behavior changes too much from one period to the next, to permit scientific, exact prediction. Human behavior can be studied only by other human observers, and these always distorts fundamentally the facts being observed, so that there can be no objective procedures for achieving the truth. Human behavior thus becomes the study of infinitely variable, unique and non-measurable situations, rather than the investigation of repetitive, simplify able and observable behaviors. Thus, physical sciences cannot serve as a model for social sciences. Several attempts have been made to measure the attitudinal framework of humans in a scientific manner. Concepts, premises and procedures have been re-examined so that measurement could be possible through empirical research and use of quantitative techniques. \section[{II.}]{II.} \section[{Literature Review}]{Literature Review}\par The literature review is divided into three parts, each to cover an issue raised by there search questions. The purpose of the literature review is to discover what has been published about the issues.\par In "Labor and Management Bridging the Gap," Daniel Law (1994) stated, "Since the beginning civilization, the relationship between those who direct the work and those who accomplish it has been fraught with conflict and resentment". As it relates specifically to the fire service, the purpose of the labor organizations has been to enhance the compensation, benefits and working conditions of the members through collective unity. Richard Earle writes, "Public sector management has traditionally dealt with organized labor unions with confrontational approach to problem solving filters throughout the organization and soon is viewed as a fact of life. This creates ineffective problem solving techniques, wasting valuable time and personnel resources, often without a viable solution to the original problem area being implemented". When disputes arise or policies are being implemented, labor organizations view the change as win-lose situation.\par According to Christopher Reynolds (1994), traditional labor/management relations place emphasis on contract negotiations, grievance procedures, and discipline administration and impasse/arbitration procedures.\par Relations between labor and management have been strained through the years. Most fire departments are semi-military organizations. The management practices that were sufficient 50 years ago do not work with today's work force. It is time that these practices change to reflect the current workforce \hyperref[b0]{(Piderman, 1995)}.\par Maslow is best known for his concept of hierarchy of needs, which he used to explain employee motivation. He classified needs in ascending order of urgency (paul.D.Sweeney 2002) 1) Physiological needs 2) Safety needs 3) Social needs 4) Ego needs 5) Self-actualization needs Collaboration greatly enhances an organization chances of success, historically collaboration applied to agencies, but it can be more effective among agencies, families and neighborhood. It creates lasting relationship and use resources effectively. Collaboration can range from informal partnership to formally planned relationship. In this case it always provides opportunities for building relationship. It can also be power full way to enhance the well-being of agencies, families and neighborhood (Massaki Imai (1986) Kaizen).\par The purpose of our study is to find out the satisfaction of the labor towards it's employer or management regarding wage satisfaction, satisfaction with supervisory behavior and satisfaction with welfare items. \section[{III.}]{III.} \section[{Methodology}]{Methodology}\par It was a cross-sectional analytical study conducted from October 2010 to January 2011. A group of 200 people was take part in this study through predesigned questionnaire which was consist of four parts, one related to the demographic portion, 2nd related to managerial behavior, 3rd related to the wage satisfaction of the labor and 4th related to the satisfaction from welfare items. Convenience Sampling was used in our survey and 200 samples were selected from the population of the two organizations named Irfan Textile's Pvt. Ltd. And Sajjad Textile's100 questionnaires were filled form Irfan Textiles and 100 fromSajjad Textile. There were two hypothesis were made which are as follow. \section[{a) Hypothesis}]{a) Hypothesis}\par H1. There is no association between wage satisfaction and Gender.\par H2. There is no association between satisfaction with supervisory behavior and Gender.\par H3. There is no association between satisfaction with welfare items and Gender.\par IV. \section[{Results}]{Results}\par Out of 200 participants 51.3\% of male agree and 48\% of female are strongly agree with that the increase in the wages of the workers can improve worker's satisfaction. 43.7\% of male and 35\% of female are neutral about that their wages compared with other public sector plants and 51.3\% male and 35\% female are neutral about that their wages compare with those in similar private sector plants. 30\% of male and female are disagree with that the same wage rate should be adopted for old and new employees. 51.3\% of male and 40\% of female are disagree with that the salary is fair for their responsibilities and on the same situation 40\% of male and 35\% of female are disagree with that their salary fulfills their expenses. 35\% male and 36.1\% female are neutral about their current wages. 51.3\% of male respondent and 42.8\% of female are strongly agree with that wages should be changed according to the time and 44\% of male and 46.6\% of female are strongly agree with that wages are the important element for raising employee performance. (Table {\ref 1}) Table {\ref 1} : Distribution of Wage Satisfaction and gender respondents: About the supervisory behavior the results are similar to the situation that mostly the labor in the organizations are neutral about the supervisory behavior like 30.2\% male and 29.4\% female labor are neutral about that their supervisor make them feel valued at work place. Similarly, 30.9\% male and 29.8\% female again neutral about that their supervisor gives them undesirable job assignments. 31.8\% male and 29.6\% females are neutral about that their supervisor gives them good technical suggestions. 40.2\% male and 29.8\% females are again neutral for that their supervisor makes their work difficult for them. 24.7\% male and 29.8\% female are neutral about that their supervisor shares with them considerable experience or training. 29.8\% male and 28.4\% female says neutral about that their supervisor provides them sound job related advices. 25.8\% male and 27.7\% female are disagreeing with that their supervisor gives them the feeling that they have responsibilities to fulfill. 26.2\% of male and 25.6\% of female are at neutral abut supervisor makes fair and balanced decisions. 22.0\% male and 25.6\% of female are also neutral about that their supervisor can trusted. 20.9\% male are agreeing and 23.0\% females are at neutral about that their supervisors sets an example of how to do things the right way in terms of ethics. 23.3\% male and 22.9\% females are neutral about that their supervisor would be personally inclined to help them solve problems in their work. 25.8\% male and 24.5\% females are disagreeing with that their working relationship with their supervisor is effective. 31.3\% male and 40.0\% female are neutral about that they had enough confidence in their supervisor that they would defend and justify their decisions if their supervisor were not present to do so. 29.1\% male are disagreeing and 31.9\% females are neutral about that their supervisors considers their suggestions for change. Then finally, 28.9\% male are disagreeing and 29.9\% females are neutral about that their supervisor gives a chance to speak their mind in group meetings or informally. ( In the case of satisfaction with welfare items provided by the management to the workers the results are insignificant and directing to the dilemma of relations of management and labor. In the results, 29.9\% male and 33.3\% females are strongly disagreeing with the statement that they are satisfied with the housing welfare facilities provided by the management. Similarly, 40.8\% male and 33.9\% female are neutral about that they are are satisfied with canteen welfare facilities provided by the management. 29.9\% male and 25.9\% females are neutral about the transport welfare facilities provided to them by their management. 47.9\% male and 50.5\% females are strongly agree with that the other facilities like low cost education for their children and on-job training are essential for workers. 44.1\% male and 33.8\% females are agreeing that after retirement benefits like pension funds, employee old age benefits had substantial impact on employee's productivity. 41.1\% male and 41.9\% females are neutral about that their company maintains benefits that compare well to other companies in hits area. Table \hyperref[b2]{(3)} Table {\ref 3} : Distribution of Satisfaction with welfare Items and gender respondents:V. \section[{Statistical Values}]{Statistical Values}\par In the cases regarding wage satisfaction of labor, in results there isno association. Which shows that male and female both respondents are on same side that they are unsatisfied to their employers in case of wages. The following table shows the statistical figures of cases/ questions related to the wage satisfaction. In which it's cleared that the results are no association because P-Value of all cases is greater than 0.05 (table \hyperref[tab_3]{4}). Under the head of supervisory behavior, in results there isno associationt which means that the male respondents and female respondents both are unsatisfied or at neutral at the edge of supervisory behavior. The table \hyperref[tab_4]{5} shows the chi-square and P-value of the cases in which the P-value is greater than 0.05. In the case of welfare items, in results there isno association which are directing to the dilemma of unsatisfaction of labor force to the welfare items and male and female respondents both are on the same way of sharing information. The table 6 is showing the chisquare and P-value of the cases which are greater then 0.05. \section[{Labor Management Relations}]{Labor Management Relations} \section[{VI. Conclusion And Recommendations}]{VI. Conclusion And Recommendations}\par According to the responses from the respondents of the both organizations it is cleared that the labor relation with their management is still weak. In this study we discover that the labor of the organization is unsatisfied with their management regarding wages for their work, the behavior of the supervisors at work place and the welfare items provided to the staff for their well being of them. In this dilemma of unsatisfied labor in the organization, caused the low efficiency in the productivity of the companies and the low efficient produced products tends towards the unsatisfaction of \section[{2012}]{2012}\par M ay and to make a strong relationship between labor and management.\par Firstly, the management and the labor force should be the part of each like the labor is the part of management and the management should be the part of the labor. It's means that management should fulfill the needs of the labor force like increase in the wages, training and development program regarding behavioral aspects of both the labor and supervisors and every labor person should be awarded by incentives according to their performance on monthly basis if possible or on quarterly basis must be. If this way is going to be adopted by these two organizations then they don't need interfere of the government for the any steps.\par At second, there is a need of government interfere to implement the law of labor appropriately. In Pakistan the mostly of the organizations are, just for their own benefits, skipping the rights of labor which tends towards labor unions. But the company in which the rights of labor force are fulfilled and they are getting the benefits right according to the labor law, is going to be succeeded because there is no labor union and working efficiency of the labor force is higher then the other companies.\par Finally, the companies should focus on the labor law to improve the efficiency of the workers to get the high quality products and for this reason the companies should satisfy to their workers by an increase in the wages, to provide them welfare items full compensation and specially the supervisory behavior at workplace should be better because one word of an supervisor can make his sub-ordinates efficient or can dishoards. So the company should focus on behavioral trainings of the both the supervisor and the labor force because there is need of improvement of both side. When the labor and management became a part of both, definitely the companies will succeeded in his area of expertise. the customers. So the three elements on which the whole study is consisted are the way to improve the work efficiency of labor and staff at work place and the efficient work produce a quality products for company's customer and then only company can earn above average profit. There are some ways to satisfy the labor japan's competitive success] New York: MC Graw Hill.\par 6. Pual. D. Sweeny: (2002) Organizational Behavior: solution for management (1sted.) New York: MC graw hill/Irwin. \section[{REFERENCES RÉFÉRENCES REFERENCIAS}]{REFERENCES RÉFÉRENCES REFERENCIAS}\begin{figure}[htbp] \noindent\textbf{2} \par \begin{longtable}{P{0.43394736842105264\textwidth}P{0.04384210526315789\textwidth}P{0.036684210526315784\textwidth}P{0.04294736842105263\textwidth}P{0.036684210526315784\textwidth}P{0.045631578947368426\textwidth}P{0.045631578947368426\textwidth}P{0.03936842105263158\textwidth}P{0.045631578947368426\textwidth}P{0.036684210526315784\textwidth}P{0.04294736842105263\textwidth}} \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Gender}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Cases\tabcellsep \tabcellsep \tabcellsep Male\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Female\tabcellsep \tabcellsep \\ \tabcellsep Strongly\tabcellsep Disagree\tabcellsep Neutral\tabcellsep Agree\tabcellsep Strongly\tabcellsep Strongly\tabcellsep Disagree\tabcellsep Neutral\tabcellsep Agree\tabcellsep Strongly\\ \tabcellsep Disagree\tabcellsep \tabcellsep \tabcellsep \tabcellsep Agree\tabcellsep Disagree\tabcellsep \tabcellsep \tabcellsep \tabcellsep Agree\\ \tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\\ Do you think that\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ increase in wages can\tabcellsep 2.5\tabcellsep 3.8\tabcellsep 16.1\tabcellsep 51.3\tabcellsep 26.3\tabcellsep 5.0\tabcellsep 6.0\tabcellsep 20.0\tabcellsep 21.0\tabcellsep 48.0\\ improve worker's\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ satisfaction?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Do your wages compare\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ with other public sector\tabcellsep 1.3\tabcellsep 17.5\tabcellsep 43.7\tabcellsep 32.5\tabcellsep 5.0\tabcellsep 10.0\tabcellsep 15.0\tabcellsep 35.0\tabcellsep 30.0\tabcellsep 10.0\\ plants in Pakistan\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ do your wages compare\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ with those in similar\tabcellsep 3.8\tabcellsep 16.3\tabcellsep 51.3\tabcellsep 23.6\tabcellsep 5.0\tabcellsep 10.0\tabcellsep 25.0\tabcellsep 35.0\tabcellsep 20.0\tabcellsep 10.0\\ private sector plants\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Same wage rate should\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ be adopted for old \&\tabcellsep 16.3\tabcellsep 30\tabcellsep 29.8\tabcellsep 15.1\tabcellsep 8.8\tabcellsep 20.0\tabcellsep 30.0\tabcellsep 20.0\tabcellsep 18.9\tabcellsep 11.1\\ new employees\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Do your salary is fair for\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ your responsibilities\tabcellsep 16.3\tabcellsep 51.3\tabcellsep 23.8\tabcellsep 6.1\tabcellsep 2.5\tabcellsep 15.0\tabcellsep 40.0\tabcellsep 29.1\tabcellsep 9.6\tabcellsep 6.3\\ do your salary fulfills your\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ expenses\tabcellsep 21.2\tabcellsep 40.0\tabcellsep 30.0\tabcellsep 5.0\tabcellsep 3.8\tabcellsep 21.0\tabcellsep 35.0\tabcellsep 28.5\tabcellsep 9.4\tabcellsep 6.1\\ Are you satisfied with\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ your present wages\tabcellsep 13.8\tabcellsep 19.2\tabcellsep 35.0\tabcellsep 22.5\tabcellsep 9.5\tabcellsep 16.8\tabcellsep 24.4\tabcellsep 36.1\tabcellsep 17.9\tabcellsep 4.8\\ Wage rate should be\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ changed according to\tabcellsep 6.1\tabcellsep 2.5\tabcellsep 8.8\tabcellsep 31.3\tabcellsep 51.3\tabcellsep 5.0\tabcellsep 10.0\tabcellsep 20.0\tabcellsep 22.2\tabcellsep 42.8\\ time\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Wages are the most\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ important element for\tabcellsep 1.5\tabcellsep 5.9\tabcellsep 18.1\tabcellsep 30.5\tabcellsep 44.0\tabcellsep 4.5\tabcellsep 6.6\tabcellsep 11.5\tabcellsep 30.8\tabcellsep 46.6\\ raising employee\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ performance\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_0}Table 2 )}\end{figure} \begin{figure}[htbp] \noindent\textbf{2} \par \begin{longtable}{P{0.4759168704156479\textwidth}P{0.04000611246943765\textwidth}P{0.03636919315403423\textwidth}P{0.037927872860635696\textwidth}P{0.034810513447432766\textwidth}P{0.04000611246943765\textwidth}P{0.03844743276283619\textwidth}P{0.03636919315403423\textwidth}P{0.03896699266503668\textwidth}P{0.034810513447432766\textwidth}P{0.03636919315403423\textwidth}} \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Gender}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ \tabcellsep \tabcellsep \tabcellsep Male\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Female\tabcellsep \tabcellsep \\ Cases\tabcellsep Strongly\tabcellsep Disagree\tabcellsep Neutral\tabcellsep Agree\tabcellsep Strongly\tabcellsep Strongly\tabcellsep Disagree\tabcellsep Neutral\tabcellsep Agree\tabcellsep Strongly\\ \tabcellsep Disagree\tabcellsep \tabcellsep \tabcellsep \tabcellsep Agree\tabcellsep Disagree\tabcellsep \tabcellsep \tabcellsep \tabcellsep Agree\\ \tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\tabcellsep \%\\ My supervisor can\tabcellsep 11.9\tabcellsep 19.8\tabcellsep 30.2\tabcellsep 22.1\tabcellsep 16.0\tabcellsep 5\tabcellsep 18.9\tabcellsep 29.4\tabcellsep 26.9\tabcellsep 13.8\\ make me feel valued?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor gives me\tabcellsep 11.3\tabcellsep 22.7\tabcellsep 30.9\tabcellsep 27.5\tabcellsep 7.6\tabcellsep 14.8\tabcellsep 14.2\tabcellsep 29.8\tabcellsep 25.7\tabcellsep 15.5\\ undesirable job\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ assignments?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Supervisor gives me\tabcellsep 15.9\tabcellsep 26.0\tabcellsep 31.8\tabcellsep 17.5\tabcellsep 8.8\tabcellsep 15.4\tabcellsep 19.8\tabcellsep 29.6\tabcellsep 20.1\tabcellsep 15.1\\ good technical\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ suggestions?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor makes\tabcellsep 6.3\tabcellsep 19.9\tabcellsep 40.2\tabcellsep 22.9\tabcellsep 10.7\tabcellsep 15.0\tabcellsep 21.6\tabcellsep 29.8\tabcellsep 21.9\tabcellsep 11.7\\ my work difficult for me?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor shares\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ with me his/her\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ considerable\tabcellsep 15.0\tabcellsep 23.5\tabcellsep 24.7\tabcellsep 22.9\tabcellsep 13.9\tabcellsep 10.0\tabcellsep 20.0\tabcellsep 29.8\tabcellsep 21.9\tabcellsep 18.3\\ experience and/or\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ training?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor provides\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ me with sound job-\tabcellsep 11.3\tabcellsep 19.7\tabcellsep 29.8\tabcellsep 21.0\tabcellsep 18.2\tabcellsep 16.0\tabcellsep 19.9\tabcellsep 28.4\tabcellsep 23.8\tabcellsep 11.9\\ related advice?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ . My supervisor gives\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ me the feeling that I\tabcellsep 14.9\tabcellsep 25.8\tabcellsep 25.2\tabcellsep 21.1\tabcellsep 13.0\tabcellsep 19.2\tabcellsep 27.7\tabcellsep 23.9\tabcellsep 19.8\tabcellsep 9.4\\ have responsibilities to\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ fulfill?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor makes\tabcellsep 12.2\tabcellsep 24.1\tabcellsep 26.2\tabcellsep 23.9\tabcellsep 13.6\tabcellsep 13.0\tabcellsep 22.2\tabcellsep 25.1\tabcellsep 21.1\tabcellsep 18.6\\ fair and balanced\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ decisions?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor can be\tabcellsep 19.2\tabcellsep 21.9\tabcellsep 22.0\tabcellsep 21.8\tabcellsep 15.1\tabcellsep 17.6\tabcellsep 19.8\tabcellsep 25.6\tabcellsep 21.9\tabcellsep 15.1\\ trusted?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor sets an\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ example of how to do\tabcellsep 18.2\tabcellsep 21.1\tabcellsep 20.2\tabcellsep 20.9\tabcellsep 19.6\tabcellsep 19.0\tabcellsep 22.9\tabcellsep 23.0\tabcellsep 20.8\tabcellsep 14.3\\ things the right way in\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ terms of ethics?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor would be\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ personally inclined to\tabcellsep 12.5\tabcellsep 19.8\tabcellsep 23.3\tabcellsep 21.7\tabcellsep 22.7\tabcellsep 15.0\tabcellsep 18.8\tabcellsep 22.9\tabcellsep 22.4\tabcellsep 20.9\\ help me solve problems\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ in my work?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My working relationship\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ with my supervisor is\tabcellsep 19.7\tabcellsep 25.8\tabcellsep 22.5\tabcellsep 18.8\tabcellsep 13.2\tabcellsep 11.9\tabcellsep 20.1\tabcellsep 24.5\tabcellsep 24.0\tabcellsep 19.5\\ effective?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ I have enough\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ confidence in my\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ supervisor that I would\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ defend and justify\tabcellsep 13.1\tabcellsep 29.1\tabcellsep 31.3\tabcellsep 20.9\tabcellsep 5.6\tabcellsep 5.0\tabcellsep 18.1\tabcellsep 40.0\tabcellsep 21.9\tabcellsep 15\\ his/her decisions if he\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ or she were not present\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ to do so?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ considers my\tabcellsep 19.3\tabcellsep 29.1\tabcellsep 25.5\tabcellsep 22.6\tabcellsep 3.5\tabcellsep 15.5\tabcellsep 21.9\tabcellsep 31.9\tabcellsep 22.9\tabcellsep 7.8\\ suggestions for\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ change?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor gives a\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ chance to speak your\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ mind in group meetings\tabcellsep 10.0\tabcellsep 28.9\tabcellsep 26.9\tabcellsep 21.0\tabcellsep 13.5\tabcellsep 11.9\tabcellsep 26.0\tabcellsep 29.9\tabcellsep 25.1\tabcellsep 7.1\\ or informally?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_1}Table 2 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{4} \par \begin{longtable}{P{0.6628238341968912\textwidth}P{0.11670984455958548\textwidth}P{0.07046632124352331\textwidth}} \tabcellsep satisfaction\tabcellsep \\ Cases\tabcellsep Chi-square value\tabcellsep P-value\\ Do you think that increase\tabcellsep \tabcellsep \\ in wages can improve\tabcellsep 4.518\tabcellsep 0.340\\ worker's satisfaction?\tabcellsep \tabcellsep \\ Do your wages compare\tabcellsep \tabcellsep \\ with other public sector\tabcellsep 1.170\tabcellsep 0.760\\ plants in Pakistan\tabcellsep \tabcellsep \\ do your wages compare\tabcellsep \tabcellsep \\ with those in similar\tabcellsep 2.733\tabcellsep 0.603\\ private sector plants\tabcellsep \tabcellsep \\ Same wage rate should\tabcellsep \tabcellsep \\ be adopted for old \& new\tabcellsep 4.087\tabcellsep 0.394\\ employees\tabcellsep \tabcellsep \\ Do your salary is fair for\tabcellsep \tabcellsep \\ your responsibilities\tabcellsep 5.024\tabcellsep 0.285\end{longtable} \par \caption{\label{tab_3}Table 4 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{5} \par \begin{longtable}{P{0.6332342007434945\textwidth}P{0.06382899628252788\textwidth}P{0.05877323420074349\textwidth}P{0.08152416356877323\textwidth}P{0.0063197026022304825\textwidth}P{0.0063197026022304825\textwidth}} do your salary fulfills your\tabcellsep \tabcellsep \tabcellsep My supervisor considers\tabcellsep \tabcellsep \\ expenses\tabcellsep 2.543\tabcellsep 0.637\tabcellsep my suggestions for\tabcellsep 1.387\tabcellsep 0.846\\ Are you satisfied with your present wages changed according to time Wage rate should be\tabcellsep 1.170 2.733\tabcellsep 0.760 0.603\tabcellsep change? My supervisor gives a or informally? mind in group meetings chance to speak your\tabcellsep 3.378\tabcellsep 0.497\\ Wages are the most\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ important element for\tabcellsep 4.087\tabcellsep 0.394\tabcellsep \tabcellsep \tabcellsep \\ raising employee\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ performance\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ \multicolumn{2}{l}{supervisory behavior}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Cases\tabcellsep Chi-square\tabcellsep P-Value\tabcellsep \tabcellsep \tabcellsep \\ \tabcellsep value\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor can make\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ me feel valued?\tabcellsep 5.024\tabcellsep 0.285\tabcellsep \tabcellsep \tabcellsep \\ My supervisor gives me\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ undesirable job\tabcellsep 1.173\tabcellsep 0.603\tabcellsep \tabcellsep \tabcellsep \\ assignments?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ Supervisor gives me\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ good technical\tabcellsep 3.346\tabcellsep 0.502\tabcellsep \tabcellsep \tabcellsep \\ suggestions?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor makes my\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ work difficult for me?\tabcellsep 3.198\tabcellsep 0.525\tabcellsep \tabcellsep \tabcellsep \\ My supervisor shares with\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ me his/her considerable\tabcellsep 0.290\tabcellsep 0.962\tabcellsep \tabcellsep \tabcellsep \\ experience and/or\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ training?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor provides\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ me with sound job-related\tabcellsep 7.180\tabcellsep 0.127\tabcellsep \tabcellsep \tabcellsep \\ advice?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor gives me\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ the feeling that I have\tabcellsep 1.942\tabcellsep 0.746\tabcellsep \tabcellsep \tabcellsep \\ responsibilities to fulfill?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor makes fair\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ and balanced decisions?\tabcellsep 2.645\tabcellsep 0.619\tabcellsep \tabcellsep \tabcellsep \\ My supervisor can be\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ trusted?\tabcellsep 7.090\tabcellsep 0.131\tabcellsep \tabcellsep \tabcellsep \\ My supervisor sets an\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ example of how to do\tabcellsep 2.592\tabcellsep 0.628\tabcellsep \tabcellsep \tabcellsep \\ things the right way in\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ terms of ethics?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My supervisor would be\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ personally inclined to help\tabcellsep 2.645\tabcellsep 0.619\tabcellsep \tabcellsep \tabcellsep \\ me solve problems in my\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ work?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ My working relationship\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ with my supervisor is\tabcellsep 6.098\tabcellsep 0.128\tabcellsep \tabcellsep \tabcellsep \\ effective?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ I have enough confidence\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ in my supervisor that I\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ would defend and justify\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ his/her decisions if he or\tabcellsep 1.049\tabcellsep 0.902\tabcellsep \tabcellsep \tabcellsep \\ she were not present to\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\ do so?\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_4}Table 5 :}\end{figure} \begin{figure}[htbp] \noindent\textbf{6} \par \begin{longtable}{P{0.7333804809052334\textwidth}P{0.06612446958981612\textwidth}P{0.05049504950495049\textwidth}} \tabcellsep items\tabcellsep \\ Cases\tabcellsep Chi-Square\tabcellsep P-Value\\ \tabcellsep Value\tabcellsep \\ are you satisfied with\tabcellsep \tabcellsep \\ the housing welfare\tabcellsep 4.061\tabcellsep 0.398\\ facilities provided by the\tabcellsep \tabcellsep \\ management\tabcellsep \tabcellsep \\ are you satisfied with\tabcellsep \tabcellsep \\ the medical welfare\tabcellsep 5.286\tabcellsep 0.259\\ facilities provided by the\tabcellsep \tabcellsep \\ management\tabcellsep \tabcellsep \\ are you satisfied with\tabcellsep \tabcellsep \\ the canteen welfare\tabcellsep 3.843\tabcellsep 0.428\\ facilities provided by the\tabcellsep \tabcellsep \\ management\tabcellsep \tabcellsep \\ are you satisfied with\tabcellsep \tabcellsep \\ the transport welfare\tabcellsep 4.996\tabcellsep 0.288\\ facilities provided by the\tabcellsep \tabcellsep \\ management\tabcellsep \tabcellsep \\ Other facilities can such\tabcellsep \tabcellsep \\ as low cost education\tabcellsep 6.003\tabcellsep 0.199\\ for children and on-job\tabcellsep \tabcellsep \\ training are essential for\tabcellsep \tabcellsep \\ workers\tabcellsep \tabcellsep \\ After-retirement benefits\tabcellsep \tabcellsep \\ like pension funds,\tabcellsep \tabcellsep \\ employee old age\tabcellsep 2.543\tabcellsep 0.637\\ benefit have substantial\tabcellsep \tabcellsep \\ impact on employee\tabcellsep \tabcellsep \\ productivity\tabcellsep \tabcellsep \\ Your company\tabcellsep \tabcellsep \\ maintains benefits that\tabcellsep 2.861\tabcellsep 0.581\\ compare well to other\tabcellsep \tabcellsep \\ companies in this area.\tabcellsep \tabcellsep \end{longtable} \par \caption{\label{tab_5}Table 6 :}\end{figure} \footnote{© 2012 Global Journals Inc. (US)Labor Management Relations} \backmatter \begin{bibitemlist}{1} \bibitem[Piderman (1995)]{b0}\label{b0} ‘Case Study in Labor/Management: City ofMiami’. E Piderman . \textit{Florida. Fire Engineering} 1995. August. p. 93. \bibitem[Imai ()]{b4}\label{b4} \textit{Kaizen: The key to Japan's competitive success}, Massac Imai . kaizen:The key to. 1986. (1st ed.) \bibitem[Law (1994)]{b1}\label{b1} ‘Labor and Management Bridging the Gap’. D K Law . \textit{American Fire Journal} 1994. April. p. 27. \bibitem[Reynolds ()]{b2}\label{b2} ‘Labor Relations: Alternative Methods That Will Guarantee Survival Into the Next Century’. C M Reynolds . \textit{National Fire Academy: Executive Fire Officer Program} 1994. 1 p. 12. \bibitem[Steven and Edward ()]{b3}\label{b3} . T Steven , Edward . \textit{fire service personnel management}, 2000. (1st ed.. fire personnel management) \end{bibitemlist} \end{document}