Professional Documents
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OBJECTIVES
SYLLABUS FOR IR
SANMAN KULKARNI
4
Industrial Relations – Rajput Sir
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
4. IDEOLOGY OR MINIMUM SET OF SHARED BELIEFS, SUCH AS THE
ACTORS’ MUTUAL ACCEPTANCE OF THE LEGITIMACY OF OTHER
ACTORS & THEIR ROLES, WHICH ENHANCE SYSTEM STABILITY. AND
5. OUTCOMES, INCLUDING WAGES & BENEFITS, RULES ABOUT WORK
RELATIONS, JOB SATISFACTION, EMPLOYMENT SECURITY, PRODUCTIVE
EFFICIENCY, INDUSTRIAL PEACE & CONFLICT & INDUSTRIAL
DEMOCRACY.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
3. THERE ARE LARGE AREAS OF COMMON INTERESTS BETWEEN
EMPLOYERS & EMPLOYEES DESPITE THEIR CONFLICTING INTERESTS &
IMPORTANT INTERDEPENDENCIES.
4. THERE IS AN INHERENT INEQUALITY OF BARGAINING POWER IN MOST
INDIVIDUAL E-E RELATIONSHIPS. AND
5. THERE IS PLURALISM, THE NOTION THAT THERE ARE MULTIPLE
COMPETING INTERESTS GPS IN SOCIETY, EACH WITH VALID INTERESTS.
( PLURALISM MEANS DIFFERING CULTURES & VIEWS WITHIN A
SOCIETY ).
OBJECTIVES OF IR
SCOPE OF IR WORK
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
GENERALLY REPORTS DIRECTLY TO THE HEAD OF AN ORG. THE
FUNCTIONS, THAT IS THE SCOPE, OF IR STAFF ARE :-
1. ADMINISTRATION, INCLUDING OVERALL ORG, SUPERVISION & CO-
ORDINATION OF IR POLICIES & PROGRAMMES.
2. LIAISON WITH OUTSIDE GPS & PERSONNEL DEPTS AS WELL AS WITH
VARIOUS CADRES OF MANAGEMENT STAFF.
3. THE DRAFTING OF REGULATIONS, RULES, LAWS OR ORDERS & THEIR
CONSTRUCTION & INTERPRETATION.
4. POSITION CLASSIFICATION, INCLUDING OVERALL DIRECTION OF JOB
ANALYSIS, SALARY & WAGE ADMINISTRATION, WAGE SURVEY & PAY
SCHEDULES.
5. EMPLOYEE COUNSELLING ON ALL TYPES OF PERSONAL PROBLEMS---
EDUCATIONAL, VOCATIONAL, HEALTH OR BEHAVIOUR PROBLEMS.
6. MEDICAL & HEALTH SERVICES.
7. SAFETY SERVICES INCLUDING FIRST AID TRG.
8. GP ACTIVITIES LIKE GP HEALTH INSURANCE, HOUSING, CAFETERIAL
PROGRAMMES & SOCIAL CLUBS.
9. SUGGESTION PLANS & THEIR USES IN LABOUR MANAGEMENT &
PRODUCTION COMMITTEES.
10. EMPLOYEE RELATIONS, ESPECIALLY COLLECTIVE BARGAINING WITH
REPRESENTATIVES & SETTLING GRIEVANCES.
11. PUBLIC RELATIONS.
12. RESEARCH IN OCCUPATIONAL TRENDS & EMPLOYEE ATTITUDES &
ANALYSIS OF LABOUR TURNOVER.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
INTERESTS OF ENTERPRISE. UNIONS TO TELL ABOUT WORKERS’
RESPONSIBILITIES TO ORG. TRADE UNIONS TO MAINTAIN GOOD
RELATIONS WITH MANAGEMENT & AVOID MILITANCY & STRIKES.
TRADE UNIONS TO DEVELOP & ENCOURAGE RIGHT KIND OF
LEADERSHIP. INFACT POLITICALISATION & MULTIPLICITY OF UNIONS
LEADS TO RIVALRY.
6. NEGOTIATING SKILLS & ATTITUDES OF MANAGEMENT & WORKERS TO
BE DEVELOPED SO THAT :-
( a ) BOTH PARTIES SHOULD HAVE APPROACH TO ARRIVE AT AN
AGREEMENT & NOT ONLY RAISE CONFLICTS.
( b ) PARTIES MUST HAVE CONFIDENCE ON EACH OTHER. EMPATHY &
OPEN MIND ARE IMPORTANT RELIANCE ON COLLECTIVE BARGAINING
IS VITAL.
( HERE EMPATHY MEANS ABILITY TO UNDERSTAND & SHARE THE
FEELINGS OF ANOTHER ).
( c ) MUTUAL TRUST & RESPECT IN ORG. AND
( d ) BOTH PARTIES SHOULD DEVELOP CONSTRUCTIVE APPROACH &
BELIEVE IN HONOURING AGREEMENTS.
HISTORY OF IR
SR PERIOD ACTIVITY
1. 1920 & 1926 IN IDIA, EMPLOYMENT RELATIONSHIPS WERE
INSTITUTIONALIZED & TRADE UNION ACT WAS
FORMULATED IN 1926.
2. 1853 & 1855 FIRST COTTON FACTORY IN INDIA WAS SET UP AT
BOMBAY IN 1853, FOLLOWED BY JUTE MILL AT
CALCUTTA IN 1855.
3. 1855 & 1875 FATAL ACCIDENT ACT LEGISLATION IN 1855 &
WORKMEN’S BREACH OF CONTRACT ACT IN 1875---
SERVING THE INTEREST OF EMPLOYERS ONLY.
4. UNDER EAST INDIA COY PURSUED A POLICY OF DELIBERATE
COLONIAL DISCOURAGEMENT OF INDUSTRIALIZATION OF INDIA.
RULE INDIA WAS PUSHED DOWN & KEPT AS A MARKET FOR
RAW MATERIALS & FINISHED GOODS OF BRITISH
MANUFACTURERS.---LONG HOURS OF WORK,
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
UNHEALTHY WORKING CONDITIONS, LOW WAGE RATE,
EMPLOYER MILITANCY & A POLICY OF NON-
INTERFERENCE ROLE BY GOVT.
5. 1881 THE FIRST FACTORIES ACT WAS ENACTED TO
REGULATE THE CONDITIONS OF LABOUR.
6. 1887 THE FIRST STRIKE IN EXPRESS MILLS AT NAGPUR.
7. 1923 & 1926 WORKMEN’S COMPENSATION ACT OF 1923 AND TRADE
UNION ACT 1926.
8. 1929 TO THE ROYAL COMMISSION ON LABOUR REPORT 1929;
1936 FACTORIES ACT 1934 & PAYMENT OF WAGES ACT
1936.
9. 1946 INDUSTRIAL EMPLOYMENT ( STANDING ORDERS ) ACT
ONWARDS 1946; THE INDUSTRIAL DISPUTES ACT 1947; THE
FACTRIES ACT 1948; THE MINIMUM WAGES ACT 1948;
THE EMPLOYEE STATE INSURANCE ACT 1948.
# EMPLOYEE MAINTENANCE-----
1. THE FACTORIES ACT---1948.
2. THE MINES ACT—1952.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
3. THE EMPLOYEES’ PROVIDENT FUNDS & MISCELLANEOUS PROVISIONS
ACT---1959.
4. THE EMPLOYEES’ STATE INSURANCE ACT---1948.
5. PAYMENT OF GRATUITY ACT---1972.
6. THE WORKMEN’S COMPENSATION ACT---1923. AND
7. THE MATERNITY BENEFITS ACT---1961.
# EMPLOYEE RELATIONS-------
1. THE TRADE UNIONS ACT---1926.
2. THE INDUSTRIAL DISPUTES ACT---1947.
3. THE INDUSTRIAL EMPLOYMENT ( STANDING ORDERS ACT ) –1946. AND
4. THE SALES PROMOTIONS EMPLOYEES ( CONDITIONS OF SERVICE ) ACT
—1976.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
FUTURE OF IR IN INDIA
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
2. MANAGEMENT’S ATTITUDE TOWARDS WORKERS.
3. ROLE OF GOVT MACHINERY. AND
4. OTHER CAUSES.
# OTHER CAUSES---
( a ) AFFILIATION OF TRADE UNIONS WITH POLITICAL PARTIES &
LEADERSHIP,
THEREBY BRINGING PRESSURES FOR ACCEPTING THEIR DEMANDS.
( b ) POLITICAL INSTABILITY & POOR CENTRE-STATE RELATIONS
CONTRIBUTE TO
INDUSTRIAL CONFLICTS. AND
( c ) CHARACTER CRISIS & VALUES OF TRADE UNION LEADERS.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
5. PRODUCTIVITY----WORKERS WANT MORE COMPENSATION FOR MORE
PRODUCTIVITY. PRODUCTIVITY IS A RESULT OF LABOUR, CAPITAL,
TECHNOLOGY & OTHER FACTORS. THE PROBLEM IS IN DETERMINING
HOW MUCH IS DUE TO LABOUR & HOW MUCH DUE TO OTHER
FACTORS.
6. INFLATION----LINKING WAGES TO COST OF LIVING INDEX.
7. INDUSTRIAL RELATIONS SCENE AT PRESENT-----IR ARE COMPLICATEDBY
FACTORS SUCH AS---GROWING INDISCIPLINE, FREQUENT BREAK-DOWN
OF LAW & ORDER & POLITICAL PRESSURES. Irs ARE IN IMPASSE.
ORGs ARE BUSY IN FIRE-FIGHTING BASED ON STRATEGY OF
CONFLICT. MOST OF THE PROBLEMS ARE CONNECTED WITH
WEAKNESSES OF TRADE UNIONS.
SUMMARY
1. WHAT IS IR ?
2. THE MAJOR COMPONENTS OF IR SYSTEM.
3. FEATURES OF IR.
4. THEORIES & ASSUMPTIONS.
5. OBJECTIVES OF IR.
6. SCOPE OF IR WORK.
7. FACTORS / CONDITIONS FOR GOOD IR.
8. HISTORY OF IR.
9. LEGAL FRAMEWORK OF HRM.
10. PROFILE OF LABOUR LEGISLATION IN INDIA. AND
11. FUTURE OF IR IN INDIA.
12. PROBLEMS & CAUSES OF IR / INDUSTRIAL DISPUTES.
EMPLOYEE GRIEVANCES
TOPICS TO BE COVERED
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
1. GRIEVANCES.
2. NATURE.
3. TYPES.
4. CAUSES.
5. MACHINERY FOR REDRESSAL OF GRIEVANCES.
6. GRIEVENCES & IR.
INTRODUCTION
WHAT IS GRIEVANCES ?
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
THE COMPLAINT & THE DISSATISFACTION GROWS WITHIN THE EMPLOYEE,
IT USUALLY ASSUMES THE STATUS OF A GRIEVANCE.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
3. GRIEVANCES ARE FEELINGS, SOMETIMES REAL, SOMETIMES IMAGINED,
WHICH AN EMPLOYEE MAY HAVE IN REGARD TO HIS EMPLOYMENT
SITUATION.
4. THE ONLY MAJOR RESTRICTION IN THESE DEFINITIONS IS THAT THE
DISCONTENT MUST AFFECT WORKER PERFORMANCE.
NATURE OF GRIEVANCE
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
TYPES OF GRIEVANCES
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
INTO THIS ARE SAFEGUARDS AGAINST VICTIMIZATION IF, FOR INSTANCE,
THE GRIEVANCE CONCERNS A SUPERIOR’S ACTION.
POLICY : GRIEVANCES
PROCEDURE : GRIEVANCES
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
TAKES PLACE WITHIN FIVE WORKING DAYS OF THE REQUEST & IS
ATTENDED BY THE MANAGER, THE MANAGER RESPONSIBLE FOR
PERSONNEL, THE EMPLOYEE APPEALING AGAINST THE DECISION &
IF DESIRED HIS OR HER REPRESENTATIVE. THE MANAGER
RESPONSIBLE FOR PERSONNEL, RECORDS THE RESULT OF THE
MEETING IN WRITING & ISSUES COPIES TO ALL CONCERNED.
3.IF THE EMPLOYEE IS STILL NOT SATISFIED WITH THE DECISION,
HE OR SHE MAY APPEAL TO THE APPROPRIATE DIRECTOR. THE
MEETING TO HEAR THIS APPEAL IS HELD WITHIN FIVE WORKING
DAYS OF THE REQUEST & IS ATTENDED BY THE DIRECTOR, THE
MANAGER RESPONSIBLE FOR PERSONNEL, THE EMPLOYEE MAKING
THE APPEAL & IF DESIRED, HIS OR HER REPRESENTATIVE. THE
MANAGER RESPONSIBLE FOR PERSONNEL, RECORDS THE RESULTS
OF THIS MEETING IN WRITING & ISSUES COPIES TO ALL
CONCERNED.
( PLEASE NOTE HERE THAT TIME FRAME MUST BE DEFINED IN THE
PROCEDURE, WHICH VARIES FROM ORG TO ORG. THE GRIEVANCES
MUST BE RESOLVED IMMEDIATELY OR AT THE EARLIEST ----THIS
ASPECT IS REQUIRED TO BE DEVELOPED BY HR MANAGERS )
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
Step Labour Representative Management Representative
1. Steward & aggrieved employee. Foreman.
2. Shop Committee Personnel Manager
3. Local union ofrs President
4. Arbitration by an impartial third
party
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
# IT IS RELEVENT TO NOTE THAT THE MANAGEMENT IS OFTEN GUILTY
OF ERRORS IN ITS HANDLING OF THE GRIEVANCE REDRESSAL
PROCEDURE. THESE ERRORS COULD BE :-
1. STOPPING TOO SOON THE SEARCH FOR FACTS.
2. EXPRESSING THE OPINION OF THE MANAGEMENT BEFORE ALL THE
PERTINENT FACTS HAVE BEEN UNCOVERED & EVALUATED.
3. FAILING TO MAINTAIN PROPER RECORDS.
4. RESORTING TO AN EXECUTIVE FIAT ( MEANS AN OFFICIAL ORDER OR
AUTHORISATION ) INSTEAD OF DISPASSIONATELY DISCUSSING THE
FACTS OF THE GRIEVANCE OF THE EMPLOYEE.
5. COMMUNICATING THE DECISION TO THE GRIEVANT IN AN IMPROPER
WAY.
6. TAKING A WRONG OR HASTY DECISION, WHICH THE FACTS OR
CIRCUMSTANCES OF THE CASE DO NOT JUSTIFY.
# THESE COULD BE :-
1. WHEN A GRIEVANCE ARISES OUT OF AN ORDER ISSUED BY THE
MANAGEMENT, THE ORDER ITSELF MUST BE COMPLIED WITH BEFORE
THE PROCEDURE IS ACTIVATED.
2. THE RIGHT OF THE WORKERS’ REPRESENTATIVE ON THE GRIEVANCE
COMMITTEE TO SEE A DOCUMENT & THE RIGHT OF THE
MANAGEMENT’S REPRESENTATIVE TO REFUSE TO SHOW A DOCUMENT
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
OF A COFIDENTIAL NATURE. CONFIDENTIAL; DOCUMENTS SHALL NOT
BE USED AGAINST HIM.
3. THERE IS A LIMIT OF 72 HOURS WITHIN WHICH AN APPEAL CAN BE
TAKEN FROM ONE STEP TO ANOTHER.
4. PAYMENT FOR TIME THAT HAS BEEN SPENT ON THE REDRESSAL OF
GRIEVANCE. AND
5. IN THE EVENT OF A GRIEVANCE ARISING OUT OF DISCHARGE OR
DISMISSAL, THE WORKER HAS THE RIGHT TO APPEAL EITHER TO THE
DISMISSING AUTHORITY OR TO A Sr BODY, SPECIFIED FOR THE
PURPOSE BY THE MANAGEMANT, WITHIN A WEEK FROM THE DATE
OF DISMISSAL OR DISCHARGE.
DISCIVERY OF GRIEVANCES
SANMAN KULKARNI
4
Industrial Relations – Rajput Sir
6. GRAPEVINE----IT IS THE CIRCULATION OF RUMOURS & UNOFFICIAL
INFO.
SUMMARY
1. INTRODUCTION.
2. WHAT IS GRIEVANCES & ANALYSIS OF DEFINITIONS.
3. NATURE OF GRIEVANCES.
4. TYPES OF GRIEVANCES.
5. MACHINERY FOR REDRESSAL OF GRIEVANCES.
6. POLICY & PROCEDURE.
7. BASIC ELEMENTS OF GRIEVANCE PROCEDURE.
8. ERRORS BY MANAGEMENT.
9. SUCCESSFUL GRIEVANCE HANDLING PROCEDURE.
10. CERTAIN PROCEDURAL MATTERS IN DEALING WITH GRIEVANCES. AND
11. DISCOVERY OF GRIEVANCES.
12. CERTAIN DO’S & DON’TS.
INTRODUCTION
SANMAN KULKARNI
4
Industrial Relations – Rajput Sir
EMPLOYERS ALSO FOUND IT MORE CONVIENT TO DEAL WITH A GP
RATHER THAN INDIVIDUALS.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
1. THE PROCESS IS “ COLLECTIVE” BECAUSE ISSUES RELATING TO TERMS
& CONDITIONS OF EMPLOYMENT ARE SOLVED BY REPRESENTATIVES
OF EMPLOYEES & EMPLOYERS IN GPS RATHER THAN AS INDIVIDUALS.
2. IT IS ESSENTIALLY A GP ACTIVITY RATHER THAN AN INDIVIDUAL OR
UNILATERALK ACTION.
3. FLEXIBLE ATTITUDE OF BOTH THE MANAGEMENT & THE UNION IS
ENCOURAGED.
4. IT IS A BILATERAL ( INVOLVING TWO PARTIES ) PROCESS.
5. IT IS AN ONGOING & DYNAMIC PROCESS.
6. IT IS COMPLEX IN NATURE BECAUSE OF THE PROCESS & TECHNIQUES
ADAPTED IN RESOLVING THE ISSUE.
7. IT PERFORMS LEGISLATIVE, JUDICIAL & EXECUTIVE FUNCTIONS.
( LEGISLATIVE MEANS RELATING TO LAWS).
8. IT IS BOTH AN ART & SCIENCE.
9. IT IS A PROCESS IN THE SENSE THAT IT CONSISTS OF A NUMBER OF
STEPS. THE STARTING POINT IS THE PRESENTATION OF THE CHARTER
OF DEMANDS & THE LAST STAGE IS THE REACHING OF AN
AGREEMENT, OR A CONTRACT WHICH WOULD SERVE AS THE BASIC
LAW GOVERNING LABOUR-MANAGEMENT RELATIONS OVER A PERIOD
OF TIME IN AN ORG.
10. IT IS DISTINCTIVE IN NATURE AS THE RULES ARE MADE BY THE
UNIONS OF WORKERS, EMPLOYERS & ORGS.
11. IT IS GOVERNED BY THE CONVENTIONS & CUSTOMS THAT PREVAIL
AT THE COY LEVEL.
12. IT IS NOT JUST AN ECONOMIC PROCESS BUT MORE A SOCIO-
ECONOMIC ONE. THE VALUES, ASPIRATIONS & EXPECTATIONS ALSO
PLAY A SIGNIFICANT ROLE.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
4. MATURITY OF THE PEOPLE-----THE KNOWLEDGE OF THE TECHNIQUES
OF COLLECTIVE BARGAINING IS VERY MUCH IMPORTANT. THE
EDUCATION, EXPOSURE & BELIEF IN THE SYSTEM ARE SOME OF THE
FACTORS, WHICH INFLUENCE THE MATURITY OF THE PERSON.
5. NEGOTIATING TEAM---THE TEAM SHOULD BE SO SELECTED THAT
DECISIONS ARE ARRIVED AT WITH NO OR MINIMUM REFERRALS TO
THE TOP MANAGEMENT. THE TEAM SHOULD HAVE A MIXED
COMPOSITION.
6. RECOGNISE THE UNION-----IT IS NECESSARY FOR THE MANAGEMENT
TO RECOGNISE THE UNION & TO BARGAIN IN MORE GOOD FAITH.
STRONG UNIONS & PROGRESSIVE MANAGEMENTS CAN HELP CREATE
AN ATMOSPHERE OF MUTUAL CONFIDENCE.
7. APPROACH----OPEN MINDS, TO LISTEN & APPRECIATE THE OTHERS’
CONCERN & POINT OF VIEW & TO HAVE SOME FLEXIBILITY IN
MAKING ADJUSTMENTS TO THE DEMANDS MADE.
8. HOMEWORK---THE DEMANDS PRESENTED MUST BE STUDIED IN
ADVANCE TO GATHER DATA ON WAGES & WELFARE BENEFITS; THAT
IS BENCH-MARKING.
9. IDENTIFICATION—BOTH THE MANAGEMENT & THE UNIONS SHOULD BE
ABLE TO IDENTIFY GRIEVANCES, SAFETY & HYGIENE PROBLEMS ON
ROUTINE BASIS & TAKE APPROPRIATE REMEDIAL STEPS.
10. INTERNAL UNION DEMOCRACY----TRADE UNIONS SHOULD ENCOURAGE
INTERNAL UNION DEMOCRACY & HAVE PERIODIC CONSULTATIONS
WITH THE RANK & FILE MEMBERS.
11. PRODUCT / SERVICES---TRADE UNIONS SHOULD EQUALLY BE
CONCERNED WITH BOTH QUANTITY OF WORK OUTPUT AS AGREED
UPON & QUALITY OF WORK, BOTH LEADING TO A CONSISTENT
CONCERN FOR THE VIABILITY OF THE COY & ITS PRODUCT /
SERVICES.
12. PERIODIC DISCUSSIONS---THESE MUST BE BETWEEN MANAGEMENT &
THE UNION TO INTERPRET THE PROVISIONS OF THE CONTRACT &
CLARIFY DOUBTS. THIS IS LIKELY TO HELP IN AVOIDING STRIKES /
LOCKOUTS.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
WOULD BE ANY DELAYS. TILL THE FRESH AGREEMENT IS SIGNED, THE
PROVISIONS OF THE EXISTING AGREEMENT WOULD CONTINUE.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
7. MAKE PLENTY OF PROPOSALS TO ENHANCE THE OPPORTUNITIES TO
COME TO A SOLUTION.
8. BE PREPARED TO COMPROMISE.
9. ACCEPT TO GET RESULTS GRADUALLY.
10. PRESERVE GOOD MANNERS & KEEP DISCUSSION FOCUSED ON
RELEVENT ISSUES. AND
11. BE PREPARED TO STAND ALONG ANY HARD STRIKE OR LOCK-
OUT---MEANS CONTINGENCY PLANNING SHOULD BE IN THOUGHT
OF.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
11. JUDGE THE PARTIES---IT IS NOT DESIRABLE TO UNDERESTIMATE OR
OVERESTIMATE THE OTHER PARTY.
12. GOOD END—THE RESULT OF A COLLECTIVE BARGAINING STRATEGY
SHOULD END IN A GOOD AGREEMENT OR SETTLEMENT.
TYPES OR FORMS OF CB
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
# CB IS A VERY IMPORTANT & MOST EFFECTIVE
INSTRUMENT IN THE HANDS OF THE WORKERS TO
BETTER THEIR CONDITIONS. THIS IMPORTANCE HAS
FOLLOWING FACTORS :-
1. IT IS BEST SUITED FOR THE CONCEPT OF
INDUSTRIAL DEMOCRACY. THE UNIONS GET AN
OPPORTUNITY TO ACQUINT THE EMPLOYER WITH
THE VIEW POINT OF UNION MEMBERS & THEIR
SPECIAL PROBLEMS.
2. IT ENSURES AN IMPROVED STATUS FOR WORKERS.
3. ENSURES LASTING INDUSTRIAL PEACE.-----CB IS NOT
A METHOD OF SETTLING DISPUTES ONLY BUT ALSO
FOR ITS PREVENTION. IT CAN DISPEL CONFLICTS.
AND
4. IT FOSTERS RESPONSIBILITY ON THE PART OF BOTH
WORKERS & EMPLOYERS.---PARTIES WHO HAVE
REACHED AN AGREEMENT HAVE RESPONSIBLE
BEHAVIOUR THAN IF IMPOSED BY THE DECISION OF
THIRD PARTY.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
PUBLIC SECTORS & NOW IT IS WIDELY FOLLOWED IN
PRIVATE SECTORS ALSO.
SANMAN KULKARNI
4
Industrial Relations – Rajput Sir
1. AT PLANT-LEVEL BARGAINING THE PROCEDURE
CONSISTS IN MOST CASES OF SINGLE-EMPLOYER-
SINGLE UNION & IN SOME CASES SINGLE EMPLOYER
& MULTI UNION, THROUGH A NEGOTIATING
COMMITTEE.
2. AT INDUSTRY BARGAINING-----VARIED PROCEDURES
ARE FOLLOWED. :-
( a ) IN JUTE / TEXTILE INDUSTRY, IN WEST BENGAL,
THE NEGOTIATIONS ARE CONDUCTED IN A
TRIPARTITE COMMITTEE WHICH CONSISTS OF
REPRESENTATIVES OF MILL- OWNERS & TRADE
UNION CENTRES & A NOMINEE OF THE STATE
GOVT WHO CHAIRS THE MEETING.
( b ) THE STEEL INDUSTRT----THE PROCESS OF
BARGAINING HAS BEEN INITIATED FROM OUTSIDE
BY THE GOVT OF INDIA WHO AFTER DETAILED
DISCUSSIONS WITH THE REPRESENTATIVES OF
EMPLOYERS & UNIONS SET UP A JOINT WAGE
NEGOTIATION COMMITTEE. THE COMMITTEE IS
COMPOSED OF MANAGEMENT REPRESENTATIVES OF
THE ALL STEEL PLANTS IN THE PRIVATE & PUBLIC
SECTORS & THE REPRESENTATIVES OF THE
RECOGNISED UNIONS IN THOSE PLANTS.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
HERE BARGAINING INVOLVES A SINGLE EMPLOYER OR
AN ASSOCIATION OF EMPLOYERS & SEVERAL UNIONS.
SANMAN KULKARNI
4
Industrial Relations – Rajput Sir
RECENT YEARS FROM WAGE ISSUES TO NON-WAGE
ISSUES. THE ISUUES THAT ARE NOW FREQUENTLY
DEALT INCLUDE :-
1. VARIETY BENEFITS & ALLOWANCES.
2. WORKING CONDITIONS
3. RATIONALISATION.
4. LEAVE & HOLIDAYS---LEAVE & PAID HOLIDAYS.
5. EMPLOYMENT CONDITIONS---OVERTIME, SHIFT
ALLOWANCE, MEDICAL BENEFITS, ACCIDENT
BENEFITS, RETIREMENT BENEFITS
6. INCENTIVE SCHEMES & ATTENDENCE BONUS
SCHEME.
7. PRODUCTIVE BONUS
8. TENDENCY TO DRAW AN AGREEMENT FOR A
PERIOD OF TWO TO THREE YEARS.
CONCLUSION
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
AMEN---SO BE IT.
1. INTRODUCTION.
2. WHAT IS CB ?
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
3. DEFINITION OF CB & WHAT DO WE LEARN FROM
THESE DEFINITIONS.
4. PREREQUISITES FOR SUCCESSFUL CB.
5. CB PROCESS.
6. STEPS TO IMPROVE THE PROCESS OF CB.
7. TACTICS USED IN CB.
8. TYPES OF CBS.
9. TRENDS IN CB. AND
10. CONCLUSION.
1. INTRODUCTION.
2. TECHNOLOGICAL ADVANCEMENT & ITS NEED.
3. PREREQUISITES FOR TECHNOLOGICAL
ADVANCEMENT.
4. ADVANTAGES OF THE SAME.
5. IMPACT OF IT ON THE EMPLOYEES.
6. RESISTENCE,
7. APPROPRIATE TECHNOLOGY. AND
8. PERFECT FIT.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
INTRODUCTION
# TECHNOLOGY IS THE APPLICATION OF SCIENTIFIC KNOWLEDGE FOR
PRACTICAL PURPOSES; IT IS THE BRANCH OF KNOWLEDGE CONCERNED
WITH APPLIED SCIENCES. TECHNOLOGICAL TRANSFER IS THE TRANSFER OF
NEW TECHNOLOGY FROM THE ORIGINATOR TO A SECONDARY USER,
ESPECIALLY FROM DEVELOPED TO UNDERDEVELOPED COUNTRIES.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
MANAGEMENT OF ILO DEFINES RATIONALISM AS ANY REFORM TENDING
TO REPLACE HABITUAL ANTIQUATED PRACTICES BY MEANS OF METHODS
USED BY SYSTEMATIC REASONING.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
# TECH CHANGE DOES HAVE AN IMPACT ON INDUSTRIAL ACTIVITY.
IMPORTANT IMPACTS COULD BE :-
1. INSTALLATION OF LARGE NUMBER OF AUTOMATIC MACHINES AT THE
SAME TIME NATURALLY CREATES SERIOUS PROBLEMS OF
UNEMPLOYMENT BECAUSE BY INTRODUCING AUTOMATION THE
NUMBER OF WORKERS FOR THE SAME OUTPUT IS LESS.
2. INTRODUCTION OF ADVANCED TECHNOLOGY SHOULD BE GRADUAL &
DONE IN CONSULTATION WITH THE WORKERS’ REPRESENTATIVES &
SHOULD SATISFY THE FOLLOWING CONDITIONS :-
( a ) IT ACCOMODATES ALL LABOUR THAT MAY BE RENDERED
SURPLUS.
( b ) IT RESULTS IN HIGHER PRODUCTIVITY & EFFICIENCY.
( c ) IT IMPROVES THE LEVEL OF EARNINGS OF THE WORKERS &
ENSURES
EQUITABLE GAINS DUE TO TECHNOLOGICAL CHANGES. AND
( d ) IT LEADS TO REDUCTION IN COSTS & BENEFITS TO THE
COMMUNITY.
3. TECH CHANGE AFFECTS THE WORK ENVIRONMENT & ALTERS THE
RELATIONSHIP BETWEEN THE E-E. THIS REQUIRES CHANGES &
ADJUSTMENTS IN THE WORK SITUATION. INDUSTRIES BEING OPEN
SYSTEMS, ARE REQUIRED TO ABSORB INTERNAL & EXTERNAL
PRESSURES. THESE PRESSURES MAKE INDUSTRIES CHANGE THEIR
PRODUCTION PROCESSES BY INTRODUCING MODERN TECHNOLOGICAL
DEVICES. THIS IS BECAUSE INDUSTRIES WOULD BE LOOSING SKILLED
LABOUR & TOUGH MARKET CONDITIONS & REQUIREMENTS OF
CUSTOMERS. ONCE THE CHANGE IS INTRODUCED ITS IMPACT DEPENDS
ON THREE FACTORS---THE NATURE OF THE CHANGE; THE RATE 7 SPEED
AT WHICH THE INNOVATIONS ARE INTRODUCED; AND THE METHODS
EMPLOYED BY THE MANAGEMENT FOR INTRODUCING THE CHANGE.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
INSIST THAT TECHNOLOGICAL CHANGES LEAD TO ECONOMIC GROWTH
ONLY UNDER CERTAIN CONDITIONS. THEY ALSO FEEL WORKERS’
REPRESENTATIVES HAVE A RIGHT TO BE CONSULTED BEFORE THE
INTRODUCTION OF ANY CHANGE. ON THE OTHER HAND EMPLOYERS
HAVE CONSISTENTLY CLAIMED THAT THEY SHOULD DECIDE UPON
SUCH CHANGES & HAVE BEEN WILLING TO DISCUSS THE PROBLEMS
OF HOW EMPLOYEES CAN BE PROTECTED FROM THE ADVERSE
EFFECTS OF SUCH CHANGES. THIS IS ONE OF THE MAJOR PROBLEMS
THAT LEADS TO INDUSTRIAL CONFLICTS.
6. OTHER PROBLEMS WHICH RESULT FROM TECHNOLOGICAL CHANGE
ARE :-
( a ) CHANGES IN JOB CONTENT, THEREBY CREATING NEW JOBS TO
REPLACE OLD ONES---THIS WOULD REQUIRE WAGE FIXATION FOR THE
NEW JOBS.
( b ) FITTING NEW JOBS INTO EXISTING INCENTIVE SCHEME OR PIECE
RATE STRUCTURE WHICH CALLS FOR NEW ATTITUDE & SKILLS.
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
ALL THE SITUATIONAL FACTORS. SO HERE THE CRITERIA IS THE CONCERN
FOR THE APPROPRIATENESS OF TECHNOLOGY.
COCLUSION
SUMMARY----TECHNOLOGY & IR
1. INTRODUCTION. 2. CONCEPT OF TECHNOLOGY. 3. RATIONALISATION
& AUTOMATION. 4. IMPLICATIONS OF RATIONALISATION &
AUTOMATION IN INDIA. 5. IMPACT OF TECHNOLOGICAL CHANGES. 6.
APPROPRIATE TECHNOLOGIES WITH RELEVENCE TO THE INDIAN
CONTEXT. 7. COCLUSION
SANMAN KULKARNI
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Industrial Relations – Rajput Sir
SANMAN KULKARNI
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