nep

1. SEMESTER ONE: B.A. CORE PAPER
INDUSTRIAL RELATIONS
•DEPARTMENT OF INDUSTRIAL RELATIONS
•DISCIPLINE SPECIFIC CORE PAPER
•SEMESTER ONE: PAPER ONE:
• INDIAN INDUSTRIAL RELATIONS
• MODULE TWO:
• PROBLEMS OF INDIAN INDUSTRIAL RELATIONS

2. PAPER ONE: MODULE TWO:
PROBLEMS OF INDIAN INDUSTRIAL RELATIONS
• IN SIMPLE WORDS, INDUSTRIAL RELATIONS REFERS TO THE
RELATIONSHIP BETWEEN THE OWNERS(OR MANAGEMENT) AND
WORKERS (OR LABOUR) IN AN INDUSTRY.
• INDUSTRIAL RELATIONS IS OF TWO TYPES:
• 1. GOOD INDUSTRIAL RELATIONS
• 2. POOR or BAD INDUSTRIAL RELATIONS
• IT IS IMPORTANT FOR EVERY EMPLOYER/OWNER AND H.R.
MANAGERS TO KNOW THE STATE OF INDUSTRIAL RELATIONS IN THEIR
ORGANIZATION-WHETHER IT IS GOOD OR BAD INDUSTRIAL
RELATIONS WHICH IS EXISTING

3. PAPER THREE: MODULE TWO:
PROBLEMS OF INDUSTRIAL RELATIONS
• INDUSTRIAL RELATIONS IS OF TWO TYPES-
• 1. GOOD INDUSTRIAL RELATIONS (There is Co-operation, good will, mutual
trust among employees and employers) MANY ADVANTAGES, DESIRABLE
• 2. POOR OR BAD INDUSTRIAL RELATIONS (there is non-cooperation,
conflict, ill will and lack of trust among employees and employers)-
VARIOUS DISADVANTAGES, UNDESIRABLE, TO BE AVOIDED.
• THERE ARE VARIOUS REASONS FOR POOR OR BAD INDUSTRIAL RELATIONS-
UNINTERESTING NATURE OF WORK-ALIENATION, POOR WAGES, POLITICAL
NATURE OF TRADE UNIONS, OCCUPATIONAL INSTABILITY, POOR
BEHAVIOURAL CLIMATE, POOR LEGAL FRAME WORK etc.……….
• THERE ARE VARIOUS INDICATORS OF POOR OR BAD INDUSTRIAL
RELATIONS

4. INDICATORS/SIGNS OF POOR INDUSTRIAL RELATIONS:
• INDICATORS OF POOR INDUSTRIAL RELATIONS ARE:
• 1.ABSENTEEISM
• 2. LABOUR TURN OVER
• 3. EMPLOYEE GRIEVANCES
• 4. INDUSTRIAL INDISCIPLINE
• 5. STRIKES
• 6. LOCK OUTS

5. 1. ABSENTEEISM-DEFINITIONS, CAUSES, EFFECTS
• ACCORDING TO EDWIN B FLIPPO, ABSENTEEISM IS A TITLE GIVEN TO
A CONDITION THAT EXIST WHEN A PERSON FAILS TO COME TO WORK
WHEN PROPERLY SCHEDULED TO WORK.
• ABSENTEEISM REFERS TO UNEXCUSED FAILURE TO ATTEND TO WORK.
IT IS FAILURE TO ATTEND TO WORK WITHOUT LEAVE BEING
GRANTED.
• THUS A WORKER IS NOT ABSENT/NOT AN ABSENTEE IF HE/SHE IS ON
• CASUAL LEAVE, EARNED LEAVE, SICK LEAVE, ON OTHER OFFICIAL
DUTY, MATERNITY OR PATERNITY LEAVE ETC…………….

6. CAUSES OF ABSENTEEISM:
• THE FOLLOWING ARE THE IMPORTANT CAUSES OF ABSENTEEISM-
• 1. SICKNESS: IN INDIA SICKNESS OF SELF OR FAMILY MEMBERS, ACCOUNTS FOR
MORE THAN 50% OF WORKER-ABSENTEEISM. MANY WORKERS WORK IN
UNHYGENIC WORKING CONDITIONS. WITH THEIR LOW SALARIES, MANY FACE
UNDERNOURISHMENT. CHILDRENS ILL-HEALTH IS A MAJOR REASON FOR
ABSENTEEISM AMONG WOMEN EMPLOYEES.
• 2. NIGHT SHIFTS: ABSENTEEISM IS RELATIVELY HIGH AMONG CERTAIN WORKERS
WHEN THEY ARE ASSIGNED NIGHT SHIFTS. UNCONVENTIONAL TIMINGS, LACK OF
PUBLIC TRANSPORT, SECURITY CONCERNS, TENSIONS ASSOCIATED WITH NIGHT
SHIFTS RESULTS IN ABSENTEEIM.

7. CAUSES OF ABSENTEEISM-CONTINUATION………….
• 3. SEASONAL ABSENCE- THE MIGRATORY CHARACTER OF MOST INDIAN
WORKERS IS ANOTHER MAJOR CAUSE FOR ABSENTEEISM IN INDIAN FACTORIES.
MOST INDIAN WORKERS FROM RURAL AREAS OFTEN MIGRATE BACK DURING
FESTIVALS, MARRIAGES, HARVESTS AND SCHOOL VACATION UNMINDFUL OF THE
CONSEQUNCES, ESPECIALLY IN THE CASE OF PUBLIC SECTOR INDUSTRIES.
• 4. ECONOMIC REASONS-GETTING OUTSIDE WORK/EXTRA WORK WITH BETTER
WAGES, SIDE-BUSINESS, INDEBTEDNESS-TO AVOID MONEY LENDERS DURING
SALARY WEEK, DEPENDENCY ON A SALARIED WIFE, OTHER FAMILY MEMBER,
ALSO RESULTS IN ABSENTEEISM.
• 5. LAZINESS/BAD HABITS-INHERENT LAZINESS OF SOME PEOPLE, VARIOUS BAD
HABITS LIKE ALCOHOLISM, DRUG ADDICTION, GAMBLING ETC. ARE ALSO
REASONS FOR ABSENTEEISM AMONG INDIAN WORKERS.

8. EFFECTS/CONSEQUENCES OF ABSENTEEISM
• ABSENTEEISM RESULTS IN VARIOUS NEGATIVE EFFECTS/CONSEQUENCES:
• AFFECTS PRODUCTION IN THE FACTORY/INDUSTRY
• AFFECTS HARMONIUS RELATIONSHIP WITH SUPERIORS AND COLLEAGUES
• BRINGS DOWN THE MORALE AMONG FELLOW WORKERS
• RESULTS IN REDUCTION OF WAGES OF ABSENTEE EMPLOYEES
• CAN RESULT IN DEMOTION OF WORKER TO A LOWER LEVEL WITH LOWER WAGES
• BRINGS IN SUFFERINGS TO FAMILY MEMBERS OF ABSENTEE EMPLOYEE
• CAN RESULT IN LOSS OF JOB IF EMPLOYEE ABSENTS CONTINUOUSLY

9. CONTROL OF ABSENTEEISM/MEASURES TO CHECK ABSENTEEISM
• PROPER PLACEMENT-SELECTION OF PEOPLE WITH PROPER APTITUDE
• CAREFUL INDUCTION-PROGRAMMES TO DEVELOP SELF ESTEEM, LOVE FOR
CAREER, LOYALTY, GOOD WILL, RESPONSIBILITY
• STRICT ACTION AGAINST REGULAR ABSENTEES-WAGE REDUCTION, DEMOTION
• COMPLIMENTING REGULAR WORKERS-ATTRACTIVE WAGES, ATTENDANCE
BONUS, INCENTIVES ETC., BETTER MEDICAL CARE, BABY SITTING FACILITIES
• PROVISION OF COMPANY TRANSPORT, SECURITY, HOUSING FACILITY NEAR
ESTABLISHMENT, CAN REDUCE ABSENTEEISM ESPECIALLY DURING NIGHT SHIFTS
• PROPER TRAINING-BUILD CONFIDENCE IN JOB, EXPERTISE
• PROPER EMPLOYEE COUNSELLING TO REDUCE STRESS/ANXIETY

10. 2. LABOUR TURN OVER-MEANING, CAUSES ETC.
• IN EVERY ORGANIZATION, SOME EMPLOYEES QUIT EMPLOYMENT, CAUSING VACANCIES. NEW
PERSONS ARE RECRUITED TO FILL SUCH VACANCIES. SUCH SEPARATIONS AND ADDITIONS TO THE
LABOUR FORCE ARE REFERRED TO AS LABOUR TURN OVER.
• A CERTAIN AMOUNT OF LABOUR TURN OVER IS INEVITABLE OR UNAVOIDABLE IN EVERY
ORGANIZATION BECAUSE SOME EMPLOYEES WILL QUIT EMPLOYMENT DUE TO RETIREMENT OR
DUE TO BETTER PROSPECTS ELSEWHERE. SIMILARLY, NEW PEOPLE WILL BE TAKEN INTO THE
ORGANIZATION TO FILL THE VACANCIES CAUSED BY SEPARATIONS OR TO TAKE UP JOBS NEWLY
CREATED IN THE INDUSTRY.
• THIS IS NORMAL. HOWEVER IF THIS IS HIGH, FREQUENT THEN IT BECOMES A SIGN/INDICATOR OF
POOR INDUSTRIAL RELATIONS. THUS EXCESSIVE LABOUR TURN OVER CAN CREATE PROBLEMS IN
AN INDUSTRY.
• ACCORDING TO EDWIN B FLIPPO, LABOUR TURN OVER CAN BE DEFINED AS, “THE MOVEMENT
INTO AND OUT OF AN ORGANIZATION BY THE WORK FORCE”.

11. CAUSES OF LABOUR TURN OVER:
• THE CAUSES OF LABOUR TURN OVER MAY BE CLASSIFIED INTO THREE GROUPS NAMELY:
• 1. CAUSES FOR WHICH EMPLOYEES ARE RESPONSIBLE
• 2. CAUSES FOR WHICH EMPLOYERS/MANAGEMENT ARE RESPONSIBLE
• 3. CAUSES FOR WHICH THE ECONOMIC CONDITIONS ARE RESPONSIBLE
• 1. CAUSES FOR WHICH EMPLOYEES ARE RESPONSIBLE: LABOUR TURN OVER CAN TAKE PLACE IN
AN INDUSTRY FOR THE FOLLOWING REASONS FOR WHICH THE WORKERS ALONE ARE
RESPONSIBLE:
• THE INCOMPETENCE OR INSUBORDINATION OF THE EMPLOYEES
• LAZINESS, IRREGURALITY AND LACK OF INTEREST IN THE JOB
• ALCOHOLISM, DRUG ADDICTION AND OTHER BAD HABITS

12. CAUSES OF LABOUR TURN OVER:
• ACCIDENTS AND SICKNESS OF WORKERS/FAMILY MEMBERS
• PERSONAL BETTERMENT/BETTER PROSPECTS IN OTHER INDUSTRY
• MARRIAGE AND BIRTH OF , OR SICKNESS OF CHILDREN OF FEMALE EMPLOYEES
• 2. CAUSES FOR WHICH EMPLOYERS/MANAGEMENT ARE RESPONSIBLE:
• LABOUR TURN OVER CAN TAKE PLACE IN THE INDUSTRIES DUE TO THE FOLLOWING REASONS FOR
WHICH THE EMPLOYERS OR THE MANAGEMENT ALONE IS RESPONSIBLE:
• LOW WAGES AND ALLOWANCES PAID TO WORKERS EVEN AFTER LONG YEARS OF SERVICE
• JOB INSECURITY
• BAD WORKING CONDITIONS
• FAVOURITISM AND VICTIMISATION

13. CAUSES OF LABOUR TURN OVER:
• BAD ATTITUDE/BEHAVIOUR OF MANAGERS/SUPERIORS/COLLEAGUES (SEXUAL HARASSMENT AT
WORK PLACE WHICH IS NEVER DEALT WITH BY THE AUTHORITIES)
• INADEQUATE OR ABSENCE OF MEDICAL AND HOUSING FACILITIES
• INEFFICIENCY OF MANAGEMENT IN GENERAL
• 3. CAUSES FOR WHICH THE ECONOMIC CONDITIONS ARE RESPONSIBLE
• THE ECONOMIC CONDITIONS PREVAILING IN A COUNTRY CAN ALSO RESULT IN LABOUR
TURNOVER. THIS CATEGORY INCLUDES THE FOLLOWING CAUSES:
• PRESENCE OF SEASONAL INDUSTRIES LEADING TO INEVITABLE HEAVY HIRING OF PEOPLE DURING
THE BUSY SEASON AND AN EQUALLY STRONG DOSE OF RETRENCHMENT DURING THE OFF
SEASON.
• EXPANSION OR DEVELOPMENT PROGRAMMES LEADING TO HEAVY EMPLOYMENT
• BUSINESS REDUCTION PROGRAMMES FOLLOWING ECONOMIC DEPRESSION/RECESSION
RESULTING IN HEAVY RETRENCHMENT

14. CAUSES OF LABOUR TURN OVER:
• TECHNOLOGICAL DEVELOPMENT AND RATIONALISATION PROGRAMME, LEADING TO
REPLACEMENT OF LABOUR BY MACHINES IN MANY SECTORS, AND CREATION OFLARGE NUMBER
OF JOBS IN FEW SECTORS (Eg.I.T./ITES).
• CONSEQUENCES OR RESULTS OF LABOUR TURN OVER:
• HIGH RATE OF LABOUR TURN OVER HAS MANY ADVERSE EFFECTS ON THE
INDUSTRY/ORGANISATION. THE FOLLOWING ARE THE CONSEQUENCES OR MAJOR NEGATIVE
EFFECTS CONNECTED WITH LABOUR TURN OVER:
• INSTABILITY IN THE WORK FORCE
• INTERRUPTED PRODUCTION IN THE INDUSTRY/ORGANIZATION
• REDUCTION IN PRODUCTION BECAUSE OF THE INEXPERIENCE OF NEW EMPLOYEES
• LIKELY DAMAGE TO EQUIPMENT AND MACHINERY FROM NEW AND INEXPERIENCED EMPLOYEES

15. CONSEQUENCES OR RESULTS OF LABOUR TURN OVER:
• LOSS FOR THE ORGANIZATION DUE TO WASTAGE, SPOILAGE AND DEFECTIVE WORK
• POSSIBILITY OF ACCIDENTS
• REDUCED EMPLOYEE MORALE
• CONTROL OF LABOUR TURN OVER/METHODS TO TACKLE L.T.O.
• SINCE LABOUR TURN OVER HAS MANY ADVERSE EFFECTS, IT IS VERY IMPORTANT TO IDENTIFY ITS
CAUSES AND TAKE REMEDIAL MEASURES. THE FOLLOWING ARE THE IMPORTANT MEASURES TO
CONTROL LABOUR TURN OVER:
• SCIENTIFIC RECRUITMENT & SELECTION, AND ADEQUATE TRAINING OF PERSONNEL
• FAIR WAGES/SALARIES, ALLOWANCES AND INCENTIVES, AND PROPER HIKES IN SALARIES
• JOB SECURITY, AVOIDANCE OF FAVOURITISM AND VICTIMISATION
• PROPER EMPLOYEE-GRIEVANCE SETTLEMENT MACHINERY

16. CONTROL OF LABOUR TURN OVER/METHODS TO TACKLE L.T.O.
• GOOD, SAFE, HEALTHY WORKING CONDITIONS FOR ALL WORKERS (WELFARE AND PROTECTIVE
LEGISLATIONS TO BE ENACTED BY THE GOVERNMENT)
• EFFECTIVE SUPERVISION AND LABOUR WELFARE FACILITIES
• PROPER SOCIAL SECURITY MEASURES LIKE PROVIDENT FUND, RETIREMENT FUND, GRATUITY,
PENSION Etc.
• PROVISION OF TRANSPORT FACILITIES, MEDICAL FACILITIES, HOUSING FACILITIES, CRECHE (BABY-
SITTING) FACILITIES FOR EMPLOYEES/ TRANSFER FACILITIES/WORK FROM HOME FACILITIES
• PERIODIC PERFORMANCE APPRAISAL AND ITS USE IN GRANTING PROMOTIONS, INCREMENTS
• PROPER COUNSELLING AND TRAINING FACILITIES FOR CAREER DEVELOPMENT AND GROWTH
• IN SOME CASES, EXECUTION OF SERVICE BOND/SERVICE CONTRACT CAN ALSO HELP IN REDUCING
LABOUR TURN OVER.

17. EMPLOYEE GRIEVANCES-MEANING, CAUSES, SOLUTIONS ETC.
• IN THEIR WORKING LIVES, EMPLOYEES/WORKERS, WILL FACE
CERTAIN DISSATISFACTION OR PROBLEMS.
• THIS CAN BECOME A COMPLAINT FOR WORKERS.
• WHEN THIS COMPLAINT IS FORMALLY COMMUNICATED TO THE
CONCERNED AUTHORITIES-NAMELY-EMPLOYERS OR MANAGERS,
• IT BECOMES A GRIEVANCE.
• THE GRIEVANCES OF EMPLOYEES OR WORKERS IN THE WORKPLACE
CONNECTED WITH WORK, IS KNOWN AS EMPLOYEE GRIEVANCES.

18. EMPLOYEE GRIEVANCES-MEANING, CAUSES, SOLUTIONS ETC.
• VARIOUS CAUSES FOR EMPLOYEE GRIEVANCES:
• MAJOR REASONS FOR EMPLOYEE GRIEVANCES ARE:
• LOW WAGES/LACK OF HIKE OR INCREMENTS IN WAGES/LACK OF
ALLOWANCES
• LACK OF AMENITIES/FACILITIES-MEDICAL, TRANSPORT, LEAVE
• FAVOURITISM/VICTIMISATION BY MANAGEMENT
• BAD CONDITIONS OF WORK-BAD MANAGEMENT POLICY
• LACK OF SETTLEMENT OF ISSUES/PROBLEMS

19. VARIOUS CAUSES FOR EMPLOYEE GRIEVANCES:
• CAUSES OF EMPLOYEE GRIEVANCES CAN ALSO BE CLASSIFIED UNDER THE FOLLOWING HEADS:
• MANAGEMENT PRACTICES: SUCH AS AUTOCRATIC STYLE OF ADMINISTRATION, SOCIAL DISTANCE-
KEEPING AWAY FROM EMPLOYEES, FAULTY IMPLEMENTATION OF PERSONNEL POLICY, POOR
COMMUNICATION, IMPROPER ATTITUDE TOWARDS WORKERS, PARTIALITY/FAVOURITISM AND
BAD BEHAVIOUR/INAPPROPRIATE BEHAVIOUR OF SUPERVISORS Etc.
• TRADE UNION PRACTICES: TRADE UNIONS CAN ALSO CREATE EMPLOYEE GRIEVANCES EVEN
WHEN NONE EXIST. MULTIPLICITY OF TRADE UNIONS WITH POLITICAL AFFILIATION CAN INVOLVE
IN LOBBYING FOR NUMERICAL STRENGTH AND SUPPORT FROM WORKERS. SO, IN ORDER TO
“SHOW CONCERN” AND SHOW THAT THEY ARE AN “ACTIVE TRADE UNION”, THESE UNIONS MAY
CREATE GRIEVANCES AND MAKE WORKERS FILE GRIEVANCES.
• INDIVIDUAL PERSONALITY TRAITS: SOME EMPLOYEES ARE BASICALLY PREDISPOSED TO GRUMBLE
AND FIND FAULT WITH EVERY LITTLE MATTER. THIS MAY BE THE RESULT OF MENTAL TENSION
AND ILL-HEALTH. THESE WORKERS MAY BLOW OUT OF PROPORTION EVEN MINOR OR TRIVIAL
MATTERS IN TO MAJOR ONES THEREBY CONTRIBUTING TO EMPLOYEE GRIEVANCES.

20. APPROACHES TO SETTLE EMPLOYEE GRIEVANCES AND
GRIEVANCE SETTLEMENT MACHINERY
• THERE ARE VARIOUS APPROACHES TO EMPLOYEE GRIEVANCE SETTLEMENT REFLECTING THE
ATTITUDE OF THE MANAGEMENT AND EMPLOYERS. THE FOLLOWING ARE THE MAJOR
APPROACHES TO GRIEVANCE SETTLEMENT:
• LEGALISTIC APPROACH TO SETTLE EMPLOYEE GRIEVANCES: IN THIS APPROACH, THE TERMS OF
CONTRACT OF EMPLOYMENT ARE RIGIDLY FOLLOWED. THUS ACCORDING TO THIS APPROACH,
GRIEVANCES ARE THOSE DEFINED BY THE CONTRACT/STANDING ORDERS/RULE BOOK AND THE
PROCESS FOR DEALING WITH THEM IS CLEARLY STATED.
• HUMAN RELATIONS APPROACH: IN THIS APPROACH THE EMPLOYEE AND HIS/HER SPECIFIC
PROBLEM IS THE MAJOR CONCERN. UNDERSTANDING THE EMPLOYEE AND HELPING HIM/HER IS
CONSIDERED MORE IMPORTANT. PRODUCTION AND PROFIT ARE CONSIDERED TO BE THE
NATURAL OUTCOME OF SATISFIED AND MOTIVATED WORKERS OF AN ORGANISATION.
• OPEN DOOR POLICY: IN THIS APPROACH, AN AGGRIEVED PERSON CAN DIRECTLY APPROACH THE
TOP MANAGEMENT WITH REGARD TO THEIR PROBLEMS WITHOUT BOTHERING ABOUT THE
CHANNELS OF COMMUNICATION.

21. EMPLOYEE GRIEVANCE SETTLEMENT MACHINERY
• EVERY ORGANISATION MUST ENSURE THE ESTABLISHMENT OF A PERMANENT EMPLOYEE GRIEVANCE
SETTLEMENT MACHINERY. THIS ASSURES AN EMPLOYEE THAT HIS/HER GRIEVANCE WILL BE LOOKED
INTO AND GIVEN A FAIR HEARING AND SETTLEMENT. THE MEMBERS OF THE GRIEVANCE SETTLEMENT
MACHINERY SHOULD ACT IMPARTIALLY AND QUICKLY ONCE THEY RECEIVE AN EMPLOYEE GRIEVANCE.
• ALL THE FACTS AND EVIDENCES NEED TO BE COLLECTED AND ANALYSED BEFORE AN IMPARTIAL
DECISION IS REACHED BY THIS MACHINERY. THIS PROCESS COULD COVER ONE OR SEVERAL LEVELS IN
THE ORGANISATION, INCLUDING REFERENCE TO OUTSIDE INSTITUTIONS OR INDIVIDUALS.
• IT MAY BE NOTED THAT PUTTING FORWARD GRIEVANCES AND DISCUSSING THEM, EVEN IF THEY ARE
NOT ULTIMATELY SETTLED IN THE EMPLOYEES’ FAVOUR, GIVES THEM THE SATISFACTION OF HAVING
COMMUNICATED WITH,AND BEEN HEARD BY THE MANAGEMENT/EMPLOYER.
• USUALLY, THE SUPERVISOR OR THE HEAD OF THE DEPARTMENT IS THE FIRST LEVEL IN THE GRIEVANCE
MACHINERY. IF THERE IS NO FORMAL PROCEDURE AND THE FIRM ANNOUNCES AN OPEN-DOOR
POLICY, THEN THIS LEVEL MAY GET BYPASSED AND THE WORKER CAN TAKE HIS GRIEVANCES DIRECTLY
TO THE HIGHER LEVELS OF MANAGEMENT.

22. EMPLOYEE GRIEVANCE SETTLEMENT MACHINERY
• IN CASE THE EMPLOYEE GRIEVANCE CANNOT BE HANDLED BY THE SUPERVISOR OR HOD, DUE TO
THE COMPLICATIONS ASSOCIATED WITH IT OR BECAUSE IT INVOLVES POLICY MATTER BEYOND
THEIR SCOPE OF AUTHORITY, IT WILL MOVE TO HIGHER LEVELS. IN CASE THE GRIEVANCE IS NOT
GETTING SOLVED, IT WILL GO UP THE RUNG-TO THE HIGHER LEVELS OF AUTHORITY.
• AS THE EMPLOYEE GRIEVANCE MOVES UP THE LADDER, HIGHER OFFICIALS FROM BOTH THE
MANAGEMENT AND THE TRADE UNION, JOIN IN THE REDRESSEL OF GRIEVANCE WHICH
BECOMES COMPLEX AND DIFFICULT AND THEY ACQUIRE HIGHER DIMENSIONS AND EVEN
POLITICAL HUES.
• IF THE EMPLOYEE GRIEVANCE IS NOT RESOLVED BY THE MANAGEMENT WITHIN THE GIVEN TIME
FRAME, THEN IT MAY BE REFERED TO AN IMPARTIAL OUTSIDE PERSON-CALLED AN ARBITRATOR.
THE OUTCOME OF FURTHER FAILURE TO RESOLVE THE ISSUE CAN RESULT IN STRIKES AND OTHER
PROBLEMS, OR THE MATTER CAN BE TAKEN TO THE COURT FOR JUDICIAL SETTLEMENT.
• EVERY GRIEVANCE MUST BE CONSIDERED AS IMPORTANT AND SHOULD NOT BE POSTPONED
UNNECESSARILY. THE DECISIONS ONCE REACHED MUST BE IMMEDIATELY COMMUNICATED AND
FOLLOW UP MUST BE DONE WITH IMMEDIATE EFFECT.

23. INDUSTRIAL INDISCIPLINE: MEANING, CAUSES, EFFECTS
• DISCIPLINE REFERS TO A STATE OF ORDER IN AN ORGANIZATION. IT MEANS COMPLIANCE WITH
THE ACCEPTED ORDER AND PROPER APPRECIATION OF HIERARCHICAL RELATIONS.
• DISCIPLINE IS ALSO A CHECK OR RESTRAINT ON AN INDIVIDUAL’S LIBERTY.
• DISCIPLINE EMERGES IN ALL WORK SITUATION INCLUDING INDUSTRIAL WORK, DURING
INTERACTION OF MANAGERS AND WORKERS.
• DISCIPLINE RELATED MATTERS ARE CODIFIED IN THE COMPANY MANUAL/RULE BOOK OR
STANDING ORDERS OF THE COMPANY/FACTORY.
• INDUSTRIAL DISCIPLINE IS EXTREMELY IMPORTANT.
• INDUSTRIAL DISCIPLINE REFERS TO THE ADHERENCE TO FORMAL AND INFORMAL RULES AND
REGULATIONS AT WORK PLACE.
• ADHERENCE TO ALL THE RULES RESULTS IN THE EXISTENCE OF DISCIPLINE IN THE INDUSTRY-
INDUSTRIAL DISCIPLINE.

24. INDUSTRIAL INDISCIPLINE: MEANING ,CAUSES, EFFECTS
• INDUSTRIAL INDISCIPLINE REFERS TO NON-CONFIRMITY TO THE FORMAL AND INFORMAL RULES
OF THE INDUSTRY.
• IT IS VERY IMPORTANT TO CORRECT INDUSTRIAL INDISCIPLINE AS IT HAS MANY
ADVERSE/NEGATIVE EFFECTS
• IT ADVERSELY AFFECTS THE MORALE AND MOTIVATION OF WORKERS
• IT CREATES CHAOS AND CONFUSION IN THE INDUSTRY
• IT GIVES RISE TO STRIKES, LOCKOUTS, ABSENTEEISM, LOSS OF PRODUCTION ETC.
• IT IS A CLEAR INDICATOR OF POOR INDUSTRIAL RELATIONS
• THERE ARE VARIOUS FACTORS WHICH LEAD TO INDUSTRIAL INDISCIPLINE.

25. FACTORS WHICH LEAD TO INDUSTRIAL INDISCIPLINE
• THE FOLLOWING ARE SOME OF THE IMPORTANT FACTORS WHICH LEAD TO INDUSTRIAL
INDISCIPLINE:
• POOR/UNFAIR MANAGEMENT PRACTICES SUCH AS FAVOURITISM, VICTIMISATION, WAGE
DIFFERENTIALS, DEFECTIVE GRIEVANCE PROCEDURE ETC.
• INEFFECTIVE LEADERSHIP, ERRORS OF JUDGEMENT BY WORKERS ABOUT TRADE UNION LEADERS
• LACK OF PROPER UNDERSTANDING OF MANAGEMENT POLICY
• LACK OF COMMITMENT TO WORK BY THE EMPLOYEES, OFTEN DUE TO VARIOUS BAD HABITS
SUCH AS ALCOHOLISM, DRUG ADDICTION, GAMBLING ETC.
• IT CAN ALSO BE DUE TO CERTAIN REACTIONS TO CERTAIN PERSONAL PROBLEMS INCLUDING
HEALTH ISSUES.
• IN SOME CASES ATTITUDE PROBLEMS, ARROGANCE, INSUBORDINATIVE NATURE OF THE WORKER
CAN ALSO LEAD TO INDUSTRIAL INDISCIPLINE.
• ILLITERACY, IGNORANCE ETC. AMONG WORKERS CAN ALSO RESULT IN INDUSTRIAL INDISCIPLINE.

26. PREVENTION/MANAGING/COPING WITH INDUSTRIAL INDISCIPLINE
• EMPLOYERS, H.R.MANAGERS AND OTHER AUTHORITIES CAN USE FORMAL AS WELL AS INFORMAL
METHODS TO COPE WITH INDUSTRIAL INDISCIPLINE.
• IN SOME CASES, PROPER COUNSELLING, EDUCATION, PROPER INDUCTION PROGRAMME AND
TRAINING PROGRAMME, EFFECTIVE GRIEVANCE HANDLING MACHINERY AND INFORMAL
WARNING MAY BE SUFFICIENT TO CONTROL INDUSTRIAL INDISCIPLINE.
• MANY APPROACHES CAN BE USED TO DEAL WITH INDUSTRIAL INDISCIPLINE SUCH AS:
• THE JUDICIAL APPROACH: A VERY FORMAL METHOD COMMONLY USED IN INDIA WHEREIN ALL
MISCONDUCTS AND PENALTIES ARE ALREADY ENLISTED IN THE COMPANY RULE BOOK/STANDING
ORDERS. DECISIONS OF THE SUPREME COURT OF INDIA, VARIOUS STATE HIGH COURTS AND
LABOUR COURTS ON INDUSTRIAL INDISCIPLINE CAN ALSO BE USED AS A GUIDE IN DEALING WITH
INDUSTRIAL INDISCIPLINE.
• THE HUMAN RELATIONS AND HUMAN RESOURCES APPROACH: TRIES TO FIND OUT WHETHER
THE CUASE FOR INDISCIPLINE IS DUE TO FAILURE OF TRAINING, MOTIVATION etc., BACKGROUND
OF THE WORKER AND OTHER ASPECTS ASSOCIATED WITH INDISCIPLINE. HOWEVER THIS IS NOT
AN EASY APPROACH AND IS VERY RARELY USED BY EMPLOYERS.

27. PREVENTION/MANAGING/COPING WITH INDUSTRIAL INDISCIPLINE
• THE GROUP DISCIPLINE APPROACH: IN THIS APPROACH, A GROUP OF EMPLOYEES ARE INVOLVED
BY THE MANAGEMENT TO DEAL WITH INDUSTRIAL INDISCIPLINE . THIS GROUP AS A WHOLE WILL
CONTROL INDISCIPLINE. IN SOME CASES THE TRADE UNION ITSELF WILL BE ENTRUSTED WITH
DEALING WITH INDUSTRIAL INDISCIPLINE AND IMPOSING PENALTIES.
• THE LEADERSHIP APPROACH: IN THIS APPROACH TO INDUSTRIAL INDISCIPLINE, EVERY
SUPERVISOR/MANAGER IS INVOLVED IN GUIDING, CONTROLING, TRAINING, DEVELOPING AND
LEADING A GROUP OF WORKERS AND ALSO ADMINISTERING THE RULES FOR INDUSTRIAL
DISCIPLINE.

28. INDICATORS OF POOR INDUSTRIAL RELATIONS:
5. STRIKES:
• STRIKE IS A WEAPON OF THE WORKERS USED AGAINST THE EMPLOYERS.
• DEFINITIONS OF STRIKES:
• ACCORDING TO THE DICTIONARY OF SOCIOLOGY (Collins),
• STRIKE CAN BE DEFINED AS TEMPORARY STOPPAGES OF WORK BY A GROUP OF
EMPLOYEES IN ORDER TO EXPRESS A GRIEVANCE OR ENFORCE A DEMAND.
• ACCORDING TO THE DICTIONARY OF HUMAN RESOURCES (Peter Collin)
• STRIKE REFERS TO STOPPING OF WORK BY THE WORKERS, BECAUSE OF LACK OF
AGREEMENT WITH MANAGEMENT OR BECAUSE OF ORDERS FROM A TRADE
UNION.

29. ADVANTAGES AND DISADVANTAGES OF STRIKES:
• ADVANTAGES OF STRIKES: QUICK RESULTS, PREVENTS EXPLOITATION OF WORKERS
• SUCCESSFUL STRIKES RESULTS IN BETTER WAGES, BETTER WORKING CONDITIONS AND JOB SECURITY
• IT CAN BRING ABOUT UNITY AND SOLIDARITY AMONG WORKERS
• IT CAN BUILD CONSCIOUSNESS AMONG THE WORKERS ABOUT THEIR RIGHTS AND DUTIES
• DISADVANTAGES OF STRIKES: IT CAN BE COSTLY TO WORKERS AND EMPLOYERS AS IT RESULTS IN LOSS
OF EARNINGS AND PROFITS
• STRIKES CAN DESTROY HEALTHY RELATIONSHIP BETWEEN EMPLOYERS AND EMPLOYEES AND RESULT IN
ILL-WILL.
• STRIKES CAN CAUSE A LOT OF INCONVENIENCE TO PUBLIC
• STRIKES CAN CREATE LAW AND ORDER PROBLEM
• STRIKES CAN BECOME VIOLOENT RESULTING IN LOSS OF PROPERTY AND HUMAN LIFE
• LONG AN FREQUENT STRIKES CAN ADVERSELY AFFECT THE NATIONAL ECONOMY
• IRRESPONSIBLE TRADE UNIONS CAN OFTEN MISUSE STRIKES TO BLACKMAIL EMPLOYERS

30. TYPES/FORMS OR VARIETIES OF STRIKES:
• THE FOLLOWING ARE THE IMPORTANT TYPES OR FORMS OF STRIKE:
• STAY AWAY STRIKE
• SIT DOWN STRIKE
• STAY-IN STRIKE
• TOOLS DOWN STRIKE/PEN DOWN STRIKE
• LIGHTNING STRIKE/CAT-CALL STRIKE/WILD-CAT STRIKES
• GO-SLOW STRIKE
• GHARAO
• PICKETING
• BOYCOTT

31. TYPES/FORMS OR VARIETIES OF STRIKES:
• HUNGER STRIKE- IN THIS TYPE OF STRIKE, THERE IS REFUSAL OF FOOD AS A FORM OF PROTEST
BY THE STRIKING WORKERS OR THEIR LEADERS. THIS WILL ENABLE THE STRIKING WORKERS TO
GAIN PUBLIC SYMPATHY AND MEDIA ATTENTION AND PUTS PRESSURE ON THE MANAGEMENT
OR GOVERNMENT TO SETTLE THEIR DEMANDS. IT MAY BE NOTED THAT LEADING INDIAN
FREEDOM FIGHTERS MAHATMA GANDHI AND NETAJI SUBHAS CHANDRA BOSE HAVE RESORTED
TO THIS FORM OF PROTEST AGAINST THE BRITISH.
• GENERAL STRIKE-IT IS A TYPE OF STRIKE WITH WIDE COVERAGE. IT OFTEN HAS PUBLIC
SUPPORT. IN INDIA, MOST OF THE GENERAL STRIKES ARE POLITICALLY MOTIVATED. IT IS OFTEN
UNDERTAKEN IN FAVOUR OF AN IDEOLOGY OR A POLITICAL PARTY.
• JURISDICTIONAL STRIKE- THIS TYPE OF STRIKE IS ORGANIZED WITH A VIEW TO FORCE AN
EMPLOYER TO ORGANISE OR BARGAIN WITH A PARTICULAR TRADE UNION INSTEAD OF
ANOTHER. IT TAKES PLACE IN INDUSTRIES WITH MORE THAN ONE TRADE UNION. TRADE UNION
RIVALRY IS THE MAJOR CAUSE FOR THIS TYPE OF STRIKE.

32. TYPES/FORMS OR VARIETIES OF STRIKES: CONTINUATION…..
• SYMPATHETIC STRIKES: IN THIS TYPE OF STRIKE, A GROUP OF WORKERS STOP THEIR WORK IN
ORDER TO DEMONSTRATE THEIR SYMPATHY WITH ANOTHER STRIKING GROUP OF WORKERS. IT IS
TO EXPRESS LABOUR SOLIDARITY. THIS TYPE OF STRIKE IS ALSO KNOWN AS SECONDARY STRIKES.
• POLITICAL STRIKES: IS A STRIKE INTENDED TO PUT PRESSURE ON THE GOVERNMENT TO DO
SOMETHING OR NOT TO DO SOMETHING. DURING THIS TYPE OF STRIKE, THE ISSUE IS OFTEN
POLITICIZED. THE BEST EXAMPLE OF THIS TYPE OF STRIKE IS THE STRIKE ORGANISED BY INDIAN
WORKERS DURING THE FREEDOM STRUGGLE AGAINST THE ARREST AND IMPRISONMENT OF
INDIAN NATIONAL LEADERS INCLUDING MAHATMA GANDHI. THERE WAS A MAJOR POLITICAL
STRIKE DURING 1945, INVOLVING LAKHS OF INDIAN WORKERS AGAINST THE “I.N.A. TRIAL”-WHEN
THE BRITISH TRIED INA OFFICERS IN RED FORT AND TRIED TO EXECUTE THREE IMPORTANT
OFFICERS OF NETAJI SUBHAS CHANDRA BOSE’S INDIAN NATIONAL ARMY. INTERESTINGLY EVEN
THE INDIANS IN THE BRITISH INDIAN NAVY TOOK PART IN THIS STRIKE.

33. INDICATORS OF POOR INDUSTRIAL RELATIONS:
6. LOCK-OUTS:
• LOCK OUT IS A WEAPON OF THE EMPLOYERS USED AGAINST THE WORKERS/EMPLOYEES.
• DEFINITION OF LOCK OUT:
• LOCK OUT CAN BE DEFINED AS THE TEMPORARY SHUTTING DOWN OF THE PLACE OF WORK BY THE
EMPLOYER, OR REFUSING TO PROVIDE WORK TO HIS/HER EMPLOYEES, WITH AN INTENTION TO
FORCE THE WORKERS TO ACCEPT HIS/HER (EMPLOYERS’) DEMANDS OR TO WITHDRAW THE
DEMANDS MADE BY THE WORKERS ON THE EMPLOYER.
• ACCORDING TO THE INDUSTRIAL DISPUTES ACT, 1947, LOCKOUT MEANS THE CLOSING OF A PLACE OF
BUSINESS OR EMPLOYMENT OR THE SUSPENSION OF WORK, OR THE REFUSAL BY AN EMPLOYER TO
CONTINUE TO EMPLOY ANY NUMBER OF PERSONS EMPLOYED BY HIM.
• IT MAY BE NOTED THAT PROHIBITING AN INDIVIDUAL EMPLOYEE TO WORK PLACE, TERMINATION OF
EMPLOYMENT BY RETRENCHMENT, TERMINATION OF SERVICES OF MORE THAN ONE PERSON etc.
DOES NOT CONSTITUTE LOCK-OUT. THE CLOSING SHOULD BE TEMPORARY BECAUSE OF INDUSTRIAL
DISPUTE.
• THE CONSEQUENCES OF LOCK-OUT ARE THE SAME AS IN THE CASE OF STRIKES.
• (GIVE DETAILS OF ADVANTAGES AND DISADVANTAGES OF LOCKOUTS, SIMILAR TO STRIKES)