Despite some progress in advancing the agenda on aid effectiveness for development results,
trade unions contend that much more needs to be done if the Paris Declaration/Accra agenda for action processes are to move significantly forward in terms of real development effectiveness.
Given the shortcomings of the neo-liberal paradigm that has dominated development policy-making and caused persistent poverty and a huge decent work deficit, trade unions call for a
more comprehensive development paradigm that shifts from aid to development effectiveness.
Development effectiveness is defined by trade unions as the generation of positive social
outcomes in terms of decent work, social protection, social dialogue, respect for human and
trade union rights, gender equality, environmental sustainability, and the enjoyment of decent livelihoods and well being by all. To achieve development effectiveness, trade unions call for the adoption by the Fourth High Level Forum of a Busan Declaration on Development
Effectiveness which should address three major goals:
I) Achieving development effectiveness,
II) Realizing the commitments made on aid effectiveness, and
III) Supporting trade union and CSO’s as development actors in their own right.
The document discusses the role of HR managers in labour relations. It outlines 7 key roles:
1. Advising managers on labour laws and responsibilities.
2. Conducting negotiations with unions on behalf of the employer.
3. Ensuring agreements are properly interpreted and implemented within the organization.
4. Correcting situations that violate agreements to maintain good relations.
5. Promoting joint consultation and worker participation in decisions.
6. Providing workforce statistics and information for negotiations and decision-making.
7. Advising on or operating grievance and other procedures to resolve disputes.
The HR manager acts as the link between management and unions, ensuring agreements are followed and resolving
This document provides an introduction and overview of a study on industrial relations at GTN Textiles Ltd. The objectives of the study are to assess relationships between different organizational levels and between employees, unions, and employers. The study will analyze industrial democracy and make suggestions to promote congenial relations. The methodology involves interviewing and surveying a sample of 50 workmen and staff using a questionnaire. The study provides context on industrial relations concepts and the company profile of GTN Textiles Ltd.
Trade unions are voluntary organizations formed by employees to promote and protect their interests through collective action. The main functions of trade unions are to negotiate wages and working conditions with employers, lobby politically for better legislation, provide services to members, and promote workers' welfare, rights, and development. Trade unions also play important roles in regulating jobs, furthering industrial democracy, and advising on human resources issues. They aim to balance the interests of their members with those of the broader workforce and national economy.
Trade unions are permanent associations formed by employees or workers to secure economic and social benefits for their members. They negotiate with employers on issues like wages, working conditions, bonuses, and participation in management. The Indian workforce consists of 430 million workers, with rural workers making up 60% and the organized sector employing 8%. Trade unions represent different types of workers like skilled craft workers, industrial workers, and white-collar employees. They work to minimize discrimination, give workers a sense of security and participation, and improve relationships between employers and employees. However, trade unions also face challenges like uneven growth, limited membership, financial problems, and indifference from some workers.
WHAT DO YOU MEAN BY INDUSTRIAL RELATIONS?
INDUSTRIAL DISPUTES
CAUSES OF INDUSTRIAL DISPUTES
SETTLEMENT OF INDUSTRIAL DISPUTES TRHOUGH COLLECTIVE BARGAINING
Case Study Maruti Suzuki Manesar: An Industrial Relations Crisis
The document discusses the roles and responsibilities of a labour welfare officer in factories in India according to the Factories Act of 1948. A labour welfare officer acts as an advisor, counselor, and liaison between factory management and workers to improve efficiency, productivity, and profitability. Their main duties include supervising welfare programs, advising management on policies, resolving disputes, and ensuring statutory obligations to workers are met to maintain harmonious industrial relations. They are also responsible for counseling employees and helping management shape labour policies that benefit both workers and the company.
Despite some progress in advancing the agenda on aid effectiveness for development results,
trade unions contend that much more needs to be done if the Paris Declaration/Accra agenda for action processes are to move significantly forward in terms of real development effectiveness.
Given the shortcomings of the neo-liberal paradigm that has dominated development policy-making and caused persistent poverty and a huge decent work deficit, trade unions call for a
more comprehensive development paradigm that shifts from aid to development effectiveness.
Development effectiveness is defined by trade unions as the generation of positive social
outcomes in terms of decent work, social protection, social dialogue, respect for human and
trade union rights, gender equality, environmental sustainability, and the enjoyment of decent livelihoods and well being by all. To achieve development effectiveness, trade unions call for the adoption by the Fourth High Level Forum of a Busan Declaration on Development
Effectiveness which should address three major goals:
I) Achieving development effectiveness,
II) Realizing the commitments made on aid effectiveness, and
III) Supporting trade union and CSO’s as development actors in their own right.
The document discusses the role of HR managers in labour relations. It outlines 7 key roles:
1. Advising managers on labour laws and responsibilities.
2. Conducting negotiations with unions on behalf of the employer.
3. Ensuring agreements are properly interpreted and implemented within the organization.
4. Correcting situations that violate agreements to maintain good relations.
5. Promoting joint consultation and worker participation in decisions.
6. Providing workforce statistics and information for negotiations and decision-making.
7. Advising on or operating grievance and other procedures to resolve disputes.
The HR manager acts as the link between management and unions, ensuring agreements are followed and resolving
This document provides an introduction and overview of a study on industrial relations at GTN Textiles Ltd. The objectives of the study are to assess relationships between different organizational levels and between employees, unions, and employers. The study will analyze industrial democracy and make suggestions to promote congenial relations. The methodology involves interviewing and surveying a sample of 50 workmen and staff using a questionnaire. The study provides context on industrial relations concepts and the company profile of GTN Textiles Ltd.
Trade unions are voluntary organizations formed by employees to promote and protect their interests through collective action. The main functions of trade unions are to negotiate wages and working conditions with employers, lobby politically for better legislation, provide services to members, and promote workers' welfare, rights, and development. Trade unions also play important roles in regulating jobs, furthering industrial democracy, and advising on human resources issues. They aim to balance the interests of their members with those of the broader workforce and national economy.
Trade unions are permanent associations formed by employees or workers to secure economic and social benefits for their members. They negotiate with employers on issues like wages, working conditions, bonuses, and participation in management. The Indian workforce consists of 430 million workers, with rural workers making up 60% and the organized sector employing 8%. Trade unions represent different types of workers like skilled craft workers, industrial workers, and white-collar employees. They work to minimize discrimination, give workers a sense of security and participation, and improve relationships between employers and employees. However, trade unions also face challenges like uneven growth, limited membership, financial problems, and indifference from some workers.
WHAT DO YOU MEAN BY INDUSTRIAL RELATIONS?
INDUSTRIAL DISPUTES
CAUSES OF INDUSTRIAL DISPUTES
SETTLEMENT OF INDUSTRIAL DISPUTES TRHOUGH COLLECTIVE BARGAINING
Case Study Maruti Suzuki Manesar: An Industrial Relations Crisis
The document discusses the roles and responsibilities of a labour welfare officer in factories in India according to the Factories Act of 1948. A labour welfare officer acts as an advisor, counselor, and liaison between factory management and workers to improve efficiency, productivity, and profitability. Their main duties include supervising welfare programs, advising management on policies, resolving disputes, and ensuring statutory obligations to workers are met to maintain harmonious industrial relations. They are also responsible for counseling employees and helping management shape labour policies that benefit both workers and the company.
Trade Union Rights And Responsibilities RevisionMr Ross Miller
The document outlines various rights and responsibilities of trade unions, employers, and union members. Trade unions have the right to recruit new members, ask about changes in wages and conditions, and take industrial action like strikes. Their responsibilities include not putting pressure on people to join and not making unreasonable demands. Union members have the right to participate in elections and actions, and the responsibility to report issues and act lawfully. Employers can face issues like harassment or injuries, and unions may respond through actions such as overtime bans, work slowdowns, or strikes. Unions represent members by taking complaints to management and providing legal services.
A study on industrial relation at rehabilitation plantations ltdSubodh G Krishna
This document provides an overview of a study on industrial relations at Rehabilitation Plantations Ltd. It discusses the objectives and scope of the study, which aims to understand relationships between different organizational levels and assess the relationship between employees, unions, and employers. The research methodology section outlines that the study will use questionnaires to collect primary data from a sample of 100 workers and 100 staff. It will analyze the data using percentage analysis to understand issues in industrial relations and provide suggestions for improvement.
Trade Unions, Wages and Wage DifferentialsAman Arora
Trade unions in India organized strikes to protest government policies seen as anti-labor. Issues included pay raises, inflation, social security for informal workers, and proper implementation of labor laws. Different unions marched to Parliament to protest issues like price rises, FDI in retail, and non-implementation of social security and labor laws. Wage differentials exist between industries, regions, occupations, and sectors due to factors like skills, costs of living, and levels of development. While laws aim to reduce disparities, gaps remain such as between organized and informal sector workers.
This document discusses key concepts in industrial relations including definitions of key terms like industry, employer, employee, employment, labor market, and industrial relations. It provides an overview of industrial relations systems and outlines important objectives like avoiding conflict, raising productivity, and establishing industrial democracy. The document also discusses different perspectives on industrial relations including the unitary perspective which sees shared interests between management and workers, the pluralist perspective which sees diverging interests, and the Marxist perspective.
The document discusses labor issues in Philippine industries and export zones. It analyzes data on employment, grievances, and labor compliance from the Clark Freeport Zone. Common labor violations involve wages, benefits, and job security. The garment, electronics, and manufacturing sectors have the most grievances due to their large workforces and labor-intensive nature. The document recommends establishing industrial relations centers and councils to facilitate dispute resolution, compliance, and training to promote cooperative labor-management partnerships.
This document defines key concepts in industrial relations such as collective bargaining, grievances, and trade unions. It discusses the industrial relations system involving employers, employees/unions, and government agencies. The roles of trade unions are outlined as negotiating wages and conditions, regulating employee-employer relations, and representing members. The collective bargaining process and grievance procedure are also summarized in three phases and steps respectively. Finally, legal forms of industrial action like picketing and strikes are defined, as well as methods for settling disputes through negotiation, conciliation, and arbitration.
1. The garment industry is a key export sector for Bangladesh, generating $5 billion annually and employing 3 million workers, 90% of whom are women.
2. The report examines the working conditions, importance of trade unions, and activities of Ayesha Washing Ltd, a garment factory in Bangladesh.
3. Interviews with 30 Ayesha Washing Ltd workers found that while their working environment was suitable, they had no trade union to protect worker rights. Most workers lacked knowledge about trade unions.
This document provides an overview of the current state of trade unions in Bangladesh and their problems and prospects. It discusses how trade unions originated in Bangladesh during British rule and were formally recognized in 1926 with the Indian Trade Union Act. Currently, trade unions face several problems, including a lack of efficient leadership, insufficient funds, and political and employer interference. However, trade unions also provide benefits for both workers and employers by facilitating negotiations and ensuring worker rights and protections are upheld. The document examines the structure, registration process, and various labor laws governing trade unions in Bangladesh.
This document outlines the key aspects of industrial disputes and their management in three points:
1. It defines industrial disputes as conflicts between management and workers regarding employment, and identifies different types including interest, unfair labor practices, grievances, and recognition disputes.
2. It discusses the common causes of industrial disputes such as economic, technological, political, managerial, social, and psychological factors. It also examines the negative and positive effects of industrial disputes.
3. It provides an overview of the mechanisms for resolving industrial disputes in Nepal including collective bargaining, conciliation, arbitration, and adjudication, as well as the relevant labor acts and necessity of effective dispute resolution.
The document discusses industrial relations (IR), which refers to the relationship between employees and management in an industry. Key points include:
1. IR involves many variables and aims to maintain harmonious relations through collective bargaining and grievance procedures.
2. The main actors in IR are workers/unions, management/employers associations, and the government, which shapes IR policies through laws and agreements.
3. Collective bargaining is an important process that establishes work conditions, avoids disputes, and promotes stable industry-labor relations.
There were several labor disputes between management and employees at TKM's plant in India that led to strikes and lockouts. Major issues included increased work shifts up to 12 hours without appropriate wage increases, suspension of employees for misconduct, and unresolved dismissal of three employees. The involvement of an external trade union, CITU, exacerbated tensions between TKM management, who did not want outside interference, and employees. Labor disputes can negatively impact foreign investment in India by signaling potential industrial unrest and legal/political issues. While Indian labor laws aim to protect workers, they do not sufficiently address employee conduct and strike regulations. Japanese-style management practices at TKM focused too much on enforcement of production systems rather than consideration of employee needs and local
The document summarizes a case study about labor unrest at Honda Motorcycle & Scooter India's (HMSI) plant in Gurgaon, Haryana in 2005. Workers protested violently over low wages and poor working conditions, disrupting production. This followed six months of simmering unrest over rejected wage increase demands.
The document then lists relevant labor laws and human resource management topics connected to the issues. Finally, it presents two questions - one discussing challenges of labor unrest and resolution approaches, the other critically analyzing HMSI's decision to set up plants outside Haryana given widespread Indian labor unrest. Resolution approaches emphasized setting up grievance mechanisms, addressing conditions and wages, ensuring participation, and strong communication channels
Industrial relations in Bangladesh; A Case Study on Green Textile LimitedSHIBBIR AHAMMED
This document provides a case study on the industrial relations practices of Green Textile Limited (GTL), a garment factory in Bangladesh. It summarizes that GTL employs over 1200 workers, mostly women, in its sewing, cutting, finishing and washing departments to produce cargo shorts and baby dresses. The study outlines GTL's employee benefits such as attractive salaries, bonuses, maternity leave, healthcare and an employee welfare committee. It also describes GTL's policies on recruitment, leave, grievances and health and safety. While it notes GTL does not allow labor unions, it argues the company maintains good industrial relations through rational salaries and addressing employee concerns.
This document defines and discusses industrial relations. It provides definitions of industrial relations from various sources that focus on the relationship between employers and employees/trade unions. Key aspects of industrial relations discussed include maintaining harmonious relationships to safeguard interests of both parties, avoiding disputes to ensure productivity, and how good industrial relations leads to industrial peace and higher production. The document also outlines objectives, importance, determining factors and differences between industrial relations and human relations.
The document discusses the changing workforce and industrial relations. It begins by outlining reasons for changes in the workforce, such as globalization, new technologies, and shifting worker demographics and expectations. This is forcing companies to change their concepts and move from a focus on hours worked to productivity and employee engagement.
The essence of the changing workforce is discussed, focusing on how it is impacting trade unions and use of contract labor. Trade unions are playing a more cooperative role with companies. While contract labor provides flexibility, it also raises issues if labor laws are not followed.
The industrial relations scenario encompasses factors like collective bargaining, dispute resolution mechanisms, and labor legislation. Maintaining good relationships between management and workers is key.
The document discusses the topic of industrial relations, including definitions, objectives, characteristics, factors, parties involved, and approaches to industrial relations. It also provides two case studies on issues that arose between management and unions at different companies and questions to analyze the situations. The document provides an overview of important concepts in the field of industrial relations.
The document discusses various perspectives on industrial relations including from workers, employers, society, and government. It describes industrial relations as the complex relationships between management, workers, and government agencies. It also discusses key theories on industrial relations including Dunlop's systems model which views industrial relations as interconnected parts influenced by external forces, and Weber's social action theory which sees society as a product of human activity rather than external forces.
This document summarizes key concepts in industrial relations, including:
1) The changing nature of employment relationships from centralized regulation to decentralized agreements and contingent work.
2) The roles of trade unions and employer associations in collectively bargaining for workers and businesses.
3) Important industrial relations concepts like collective bargaining, grievance handling, and conflict management approaches.
This document discusses trade unions, their objectives, functions, and importance in industrial relations. It defines a trade union and explains that their primary purposes are to regulate relations between workers and employers, negotiate wages and conditions, and provide member services. The key functions of trade unions are militant functions like achieving higher pay and better work conditions, and fraternal functions like welfare measures and promoting growth. Finally, it provides examples of collective bargaining processes between trade unions and hotel management to resolve issues around reducing employee holidays and layoffs.
This document discusses various methods for preventing and resolving industrial disputes, including works committees, joint management councils, standing orders, codes of discipline, and grievance procedures. It then describes different approaches for settling disputes, such as collective bargaining, arbitration, conciliation, and adjudication. As a case study, it outlines a dispute between workers and management at a bulb manufacturing company regarding the relocation of the factory to a new site and changes to wages and transportation allowances. The workers engaged in a go-slow tactic and later strike to pressure the company, while the company suspended ring leaders and refused most demands.
Trade Union Rights And Responsibilities RevisionMr Ross Miller
The document outlines various rights and responsibilities of trade unions, employers, and union members. Trade unions have the right to recruit new members, ask about changes in wages and conditions, and take industrial action like strikes. Their responsibilities include not putting pressure on people to join and not making unreasonable demands. Union members have the right to participate in elections and actions, and the responsibility to report issues and act lawfully. Employers can face issues like harassment or injuries, and unions may respond through actions such as overtime bans, work slowdowns, or strikes. Unions represent members by taking complaints to management and providing legal services.
A study on industrial relation at rehabilitation plantations ltdSubodh G Krishna
This document provides an overview of a study on industrial relations at Rehabilitation Plantations Ltd. It discusses the objectives and scope of the study, which aims to understand relationships between different organizational levels and assess the relationship between employees, unions, and employers. The research methodology section outlines that the study will use questionnaires to collect primary data from a sample of 100 workers and 100 staff. It will analyze the data using percentage analysis to understand issues in industrial relations and provide suggestions for improvement.
Trade Unions, Wages and Wage DifferentialsAman Arora
Trade unions in India organized strikes to protest government policies seen as anti-labor. Issues included pay raises, inflation, social security for informal workers, and proper implementation of labor laws. Different unions marched to Parliament to protest issues like price rises, FDI in retail, and non-implementation of social security and labor laws. Wage differentials exist between industries, regions, occupations, and sectors due to factors like skills, costs of living, and levels of development. While laws aim to reduce disparities, gaps remain such as between organized and informal sector workers.
This document discusses key concepts in industrial relations including definitions of key terms like industry, employer, employee, employment, labor market, and industrial relations. It provides an overview of industrial relations systems and outlines important objectives like avoiding conflict, raising productivity, and establishing industrial democracy. The document also discusses different perspectives on industrial relations including the unitary perspective which sees shared interests between management and workers, the pluralist perspective which sees diverging interests, and the Marxist perspective.
The document discusses labor issues in Philippine industries and export zones. It analyzes data on employment, grievances, and labor compliance from the Clark Freeport Zone. Common labor violations involve wages, benefits, and job security. The garment, electronics, and manufacturing sectors have the most grievances due to their large workforces and labor-intensive nature. The document recommends establishing industrial relations centers and councils to facilitate dispute resolution, compliance, and training to promote cooperative labor-management partnerships.
This document defines key concepts in industrial relations such as collective bargaining, grievances, and trade unions. It discusses the industrial relations system involving employers, employees/unions, and government agencies. The roles of trade unions are outlined as negotiating wages and conditions, regulating employee-employer relations, and representing members. The collective bargaining process and grievance procedure are also summarized in three phases and steps respectively. Finally, legal forms of industrial action like picketing and strikes are defined, as well as methods for settling disputes through negotiation, conciliation, and arbitration.
1. The garment industry is a key export sector for Bangladesh, generating $5 billion annually and employing 3 million workers, 90% of whom are women.
2. The report examines the working conditions, importance of trade unions, and activities of Ayesha Washing Ltd, a garment factory in Bangladesh.
3. Interviews with 30 Ayesha Washing Ltd workers found that while their working environment was suitable, they had no trade union to protect worker rights. Most workers lacked knowledge about trade unions.
This document provides an overview of the current state of trade unions in Bangladesh and their problems and prospects. It discusses how trade unions originated in Bangladesh during British rule and were formally recognized in 1926 with the Indian Trade Union Act. Currently, trade unions face several problems, including a lack of efficient leadership, insufficient funds, and political and employer interference. However, trade unions also provide benefits for both workers and employers by facilitating negotiations and ensuring worker rights and protections are upheld. The document examines the structure, registration process, and various labor laws governing trade unions in Bangladesh.
This document outlines the key aspects of industrial disputes and their management in three points:
1. It defines industrial disputes as conflicts between management and workers regarding employment, and identifies different types including interest, unfair labor practices, grievances, and recognition disputes.
2. It discusses the common causes of industrial disputes such as economic, technological, political, managerial, social, and psychological factors. It also examines the negative and positive effects of industrial disputes.
3. It provides an overview of the mechanisms for resolving industrial disputes in Nepal including collective bargaining, conciliation, arbitration, and adjudication, as well as the relevant labor acts and necessity of effective dispute resolution.
The document discusses industrial relations (IR), which refers to the relationship between employees and management in an industry. Key points include:
1. IR involves many variables and aims to maintain harmonious relations through collective bargaining and grievance procedures.
2. The main actors in IR are workers/unions, management/employers associations, and the government, which shapes IR policies through laws and agreements.
3. Collective bargaining is an important process that establishes work conditions, avoids disputes, and promotes stable industry-labor relations.
There were several labor disputes between management and employees at TKM's plant in India that led to strikes and lockouts. Major issues included increased work shifts up to 12 hours without appropriate wage increases, suspension of employees for misconduct, and unresolved dismissal of three employees. The involvement of an external trade union, CITU, exacerbated tensions between TKM management, who did not want outside interference, and employees. Labor disputes can negatively impact foreign investment in India by signaling potential industrial unrest and legal/political issues. While Indian labor laws aim to protect workers, they do not sufficiently address employee conduct and strike regulations. Japanese-style management practices at TKM focused too much on enforcement of production systems rather than consideration of employee needs and local
The document summarizes a case study about labor unrest at Honda Motorcycle & Scooter India's (HMSI) plant in Gurgaon, Haryana in 2005. Workers protested violently over low wages and poor working conditions, disrupting production. This followed six months of simmering unrest over rejected wage increase demands.
The document then lists relevant labor laws and human resource management topics connected to the issues. Finally, it presents two questions - one discussing challenges of labor unrest and resolution approaches, the other critically analyzing HMSI's decision to set up plants outside Haryana given widespread Indian labor unrest. Resolution approaches emphasized setting up grievance mechanisms, addressing conditions and wages, ensuring participation, and strong communication channels
Industrial relations in Bangladesh; A Case Study on Green Textile LimitedSHIBBIR AHAMMED
This document provides a case study on the industrial relations practices of Green Textile Limited (GTL), a garment factory in Bangladesh. It summarizes that GTL employs over 1200 workers, mostly women, in its sewing, cutting, finishing and washing departments to produce cargo shorts and baby dresses. The study outlines GTL's employee benefits such as attractive salaries, bonuses, maternity leave, healthcare and an employee welfare committee. It also describes GTL's policies on recruitment, leave, grievances and health and safety. While it notes GTL does not allow labor unions, it argues the company maintains good industrial relations through rational salaries and addressing employee concerns.
This document defines and discusses industrial relations. It provides definitions of industrial relations from various sources that focus on the relationship between employers and employees/trade unions. Key aspects of industrial relations discussed include maintaining harmonious relationships to safeguard interests of both parties, avoiding disputes to ensure productivity, and how good industrial relations leads to industrial peace and higher production. The document also outlines objectives, importance, determining factors and differences between industrial relations and human relations.
The document discusses the changing workforce and industrial relations. It begins by outlining reasons for changes in the workforce, such as globalization, new technologies, and shifting worker demographics and expectations. This is forcing companies to change their concepts and move from a focus on hours worked to productivity and employee engagement.
The essence of the changing workforce is discussed, focusing on how it is impacting trade unions and use of contract labor. Trade unions are playing a more cooperative role with companies. While contract labor provides flexibility, it also raises issues if labor laws are not followed.
The industrial relations scenario encompasses factors like collective bargaining, dispute resolution mechanisms, and labor legislation. Maintaining good relationships between management and workers is key.
The document discusses the topic of industrial relations, including definitions, objectives, characteristics, factors, parties involved, and approaches to industrial relations. It also provides two case studies on issues that arose between management and unions at different companies and questions to analyze the situations. The document provides an overview of important concepts in the field of industrial relations.
The document discusses various perspectives on industrial relations including from workers, employers, society, and government. It describes industrial relations as the complex relationships between management, workers, and government agencies. It also discusses key theories on industrial relations including Dunlop's systems model which views industrial relations as interconnected parts influenced by external forces, and Weber's social action theory which sees society as a product of human activity rather than external forces.
This document summarizes key concepts in industrial relations, including:
1) The changing nature of employment relationships from centralized regulation to decentralized agreements and contingent work.
2) The roles of trade unions and employer associations in collectively bargaining for workers and businesses.
3) Important industrial relations concepts like collective bargaining, grievance handling, and conflict management approaches.
This document discusses trade unions, their objectives, functions, and importance in industrial relations. It defines a trade union and explains that their primary purposes are to regulate relations between workers and employers, negotiate wages and conditions, and provide member services. The key functions of trade unions are militant functions like achieving higher pay and better work conditions, and fraternal functions like welfare measures and promoting growth. Finally, it provides examples of collective bargaining processes between trade unions and hotel management to resolve issues around reducing employee holidays and layoffs.
This document discusses various methods for preventing and resolving industrial disputes, including works committees, joint management councils, standing orders, codes of discipline, and grievance procedures. It then describes different approaches for settling disputes, such as collective bargaining, arbitration, conciliation, and adjudication. As a case study, it outlines a dispute between workers and management at a bulb manufacturing company regarding the relocation of the factory to a new site and changes to wages and transportation allowances. The workers engaged in a go-slow tactic and later strike to pressure the company, while the company suspended ring leaders and refused most demands.
The three primary actors of an industrial relations system are employees, employers, and the government. Employees are the workers in an organization. Employers own or manage the organization and hire employees. The government regulates relationships between employees and employers through labor laws and institutions like labor courts and tribunals.
Industrial relations deal with the relationships between employers/workers organizations, the state, and these organizations themselves. It involves managing the relationships between three main actors: workers (represented by trade unions), employers (represented by employer associations), and the government. Key issues in industrial relations include communication, unions, wages/benefits, ideology, competitiveness, employer flexibility, the role of government/unions, ethics, and technology. Effectively managing these issues and the inherent adversarial positions between labor and management is important for productive industrial relations.
Industry Visit Report of Coast to coast (pvt). ltdSakhawat Hossain
This document provides an overview of industrial relations at Coast To Coast (Pvt.) Ltd., a garment manufacturing company in Bangladesh. It discusses the company's history and operations. It also summarizes key aspects of Coast To Coast's industrial relations practices, including collective bargaining, employee benefits, health and safety policies, and disciplinary procedures. The company aims to maintain harmonious relationships between management and employees through these industrial relations activities and policies.
Labour law, or employment law, governs the relationship between employers, employees, and trade unions. It deals with issues like wages, working conditions, hiring/firing practices, and workers' rights to unionize. The goal of labour laws in India is to reduce conflicts between employers and employees and promote industrial growth and national development. Labour is a shared responsibility between the central and state governments in India. Some key labour laws cover issues like industrial relations, wages, working conditions, social security, and equality in the workplace. The laws aim to protect workers' interests while maintaining harmonious relations between workers and employers.
This document defines and discusses industrial relations. It provides definitions of industrial relations from various sources and discusses the key aspects of industrial relations including the main parties involved (management, employees, government), the nature and features of industrial relations, objectives and scope of industrial relations, importance of industrial relations, causes of poor industrial relations, and suggestions to improve industrial relations.
This document discusses industrial relations in India, including definitions, key parties, issues, and concepts. It defines industrial relations as the management of relationships between employers and employees. The three main parties are workers/unions, employers/associations, and the government. Contemporary issues include low wages, women's employment, ignorance, housing, and child labor. Causes of disputes include economic, management, union, and legal/political factors. Characteristics of a sound system include reflecting cultural factors and balancing interests. Industrial relations operates at the state, industry, and enterprise levels. A sound system promotes harmony, efficiency, and dispute resolution.
Industrial relations is a multidisciplinary field that studies the employment relationship. Industrial relations is increasingly being called employment relations or employee relations because of the importance of non-industrial employment relationships; this move is sometimes seen as further broadening of the human resource management trend.
This document provides an overview of industrial relations. It defines industrial relations as the study of the relationship between management and employees in an organization, including mechanisms for resolving disputes. It discusses the key parties in industrial relations as management, employees, government, unions, and professional bodies. It also covers the scope of industrial relations in areas like employer-employee relations, group relations, and public relations. The roles and objectives of industrial relations are outlined as well, such as handling grievances, protecting employees' rights, and improving productivity.
This document discusses compensation and the factors that influence it. Compensation includes both financial compensation like wages and salaries as well as non-financial compensation like benefits and recognition programs. It is determined based on both internal factors like ability to pay, job requirements, and employee performance as well as external factors like cost of living, labor market conditions, government regulations, and technological changes. The goal of compensation is to attract, motivate, and retain qualified employees in a fair and competitive way.
The document discusses industrial relations, which refers to the relationship between employers, employees, and government agencies in an industry. Key aspects of industrial relations include establishing rules to maintain harmony between employers and employees, government intervention through laws and policies, and objectives like maintaining industrial peace and democracy. Poor industrial relations can be caused by economic, organizational, social, psychological, and political factors, and suggestions are provided to improve relations through sound personnel policies, participative management, and a constructive attitude.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
1. Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
INDUSTRIAL MANAGEMENT
(Marks 80)
CASE 1 : (30 Marks)
Trade Unions in the TNC Supply Chain and their relationship with the CSR
Movement
Chinese enterprises are essentially passive players at the sharp end of CSR in China.
They are in a position of having to juggle between the different factors governing the
development of industrial relations in China, including trade union reform. In this often
tense dynamic, CSR is seen as an external factor and trade unions an internal factor.
These two factors have an impact on each other. As part of the research for this case
study, the research team (RT) ‘shadowed’ a CSR audit. The factory had come under very
heavy CSR pressure in 2004. Altogether, the RT carried out two investigations: in March
(see earlier printed report) and August 2006 Initial conclusions:
1) That factories undergoing CSR audits have better working conditions than those that
don’t.
2) There is no evidence to suggest that trade unions have an impact on wage levels at
enterprise level. However, factories subject to CSR pressure are generally large
workplaces and this was perhaps a factor in improving labour conditions. Moreover,
CSR-targeted factories are prone to data distortion due to ‘training of workers’ answers’
in interview and double or even triple accounting.
2. Enterprise Y was established in 1997 and now has 1,200 workers. It was ‘Re-
registered’ in 2002 to take advantage of tax breaks etc. It manufactures electronic goods
for export chiefly to three retailers and over 50% of goods go to a single US company.
Employment breakdown: 80 managers, 300 skilled workers; remainder are ordinary
workers. Managers and skilled workers have contracts and social insurance based on
minimum legal standards. The extent of contracts among unskilled workers remains
unclear. The enterprise had previously
AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL
supplied a ‘comprehensive’ contract and social insurance list to CSR audit team
(excluding probationary workers) but the RT’s interviews with workers revealed that
many had no idea if they had a contract or not or if they were paying into various social
insurance schemes such as work injury or pensions. The RT was not given access to
formal SI contribution records. Wages were verified at between 900-1100 yuan per
month with on average more than 60 hours o/t but this was subject to orders. There
were few disputes and conditions generally were better than at surrounding factories.
Up until Aug 2006 accommodation was free and reasonably good. The labour turnover
rate for unskilled workers was just 8% and most workers had been there more than two
years already. However, in the same period the labour turnover rate for skilled workers
had increased dramatically.
Enterprise Trade Union
Established in 2004. Trade union chair M directly elected by workers, largely as a result
of pressure from the Brand. By August the follow-up research revealed M had left,
apparently for ‘personal reasons’ according to management. Former vice chair C had
taken over his position. C’s previous experience had been as a member of a trade union
committee in an SOE trade union. He was appointed to the post at Y. The local township
union said that there would be fresh union elections ‘soon’. The trade union at Y had
three other union committee members. All were mid or senior level managers: human
resources manager, one an engineer, and a finance manager. The union had an office in
the enterprise but has no bank account or independent accounts/expenses system. All
union activities were entirely dependent on management transferral of funds.
3. Trade Union Work
Approach to union work very similar to work in SOEs – i.e. very traditional. Also the
union works very closely with the township union and pretty much depends on it for
policy etc. The latter is very pleased with the Y union, which has received a number of
awards. Activities include labour productivity competitions, May Day competitions.
Prizes include going on holiday to HK. Examples of general day union work included:
Management introduced a charge for canteen food. The service had been franchised
to outside contractors. In response the union organised a small group (xiao zu) which
negotiated with the company and succeeded in getting the food and food hygiene
situation improved.
Dormitory Management Team: made up of company reps and worker reps. Aim was
to selfmanage the dormitories and avoid management imposing arbitrary fines on
workers. The committee’s work was based on a ‘Dormitory Management Contract’
which the union drew up. Any fines imposed had to be in accordance with the contract
and workers reported an improvement in the overall dormitory conditions.
Union representing workers in wage consultations
The union was very proud of this aspect of its work. Wages stipulated in contracts were
574 yuan per month – however the real income of workers varied between 900 and
1100 per month due to o/t. On 1 September 2006 – the government introduced new
standards for min. wage which were reset at 690 yuan per month, which at current
contract and o/t levels in the factory would mean a 300 yuan per month wage increase.
Company provided figures which made it clear that if they abided by the wage increase
in current market conditions they would go bust. Y’s HR department presented a
proposal saying that Y should meet new min. wage requirements but cancel food and
board subsidy. However, this would break contracts with workers in which the company
agreed to supply food and dormitory accommodation. Management consulted with local
government and township trade union and decided to try and solve the problem through
4. consultations with enterprise union. RT investigation found that the consultation did
not follow either the regulations on collective consultations on wages, nor did they
constitute a collective contract. Instead: Workers Rep meeting called by boss: mostly
production managers but also a small number of line workers present who were
appointed as ‘reps’ by the trade union chair. RT observed this meeting and also provided
legal advice to worker reps. At the meeting was a deputy managing director and the two
managers from the union committee. Meeting procedures and presentations recorded in
report – worker reps presented with an ultimatum regarding bankruptcy plus threat of
dismissal from HR dep. for anyone who did not agree with the cancellation of free food
and board. Trade union said: it wanted the new min. wage standard met; new charges
for food and board should be reasonable and include a self management team for
dormitory. Union also called for further consultation with members. Not much feedback
from members. Union held further talks with senior company managers. This led to the
Method of New wage Management. New charges 200 for dorm and 60 for food, a rate
below market prices but reduced the wage rise itself to between 40-60 yuan. RT
interviews with workers showed that most workers agreed with the new arrangements.
A minority felt that they had been cheated. All signed the new agreement and anyone
who refused was told their contracts would not be renewed.
CSR audit
RT shadowed and at times provided translation for a social audit team. Despite the
professionalism of the audit team, their task to report actual conditions at the factory
was essentially a failure. The audit team asked that the factory management bring o/t
levels down to legal levels, although they also expressed an understanding of local
conditions and stated that workers were able to take adequate rest time despite high
levels of overtime. No workers expressed dissatisfaction with pay and conditions directly
to audit team. The audit team also had an extensive meeting with trade union chair who
told them that the new wage levels had been met but did not mention the introduction
of dormitory and canteen charges. The audit team also asked that a dispute mediation
committee be established at factory level as well as warning management that a
5. complaints system for workers should be implemented as soon as possible. Also
discussions over whether the deposit that the factory demanded for work uniform was
an illegal job deposit. Audit team agreed that it wasn’t.
Audit team did not discover the fact that some workers who did not meet piece rate
targets had to complete quotas in their own time – up to 1-2 hours per day! The trade
union chair had told workers it was in their interests to lie to audit team over working
hours as trained to do so by enterprise management. He was under no pressure to take
this line from the enterprise itself.
Discussion:
Organisation of the trade union was from CSR pressure not pressure from workers
i.e. in effect top down. 2004 US client retailer had cancelled an order due to working
conditions and this had caused losses.
Union operated in a cooperative manner with management not confrontational.
With regard to a workers’ complaints and mediation system. The US client did not
believe it to be true when management had told them there were no disputes with or
among the workers. The real situation was that the union had not taken part in any
disputes. RT checked with the MOLSS and found that a dispute had occurred following
a death in the dormitory. Management denied it was due to a work injury and police
ruled out criminal behaviour. Eventually MOLSS brokered compensation with family
and Y enterprise. No details made available. However, RT concluded from this dispute
that the company did not have an injury compensation scheme for workers. If they did
have, the settlement would have been between the dead worker’s family and the
insurance company.
Audit ream did not discover that the HR department pressured workers to hand in
their notice
when they wanted to cut staff levels rather than simply lay them off. This was to avoid
compensation. The union also kept silent on this.
6. The wage negotiation process was entirely non-confrontational except for HR
attitude to the workers, who were threatened with dismissal if they objected to
concluding the agreement.
The union helped the enterprise and the brand find an easy way out of the wage
dilemma. It did not ‘represent’ the workers in this process.
Questions :
1. What is the experience of China about Trade Union in the above mentioned case?
2. How Trade Union resolved the dispute? By confrontation or by negotiations?
3. What is the general impression about the Trade Union movement with reference to
this case?
4. Give your comments and opinion
CASE 2 (30 Marks)
Acas and Essex Ambulance Service NHS Trust: Improving
consultation and working patterns.
The Challenge Essex Ambulance Service (EAS) is an organisation dealing with
unscheduled care,predominantly accessed via 999 calls. It was established as an NHS
Trust in 1990 and employs around 1,300 people who are primarily members of two
unions, Unison and the GMB. The Trust had two inter-related problems. Firstly,
relations between management and unions had deteriorated after a national ambulance
dispute in 1989. Trade unions did not have recognition at the Trust, and a trade union
representative described the management-union relationship throughout the 1990s as
“arms-length” and “fairly tense”. During this time, trade union involvement was
restricted to representatives attending health and safety committees and representing
union members during individual disputes. Consultation between management and the
workforce was nonexistent, and this was due in part to the management style of the
organisation. A JNCC (joint negotiation and consultation committee) was established at
the unions’ insistence, but it was largely ineffective. Decisions made at the JNCC were
often overturned or ignored by the Chief Executive Officer (CEO), thereby damaging the
7. committee’s credibility, and the CEO had no involvement in the committee. This
contributed to a second problem: a failure to respond to different staff interests by
modernizing working arrangements for part-time and relief staff. These workers were
unable to influence their work roster and shift patterns to the same extent as full-time
and longer serving staff. And because of a lack of consultation mechanisms, it was
proving difficult to agree on strategies that would mutually resolve the problem.
The Trust eventually recognised trade unions in 1999. In 2002, following the departure
of key managers who had resisted engaging in joint consultation, trade union
representatives, supported by management, contacted Acas for help in addressing these
problems and improving the employment relations climate. Acas was approached,
according to the HR manager, because it was seen as “independent, and expert around
this area”.
How Acas helped
In October 2002 the Acas adviser met with management and trade unions to develop
two sets of workshop programmes, each addressing the issues identified as problems.
Two initial workshop sessions were held to discuss rostering issues. The Acas adviser led
these workshops, using techniques to break down barriers between participants,
including splitting them into mixed (management-trade union) groups to work on
problems and design solutions. Throughout the workshops, the adviser also profiled
examples of how problems were resolved in other organisations she had worked with.By
the end of the first workshop a number of recommendations were developed, including
the need to have clear principles driving consultation, the need for a review of the roster
system, and the need to have stronger informal ties between key managementunion
players. The Acas adviser then put together a report based on the ideas and suggestions
generated at the workshop, and these were discussed at a further workshop, at which
participants ratified and agreed a new system of rosters. ‘Break-out groups’ addressed
problems in a way that included the voice of all parties, and stakeholders and the adviser
also worked with specific sub-groups of staff – for example relief workers (who fill in for
workers on holiday or sick leave) – to tackle particular rostering problems and design
improved working practices. The adviser organised a subsequent facilitated workshop in
8. early 2003, attended by key Trust managers and union groups. Its aim was to establish
the purpose of the JNCC and its terms of reference. Whilst no formal output emerged
from the workshop, participants felt that it had formed
the basis for the renewal of the forum. The HR manager described the imperatives
driving this initiative:
“… bear in mind we’re coming from a stance where the unions weren’t involved in
negotiation at all
… We’re moving towards Agenda for Change now and that’s very much about
partnership working
with staff-side. So we wanted to make sure that the JNCC had the right terms of
reference and was
going to be working effectively for both sides to benefit.”
The benefits: improved consultation and working patterns:
A range of positive outcomes flowed from Acas’ involvement at the Trust, with
management and trade union representatives emphasising their significance in light of
the relationship difficulties and low levels of trust at the Trust during the 1990s. Firstly,
the JNCC has become a central feature of employment relations at the Trust. It now
functions effectively, partly as a result of good informal relations between key trade
union representatives and HR managers. The Committee has provided a vehicle for
regular management-trade union dialogue on a wide variety of issues, including work-
life balance and flexible working. The JNCC has also become a crucial medium for
discussions around Agenda for Change. Secondly, in terms of work rosters, there is a
new system that accommodates the interests of both full-time staff and those on a
variety of different contracts. Employees who formerly had little advance knowledge of
when they were working can now plan their rest days more clearly. In facilitating
changes in working patterns, the Acas project has brought part-time staff closer to the
strategic concerns of the Trust. This has meant that human resource planning is clearer
and more consensual in nature, and levels of commitment from part-time staff are,
according to trade union representatives, higher than in the past. Thirdly, the process of
improving consultative mechanisms and the roster system has helped build
9. relationships between management and union representatives, enabling them to
develop other new practices relating to, for example, meal breaks and work-life balance
initiatives. A joint approach has also been taken to managing the implementation of
Agenda for Change, with trade union representatives reporting that they now feel that
they have some ownership over its development.
There are now ‘joint management-union chairs’ for sub-groups, including Agenda for
Change subgroups, each tackling a variety of new issues and reforms. These new issues
are approached in a very different way to the past, when the level of dialogue was
virtually non-existent. There are still differences and problems, but the new framework
has sustained a high degree of joint working. Central to this has been the strong explicit
commitment and support for consultative mechanisms from the union and senior
management, including the interim CEO, who chaired the JNCC. As one trade union
representative explained: “(The Acas project) has built a foundation to move forward on
the working lives for our relief staff, for full time staff. And we’ve now got the JNCC
firmly established as the main staff conduit to the head of the organisation on a formal
basis.”
According to HR managers and trade union representatives, longer term benefits of
Acas involvement have become evident over the last two years. These include increased
levels of trust between employees, unions and managers, and improved formal and
informal workplace relations. Trade union representatives and managers now speak to
each other openly and constructively, and improvements to operational systems and
practices are the subject of consultation and dialogue to a much greater extent than in
the past. Such is the nature of the turnaround that Trust managers and union
representatives are often called upon to provide advice to other Trusts who are
attempting to improve employer-trade union relationships.
Questions:-
1. Give the brief history of the above mentioned case study
2. What was the problem? How it was resolved?
3. What was the effect of solution on the unit’s mechanism?
4. What is the message ?
10. CASE 3 (20 Marks)
Changing role of trade unions
The curtain has at last come down on one of the most famous marquees in the motorcar
industry, with MG Rover finally shutting down production earlier this month.
A company that once employed 40,000 people in the British Midlands, with an equal
number employed in the factories of suppliers, had been forced to scale down its
operations over the years. But even skeletal operations with 4,000 people has now
ceased. It is an example of what destructive trade unionism can do to an industry.
Arthur Scargil in the 1980s set out to destroy industry in the Midlands with his brand of
militant and destructive trade unionism. Finally Mrs Thatcher stood up to him and
showed him the limits to which trade unions could push industry. She privatised
industries and Scargil lost his power base, which was mainly in public sector heavy
industries. Successive governments in Britain after Mrs Thatcher have refused to bail
out public sector undertakings with subsidies and grants. This has resulted in Britain
transforming itself from being the sick man of Europe to one of the more dynamic
economies in the West. In India too we have had examples of the Arthur Scargil brand of
trade unionism. What Datta Samant did to the cotton textile and engineering industries
in Mumbai was equally devastating. Almost all the textile mills in the city closed because
of the unreasonable demands made by trade unions under Datta Samant. India has the
advantages of (a) growing both long staple and short staple cotton and (b) a huge
domestic market. We could have been the cotton textile source for the whole world. But
battling militant trade unions, on the one hand, while coping with price controls
imposed by unimaginative governments and textile quotas imposed by foreign
governments, on the other, proved too much for our textile industry. It did not have the
necessary financial and managerial resources, and it failed to modernize and remain
competitive in terms of quality and cost. So it declined and became terminally ill. Trade
unions are a legitimate system for organizing workers and to voice their rights and
grievances. Without them companies would become either too paternalistic or too
dictatorial. Responsible unions help to create a middle path in the relationship between
management and labour while maintaining the responsibilities of the former and the
dignity of the latter. Where things go wrong is when the management becomes
11. authoritarian, especially in owner/familymanaged companies, or when a trade union
leader allows emotion and ego to overcome reason. Fortunately today, workers have
become better informed and aware of the economic forces that impact their industry.
The media has helped to create much greater economic awareness. So it is not so easy to
mislead them. Managements too have become more sensitive and skilled in handling
relationships with employees. This is true of even family-owned and managed
businesses. TVS [Get Quote] in the South is a prime example of how a large family-
managed industrial group has successfully managed its relationship with employees
through enlightened management. There are more such examples in other parts of the
country. Perhaps the labour departments of governments at the state and the Centre
should sponsor the institutes of management to do case studies of companies that have
built up such successful relationships. Instead of merely administering rules and labour
laws, these government departments could also act as apostles of good practices in the
field. As the skill levels and educational qualifications of employees advance, the role
and significance of trade unions tend to diminish. This is because (a) employees are able
to represent their own case and (b) managements are more sensitive to the needs of
individual employees, whose intellectual skills become almost uniquely valuable. This is
already happening in the sunrise industries based on brainpower such as IT and
telecommunications. Another phenomenon in these modern industries is that
employees have greater opportunity and tendency to move from one company to
another, not only because of better terms of employment but also because of their
yearning to learn new skills. This appetite for learning is something remarkable,
especially in the IT industry. In fact, people in that industry are more bothered about
what they can learn in a company than about how much they earn. This phenomenon is
facilitated by the fact that there are plenty of employment opportunities in IT and it is a
young industry. That is why one does not notice any union flags in the Silicon Valley of
India/Bangalore's Electronic City. Trade unions have declined in their importance even
in the UK, the original home of trade unions. The UK's Labour Party was formed by
socialist leaders of trade unions. Today, Tony Blair does not have to depend on trade
unions as much as his predecessors had to do in the 1980s and 90s. The Labour Party's
appeal to the public is based on key policy issues such as spending on the National
Health Service and the education system, rather than anything to do with labour policy.
12. In the US, trade unions are powerful in negotiations with individual employers, but have
no significant political clout although they generally support the Democratic Party.
The same is the case in Japan. Even in Germany, France, and Italy, the role of trade
unions has become more focused on negotiations with employers rather than on
politics. The privatization or corporatisation of many public services such as electricity
and water supply has accelerated this shift. Hopefully the same shift in the character
and role of trade unions will happen in India -- even in places like Kerala and Bengal, as
employment starts to move to more intellect-based activities and public sector
industries are privatized. Responsible trade union leaders with a long-term vision will
adapt their policies to suit the new realities. Correspondingly, there has also been a
change in the attitude of management, even in familymanaged companies. They are now
better educated and many of them have been exposed to international education and
international markets. They realise the dignity of human beings more than their
previous generation and therefore are less prone to treat employees in a scurvy manner.
More and more companies are investing in management training and development.This
has also helped to create much better awareness of the aspirations of workmen, among
the managers.
Yet the last vestiges of negative union practices continue to persist in monopolistic
public services like the state transport undertakings, state electricity boards, etc.
The only way to correct this is to corporatise or privatise these undertakings or open
them up to competition. A prime example of the change that is possible is what has
happened in aviation. Once airline services were opened up to competition, the whole
scene changed. Instead of treating passengers with the indifference typical of a public
sector employee, Indian Airlines staff learnt even to smile while greeting passengers.
In addition, we have created some world-class private carriers in the domestic market
who are now set to take wing on international routes. Even the railways can be
privatised. The rail track in each region can be owned and operated by a company,
which then allows competing companies to run their trains on these tracks. Similarly,
there is no reason why urban bus services cannot be made more efficient by opening
them up to competition. Today they are run as monopolies due to pressure from
13. unionised labour. For example, in Mumbai the urban bus service is cross-subsidised by
BEST Electric Supply services.
Questions:-
1. What do you know about changing role of Trade Union activities?
2. What is the role of responsible Trade Unionism?
3. Is Privatisation a challenge for Union activities?
4. What is the lesson learnt from the IT sector?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224