Transcript INDUSTRIAL RELATIONS – A WAY TO IMPROVE …

INDUSTRIAL RELATIONS
– A WAY TO IMPROVE PRODUCTIVITY
A STUDY OF SELECT INDUSTRIES OF
MIDC, DOMBIVLI
By
Salve Deepak Mahadev
B.E.S. Sant Gadge Maharaj College
Outline
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Introduction
Objectives of the Study
Rationale of the Study
Data collection
Method of data analysis
Statistical techniques used for data analysis
Limitations of the study
Emerging issues
Analysis and interpretation of data
Factors affecting IR
Findings
Recommendations
Bibliography
Introduction
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Industrial work - quite complex
Modern industrialization and automation
The composition of industrial setting
Wide spectrum of relations
Growth- the owners entrust the task
Industrial relations are essentially human
relations
 No organization can operate entirely without
human effort
 Aspect of control and managing relationship “Industrial Relation”.
Objectives of the Study
• To make analytical study and interpretation of industrial
relations in the industrial enterprises.
• To take review of machinery for the settlement of
industrial disputes.
• To study workers participation in the management.
• To know the various steps taken by the industrial
enterprises for improving industrial relations.
Rationale of the Study
• Rapid expansion of the industry
• The study - significant in Dombivli - fast development
and industrialization
• Globalization, privatization and liberalization
• Major force for social and economic growth
• IR linked - takeovers and mergers
• The study important - as transformation from agrarian to
industrialize and from industrialized to hi-tech
industrialization.
Data Collection
• Both primary and secondary sources
• The sample size proposed for this study is 15 industrial
units.
• Analytical and exhaustive questionnaires
• Similarly certain questions were asked in the personal
interview
Method of Data Analysis
• Each data has been analyzed according to the
objectives of the study. Classification and tabulation of
data is made according to the need of the study.
• The analysis has been made according to the factual
information collected through information and personal
observations and some results are found out from the
oral information given by the workers and safety officers,
working in the industrial units.
Statistical Techniques Used for the
Analysis
• The questionnaires include the general information.
• For the first part the data is quantitative hence the
frequency distributions were prepared and proportionate
frequencies were calculated.
• All other questions are qualitative type of information.
For these questions one cannot find frequencies as such
or it cannot be quantified. The opinions are recorded as
they appear and from these conclusions have been
drawn.
Limitations of the Study
• This study on industrial relations is concerned only with
the Dombivli Region.
• This study is based on a convenience sampling and thus
need not necessarily reflect the opinions and attitudes of
various officials.
• The focus of this study is on the industrial relations. It
was difficult to collect all the necessary data from grass
root level, although the researcher has tried his level
best in collecting the latest information.
Analysis and Interpretation of Data
Year of
Number of
Establishment
Companies
Before1960
01
1961-1970
02
1971-1980
01
1981-1990
01
1991-2000
02
2001-2005
04
2005 on ward
04
Workers’ strength of the Organisation
Interviewed
02
08
05
Less Than 50
50 - 100
100 - 200
Trade Unions
Number of
Number of
Number of
Percentage
Workers
Companies
Trade Unions
of Unions
Less Than 50
08
03
47.60
50 – 100
05
05
100.00
100 - 200
02
04
200.00
15
13
Note: - Companies having up to 50 workers either do not
have formed trade unions or many have not given
information.
Emerging Issue for Indian Industrial
Relations
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Economic liberalization
Labor management co-operation through consultation
The trade unions are expected to play a constructive role
Demand for skilled, qualified and competitive work force
Unskilled and lack of commitment personnel - little to
contribute
Technological inputs
Manpower input for unit of output has reduced.
Problem of existing employees - displaced by technology.
Unions face the problems of VRS or CRS
Out sourcing and sub contracting
Factors Affecting Industrial Relations
• Economic legal, political technological, educational and
competitive factors or forces
• They are also responsible for shaping the principles and
practice of industrial relations
Findings of the study
• Higher growth rate is possible in a climate of harmonious
industrial relations.
• Workers are interested in decent wages, social security,
speedy redressed of grievances
• Employers - like to see disciplined workers, increase in
productivity and profitability.
• Optimum use of HR and have some degree of flexibility in
personnel decisions
• Proper handling of grievance can help in maintaining good
industrial relation;
• The ILO has been effective in making the workers and the
employers understand their rights and duties.
• The workers requires proper and healthy working conditions
• The organized welfare programmes
Response regarding solving Conflicts
(Percentage)
Not
Arbitration
Answered
Meditation 1%
4%
4%
Conciliation
11%
Negotiation
80%
Recommendations
• There is no substitute for growth and it has to be with
social justice
• Communication and communication skills
• Education of the employees – advantages of
participation.
• workers counseling on regular basis and departmentwise counseling
• Low wages, casual labor policy, poor working conditions
and exploitation of the labor leads to loss of interest in
the work
• They leave the job for better prospect which makes the
industrial relations in small sector unstable.
Recommendations Contd…
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To understand the problems of the employees.
Proper code of conduct and code of discipline
Motivation to the employees
Self discipline.
To improve industrial relations the management must
listen to the problems of workers and sort it out.
• Education, training and development of employees are
necessary.
• Continuous efforts to increase the efficiency of the
employees.
• Both should be partners - in the new millennium.
Conclusion
• Healthy labour management relations are very much
instrumental in improving the economic conditions of the
organizations as well as of labour.
• Analysis of workers’ participation in management.
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It is a mental and emotional involvement of a person.
• A constant review or follow up of results of the industrial
relations programmes.
Bibliography
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Mamoria Mamoria & Gankar (2000), “Dynamics of Industrial Relations” Mumbai Himalaya
Publishers.
Shukla Madhukar, “Competing Through Knowledge”, New Delhi, Response Book.
Aswathappa K. (2002), “Human Resource & Personnel Management” N. Delhi, Tata McGrawHill.
Bhatia S. K.(2003), “Constructive Industrial relations and labor Laws” New Delhi, Deep & deep
Publishers.
Chand K. V. Kumar, “Industrial Relations” New Delhi, Ashish Publishers.
Dayal Sahab (1989), “Industrial Relations System In India” New Delhi, Sterling Publishers.
Edwin B Flippo.(1984), “Personnel Management” Singapore, McGrawhill International.
Gokhale S. (1987), “Industrial Relations and Labor Laws” Pune, Sushil Publishers.
Hajra S. & V Vasudeva,( 1993), “Productivity Agreements In India” New Delhi, Allied Publishers.
Mamori C.B. (1995), “Personnel Management” Mumbai, Himalaya Publishers.
Dr. Michael V. P. (1991), “Industrial Relations in India & Workers Involvement in Management”,
Mumbai, Himalaya Publishers.
Ramaswamy E. A. (2000), “Managing Human Resources” New Delhi, Oxford.
Sharma A. M. (1992), “Understanding Wage System”, New Delhi, Himalaya Publishing House.
Tripathi P. C. “Personnel Management & Industrial Relations” New Delhi, Sultanchand &
Company.
Virani. B. R. (1989), “Workers Participation In Management Some Experiences And Lesson”
New Delhi, MacMillan India Ltd.
Bibliography Contd…
ARTICLES IN MAGAZINES, NEWSPAPERS, REPORTS:
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Ministry of Industries Government of India, (1996), Handbook on Industrial
Relations Policy.
Harbhajan Singh & Niroop Mohanty, Economic Times (2004) 6th Aug., “The
Role of Trade Unions in Bringing About Performance Oriented Culture.”
Indian Journal of Industrial Relations, July 2001.
Sujit Sen & Shailendra Saxena, (July-September 2002), “Wither, Human
Resource Management in the Age of Downsizing?” Personnel Today.
Dr, Rajen Mehrotra, (April-June 2002), “Outsourcing”, Personnel Today.
Economic Times (2004), 6th Aug.
R. P. Billimoria, (April 2004), “Hidden IR Dimensions of a Liberalized
Economy”, Personnel Today.
Economic Times (2005), 22nd March.