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Industrial relations in India in the 1950s and early 1960s was adversarial and
confrontational. At the company level, working conditions were poor. There were
disruptions in business operations and low productivity due to frequent work stoppages
and a lack of discipline and teamwork. This resulted in a poor investment climate,
economic stagnation, high unemployment and social unrest. Independence thrust upon
India in 1965 marked a turning point. Faced with a dire economic situation aggravated by
the withdrawal of British Forces, India embarked on an industrialization programme to
attract foreign investment in order to create jobs for the people. The crucial challenge was
to move away from an adversarial labour-management relations climate to a co-operative
one; and to develop a disciplined, motivated and productive workforce, as part of the
national effort to create a favourable climate for investment.
To achieve this objective, the existing legal framework was overhauled by introducing a
rational procedure for collective bargaining, conciliation and arbitration of industrial
disputes, and also by establishing basic employment terms for employees. More
importantly, the three social partners, i.e. the Government, trade unions and employers,
realized that for the industrialization programme to succeed, confrontation had to be
replaced by co-operation and collaboration. They therefore decided to adopt a tripartite
partnership approach, with the Government as a facilitator, to bring about labourmanagement co-operation.
A new spirit of tripartism was thus born. This provided a consultative platform for
industrial relations issues to be addressed and resolved amicably and laid the foundation
for the development of a disciplined and productive workforce. All this contributed to
business efficiency and growth, which brought about sustained wage increases, and
improvements in working conditions and employment opportunities. Over the years, the
tripartite partnership approach has enabled us to successfully replace the adversarial
relationship with a constructive and dynamic one. Management and unions/employees
have been able to work together to resolve differences rationally and amicably, to the
benefit of both employers and employees.
India has enjoyed several decades of sustained industrial harmony, and this has become a
key competitive advantage in attracting investment. In addition, the strong tripartite
partnership has enabled us to respond effectively as a team to deal with serious national
challenges, such as economic downturns, and the crisis of 2003. The willingness and
ability to work together in times of crisis has further strengthened the spirit of tripartism
and made us more resilient as a nation. As Singapore advances into an era of increasing
competition and intense globalization, we will have to grapple with new challenges to
ensure the viability of our companies, the relevance of our workforce and the dynamism
of our economy. To compete effectively and develop a knowledge economy, we will need
to continually improve our business environment and move up the value-chain with a
well-trained and innovative workforce.
Small Industry Development Organisation (SIDO) is the apex body for assisting
the Government in formulating and overseeing the implementation of its policies
and programmes/projects/schemes.
Small Industries Development Bank of India (SIDBI) acts as apex institution for
financing SSIs through various credit schemes.
Sr
Name
Production
01
M/s.Modi Hoower
Home appliences(Sick)
02
Edible Oil(Sick)
03
M /s Baramati Leather
Leather goods
04
Plastic Pencils(Sick)
05
Copper wire
06
Engineering
07
Valves
08
Egible Oil
09
Cating
10 M/s
11
12
Safalya T_ransmission
Engineering
Trolly
Ice Factory
13
Fabrication
14
Engineering
15
Engineering.Fabrication
16
Engineering
17
Tyre Remolding
18
Sonia(niroo)
19
Engineering
20
Garments
21
Welding Road
22
Corrgiguted Boxes
23
Engineering
24
M/s
25
26
Jay-Vijay Industries
M/s
M/s
Deisel Generator
Jay Industries
Fabrication
Supra Engineering
Engineering
27
M/sSamruti Packsing
Packsing Bags
28
Corrgiguted Boxes
29
Fabrication
30
31
Printing Press(Sick)
32
Fabrication
33
Fabrication
34
Adeshives Tapes
35
36
Works Shop
37
Refined oil(Sick)
38
Paint(sick)
39
Spring(sick)
40
Seemless Tube
41
Seemless Tube
42
Godawon(storage)
43
Edible Oil
44
Edible Oil
45
Corrgiguted Box
46
Edible Oil(Sick)
47
Corrgiguted Box
48
Contrainers
49
Plastic Article
50
Plastic Article
51
Wooden Cloth
52
Natural Gas
53
Engineering(sick)
54
Wire Coated
55
Dairy Equiment
56
Fabrication
57
Engineering(Sick)
58
Plastic cans
59
Adhessive
60
Papercon
61
Engineering
62
Cemnt Tile
63
M/sPadma Engineering
M.s Fabrication
64
M/sAppu Indutrues
Stationary Printing
65
M/sVal Interprises
Fabrication
66
M/sShikalkar Agro
Agrical Aquipt
67
Agrical Aquipt
68
Plastic Bag
69
Fabrication
70
Tranformore repiar
71
Tranformore repiar
72
M/sShisatax
Corrigiguted Box
73
M/sMota Garments
Readimed Darments
74
M/sTate Electricals
Tranformore repiar
75
Sring Forautomobile
76
Floor Mill
77
Cattle Feeds
78
M/sSuyash Auto
Auto Spaire
79
Eng
80
Steel Foating
81
Mojec Tiles
82
M/sRoyal Eng
Press Parts
83
M/sG.G Magnets
Ferrite Mannet
84
Oxygen Gas
85
M/sJ.JEng
Fabrication
Fabrication
88
Dricolor
89
M/sbaramati Textile
Cotten yarn
90
91
M/sOrton Synthetics
Fabrication
92
Cloth Yarn
93
M/sSoma Textile
Cloth Yarn
94
M/sDeccan Mech
Spirale WeldingPipe
95
M/sPiaggio Greaves
Vehicales
Three VahicalAuto
96
Fabrication
97
Plasic Bags
98
M/sAmeya Industries
Job Work
99
M/sOnkar Eng
Fabrication
101
Fabrication
102
M/sSonali Industres
Job Work
103
M/sSunita Interptrises
Decorative Art
104
M/sPrathmesh Industries
EngFabrication
Injection Moulding
106
M/sVimsha Indus
Staple Pins
107
M/sLaxmi Inds
Eng Units
108
Paperv Boad
109
110
M/sArunaq Inds
Food Produts
111
M/sPromod Eng
Eng Works
112
M/sClobal Inds
Fabrication
113
M/sNavneet Inds
114
M/sShah Inds
Eng
115
M/sNaidu Udyog
Sugar Machinary
116
Plastic Injection
117
Motor Capacitol
118
M/sKelvin Inds
Eng Fabrication
119
Poultry Nipple
120
M/sSubodh IndsI
Capasitor
Literature Review
The literature review of the subject is classified and presented under five heads. First one
is Industrial Relations in general. Second part of the literature survey highlights studies
about job satisfaction. Third part of the literature analysis accounts for Industrial Disputes
and dispute settling machinery. Fourth part reveals studies pertaining to trade unionism
and workers participation in management. Last part of the literature review highlights
various studies pertaining to industrial relations
3) An
-management relations. They isolated two factors that together explain 58% of the
variation in labour-management relations in India. Those are (1) grievance
handling system and (2) scope for advancement.
4) To evaluate the industrial relations in the private and public sectors in India. He
found that industrial relations in both the sectors had progressively deteriorated
during 1962-68 and that public sector registered a better performance on the
criterion of industrial conflict, but when viewed in the context of its performance
in terms of the tripartite forums, the code of discipline, and the prevalent
attitudinal climate it has been no difference 30from the private sector. He
concluded that it cant be said with certainty that there exist any linear
relationship between ownership and industrial relations.
B)
Job Satisfaction
2)
3) Job
C) Industrial disputes
1) One of the grim threats to the efficient conduct of the modern industrial
system seems to be the ravaging industrial disharmony characterized by
embittered relationship between the employers and the workers. The
causes of 35industrial disputes in India were psychological, political and
economic. Hence to secure industrial peace, changes in the attitude of the
workers, employers, trade unions are required along with political and
2)
economic changes.
Strikes are the most visible and spectacular manifestations of industrial
conflicts which in turn, arise out of bad industrial relations. A good
number of studies undertaken to study the causes of industrial disputes
have shown that several economic and non-economic factors have caused
industrial disputes in the country. we concluded that inadequate pay,
rising prices and other economic benefits or pressure might be considered
as the major causes of industrial disputes in India.
2) The Indian unions are very sensitive politically and multi-unionism has
become a fact of life in most of the industries. We also noted the
relationship between union politics and management politics, relationship
between
political
dependence
and
union
weakness,
political
manipulations, transfer of union funds for political activities and viceversa, consequence of outside influence, politicization of workers and
their commitment to unions.
2) Research
47workers commitment
to
participate,
levels
of
Research methodology
In todays rapidly changing and profit centric business / industrial scenario, Industrial
Relations (IR) is mainly concerned with Labour Relations, Legal Compliances, dealing
with workmen unions, associations, disciplinary proceedings, contract labours, and
advising, suggesting Management on necessary actions, needed to achieve the required
results on labour, employee, Industrial Relations issues.In Indian context there are
number of labour laws which are applicable to industry. Local Muncipal laws and rules,
State legislation & Central legislation etc, and the Governments mechanism
(bureaucracy) to supervise to control to implement the same is very slow.
If we remember the Day 18 July 2012 : Maruti's Manesar plant was hit by violence as
workers at one of its auto factories attacked supervisors and started a fire that killed a
company official and injured 100 managers. Now a days frequent news / incidents like
Maruti's Manesar indicates that the bad old days of trade unionism are really back?
Who is responsible for this?
One of the most challenging jobs of HR / IR Manager in modern day organization and in
MNCs is effective & efficient Management of work culture.The canvas & scope of IR
has also expanding in to folds of work culture Management.HR/ IR Mangers through
continuous dialogue with Management, line Managers and key employees can create
awareness in any organization to develop a holistic work culture.
Also dealing with Trade Union Leaders has been always an uphill and hazardous job
particularly due to their political affiliation, arrogance, corrupt & black mailing tactics
and nuisance values, the situation has remained the same even today.Government
mandated procedures for labour dispute resolution are currently very slow, with
thousands of cases pending for years. There is an urgent need for reform of archaic Indian
labour laws, else the industrial scenario discourage investments in India.
HR/IR has to deal with unions & union representatives, politicians, bureaucrats and
government officials, Simultaneously HR / IR have to create a positive work culture in
an organization. The fruits of positive work culture will very helpful in long run for an
organization to sustain to grow.
In conclusion we can say that the need of the hour is professional approach is required
from union leaders, and Management has to forward a step in providing basic facilities
and providing good work culture try to avoid i.e lower wages, hostile working
conditions, bad working environment, poor facilities and insulting treatment by the
superiors etc, so that the Industrial Relations remain cordial, industries can work
smoothly and prosper.
Collaboration, not Confrontation : An adversarial and confrontational attitude
reinforces differences and creates distrust. Opportunities to leverage on each others ideas
and experience are lost, and solutions are reached only as last resort compromises.
Conducting industrial relations with such attitude creates instability and industrial strife,
leading to economic and social outcomes unfavourable to all. On the other hand, a
consultative and partnership approach which takes into consideration each others needs
and concerns, promotes mutual understanding and win-win outcomes. At the same time,
constructive interaction fosters a spirit of camaraderie and builds lasting relationships.
Leadership and Mandate : Leaders should provide direction and guidance based on the
collective interests of the stakeholders, bearing in mind the larger concerns of the
company. Leaders should also lead by example, particularly in times of adversity.
Voluntarily accepting greater responsibility and sacrifices enables leaders to have the
moral authority to lead and cope with crises more effectively. Management and union
representatives should have necessary mandate to negotiate and commit to agreements
reached. They should also have the appropriate authority to resolve disputes and
safeguard employees interest.
Mutual Trust and Understanding, Respect and Integrity : Mutual trust, respect and
understanding are key qualities which promote open and constructive dialogue, and
strengthen bonds. They enable the parties to appreciate each others constraints and
concerns; and work together to meet challenges for mutual benefit. Integrity, honesty and
good faith are the pillars of good inter-personal relationships, which are the building
blocks of successful consultation and co-operation. While differences of view are
inevitable, these moral principles will strengthen trust and bring about amicable
resolution of differences.
Sharing of Information : sharing promotes transparency and eliminates suspicion and
distrust. Information is a catalyst which promotes open and constructive dialogue, and
facilitates decision-making and dispute resolution.
Professionalism : Professionalism requires technical competency and objectivity in
dealing with issues. A professional takes into account the interests of all stakeholders and
evaluates relevant facts before drawing conclusions. A professional is honest and fair. He
is expeditious in resolving conflicts, provides appropriate solutions, and seeks mediation
where necessary. He understands business and economic principles, including the close
link between productivity and wages, as well as good human relations. He also
establishes a fair and effective grievance procedure.
Mutuality of Purpose : The viability and success of a company are not only concerns of
management but also of employees. Both should have a shared vision of corporate
interests and goals in the conduct of industrial relations. The shared vision unifies the
interests of the parties and directs them to place long-term objectives above short-term
gains, wider interests above sectional interests, and cocreates win-win solutions that fulfil
the needs and purpose of management, trade unions and employees.
Sample Size
20
Sampling Method
Questionnaire
Interviews
Focus Group
Internet
Magazines & News Papers
Books
Baramati
Political Factors: These factors include political system in the country, political
parties and their ideologies, their growth, mode of achievement of their policies,
involvement in trade unions etc.
5. Social and Cultural Factors: These factors include population, religion, customs
and tradition of people, race ethnic groups, cultures of various groups of people
etc.
6. Governmental Factors:
industrial policy, economic policy, and labour policy, export policy etc.
industrial relations. He employees the worker, pays the wages and various
allowances, regulates the working relations through various rules,
regulations and by enforcing labour laws. He expects the worker to follow
the rules, regulations and laws. He further expects them to contribute their
resources to the maximum. The difference between the demands of worker
and employer results in industrial conflicts. Normally employers have
higher bargaining power than workers. But their bargaining power is
undermined when compared that to trade unions. Employers from their
organizations to equate (or excel) their bargaining power with that of trade
unions. These organisations protect the interest of the employer by
pressuring the trade unions and government.
3. Government: Government plays a balancing role as a custodian of the
nation. Governments exerts its influence on industrial relations through its
labour policy, industrial relations policy, implementing labour laws, the
process of conciliation and adjudication by playing the role of both
employees organisation and employers organisation.