27767923

Industrial Relations Environment and Work Culture in Public and Private Sector Organisations:
A Case Study
Author(s): Mamta Panda
Source: Indian Journal of Industrial Relations, Vol. 39, No. 4 (Apr., 2004), pp. 465-488
Published by: Shri Ram Centre for Industrial Relations and Human Resources
Stable URL: http://www.jstor.org/stable/27767923
Accessed: 13-08-2015 06:53 UTC
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/
info/about/policies/terms.jsp
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content
in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship.
For more information about JSTOR, please contact support@jstor.org.
Shri Ram Centre for Industrial Relations and Human Resources is collaborating with JSTOR to digitize, preserve and extend
access to Indian Journal of Industrial Relations.
http://www.jstor.org
This content downloaded from 125.20.9.248 on Thu, 13 Aug 2015 06:53:27 UTC
All use subject to JSTOR Terms and Conditions
IJIR, Vol. 39, No. 4, April 2004
INDUSTRIAL RELATIONS ENVIRONMENT AND

WORK CULTURE IN PUBLIC AND PRIVATE SECTOR
: CASE STUDY
A
ORGANISATIONS
Mamta
Panda
The present study aims at examining the relationshipbetween

the industrial relations environment and work culture
in a private
and a public sectororganisationbelonging to thesame industry.

Industrial
relations
structural
mechanisms
trade unions
management
has been assessed
environment
in terms of:
for industrial relations management;

in
and collective bargaining; workers participation
and union management
has
relationship. Attempt
also beenmade to identify

major industrialrelations issues and
initiatives
organisational
relations environment.
for
improvement
in the industrial
INTRODUCTION
The
present
examine
work
study
relationship
culture in Indian
is an outcome
between
of the research
industrial
The
organisations.
relations
out
carried
environment
study aimed
at
to
and
exploring
implications of corporate ideology and work culture for industrial
relations
case
The
environment
study
involves
and private
in public
sector organisations.
one
one
sector
sector
and
private
public
organisation belonging to the same industry and located in the

same
be
cultural
referred
maintaining
Ms.
Mamta
New belhi
sector organisation
will
region in India. The public
sector as
for the sake of
to as 'A' and the private
'J3'
confidentiality.
Panda
is Research
Associate
at
International
Management
Institute,
466
Indian Journalof IndustrialRelations

'A'
Profile
Organisation
was
set up in 1987 in the eastern part of India
organisation
installed capacity of 2,30,000 tonnes per annum of metal and
The
with
is considered to be a turningpoint in thehistory of Indian metal
it has not only addressed

In a major
the
industry
leap forward,
need for self-sufficiency
in that metal, but also given the country a
technological edge inproducing this strategicmetal on thebest of
world
standards.
The
organisation
segments
including
has
mines
five multi-locational,
well-integrated,
and captive
and has
power
plant
developed port facilities forexport. In addition to theCorporate

Office there are Zonal/Regional Offices at Kolkatta, New Delhi,
and Mumbai.
Chennai,
The
organisation
been making
has
consistent
profit
since
its
inception. The sales turnover of this profitmaking organisation
was
Rs.
during
vision
1506.65
1998-99.
crore
It is also
of
the organisation
in its field" while
repute
and
the profit
after
tax was
248
crores
of this metal.
The
major
exporter
is "to be an organisation
of global
the mission
in
is "To achieve
growth
business with global competitive edge providing satisfaction to

the
at
shareholders
and community
customers,
employees,
In
of
the
in
interests
of
the
large."
recognition
securing
society
a wholesome
sustainable
industrial
with
growth,
compatible
environment,
importance
environment
to
the organisation
affirms that it assigns high
and maintenance
of a pollution-free
promotion
in all its activities.
It also dedicates
itself to ensure
a green and wholesome

environment
for sustainable
industrial
growth
environment
As
major
in all areas
and
of its operations
in
to set standards
management.
initiative
towards meeting
social
responsibility,
it
has adopted a policy of playing a catalytic role in general

improvement of quality of the lifeof people living in theperipheral
In this
various
in
taken
been
villages.
regard,
steps have
with the local government
collaboration
and authorities. The plants
of the organisation
in
located
areas;
though
populated
sparsely
a direct
there was
at
of
about
600
the
time
families
displacement
Industrial
Relations
Environment
and Work
467
Culture
not only took advance

of starting of the project.
The organisation
measures
to rehabilitate
all the displaced
families in a well-planned
but also provided

colony with basic amenities,
training to groups
to improve the scope of their
of affected persons
The
employment.
in direct
conscious
efforts have resulted
than
of more
employment
in the organisation.
1800 persons
from affected families
Besides,
a
have
the organisation's
operations
generated
large variety of
and
income
the
for
of adjacent
employment
opportunities
people
areas.
The employee strengthof the organisation at differentunits as

on 30/04/2002 was 6645 ofwhich 1531were executives and 5114
to non-executive
belonged
category.
The Chairman-cum-Managing
Director is theChief Executive of the organisation who is assisted

by the functionalDirectors such as Director (Production), Director
(Finance), Director (Projects and Technology), and Director
and Administration).
(Personnel
by respective General Managers

by
the Resident
Organisation
The
producing
units
are headed
and theZonal Offices are headed
Managers.
Profile
The
organisation
India with
installed
'B'
was
set up in 1959 in the eastern

part of
annum
tonnes
with
of 30,000
per
capacity
planned start-up of 60,000 t/y ofmetal by July2002. It is one of

the largest Public Limited companies in India and is a pioneer in
the production of the particular metal in the country. With a
nation- wide network of production facilities, it is engaged in all
phases of themetal industry frommining through smelting to
manufacture of a wide range of finished products. In the year
1996-97,
capacity
was
expanded
from 24,000t
to 30,000t
and
in
theyear 1997-98, itachieved thehighest ever production of 28,897
tonnes
as a whole
The organisation
had a total
of primary metal.
crores
with
1997-98
of
realisation
of Rs.1162.5
during
crores as net
profit.
turnover
Rs.71.4
is: "To be a premier metal

of the organisation
a
with
clear
focus to become
competitive,
company
globally
to
and
committed
up
gradation;
technology
through
growth
Its
in quality,
service and environment
excellence
management."
The
vision
468
is "To pursue
the creation of value
for all its customers,
core
at
and
shareholders,
society
large." The stated
employees
mission
values
are: Integrity, Speed, Simplicity,
of the organisation
100% Commitment,
Accountability,
and Environmental
Responsibility.
Self Confidence,
Seamlessness,
Concern
for the Community
The employee strengthof theplant during theperiod of studywas

641 ofwhich 45 belonged to executive categorywhile 596 belonged
to the non-executive
THE PRESENT
category.
STUDY
The sample of thepresent study consisted of 212 employees of
'B' belonging
'A' and 145 employees
of organisation
organisation
to all the levels
trade union
leaders. Primary data were
including
as well as
collected
observations
through questionnaires,
in-depth
interviews
of management,
union and
of a cross-section
personal
were
The
workers
interviews
focused
representatives.
primarily
on
concerns
as
into
the
industrial
relations
gaining
major
insight
perceived by the employees.

In the following pages
the prevailing
in the two organisations
environment
is being
of the following aspects:

Structural
Trade
Mechanism
for Industrial
industrial relations
presented
Relations
in terms
Management
Unions
Collective Bargaining
Workers
Union
Participation
Management
Major
Industrial
Initiatives
Relations
in
Management
Relationship
Relations
issues
taken to bring about

environment.
improvement
in the Industrial
469
IndustrialRelations Environmentand Work Culture

INDUSTRIAL RELATIONS
'A'
ORGANISATION
The
ENVIRONMENT
AT
Context
The
certain
has
organisation
features
unique
in
particularly
the realm of employment policy thathave an impact on theexisting
work
The
culture.
was
organisation
in 1987
established
as
the
firstmajor public sector in the region apparently to boost up the
subsistence
econoiny
on
based
agriculture.
The
of setting
objective
up the plant was primarily to generate employment for the local

people
and
raise
their standard
of living.
The plant
area
covers
39
villages, and despite the employment policy of the organisation,
which
was
maximum
to accommodate
number
of land displaced
persons, initiallytherewere problems of law and orderwhile setting

up the plant.
The workmen,
in the formative
years, were
largely drawn
from
the localpopulace inkeepingwith thepolicy ofproviding employment

to displaced persons. The workmen were not technically trained
nor did they have any experience of working in industrial
In the absence
organisations.
of exposure
to industrial
culture,
for
main source of identity,

which
workmen, thevillage stillremains their
contradicts
basic
norms
organisations wherein
indicative
organisation
status
rather
Ascribed
governing
the employees
of industrial
they seek to identify themselves with the

of their commitment
than achieved
status
and belongingness.
to govern
continues
relationships amongst employees. At shop floor level, groups are

formed on thebasis of viliages towhich theworkmen belong. It is
at
operating
'village panchayat'
on
is
therefore
based
identity
village
shop floors. Inter-group rivalry
a common
commitment
of the employees
Generating
phenomenon.
remains a distant dream.
to the overall objectives
of the organisation
a common
as common
stakeholder
The employee
sharing
platform
and speaking with one voice is to yet to be realised.
not uncommon
The
Current
to see
the whole
Scenario
The problem of segmentation of interestand diffused loyalty is

compounded
by yet another
factor that has been
a natural
outcome
470
of localisation
commercial
drawn
of the workforce.
The
employees
and by using
of their own
interests
from local political
have
developed
their influence
exerted
pressures
alongwith
leadership
contracts
to
have
able
for
been
obtain
they
of
and
has
the
like.
This
resulted
waste,
supplies, disposal
delivery
in
as also efforts
to
of their objectives
displacement
contributing
the improved effectiveness of the organisation.
interests
Commercial
on
the management;
have
become
while
the organisation's
towards
working
for
such
secondary
employees.
primary
has become
objectives
The Plant Management,

in this kind of scenario, finds itself torn
the need tomaintain
industrial harmony being constantly
under
threat of extra organisational
forces and at the same time
between
fulfill its obligations to its customers. The decisions taken by the

thus have
management
demands
are
decisions
administration
to be of compromising
on
even
placed
management
like change of shift of workmen.
themselves
on
routine
There
is a
that those who can align
growing feeling among theworkmen
can pursue their individual

operative political forces
as
can
interests
also
get away with acts of indiscipline
with
and personal
nature.
Forces
Extra-Organisational
Undue
inevitably
at the cost of defined areas ofwork

responsibility.This leads to the
growing
against
to take up these issues of favouritism and

protection
norms, to the corporate headquarters.
organisational
tendency
at the local
./corporate level therefore is constantly

issues arising with a view tomaintaining
and meeting
the targets. This has driven
them to adopt
harmony
a short-term orientation
the organisation
to
to continue
enabling
Management
under pressure
to resolve
make
concerns
for bringing about improvement
profit. Long-term
in various
of organisational
dimensions
essential
for
effectiveness
sustained
are
the
of
thus
long-term viability
enterprise
neglected
in the context of
emerging
competition.
Structural
Mechanism
for Industrial
Relations
Management
At the plant, theDirector (Personnel & Administration) is the
head
of the industrial
relations machinery
of the organisation
who
Industrial
Relations
Environment
and Work
is assisted by theGeneral Manager
units.
the
Under
471
Culture
(HRD & Administration) of the
General
other HRD
Managers,
of industrial
relations
activities
are also
executives
of the respective Units. The HRD
inside
placed
in case of disputes
as well
as to facilitate
to mediate
the plant
a
informal grievance
of
Besides,
system.
handling
good number
are
as
to
act
for
the
line
organised
training programmes
personnel
respective
the coordinator
executives
act as
facilitators
of industrial
Conciliation
Machinery
is no
There
relations.
conciliation
for the settlement
set up in the
committee/machinery
of disputes.
Continuous
interaction
organisation
with the representatives
of the unions and proactive
steps restricts
or
to
third
the disputes being referred
Government
party
machinery.
Most of the disputes pending before theCourts/Tribunals are the

or manifestation
outcome
Grievance
Handling
Grievance
equal
handle
of inter-union
rivalry.
Committees
handling
representatives
the individual
committees
have
been
constituted
and management
the employees
common
The
issues are
grievances.
from
with
to
first
discussed at the unit level in the regular monthly meetings and
matters
are taken
to all the employees
of the organisation
at
settled
level.
level and mostly
bi-partite
relating
up at corporate
Trade
Unions
Being a multi unit public sector, the activities at the plant are
examined
units.
There
in the context
are
at its different
total 24 trade unions
units
and
in the other
prevailing
in the organisation
existing
of them only one union has
of the situation
offices.
Out
been accorded recognition from 15/05/2002 fora period of 3 years
Other unions of the organisation

in respect of the Refinery Unit.
are
and non
to the multiplicity
Due
of the unions
un-recognised.
co operation
in check off system, the membership
of the unions
:
unions of different units could not be ascertained
of
the
strength
so due
of individual
more
to the dual membership
employees.
could
of the unions at M and R complex
the membership
However,
472

from the recent verification
be ascertained
of membership
through
the
State
the
Labour
Authorities
by
during
one
month
of May, 2002 and accordingly
union has been accorded
at
Office
recognition.
Similarly,
Corporate
though the verification
secret ballot
conducted
process through secret ballot has been completed since 01/03/

the results
2002,
not
have
been
since
published
the matter
is
subjudice in the Honourable High Court. The verification of

membership of theunions at theplant has not been conducted yet
is at the hands
and
membership
been made
initiating
of State Labour
For verification
of
a
has
request
recognition
for
Labour
Commissioner
(Central),
and
Authorities.
at Mines,
subsequent
to the
Regional
action in this regard.
of the total 24 trade unions
Out
10 unions,
existing in the organisation, barring

are affiliated to different Central Trade Union
other unions
The details
Organisations.
of affiliations of Unions
5
3
5
1
10
INTUC
HMS
BMS
CITU
Unaffiliated
Collective
are as under:
Bargaining
In absence
unions
are
as well
as
given
of recognized
equal
negotiations
unions,
representatives
in various
scope for participation
and collective
bargaining.
of all
the
committees
Applications to theLabour Authority atCentral and State level (as

appropriate) have been made forconducting the secretballot towards
verification
Workers
of membership
Participation
and subsequent
recognition
of unions.
in Management
Involvement
of
to
in production
and
employees
participate
as well as
increases
greater
productivity
generates
awareness
the
about
their role in production,
among
employees
safe working
and
control, waste
process
prevention,
practices,
in
conditions.
this
also
Besides,
improvement
working
provides
related
activities
Industrial
an
and
Relations
including
measures.
In line with
to express
their innovative
ideas
inwork
and
other
work
systems
related
safety, cost control and work
the scheme promulgated
on Workers
has
organisation
473
Culture
for improvement
suggestions
related matters
Government
and Work
to the workers
opportunity
welfare
Environment
introduced
by the Central
in Management,
Participation
a scheme of Workers
1990
since
the
in
Participation
for workers
January
providing
unit level and apex level.
floor
level,
participation
shop
Initially,
and
councils were not appreciated
the participative
by the unions
to acute
not
inter-union
the
unions
did
their
due
rivalry
give
Management,
nominees
at
for such councils.
with
However,
constant
follow up, at
present, a total of 41 shop councils are functioning at different

units. Experiencing smooth functioning of the designed shop
councils,
councils
further actions
and
Besides
committees
be
would
taken
for information
of plant
councils.
apex
the shop councils, the following participative

with
are
management
Canteen
equal
functioning
Management
nomination
from
at the units.
employees
joint
and
Committee
Safety Committee
Welfare
Committee
Grievance
House
Committee
Allotment
Advisory
Committee
as a measure
of Total
Circles
Further, the formation of Quality
as
as well
movement
better
employee
encouraging
Quality
the qualitative
has enriched
participation.
participation
Quality Circles
The
organisation
encouraging workmen
introduced
Quality
to identify problems
Circle
with
a view
and seek solutions
to
to these
474
to bring about improvement in their respective work spheres.

problems
reward for those quality circle groups
There is a system of monetary
are
for implementation.
whose
solutions
accepted
suggestions/
Reward
A
Scheme
reward
in the units with an objective

is in operation
from the employees
number
of suggestions
scheme
more
to encourage
for improvement
encouraging
and
in operational
of participation
areas
thereby
in the management.
related
sense
Individual employees or thegroup is rewarded forproviding good
suggestions.
Union
Relationship
Management
between
Relationship
Lack
from being cordial.
observation
is far
and the workmen
management
of respect can be illustrated
through the
of one of the managers:
"On the shop floor, if there is only one table and chair, the
workers would occupy it and not offer the GETs (Graduate
Trainees)
Engineer
The
workmen
to sit down."
tend
to use
and threaten
language
dire
of
managers
consequences
to their demands.
therefore
Managers
abusive
the first and middle
particularly
if the latter do not yield
distance
tend tomaintain
is kept
to the minimum
from the workmen
so as to ensure
and
the interaction
that at least work
is carried
out normally: instances of indiscipline, loitering, sleeping during

night shiftsand the like are ignored. In the absence of firmaction
from
the management
legitimacy
managers
but does
managers
the undesirable
the workmen.
behaviour
acquires
to one of the
amongst
According
comes
to the workplace
if a worker
"we feel helpless
we
not work,
Middle
cannot
level
do anything".
lack of support
from top
about
often
complaint
want
in case
to enforce discipline
amongst
management
they
is therefore tendency among middle management
workers.
There
not to initiate any action as they perceive
that they may not get
the support of their seniors. As seen in quite a few cases, decisions
taken by middle
have been
reversed
level managers
by their
Industrial
Relations
Environment
and Work
475
Culture
the workers
and the management
superiors. The tension between
transcends
the
of
the
and continues
beyond
boundary
workplace
to persist in the social life as well, as one of the managers
quoted,
"inside
'Sirs'.
the plant we are called

'Sir' but outside
the plant they are
have
and
muscle
money,
power
They
they stay in the same
type of quarter (B type)."

These
are
gestures
of
symbolic
and
strained
hostile
relationships particularly between themiddle managers and the

workers. The hostility also gets expressed at times in physical
and
assault
nevertheless,
humiliation.
they
cases
these
Although
indicators
significant
are
of quality
are
rare
of employee
relationship.
Relations
Industrial
Major
Issues
In the context of prevailing situation the approach to industrial

is based
relations
and
on
adhocism
vision.
perspective
status of sole
bargaining
of
each of
membership
a common
is
membership
Undue
complex.
groups
interference
No
has
longer-term
to
the
acquire
to verify the
difficult
been
It is also
agent.
the three existing
able
unions.
Fluidity
of
phenomenon.
from local
leaders makes
and continuance
The
than
rather
union
emergence
nullifies any attempt
to deal with
the situation more
of village-based
pressure
formal unions. The undue
pressure generated by theworkmen working in critical technical

production processes mitigates any attempt by the unions in
influencing
the management.
to manage
issues
prerogative
informal consultation
Quarters
Due
with
its own
thus uses
Management
to industrial
relations with
relating
the registered
unions.
Allotment
to non-availability
of rental
accommodation
in the local
constant
to provide
pressure
as
as well
itsmanagerial
personnel.
in number, at times
limited
The number of quarters available
being
as well
as to
to the workers
is allotted
the same type of quarter
to
resentment
the
has
led
which
among
managers
employees.
is under
the management
to theworkmen
accommodation
area,
476
Employment of Land Displaced Persons

a
As
sector undertaking
public
has
the organisation
priority to providing employment to thepersons whose

has
organisation
acquired.
top
given
land the
was
the fact that employment
Despite
provided to the local people in the initialstageswhile commissioning

the plant,
to displaced
the employment
persons
continues
to remain
a live issue affecting the industrial relations climate in the plant.

This issue acquires significance in the light of pressure of
so as to remain
of manpower
downsizing
informal
political pressures
to employment
issues.
Cases
Pending
in Various
are
Formal and
competitive.
on the
management
relating
placed
Courts
The number of IndustrialDisputes filedbefore various Courts,

are detailed
Tribunals
in Table
1.
In all
are
the matters
the cases,
pending before the authorities forhearing.

Claims
All the cases of claims with regard to fatal accidents have been
settled.
The
accidents
pending
pending
with
the
Act
Compensation
Restrictive
Workers
of claims with
total numbers
are
for settlement
Commissioner
for final decision
regard
21. All
to other non-fatal
are
these claims
under
the Workmen's
and disbursement.
Practices
often
to restrictive
resort
authorised
absence,
respective
workplace,
practices
insubordination,
not punching
in the form of un
outside
loitering
their cards,
coming
their
late,
spending time in the canteen during working hours and the like.
Role of Corporate Office
There is a feeling especially amongst themiddle levelmanagers
that
the
indiscipline
discipline,
the Corporate
is not very firm. As
role
my
of
senior
reverses
Office
quoted by
it". The
in matters
a manager,
result
is a
to
relating
"if I enforce
feeling
of

helplessness
among
short-term
industrial
objectives
relations
in dealing
with
the managers
and
cases
477
of indiscipline
are on
the rise in the plant. It is also felt that the Corporate Office has
Measures
with regard tomatters

relating tomaintaining
in the plant and does not
give its full support
sensitive matters.
Undertaken
actions
Proactive
in Industrial
for Improvement
Environment
and open
communication
Relations
system
facilities
mitigating of the grievances and disputes. Attempts have

been made to settle the differences at bipartite level before
the same is taken up by thirdparty/conciliation machinery
of the Government.
The
communication
have
system
interference
In order
improved
unions.
of various
to promote
The
also
negotiations
trade unionism,
sent
are also
for a cause
Informal meetings/
specialized
including leadership development

The employees
in the productivity
committee
co-ordination
the unions
grievance
handling
to avoid unnecessary
are conducted.
tours.
industrial
as
in order
responsible
training programmes
programmes
are
leaders
as well
system
been
encouraged
get-togethers
trade union
missions
core group
and
of common
and
during
and
from among
the time of
nature.
are
organised
in order
to
wipe out the feeling of rivalry amongst the employees of

various
central
trade union
'B'
ORGANISATION
The
organisations.
ENVIRONMENT
AT
Context
The
climate
relations
industrial
has a history of healthy
organisation
in
and informal and friendly work
prevails
atmosphere
478
theorganisation. Employees feel theycan air theirgrievances and

to the appropriate
any reservation
authority without
is considerable
in the system.
of
degree
transparency
members
listen to each other, are helpful, cooperative
complaints
and there
Organisation
and hard
working.
Structural
Mechanism
for Industrial
Relations
Management
The Vice President of the organisation at the headquarter is

assisted by theManager Personnel of theunit and thehead of the
unit who
act as
relations
in the unit.
and
coordinators
are
Line managers
of industrial
relations.
facilitators
Common
issues
concerning
for industrial
responsible
are also
to act as
expected
are
employees
brought
to the notice
of themanagement by the unions in their

monthly meetings. The
trade union leaders find itdifficult tomobilize the support of the
as the latter are

workmen,
equally well
union
leaders
look towards managers
breed
a
workers.
knowledge
Management
to
terms to the unions.
dictate
position
Trade
informed.
Often
the trade
for dealing with

the new
thus often finds itself in
Unions
There
are two trade unions
them only one
union
existing
accorded
has been
in the
organisation;
out of
recognition.
Ideology and Concerns of Trade Unions

The
short-term
objectives
of the unions
in
general
as outlined
by the trade union leaders are to provide benefits toworkers

through
agreement
and
to win
their confidence.
The
long-term
objective is growth of theorganisation and employment generation

for better
relations. The main

of the unions
is
employee
ideology
the protection
of benefits for the workers
and long-term benefit to
the organisation.
The issues raised by the unions
are more or less
same. Some of the
are:
issues
raised
major
Out
Sourcing
Employment
Industrial
Relations
Environment
and Work
479
Culture
Benefits
Welfare
Collective
Bargaining
Collective Bargaining
union.
trade
recognized
union
recognized
through secret
are:
done
is done once in three years with the

The
and verification
ballot.
The major
sole
bargaining
of membership
issues
on which
is the
agent
has been done
bargaining
is
Productivity,
Paid
Leave
Welfare
Benefit,
Measures,
Restrictive
Practices.
Settlements
The periodicity of Settlements is 3 years. The highlights ofmost
recent
settlement
Reduction
are as follows:
of Manpower
Productivity
Increase
Zero Payout Benefit Settlement

The agreement in the settlement ishonoured by both theparties
almost in letterand spirit except for a few restrictivepractices by
the unions.
Workers
Participation
in Management
on Workers
in
with
the scheme
Participation
the
the
Central
started
Government,
organisation
by
Management
for participation
has set up various
shop councils and joint councils
at the shop floor level. These
councils
in management
of workers
In accordance
480
have been highly effective in resolving disputes and bringing about

in
improvement
are
There
other
committees
and
Health
Environment,
at the
shop
conditions
working
such
Safety,
and
as
floor level.
the
on
committees
the Canteen
Committee
(Table 2). These committees are highly effectivein regulatingmatters

related to the health and safety at theworkplace and protecting
in general,
the environment
through
incentives
and
to the employees
giving encouragement
ensures
awards.
The canteen
committee
thatnutritious food isprepared under clean and hygienic conditions
in the canteen.
Grievance
Handling
Grievance
Forums
handling
forums
such
as
shop
and
joint councils
and open house have been constituted with themajor objectives
of
reaching
have direct
manner
faster and in a peaceful
agreement
on decisions.
interaction with top management
and
to
These
forums are functioning in a highly effective manner in the

organisation. The details of the forums along with theirmajor
objectives are outlined in Table 3.
Safety
a
there are a number
Safety is priority concern in the organisation;
of committees
and suggestion
schemes
such as "Spot the Hazard"
are in
which
success
The
of
the
schemes can be measured
operation.
from the fact that themanagement implemented 97 per cent of the
For safety and environment,

safety suggestions.
are
to take corrective
created
action.
groups
small environment
Corrective
Action
Request (CAR) consisting of professionals fromdifferentfunctions

have been formed tomeet and discuss the problems
relating to
environment,
Union
safety, hazardous
Management
Cordial
conditions
and
the like.
Relationship
and
informal
and
the unions.
exists
between
the
relationship
The
consults
the
unions
management
management
on issues
at the
frequently
relating to day-to-day
problems
shop
and other issues of common
concern.
floor, departmental
Monthly
Industrial
are held wherein
meetings
besides
Work
work
Environment
Relations
those
relating
to new
and Work
the departmental
equipment,
481
Culture
are
issues
taken up,
etc.
issues,
ownership
Autonomy
are
Employees
in
spheres
given
a lot of
independence
and
freedom
in their
decision-making.
Orientation
Employee
Employees
are
looked
after very well.
Free
canteen
good in quality and quantity is provided.
food,
Tea is provided freeand supplied in un-limited quantity.

are not thrown out of their
jobs. There
Non-performers
that
to
the
retire."
join
organisation
saying
"people
is a
There is freepower supply to the employees.

tests of blood
Diagnostic
every
and
urine
for workers
are done
year.
is a medical
There
In case
check-up
of hospitalization,
also
for contract
attendance
labourers.
allowance
is paid
to
employees.
Industrial
Major
Relations
Concerns
Although there seems tobe a climate of harmonious industrial
with cordial and informal relationship

in the organisation
concerns
some of the major
and unions,
the management
between
as
by the top management,
perceived
relating to industrial relations
are summed
and
workers
unions, middle
managers,
supervisors
4.
in
Table
up
relations
Adherence
the plant caters to the captive market,

are yet to become
internal, the employees
Since
being
to Values
i.e. their customers
aware
of the need
482
care. The values have not been

customer
quality and
of quality
and the urgency
for inculcating
the values
internalized
is not being felt.
consciousness
tomaintain
Job Specialisation
The
organisation
- one
of one man
the principle
job.
is very rigidly followed. In case an employee
Work schedule
or there
absent
adopts
is heavy
in certain
workload
is
the operators
areas,
refuse to carry out the job beyond their scope ofwork. As a result
the work
On
has
to be carried
out on
overtime
is carried
an average
on a
he
holiday,
are calculative
responses
reward
monetary
is paid
of overtime
10,000 hours
the amount.
double
as
in nature
payment.
in a month.
Employees'
think of some
they always
that they undertake:
work
is one of the highest in the country.
in return for additional
cost in the organisation
employee
out
there is a system of paid holidays and ifan employee
Like wise
works
the basis
The
while
the industrial
relations
employees,
assessing
in the organisation,
environment
feel that the major
industrial
are:
encounter
in
relations
issues the organisation
future
may
To get an agreement
Drastic
reduction
on
higher
on overtime
to cut cost of
employment.
Flexible norms to be adopted

towhich
situation,
the unions
norms.
productivity
to handle volatile market
may
not agree.
Strikes, Restrictive Work Practices; Cases of Indiscipline

The
has
industrial
been
peaceful
barring
and indiscipline.
practices
from agricultural
of
industrial
Absenteeism
practices
relations
are
situation
a few cases
The
background
in the organisation
of strikes, restrictive work
have come mostly

young workers
and are not aware of the demands
and
organisations
in the organisation
presented
in general
in Tables
how
to maintain
is high.
The
5,6 and 7.
discipline.
details
of such
Industrial
Environment
Relations
Industrial
Relations
are no
There
Related
and Work
Cases
in Courts
Pending
relations
industrial
483
Culture
cases
related
in
pending
courts.
Role of Corporate Office

The role of the Corporate Office in matters relating to
industrial relations is limited to policy making, sharing business
and
plans
and
practices,
Measures
interventions
as and when
for Improvement
Undertaken
necessary.
in Industrial
Relations
Environment
and
Industrial relations at thisplant can be described as long term

well
The
has
organisation
the industrial
relations
planned.
to improve
measures
and quality
participation
climate,
though a number of activities
and employee
involvement.
a number
taken
Some
of
productivity
that encourage
of these measures
are:
Total Quality Management

ISO certification
Kaizen
Small group activities

Participative
councils
While
fora like working/steering
committee
and
TQM has been functioning very effectively, as also

in Management
Participation
has also
The
organisation
improvement.
needs
the Workers
Kaizen,
considerable
which
for workmen
formulti-skilling
programme
to have given
the desired
result. The suggestion
organisation
shop
are
working
does
started
not
schemes
well.
seem
in the
484
Training
& Development
on
are
by hiring external
training
organized
Regular programmes
for development
and union executives
faculty to train key workmen
workmen.
of mature,
among
leadership
professional
Redeployment ofManpower
in technology necessitates
retraining. The management
of manpower
redeployment
in this
has been cooperative
Change
through
regard.
of workers
Age-profile
younger
being
re-training
and
re
deployment policies are implementedwithout much difficulty The

union
too feel that as both managers
leaders
and workers
are young,
there is a need to bring them up to the required level ofmaturity

and develop trustingrelationship in them.
ENVIRONMENT
'B'
'A'AND
ORGANISATION
The
description
'A' and
organisation
relations
of the industrial
'B' very clearly
AT
at
environment
indicates:
B has a clear long term industrial relations policy

Organisation
with
considerable
of autonomy
for management
of
degree
industrial relations at unit level whereas
organisation A, despite
its long term intent,is often compelled togive priority to short
term
objectives.
Being
public
sector
with
undertaking
multiple units, theunit ofA does not seem to enjoy the same
degree
of autonomy
At organisation
in industrial
B there are only
relations
related matters.
two registered
unions,
one of
which is recognized and is the sole bargaining agentwhile in

organisation
recognized
conflicting
there are ten registered

trade unions with no
an
act
of balance
union, necessitating
amongst
demands
of interest groups.
A,
At organisation
B, there is a cordial and informal relationship
between
in
and
the trade unions,
but
management
organisation
formal with
seems
to be strained
A, the relationship
trust and respect.
relative lack of mutual
and

AND
CONCLUSION
485
IMPLICATIONS
It is quite evident from the findingsof the study that industrial
system is largely governed

by legal and administrative
in
both
the
There
difference
framework,
is, however,
organisations.
in degree
the two organisations
with Organisation
B
between
relations
In the emerging market driven

this to a lesser extent.
experiencing
union
economy
management
relationship will need to be managed
norms
and mutually
within
of
the framework
developed
agreed
upon by both theparties.

The
may
current
become
industrial
an
to
impediment
at Organisation
'A'
the organisation's
vision;
scenario
relations
organisation thus needs to address the issue pertaining to healthy

interface
employee-management
and
union-management
relationship.
orientation
thus will have to be replaced
Legal and administrative
to
to
orientation
industrial
relations.
The focus need
normative
by
to mutual
sectarian
from
shift from competition
collaboration,
interest
to
of the corporation,
from win-lose
objectives
strategy, for resolution of differences which will necessitate
to overall
win-win
attitudinal change as also a shift in collective paradigm of union
to work
to create a work
in harmony
and management
together
to be
Intensive
need
culture of excellence.
training programmes
organised formaking the employees aware of theneed foradoption

of normative
approach,
collaborative
orientation,
building and developing holistic perspective.
competency
Focus will have to shift from job security to employability.

Retraining and redeployment of employees will have to be
on a systematic basis formaintaining
high morale during
and also to address
the concerns of the union
layoffs and downsizing
In due course, collective
for protection of interests of the employees.
on
to be based
than
rather
will
have
integrative
bargaining
as
an
instrument
charter
demands
of
distributive
Separate
approach.
undertaken
of collective
bargaining
will
become
redundant
necessitating
the
adoption of jointproblem solving approach within the framework
of the vision,
values
and
strategies
and
intent of the organisation.
486
Table 1 :Cases Pending InVarious Courts

under
Authority/Courts
Supreme
Court
High Court
of cases
No.
pending
02
26
Industrial Tribunal
Labour Court
03
02
Table 2 :Councils/Committees
Name
are
cases
which
of Committees
and theirMajor Objectives
Major Objectives
Effectiveness
Shop Council
Resolve Dispute at Shopfloor
Effective
JointCouncil
Resolve Dispute atNext Level
Highly Effective
and
Sub-committees
EOHS
Safety,
Health
Measures,
Table 3 :Grievance Handling
Forums & theirMajor Objectives

Effectiveness
To reach to agreement faster and in a

peaceful manner through open dialogue'
To have direct interaction on top
Open House
decisions
management
common
lookout with
Concerns
Decision
Effective
of forum Major Objectives
Shop and Joint

Council
Table
Prizes
Hygiene of Food
Upkeep of Canteen
Canteen
Name
Highly Effective
Environment
and
Safety
:
4 Major
Industrial
Top
Major
Management
Relations
Unions
and
all
share
Highly Effective
Effective
employees
Concerns
Middle
Supervisors
Workers
Managers
Industrial
Need
Low
productivity
Environment
Relations
of hour
for survival
and Work
Though
union
understands
think people
leave
may
their side
Essential
Outsourcing
Loss
Scope for
Difficult to
productivity
implement
without
improvement
is enough
the need
of
487
Culture
Essential
change
attitude
Will be
losers on
account
in
of
overtime
benefits
Will be
Essential
extra
losers on
earning
account
of
overtime
benefits
Table 5 :Strikes
No. of Strikes
(since inception)
1970Once
Duration
each
of
Outcome
89 days
of each
Settled without hampering production
Table 6 :Restrictive Work Practices

Restrictive Work
Practices like
Go-slow
1995
Occurrence
etc.
Twice
departments
Generally on
what issues
they are
managed
M/M,W/S
Discipline
Bi-partite
Settlement
Inwhich
How
488
Table 7 :Cases of Indiscipline
Number of Cases of
Indiscipline (past 5 yrs)
Type of Indiscipline
1997- 21
Mostly Absenteeism
1998-
13
Mostly Absenteeism
1999- 17
Mostly Absenteeism
2000
-23
Absentism, JobRefusal
2001-12
JobRefusal
Frequency
Regular (Chronic
Cases)
Regular (Chronic
Cases)
Regular (Chronic
Cases)
Regular (Chronic
Cases)
Concentrated to
one Area

27767923

Uploaded by

Copyright:

Available Formats

You might also like

27767923

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

27767923

Uploaded by

Copyright:

Available Formats

Industrial Relations Environment and Work Culture in Public and Private Sector Organisations:

IJIR, Vol. 39, No. 4, April 2004

INDUSTRIAL RELATIONS ENVIRONMENT AND

The present study aims at examining the relationshipbetween

and a public sectororganisationbelonging to thesame industry.

has been assessed

for industrial relations management;

also beenmade to identify

implications of corporate ideology and work culture for industrial

organisation belonging to the same industry and located in the

Indian Journalof IndustrialRelations

is considered to be a turningpoint in thehistory of Indian metal

it has not only addressed

technological edge inproducing this strategicmetal on thebest of

developed port facilities forexport. In addition to theCorporate

inception. The sales turnover of this profitmaking organisation

business with global competitive edge providing satisfaction to

affirms that it assigns high

a green and wholesome

has adopted a policy of playing a catalytic role in general

not only took advance

but also provided

The employee strengthof the organisation at differentunits as

Director is theChief Executive of the organisation who is assisted

by respective General Managers

and theZonal Offices are headed

set up in 1959 in the eastern

planned start-up of 60,000 t/y ofmetal by July2002. It is one of

theyear 1997-98, itachieved thehighest ever production of 28,897

is: "To be a premier metal

Indian Journalof IndustrialRelations

are: Integrity, Speed, Simplicity,

The employee strengthof theplant during theperiod of studywas

The sample of thepresent study consisted of 212 employees of

perceived by the employees.

in the two organisations

of the following aspects:

taken to bring about

IndustrialRelations Environmentand Work Culture

the realm of employment policy thathave an impact on theexisting

firstmajor public sector in the region apparently to boost up the

up the plant was primarily to generate employment for the local

villages, and despite the employment policy of the organisation,

persons, initiallytherewere problems of law and orderwhile setting

the localpopulace inkeepingwith thepolicy ofproviding employment

main source of identity,

they seek to identify themselves with the

relationships amongst employees. At shop floor level, groups are

The problem of segmentation of interestand diffused loyalty is

factor that has been

Indian Journalof IndustrialRelations

from local political

The Plant Management,

fulfill its obligations to its customers. The decisions taken by the

that those who can align

growing feeling among theworkmen

can pursue their individual

at the cost of defined areas ofwork

to take up these issues of favouritism and