Union & Contract Management Final

Project

Bahria Institute of Management and

Computer Sciences

Union and Contract Management

Final Project

Industrial Relation Practices at

Pakistan Television Corporation
(PTV)

Submitted By
Saeed u din Ahmad
Yasir Manzoor
Affan Momin

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DEDICATION

We would like to dedicate this project to our Parents whose undying efforts
and support was the backbone of our entire effort. It would be sheer ingratitude
and gross contempt for the glories of nature and human possibilities if we did
not thank them for the exceeding kind attention we have received from them.

Thank you

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ACKNOWLEDGEMENTS

Without the support of Almighty Allah it would not have been possible to
execute this endeavor successfully. So first of all we would like to thank Allah
for bestowing upon us the courage and capacity to do this project. We would
also like to thank our teachers who educated us in the manner that made us
capable of completing this endeavor in such a manner.
On the Behalf of my fellow group members, I would like to extend my
gratitude towards all the officials and employees who not only provided a
friendly encouraging and learning inductive atmosphere during the course of
this subject, but also were immensely helpful during the completion of this
project.
I would also like to express gratitude to our friends who along with
encouragement provided a competitive environment which served as a drive to
work harder.

With Regards,
Saeed-u-din Ahmad
(Group Leader)

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Table of Contents

Table of Contents......................................................................................................................IV
Introduction:................................................................................................................................1
History of Trade Unions:............................................................................................................2
Trade-Union Activities:..............................................................................................................3
Trade-Union Rights and Responsibilties:...................................................................................5
Management-Union Relations:...................................................................................................7
Disputes and Conflict Resolution Techniques used by Management:........................................7
Rationale for Research:...............................................................................................................9
Motivation for doing Research:..............................................................................................9
Importance of Proposed Work:...............................................................................................9
Author’s Contribution: .........................................................................................................10
Methodology:............................................................................................................................10
Study design:.........................................................................................................................10
Population/Sample:...............................................................................................................10
Type Of Data:........................................................................................................................10
Variables under Consideration:.............................................................................................11
WORKING CONDITIONS AND WORKING HOURS:................................................11
WAGES AND COMPENSATION:.................................................................................11
HEALTH AND SAFETY:................................................................................................11
JOB SECURITY:..............................................................................................................11
COMPLAINTS AND GRIEVANCES:............................................................................11
DISCRIMINATION, UNFAIR DISMISSAL AND FORCED REDUNDACIES:..........12
Literature Review:....................................................................................................................12
Problem Statement:...................................................................................................................15
Timelines:.................................................................................................................................15
References:................................................................................................................................16

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Introduction:
The Pakistan Television Corporation (PTV) is Pakistan's national television broadcaster. The
first live transmission of PTV began on November 26, 1964, in Lahore. As of 2007, the PTV
family includes six channels.

Unlike other state-run corporations, the television company was allowed by the Government
of Pakistan to raise a sizeable amount of private capital to finance the stations. This includes a
Rs 25 pcm TV fee charge to all the consumers of electricity. In October 1963, the
government signed an agreement with the Nippon Electronic Company (NEC) of Japan to
have NEC operate affiliates for PTV. On 26 November 1964, the first television station
commenced broadcasts in the cities of Lahore, and Dhaka (then the capital of East Pakistan).
Centres were established in Karachi and Rawalpindi/Islamabad in 1967, and in Peshawar and
Quetta in 1974.

Originally broadcast in black and white, PTV began colour transmission on February 18,
1979. With this new upgrade in techniques and equipment, the Pakistan Television Academy
was founded and opened in 1987 to teach students who wished to work in the medium. As
with the other agreement, the government financed most of the funds while the private
venture capitalists offered to fund the remainder. Different administrative divisions of PTV
include news diviosn, current affairs, sports division, International Relations, PTV film censor
board, engineering, and Training academy. Currently, PTV can be received via satellite in
South Asia, East Asia and in the Middle East. Selected programming can be seen on Prime
TV (with a partnership) in the United Kingdom and Europe

Today, PTV is split up into the original channel feed:

I. PTV Home - 24-hour entertainment channel, the transmission is broadcasted across

the Pakistan on terrestrial network and world wide through satellite.
II. PTV News - 24-hour news channel which can be viewed in many parts of the globe.
III. PTV National - An emphasis on broadcasting programmes in different languages to
represent the whole of Pakistan.
IV. AJK TV - For Pakistani residents of Kashmir.
V. PTV Bolan - Baluchi language channel.

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VI. PTV Global - Offered exclusively for the United States on Dish Network,
and recently launched in Europe.

History of Trade Unions:

Trade union activitities at Pakistan Television Corporation (PTV) started in 1976.
However, Trade union activities were banned in 1978 in PTV under the Martial Law regime.
Since then Labour-Management Relations remained at the lowest ebb. PTV Management had
indulged itself in unfair labor practices by introducing new rules under the heading "ADI",
(Administrative Staff Instructions) making one sided amendments in the Gazetted Service
Rules cf PTV. These ASIs were framed particularly to serve their own interests and to benefit
a small segment. This had resultantly caused frustration among employees. The contents of
ASIs were mostly ambiguous which provided interpretation of one's suitings. Since there was
no union in PTV, management was free to act in its own style without any proper check.
However, Employee-Management Relations started improving when Mr. Farhad Zaidi took
over as Managing Director, PTV. He invited representatives of PTV workers from all the
centres and discussed their problems. This created an atmosphere of confidence which in turn
created a better working relationship between the employees and the management.
During the time of ban, PTV employees were not satisfied with the then existing pay
structure. The last negotiations between Union and Management were held in 1976 and a
Charter of Demands was signed and pay scales were revised upward. PTV then became the
best paid organization among the top 10 institutions of the country. PTV Management had not
revised pay scale at its own since 1976 except the increase that was given by the government
under its own policy. Had there been no ban on trade union in PTV in late 70's during Zia era
at least 9 collective bargaining agreements would have been signed. As a matter of fact
enhancement in salaries and fringe benefits was also over due in PTV. The political leadership
of the country (PPP) was committed to the cause of the workers, however, the bureaucracy
appeared hell bent to reverse government policies. It is to be recalled that restoration of Trade
Unions occupied top position on government agenda and was a part of PPP's manifesto. The
government soon after coming into power constituted Labor Task Force headed by Mr. Aziz
Memon, MNA, to sort out workers' problems. The Labor Task Force has reportedly submitted
its report to the Government.
In an interview with the Economic Review Abdul Qadir Salat said: “The problems of
PTV employees have started mounting since ban in 1978. The worst victims were the low

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paid employees who were denied all lawful facilities. Contrarily there had been substantial
increase in the salaries, fringe benefits and other privileges of the managerial staff. It is
unfortunate that payment of house requisitioning is not being made for last 5 months.
Programme production by outside agencies has adversely affected PTV's financial position.
Rumours are also afloat that some sections of PTV are being privatised and a likely golden
handshake with employees is on the card. Such reports reflects adversely on the efficiency of
the employees particularly the staff deputed to collect business. We strongly oppose the
reported move of privatisation of any section of PTV.
It is interesting to note that PTV through its transmission propagates and promotes
democratic norms over 36 countries. But unfortunately the PTV employees are denied their
democratic right to form union. We strongly demand to restore union activities in PTV before
the announcement of Labour Policy to immediately redress the problems being experienced
by approximately 6,000 employees of PTV working in all four provinces and some times
under odd conditions.” Consequently, 1988 the trade unions were restored with the coming in
of Benazir Bhutto’s civil regime.

Trade-Union Activities:
The purpose of a trade union or labor union in any organization is to form a collaboration of
workers to achieve some common goals in certain key areas.
The trade unions at PTV have banded together for no different purpose. Trade unions at PTV
serve following purposes:

1. The trade unions bargain with the employer on behalf of the union members.

2. Negotiate labor contracts. The issues negotiated include wages, working conditions,
benefits, workplace safety and others.

3. The agreement thus reached is binding on both the parties.

4. In the instances when the negotiation does not resolve the issue and reaches a dead
lock, labor unions fall back on industrial action including strikes, picketing etc.

There are two registered trade unions at PTV. Every three years elections are conducted for
electing one of the trade unions as the acting union. The elected trade union maintains:
a. A register of memebers showing particulars of subscriptions paid by each member

b. An account book showing receipts and expenditures

c. A minute book for recording proceedings of meetings

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The union leader of the trade union is elected through voting by the union members.
The elected trade union then presents the charter of demands to the President Mr. Jhangir
Khan which then moves onto General Secretary, Mr. Pervez Akhtar and CEO (name) after
approval by each succeeding official.

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Trade-Union Rights and Responsibilties:

Industrial relations at PTV are in accordance with the Industrial Relations Act, 2008
according to which trade unions have following rights:

1. No employer or trade union of employers and no person acting on behalf of either

shall:

a) Impose any condition in a contract of employment seeking to restrain the right of a

person who is a party to such contract to join a trade union or continue his member
ship of a trade union

b) Refuse to employ or refuse to continue to employ any person on the ground that such
person is, or is not a member or officer of a trade union;

c) Discriminate against any person in regard to any employment, promotion, condition of

employment or working condition on the ground that such person is, or is not, a
member or officer of a trade union;

d) Dismiss, discharge, remove from employment or transfer or threaten to dismiss,

discharge or remove from employment or transfer a workman of injure or threaten to
injure him in respect of his employment by reason that the workman.

a. is or propose to become, or seeks to persuade any other person to become, a

member or officer of a trade union; OR

b. participate in the promotion, formation or activities of a trade union;

e) Induce any person to refrain from becoming, or to cease to be a member or officer of a

trade union, by conferring or offering to confer any advantage on, or by procuring or
offering to procure any advantage for such person or any other person;

f) Compel or attempt to compel any officer of the collective bargaining agent to arrive at
a settlement by using intimidation, objection, pressure, threat, confinement to a place,
physical injury, disconnection of water, power and telephone facilities and such other
methods;

g) Interfere with or in any way influence the balloting provided for section 24.

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h) Recruit any new workman during the period of a notice of strike under Section 44 or
during the currency of a strike which is not illegal except where the conciliator having
been satisfied that complete cessation of work is likely to cause serious damage to the
machinery or installation, has permitted temporary employment of a limited number
of workmen in the section where damage is likely to occur;

i) Close down the whole of the establishment in contravention of Standing Order 11-A
of the industrial and Commercial Employment ( Standing Orders) Ordinance, 1968
(W.P. Ordinance VI of 1968) or;

j) Commence, continue, instigate or incite others to take part in, or expend or supply
money or otherwise act in furtherance or support of, an illegal lockout.

2. Nothing in sub-section (1) shall be deemed to preclude an employer from requiring

that a person upon his appointment or promotion to managerial position shall cease to
be, and shall be disqualified from being, a member or officer of a trade union of
workmen.

In addition to these responsibilities Mr. Xyz at PTV headquarters also told us that the general
responsibilities of management include:

1. Responding to the demands of the union.

2. Considering union members part of the firm, accommodating them and negotiating
with them in a friendly manner.

3. Respect the elected representatives of the trade union.

4. Try and break the negotiation dead-locks whenever they occur.

5. Provide annual funds to the trade union.

The responsibilities of the trade union according to Industrial relations act, 2008 include:
No workmen or other person or trade union of workmen shall - -
a) Persuade a workman to join or refrain from joining a trade union during working
hours;
b) Intimidate any person to become, or refrain from becoming , or to continue to be,
or to cease to be a member or officer of a trade union;

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c) Induce any person to refrain from becoming, or to cease to be a member or officer

of trade union, by intimidating or conferring or offering to confer any advantage
on, or by procuring or offering to procure any advantage for such person or any
other person ;
d) Compel or attempt to compel the employer to accept any demand by using
intimidation, coercion, pressure threat, confinement to, or ouster from a place,
dispossession, assault, physical injury, disconnection of telephone, water or power
facilities or such other methods; or
e) Commence, continue, instigate or incite others to take part in, or expend or supply
money or otherwise act in furtherance or support of, an illegal strike or a go-slow.

Management-Union Relations:

Management-union relations at Pakistan Television Corporation are no different than any

other firm. The acting trade union is registered so the management has to pay heed to their
concerns otherwise it results in industrial action on the part of the unions as we already
mentioned. Mr. Muhammad Ikram at the union office PTV told us that management union
relations are regular and usual as long as some kind of dead lock occurs. Management tries to
cater to the demands of the union and the union also makes compromises to reach a decision
that is acceptable to both the parties under normal circumstances. In other instances if the
dispute gains momentum union doesn’t hold back severe form of industrial action and
management also stands firm on its ground.

Disputes and Conflict Resolution Techniques used by

Management:

In the history of Pakistan Television Corporation (PTV) certain management-union

disputes have been witnessed. A few of these disputes and the resolution techniques used by
the management have been narrated below:
On 22nd august 2008, the union workers at the Pakistan Television (PTV) headquarters
Tuesday night besieged the building and locked the administration officials, including the
newly appointed chairman, Dr Shahid Masud, inside their offices to protest against the
administration's inability to honor the promises made to them. Workers besieged the PTV
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headquarters for more than three hours and locked the external gates while the PTV officials
locked themselves inside their offices to escape the wrath of angry protesters. The workers
were demanding the approval of the charter of demands and fulfillment of the promises made
to them by the PTV administration. The angry crowd chanted slogans against the PTV
administration and some of them held the chairman responsible for all the mess. But Akbar
Malik, the head of the workers union, told The News that the union had nothing to do with the
chairman and the whole dispute was between the union and the PTV administration, which
has changed the main points of the charter of demands. He said that the chairman was
cooperating with them and only those with vested interest chanted slogans against him. He
said that the PTV administration wanted amendments in the charter of demands after
accepting it earlier. This enraged the workers. "We locked the doors because we did not want
the troublemakers to take advantage of the situation and did not let any one go inside the
building till our demands were accepted", said the union leader.
However, ultimately the charter of demand was accepted by the management on.
Similarly, the union and management also reached a Salary and Allowance dead lock in 2008.
Trade union demanded 100% increase in the base pay of the employees whereas management
refused to give an increase of more than 35%. The negotiations reached a deadlock and the
union threatened the management with strike and picketing. Ultimately the managing director
had to intervene to resolve the problem at 40% increase in the base pays.
Management and union at PTV follow Industrial relations law, 2008 regarding negotiations
relating to differences and disputes.

1. If at any time an employer or a collective bargaining agent finds that industrial dispute
has arisen or is likely to arise, the employer or, as the case may be, the collective
bargaining agent, may communicate his or its views in writing either to the Works
Council or to the other party so, however, that, where the views are so communicated
to the Work Council, a copy of the communication shall also be sent to the other party.

2. On the receipt of the communication under sub-section 1. the works Council or the
party receiving it shall try to settle the dispute by bilateral negotiations within ten days
of receipt of the communication or within such further period as may be agreed upon
by the parties and, if the parties reach a settlement, a memorandum of settlement shall
be recorded in writing and signed by both the parties and a copy thereof shall be
forwarded to the conciliator and the authorities mentioned in clause (xxv) of Section

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(3) where a settlement is not reached between the employer and the collective
bargaining agent or, if the views of the employer and the collective bargaining agent
have been communicated under sub-section (1) to the Works Council, there is a failure
of bilateral negotiations in the Works Council, the employer or the collective
bargaining agent may, within seven days from the end of the period referred to in sub-
section (2), serve on the other party to the dispute a notice of lock-out or strike, as the
case may be, n accordance with the provisions of this Act.

Rationale for Research:

MOTIVATION FOR DOING RESEARCH:

Sources of motivation to do this research are

I. To better understand the industrial relations practices at Pakistan Television

Corporation (PTV), Islamabad.

II. To get an insight into the positive and negative areas of PTV’s Industrial relations.

III. To try and find out how well the management and labor unions go by their
respective responsibilities at PTV.

IV. To find out the reasons behind the successful relationships and any instabilities in
the labor management relations

V. To conduct an analysis of any past labor disputes and how the firm went about
resolving the issues.

IMPORTANCE OF PROPOSED WORK:

The proposed work would unveil the labor relations management, past disputes, resolutions,
principles of personnel management, labor laws adopted and other characteristics of labor-
management relations at one of the Pakistan’s leading government owned corporations. This
in turn would

I. Help the student community to get a better understanding of industrial relations

practices in the professional world out there, the gravity of the situations that can come
up, the disputes, how to go about their resolutions, compromises that have to be made
on part of both the management and labor.

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II. Help the business community to learn their lessons from the practices at PTV. Get
familiar with the different labor situations that can arise in larger firms and how to
cope with them. Avoid the mistakes that PTV might have made leading to disastrous
consequences and learning from the labor practices that enabled PTV to strive all
along.

AUTHOR’S CONTRIBUTION:

A lot of research work has already been done on the topic of industrial practices and its
different variables. We would like to add to this existing pool of knowledge by making PTV
Corporation focus of our study. Also, we would like to communicate the labor practices at
PTV to the outside business and student community and contribute by critically analyzing the
existing practices at PTV and would also propose the practices we think best regarding past
and current labor situation at PTV. This would help the business and student community at
large to gain a better understanding of all the industrial relations related issues.

Methodology:

STUDY DESIGN:
The instrument used will be questionnaires which will be directly administered to the
respondents and interviews. The questionnaires used would be structured in kind so as to
ensure more specificity and facilitate measurability. Also, the instruments concerning related
variables would be checked for their reliability and validity. This will guide us to clearly
define the labor unions and the impact of their practices on organizational performance.

POPULATION/SAMPLE:
Our sample size will be 50 employees that will consist of upper and lower management out of
total 1100 employees that are currently serving the Islamabad office.

TYPE OF DATA:
We had two options to considering data- quantitative or qualitative data for the research.
However our proposed method of data consideration will be qualitative. For this purpose we
will be gathering respondents’ views, experiences and behaviors instead of statistical figures.

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However, we will rely on secondary data, which will be sought out from the Internet, articles,
editorials etc.
A survey based primary data will be used to examine the relationship between trade union
activities and employees work performance. The study will be conducted in two phases.
• Phase-1 will consist of try-out study in which we will screen out the potential
respondents of this study, while

• Phase-2 will constitute the main study and consist of hypotheses testing.

The instrument will be designed to collect data on PTV Corporation and its operating
environments.

VARIABLES UNDER CONSIDERATION:

WORKING CONDITIONS AND WORKING HOURS:

It is assumed that due to trade unions, working conditions of the employees and
their working hours are taken care and better negotiated with the management and the
employer.

WAGES AND COMPENSATION:

Due to the presence of trade unions in an organization matters such as negotiation
of wages and benefits for the employees are done effectively.

HEALTH AND SAFETY:

The presence of trade unions takes care of the matters such as negotiation of
Health and safety for the employees effectively.

JOB SECURITY:
Job security refers to the sense of attachment to a particular job or range of tasks.
Assuming that it is the employees who have the most secure status in employment and
existence of trade union in their firm give a sense of job security to them.

COMPLAINTS AND GRIEVANCES:

Trade unions in organizations help resolve employees complaints and grievances
effectively. It’s assumed that complaints of the employees are addressed in an efficient
manner due to registered trade unions.

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DISCRIMINATION, UNFAIR DISMISSAL AND FORCED REDUNDACIES:

It has been observed that Industrial relation issues such as Forced to Resign, Unfairly
dismissed, unlawfully terminated, discriminated against other employees are guarded well in
the presence of trade unions.

Literature Review:
Slichter, Healy, and Livernash (1960) argue that unions can improve efficiency by
"putting pressure on management to tighten job production standards and accountability in
order to preserve profits in the face of higher wages". Their study investigated how unions
affect management practices by examining an exhaustive range of management policies such
as hours of work, wage incentives, subcontracting, promotions, and discipline, to name only a
few. They found that unions can have both positive and negative effects on management and
hence on efficiency. Among the positive effects of unions, they point to better management, a
better balance between employer and employee interests, and better communications.
Freeman and Medoff (1984) described union effects on outcomes such as productivity.
Their findings have been influential in advancing our knowledge of union impact on
organizational outcomes, and they offer a number of explanations for their finding of a
positive union effect on productivity. Apart from lower quit rates, three other possible
explanations are suggested: seniority-based rewards, better job production standards (and
better management accountability in general), and more employer-employee communications.
Many writers have emphasized the potential conflicts of interests between union leaders and
membership (for example, Dunlop (1994), Ross (1948), Berkowirz (1954). However, only
formal models of a trade union in this vein are Ashenfelter and Johnson (1969) and
Pemberton (1988). The essence of the Pemberton (1988) is that the welfare of the union
leadership is increasing in membership, while members’ welfare is decreasing in membership.
Harbison and Coleman (1996) defined union-management cooperation as a "relationship in
which the parties through joint action attempt to reduce unit costs of production, increase
efficiency and improve the competitive position of the firm." A broader definition also takes
into account emerging relationships in public sector and cooperative undertakings at the
community or national level.
Earlier literature has regarded job security issues as a primary motive for joining a
trade union (Brown Johnson, Bobko and Hartenian, 1992). Few studies have shown that

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individual emphasis on job security represents an important determinant of union membership

(Brown Johnson, Bobko and Hartenian, 1992; Crockett and Hall, 1987; Guest and Dewe,
1988), and the members of trade unions rank job security as an important issue (Allvin and
Sverke, 2000). In addition, Bender and Sloane’s (1999) econometric study partially supports
that job insecurity encourages workers to join trade unions. Freeman and Medoff (1984) have
found that the presence of unions significantly reduces labor turnover. Unions mean better
pay, benefits, and working conditions for their members; they force employers to treat
employees with dignity and respect; and at their best, they provide a way for workers to make
society both more democratic and egalitarian (Michael D.Yates, 2008).
As Owen Tudor, health and safety officer with the UK Trades Union Congress (TUC)
put it: “Join a union or your employer will break your legs!” The story is repeated in
Australia. The Australian Government’s Workplace Relations Survey 1990-1995 found
unionized workplaces were three times as likely to have a health and safety committee, and
twice as likely to have undergone a management occupational health and safety audit in the
preceding 12 months. Baskin (1991) stated that unions and managers regularly cooperate in
safety and health and various employee service activities. Some examples include counseling
to combat drug and alcohol abuse, the provision of educational opportunities, and the
encouragement of pre retirement planning.
There is also a long history of union-management cooperation in the administration of
health, welfare, and pension plans. In some industries, this has encouraged a mutuality of
interest in reducing the cost of health care and joint discussions of investment policies as
related to the economic future of the industries covered by pension plans (Adam et al, 1997;
ILRIG, 2001). Unions are also delineated by the service model and the organizing model
(Friedman, 1987). The service model union focuses more on maintaining worker rights,
providing services, and resolving disputes. Alternately, the organizing model typically
involves full-time union organizers, who work by building up confidence, strong networks,
and leaders within the workforce; and confrontational campaigns involving large numbers of
union members, Gerald Kraaks (1993). Many unions are a blend of these two philosophies,
and the definitions of the models themselves are still debated.
The HSE has produced a range of case studies of organizations where workers or their
representatives have been involved in health and safety management. For example at BAE
Systems Aero structures the company has developed a close relationship with the trade union
Amicus (now part of Unite), which both parties believe has created a safe working

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environment for employees that goes beyond the standards required by law. Des Browne MP,
then Minister of State for Work, visited BAE Systems Aero structures at Prestwick on 12
February 2004 in response to an invitation from the Amicus representatives. Steve Ryan of
Amicus said, ‘This visit promotes the belief that, where trade union representatives are
involved with health and safety in the workplace, accident and incident rates can be
significantly reduced.’ Less advantaged groups and individuals, such as older workers, ethnic
minorities and disabled people, may have a restricted ‘voice' within the workplace. Coupled
with greater employment insecurity, this can permeate workers' performance through
frustration, de-motivation and powerlessness with a negative impact on both organizational
performance and quality of working life (Grossman, 1998). Evidence indicates that welfare
measures – such as equal opportunities and family-friendly policies – improve organizational
performance and the quality of working life. By contrast, perceptions of unfairness have a
negative impact. In an Australian study, Benson (2000) found that ‘unionized workplaces
were more likely than nonunion firms to implement employee voice mechanisms.
Specifically, unionized firms were more likely to use collective negotiation, employee surveys
and meetings, grievance and equal employment procedures, consultative and safety
committees, task forces, and health and safety representatives.’ Other voice mechanisms
typically associated with HRM strategies, such as individual employee negotiations,
involvement and consultation were evenly distributed across the nonunion, inactive and active
union workplaces.
Empirical evidence confirms that unions use their monopoly power to force employers to pay
better wages and benefits (Freeman and Medoff, 1984). However, unions do strive for and
achieve other goals that are equally important to them and their members, namely, fair
treatment from management. This aspect of unionism is especially important in considering
the impact of unions on management behavior. Demand for fairness leads the union to get
into almost every area of day-to-day managerial decision-making at the workplace level.
Slichter (1941) called the emergence of labor-management relations in the 1930s a system
‘industrial jurisprudence’ in which the union gains a voice in almost all aspects of
management decision-making in the workplace that have consequences for workers.
Beaumont and Harris (1996) illustrated that management motivation for the introduction of
HRM practices often arises from dissatisfaction with and a desire to improve the existing
labor-management relationship.

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The issue of union impact on management practice can be examined by an exhaustive range
of management policies in the workplace such as hours of work, wage incentives,
subcontracting, promotions and discipline, to name only a few of them (Slichter, Healy and
Livernash, 1960). It was found that ‘unions can have both positive and negative effects on
management and hence on efficiency. Among the positive effects of unions, it pointed
towards better management, a better balance between employer and employee interests, and
better communications.

Problem Statement:

• What impact does trade unions impart on employee and his/her performance?

• How is the industrial relation of the chosen organization effects its components and
helps to cater the business needs?

Timelines:
Considering the length of our semester, we have to try and squeeze our research work into a
time period of three months. Keeping in consideration the time factor we’d also limit the
depth of our research work. A generalized view of the industrial relation practices at PTV
would suffice.

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References:
1. 2008. Industrial Relations Act, 2008. Edition 2009. Lahore: Irfan Law Book House.

2. Raza, M., 1994. Labor-Management Relation in PTV. Economic Review. [internet]

May. Available at:
http://findarticles.com/p/articles/mi_hb092/is_n5_v25/ai_n28640737/ [Accessed 1st
Jan 2010]

3. 1995. Radio and PTV unions be restored - Rasheed & Salat. Economic Review.
[internet] April. Available at:
http://findarticles.com/p/articles/mi_hb092/is_n4_v26/ai_n28655040/?
tag=content;col1 [Accessed 1st Jan 2010]

4. Hans de Witte, 2005. Job insecurity, union involvement, and union activism [Internet]
Available at: http://books.google.com.pk/books?
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