Labour Relations:

Progressive employers have come to understand that human relations are an

important part of industrial Relations. Higher productivity requires more than modern machinery
and hard work. It requires co-operative endeavor by workers and employers. This is possible
only in a democratic society where human element is taken into account at every stage of the
industrial enterprise.

“Trust begets trust” is the foundation on which labour relations in Industry is

molded. In all human relations, the best approach to any problem should be infusing mutual
confidence between the parties. This is more so in the case of relations between workers and
their employers.

Human Aspect of Production Efficiency:

Efficiency is the matter of running an industry and maintenance of productivity at a

rising rate and a higher level. Call for good labour relations throughout the process of
production. This is where the human aspect of production efficiency comes in.

Production can be kept at an economic cost only by cutting out all wasteful methods
and by efficient administration. Efficiency, in turn, depends upon the good relationship with the
workers. Without close co-operation and understanding between the management and workers,
measures to increase output and to improve working conditions will be ineffective.

Any job to be of human value should be able to develop initiative and promote
active and constructive co-operation between works and management. When the workers feels
that he is an active participant in the production process and if he has a clear understanding of his
work and an interest in it, then it can be claimed, that conditions, where the human aspect plays
its role in production efficiency, have been established.

An average worker is simple-minded, even gullible and suspicious. He keeps himself at a

distance from his superiors. He is sensitive, doubtful and undecided. This attitude of suspicion
and frustration changes when he is assured of sympathetic hearing and proper redress of his
grievances and encouragement in his work. If he is satisfied that his employer will do the best for
him he will work wholeheartedly, contentedly and efficiently with the result that production and
productivity will be higher.

Human relations in Industry are not merely a sentimental requirement. They are pre
requisites to higher productivity with better understanding and team work, minimum production
can be achieved at minimum cost.

Responsibility of Employers:

It is the responsibility of the management to look after the total well being of the
individual worker. A happy worker is an asset to the industry. He turns out more work. Total
well being includes three major factors, namely, wages, worki9ng condition and employee
services.

A clear personnel policy is essential for the promotion of goodwill and understanding
between employees and employers such a policy must be made known to the workers. It must
define the rights and privileges, responsibilities and functions of all categories of personnel
employed.

It is the duty of the employer to take all possible steps to promote a correct attitude in
the worker, to win his confidence and co-operation to make him to put in his best in to the work
and to make him feel that he is an essential link in the productive process.

Fair wages, if not living wages, should be fixed.

Work methods and layouts should be efficient. There must be effective means of training and
educating the works. Employee services must be progressive and constructive and must take into
account the welfare of the worker and his family. Joint consultative machinery must be set up.
The human element should be given prominence at every stage of the industrial enterprise. This
can be achieving only if the administration is efficient. The top executives must be men with
human understanding, sound commonsense and industrial background. The foreman and other
supervisory staff should be trained in handling men.

Recruitment methods must be beyond criticism. A new recruit should be shown round the
industry, introduced to his foreman and colleagues and properly inducted. Facilities for training
within industry, and trade tests should be provided. A good grievance procedure is necessary. It
 should ensure fair dealing and justice. Wages, incentive schemes, increments, promotions and
retirement benefits should be such as to instill confidence in the men.

Legislative requirements should be carried out thoroughly. Standing orders must be strictly
adhered to. Health and safety consciousness should be promoted. Cordial relations with trade
unions of the workers should be maintained. In short, a good labour policy, agreeable working
conditions, minimum wages, progressive employee services, effective grievances procedures,
machinery for joint consultation, adequate health and safety measures, accurate records and
efficient communication system are factors essential for good labour relations.

Workers’ Participation in Management

Workers’ participation in management is an essential ingredient of Industrial democracy. The
concept of workers’ participation in management is based on Human Relations approach to
Management which brought about a new set of values to labour and management.
                Traditionally the concept of Workers’ Participation in Management (WPM) refers to
participation of non-managerial employees in the decision-making process of the organization.
Workers’ participation is also known as ‘labour participation’ or ‘employee participation’ in
management. In Germany it is known as co-determination while in Yugoslavia it is known as
self-management. The International Labour Organization has been encouraging member nations
to promote the scheme of Workers’ Participation in Management.
Workers’ participation in management implies mental and emotional involvement of workers in
the management of Enterprise. It is considered as a mechanism where workers have a say in the
decision-making.

Definition: According to Keith Davis, Participation refers to the mental and emotional

involvement of a person in a group situation which encourages him to contribute to group goals
and share the responsibility of achievement.

According to Walpole, Participation in Management gives the worker a sense of importance,

pride and accomplishment; it gives him the freedom of opportunity for self-expression; a feeling
of belongingness with the place of work and a sense of workmanship and creativity. 

The concept of workers’ participation in management encompasses the following:

ð  It provides scope for employees in decision-making of the organization.
ð  The participation may be at the shop level, departmental level or at the top level.
ð  The participation includes the willingness to share the responsibility of the organization by the
workers.

Features of WPM:

1.       Participation means mental and emotional involvement rather than mere physical presence.
2.       Workers participate in management not as individuals but collectively as a group through their
representatives.
3.       Workers’ participation in management may be formal or informal. In both the cases it is a
system of communication and consultation whereby employees express their opinions and
contribute to managerial decisions.

4.       There can be 5 levels of Management Participation or WPM:

a.       Information participation: It ensures that employees are able to receive information and
express their views pertaining to the matter of general economic importance.
b.      Consultative importance: Here workers are consulted on the matters of employee welfare
such as work, safety and health. However, final decision always rests with the top-level
management, as employees’ views are only advisory in nature.
c.       Associative participation: It is an extension of consultative participation as management here
is under the moral obligation to accept and implement the unanimous decisions of the
employees. Under this method the managers and workers jointly take decisions.
d.      Administrative participation: It ensures greater share of workers’ participation in discharge
of managerial functions. Here, decisions already taken by the management come to employees,
preferably with alternatives for administration and employees have to select the best from those
for implementation.
e.      Decisive participation: Highest level of participation where decisions are jointly taken on the
matters relating to production, welfare etc.

Objectives of WPM:

1.       To establish Industrial Democracy.

2.       To build the most dynamic Human Resources.
3.       To satisfy the workers’ social and esteem needs.
4.       To strengthen labour-management co-operation and thus maintain Industrial peace and
harmony.
5.       To promote increased productivity for the advantage of the organization, workers and the
society at large.
6.       Its psychological objective is to secure full recognition of the workers.

Strategies / Methods / Schemes / Forms of WPM:

1.       Suggestion schemes: Participation of workers can take place through suggestion scheme.

Under this method workers are invited and encouraged to offer suggestions for improving the
working of the enterprise.  A suggestion box is installed and any worker can write his
suggestions and drop them in the box. Periodically all the suggestions are scrutinized by the
suggestion committee or suggestion screening committee. The committee is constituted by equal
representation from the management and the workers. The committee screens various
suggestions received from the workers. Good suggestions are accepted for implementation and
suitable awards are given to the concerned workers. Suggestion schemes encourage workers’
interest in the functioning of an enterprise.

2.       Works committee: Under the Industrial Disputes Act, 1947, every establishment employing
100 or more workers is required to constitute a works committee. Such a committee consists of
 equal number of representatives from the employer and the employees. The main purpose of this
committee is to provide measures for securing and preserving amity and good relations between
the employer and the employees.
Functions: Works committee deals with matters of day-to-day functioning at the shop floor
level. Works committees are concerned with:
ð  Conditions of work such as ventilation, lighting and sanitation.
ð  Amenities such as drinking water, canteens, dining rooms, medical and health services.
ð  Educational and recreational activities.
ð  Safety measures, accident prevention mechanisms etc.
Works committees function actively in some organizations like Tata Steel, HLL, etc but the
progress of Works Committees in many organizations has not been very satisfactory due to the
following reasons:
ü  Lack of competence and interest on the part of workers’ representatives.
ü  Employees consider it below their dignity and status to sit alongside blue-collar workers.
ü  Lack of feedback on performance of Works Committee.
ü  Undue delay and problems in implementation due to advisory nature of recommendations.

3.       Joint Management Councils: Under this system Joint Management Councils are constituted
at the plant level. These councils were setup as early as 1958. These councils consist of equal
number of representatives of the employers and employees, not exceeding 12 at the plant level.
The plant should employ at least500 workers. The council discusses various matters relating to
the working of the industry. This council is entrusted with the responsibility of administering
welfare measures, supervision of safety and health schemes, scheduling of working hours,
rewards for suggestions etc.
                          Wages, bonus, personal problems of the workers are outside the scope of Joint
management councils. The council is to take up issues related to accident prevention,
management of canteens, water, meals, revision of work rules, absenteeism, indiscipline etc. the
performance of Joint Management Councils have not been satisfactory due to the following
reasons:
·         Workers’ representatives feel dissatisfied as the council’s functions are concerned with only
the welfare activities.
·         Trade unions fear that these councils will weaken their strength as workers come under the
direct influence of these councils.

4.       Work directors: Under this method, one or two representatives of workers are nominated or
elected to the Board of Directors. This is the full-fledged and highest form of workers’
participation in management. The basic idea behind this method is that the representation of
workers at the top-level would usher Industrial Democracy, congenial employee-employer
relations and safeguard the workers’ interests. The Government of India introduced this scheme
in several public sector enterprises such as Hindustan Antibiotics, Hindustan Organic Chemicals
Ltd etc. However the scheme of appointment of such a director from among the employees failed
miserably and the scheme was subsequently dropped.

5.       Co-partnership: Co-partnership involves employees’ participation in the share capital of a

company in which they are employed. By virtue of their being shareholders, they have the right
to participate in the management of the company. Shares of the company can be acquired by
 workers making cash payment or by way of stock options scheme. The basic objective of stock
options is not to pass on control in the hands of employees but providing better financial
incentives for industrial productivity. But in developed countries, WPM through co-partnership
is limited.

6.       Joint Councils: The joint councils are constituted for the whole unit, in every Industrial Unit
employing 500 or more workers, there should be a Joint Council for the whole unit. Only such
persons who are actually engaged in the unit shall be the members of Joint Council. A joint
council shall meet at least once in a quarter. The chief executive of the unit shall be the
chairperson of the joint council. The vice-chairman of the joint council will be nominated by the
worker members of the council. The decisions of the Joint Council shall be based on the
consensus and not on the basis of voting.  
                         In 1977 the above scheme was extended to the PSUs like commercial and service
sector organizations employing 100 or more persons. The organizations include hotels, hospitals,
railway and road transport, post and telegraph offices, state electricity boards.

7.       Shop councils: Government of India on the 30th of October 1975 announced a new scheme in
WPM. In every Industrial establishment employing 500 or more workmen, the employer shall
constitute a shop council. Shop council represents each department or a shop in a unit. Each shop
council consists of an equal number of representatives from both employer and employees. The
employers’ representatives will be nominated by the management and must consist of persons
within the establishment. The workers’ representatives will be from among the workers of the
department or shop concerned. The total number of employees may not exceed 12.

Functions of Shop Councils:

1.       Assist management in achieving monthly production targets.
2.       Improve production and efficiency, including elimination of wastage of man power.
3.       Study absenteeism in the shop or department and recommend steps to reduce it.
4.       Suggest health, safety and welfare measures to be adopted for smooth functioning of staff.
5.       Look after physical conditions of working such as lighting, ventilation, noise and dust.
6.       Ensure proper flow of adequate two way communication between management and workers.

Workers’ Participation in Management in India

               Workers’ participation in Management in India was given importance only after
Independence. Industrial Disputes Act, 1947 was the first step in this direction, which
recommended for the setting up of works committees. The joint management councils were
established in 1950 which increased the labour participation in management. Since July 1975 the
two-tier participation called shop councils at shop level and Joint councils were introduced.
                             Workers’ participation in Management Bill, 1990 was introduced in
Parliament which provided scope for upliftment of workers.

Reasons for failure of Workers participation Movement in India:

1.       Employers resist the participation of workers in decision-making. This is because they feel
that workers are not competent enough to take decisions.
2.       Workers’ representatives who participate in management have to perform the dual roles of
workers’ spokesman and a co-manager. Very few representatives are competent enough to
assume the two incompatible roles.
3.       Generally Trade Unions’ leaders who represent workers are also active members of various
political parties. While participating in management they tend to give priority to political
interests rather than the workers’ cause.
4.       Schemes of workers’ participation have been initiated and sponsored by the Government.
However, there has been a lack of interest and initiative on the part of both the trade unions and
employers.
5.       In India, labour laws regulate virtually all terms and conditions of employment at the
workplace. Workers do not feel the urge to participate in management, having an innate feeling
that they are born to serve and not to rule.
6.       The focus has always been on participation at the higher levels, lower levels have never been
allowed to participate much in the decision-making in the organizations.
7.       The unwillingness of the employer to share powers with the workers’ representatives, the
disinterest of the workers and the perfunctory attitude of the government towards participation in
management act as stumbling blocks in the way of promotion of participative management.

Measures for making Participation effective:

1.       Employer should adopt a progressive outlook. They should consider the industry as a
jointendeavour in which workers have an equal say. Workers should be provided and enlightened
about the benefits of their participation in the management.
2.       Employers and workers should agree on the objectives of the industry. They should recognize
and respect the rights of each other.
3.       Workers and their representatives should be provided education and training in the philosophy
and process of participative management. Workers should be made aware of the benefits of
participative management.
4.       There should be effective communication between workers and management and effective
consultation of workers by the management in decisions that have an impact on them.
5.       Participation should be a continuous process. To begin with, participation should start at the
operating level of management.
6.       A mutual co-operation and commitment to participation must be developed by both
management and labour.
 Modern scholars are of the mind that the old adage “a worker is a worker, a manager is a
manager; never the twain shall meet” should be replaced by “managers and workers are partners
in the progress of business”

The ILO was created in 1919, as part of the Treaty of Versailles that ended World War I, to
reflect the belief that universal and lasting peace can be accomplished only if it is based on social
justice.

The Constitution was drafted between January and April, 1919, by the Labour Commission set
up by the Peace Conference, which first met in Paris and then in Versailles. The Commission,
chaired by Samuel Gompers, head of the American Federation of Labour (AFL) in the United
States, was composed of representatives from nine countries: Belgium, Cuba, Czechoslovakia,
France, Italy, Japan, Poland, the United Kingdom and the United States. It resulted in a tripartite
organization, the only one of its kind bringing together representatives of governments,
employers and workers in its executive bodies.

The Constitution contained ideas tested within the International Association for Labour
Legislation, founded in Basel in 1901. Advocacy for an international organization dealing with
labour issues began in the nineteenth century, led by two industrialists, Robert Owen (1771-
1853) of Wales and Daniel Legrand (1783-1859) of France.

The driving forces for ILO's creation arose from security, humanitarian, political and economic
considerations. Summarizing them, the ILO Constitution's Preamble says the High Contracting
Parties were 'moved by sentiments of justice and humanity as well as by the desire to secure the
permanent peace of the world...'

There was keen appreciation of the importance of social justice in securing peace, against a
background of exploitation of workers in the industrializing nations of that time. There was also
increasing understanding of the world's economic interdependence and the need for cooperation
to obtain similarity of working conditions in countries competing for markets. Reflecting these
ideas, the Preamble states:

1. Whereas universal and lasting peace can be established only if it is based upon social
justice;
2. And whereas conditions of labour exist involving such injustice hardship and privation to
large numbers of people as to produce unrest so great that the peace and harmony of the
world are imperilled; and an improvement of those conditions is urgently required;
3. Whereas also the failure of any nation to adopt humane conditions of labour is an
obstacle in the way of other nations which desire to improve the conditions in their own
countries.
The areas of improvement listed in the Preamble remain relevant today, for example:

1. Regulation of the hours of work including the establishment of a maximum working day
and week;
2. Regulation of labour supply, prevention of unemployment and provision of an adequate
living wage;
3. Protection of the worker against sickness, disease and injury arising out of his
employment;
4. Protection of children, young persons and women;
5. Provision for old age and injury, protection of the interests of workers when employed in
countries other than their own;
 6. Recognition of the principle of equal remuneration for work of equal value;
7. Recognition of the principle of freedom of association;
8. Organization of vocational and technical education, and other measures.

Early days

Working for social justice is our assessment of the past and our mandate for the
future."

Juan Somavia, Director-General

The ILO has made signal contributions to the world of work from its early days. The first
International Labour Conference held in Washington in October 1919 adopted six International
Labour Conventions, which dealt with hours of work in industry, unemployment, maternity
protection, night work for women, minimum age and night work for young persons in industry.

The ILO was located in Geneva in the summer of 1920 with France's Albert Thomas as the first
Director of the International Labour Office, which is the Organization's permanent Secretariat.
Under his strong impetus, 16 International Labour Conventions and 18 Recommendations were
adopted in less than two years.

This early zeal was quickly toned down because some governments felt there were too many
Conventions, the budget too high and the reports too critical. Yet, the International Court of
Justice, under pressure from the Government of France, declared that the ILO's domain extended
also to international regulation of conditions of work in the agricultural sector.

A Committee of Experts was set up in 1926 as a supervisory system on the application of ILO
standards. The Committee, which exists today, is composed of independent jurists responsible
for examining government reports and presenting its own report each year to the Conference.

Depression and War

The Great Depression with its resulting massive unemployment soon confronted Britain's Harold
Butler, who succeeded Albert Thomas in 1932. Realizing that handling labour issues also
requires international cooperation, the United States became a Member of the ILO in 1934
although it continued to stay out of the League of Nations.

American John Winant took over in 1939 just as the Second World War became imminent. He
moved the ILO's headquarters temporarily to Montreal, Canada, in May 1940 for reasons of
safety but left in 1941 when he was named US Ambassador to Britain.
His successor, Ireland's Edward Phelan, had helped to write the 1919 Constitution and played an
important role once again during the Philadelphia meeting of the International Labour
Conference, in the midst of the Second World War, attended by representatives of governments,
employers and workers from 41 countries. The delegates adopted the Declaration of
Philadelphia, annexed to the Constitution, still constitutes the Charter of the aims and objectives
of the ILO. In 1946, the ILO became a specialized agency of the newly formed United Nations.
And, in 1948, still during the period of Phelan's leadership, the International Labour Conference
adopted Convention No. 87 on freedom of association and the right to organize.

The Post-War Years

America's David Morse was Director General from 1948-1970 when the number of Member
States doubled, the Organization took on its universal character, industrialized countries became
a minority among developing countries, the budget grew five-fold and the number of officials
quadrupled. The ILO established the Geneva-based International Institute for Labour Studies in
1960 and the International Training Centre in Turin in 1965. The Organization won the Nobel
Peace Prize on its 50th anniversary in 1969.

Under Britain's Wilfred Jenks, Director-General from 1970-73, the ILO made advanced further
in the development of standards and mechanisms for supervising their application, particularly
the promotion of freedom of association and the right to organize.

His successor Francis Blanchard of France, expanded ILO's technical cooperation with
developing countries and averted damage to the Organization, despite the loss of one quarter of
its budget following US withdrawal from 1977-1980. The ILO also played a major role in the
emancipation of Poland from dictatorship, by giving its full support to the legitimacy of the
Solidarnosc Union based on respect for Convention No. 87 on freedom of association, which
Poland had ratified in 1957.

Belgium's Michel Hansenne succeeded him in 1989 and guided the ILO into the post-Cold War
period, emphasizing the importance of placing social justice at the heart of international
economic and social policies. He also set the ILO on a course of decentralization of activities and
resources away from the Geneva headquarters.

On 4 March 1999, Juan Somavia of Chile took over as Director General. He emphasizes the
importance of making decent work a strategic international goal and promoting a fair
globalization. He also underlines work as an instrument of poverty alleviation and ILO's role in
helping to achieve the Millennium Development Goals, including cutting world poverty in half
by 2015.