IRLL Module Assignment

Name-Sonu Rajpal
Batch – PCL-I
Roll no-14109006
 Assessment Front Sheet

IMPORTANT: Your assignment will not be accepted without the FRONT SHEET.

Campus: Aurangabad

Level: PCL-1

Module Name: Industrial Relation and Labour Laws

Student’s Name: Sonu Rajpal

Issued on: 01.12.10

Actual Submission
13.12.10
Date:

Stream: PGPBE, HR

Year/Semester 2009- 2011

Assignment Type: Module Assignment

Assessor’s Name: Sonali Dutta mam

Reqd. Submission Date: 13.12.10

Submitted to : Sonali Dutta mam

Higher Level Skills

Students are expected to develop the following skills in this assignment:

 Cognitive skills of critical thinking, analysis and synthesis.

 Effective use of communication and information technology for business applications.
 Effective self-management in terms of planning, motivation, initiative and enterprise.

Certificate by the Student:

Plagiarism is a serious College offence.

I certify that this is my own work. I have referenced all relevant materials.

______Sonu_________

(Student’s Name/Signatures)
 EXPECTED OUTCOMES Assessment Criteria – To achieve each Achieved
outcome a student must demonstrate the (Y/N)
ability to :

Understanding the significance of Training and Compare the outcome of training and
Development development by illustrating live case study

Understand various aspects to be taken into Identify and explain macro and micro
account while designing training model environmental factors for Training design,
considering the relevancy in prevailing
Design and develop a training model and environment in India.
programme of any given organization

Assignment Grading Summary (To be filled by the Assessor)

Grades Grade Descriptors Achieved Yes/No (Y / N)

P A Pass grade is achieved by meeting all the requirements defined.

M1 Identify and apply strategies to find appropriate solutions.

M2 Select/design and apply appropriate methods/techniques.

M3 Present and communicate appropriate findings.

Use critical reflection to evaluate own work and justify valid

D1
conclusions.

Ability to anticipate and solve complex tasks in relation to the

D2
assignment.

D3 Demonstrate convergent, lateral and creative thinking.

OVERALL ASSESSMENT
GRADE:
TUTOR’S COMMENTS ON

ASSIGNMENT:

SUGGESTED MAKE UP PLAN

(applicable in case the student is

asked to re-do the assignment)

REVISED ASSESSMENT GRADE

TUTOR’S COMMENT ON
REVISEDWORK (IF ANY)

Date: Assessor’s Name / Signatures:

Case-Study

IR Problems at Toyota Kirloskar Motor Private Limited

On January 08, 2006, Toyota Motor Corporation's (Toyota) Indian joint

venture company, Toyota Kirloskar Motor Private Limited (TKM) declared a
lockout at its plant in Bidadi, Karnataka. The lockout came after two days of
agitation by the plant's employees against the dismissal of three workers by the
management. The strike was the outcome of an incident that occurred in February
2004 when the management suspended 15 employees on the grounds of disrupting
work and for unruly behavior. In 2006, TKM dismissed three of these fifteen
employees after a year-long investigation and appraisal of their performance. The
management stated that the three employees had been dismissed due to their
indiscipline and poor performance.

In response to the company's decision, the employees belonging to the TKM

Employees' Union (TKMEU) decided to go on strike.

They alleged that the three employees had been dismissed because they had
been actively participating in the functioning of the TKMEU and demanded that
they be reinstated. As of January 2006, TKM had 2,358 employees on its rolls at
Bidadi. Of these, 1,550 workers were members of the TKMEU.
Rejecting their demands, TKM's management stated that workers once
dismissed would not be taken back. The workers immediately went on strike. The
management then declared a lockout stating concern for the safety of the plant and
the workers as the reason. It also added that the lockout would continue for an
indefinite period until the work atmosphere became peaceful.

You are required to make a report of 2500 words covering the following.

Q1. What are the factors that lead to strikes and lockouts at a factory and the
impact of such happenings on the employees and the company?

Q2. What are the HR policies adopted by organizations to prevent labor unrest at
the workplace?

Q3. Examine the role played by the top management in ensuring peaceful working
environment.

Q4. Analyze the role of external parties such as trade unions; political parties etc
in disturbing the working environment in a company.

Toyota Kirloskar Motor Private Limited:

 As a joint venture between Kirloskar Group and Toyota Motor
Corporation, Toyota Kirloskar Motor Private Limited (TKM) aims to play a major
role in the development of the automotive industry and the creation of
employment opportunities, not only through its dealer network, but also through
ancillary industries.

TKM firmly believes that the success of this venture depends on providing
high quality products and services to all valued customers through the efforts of
its team members. 

Factors that lead to strikes and lockouts:

The lockout came after two days of agitation by the plant's employees
against the dismissal of three workers by the management. The strike was the
outcome of an incident that occurred in February 2004 when the management
suspended 15 employees on the grounds of disrupting work and for unruly
behavior. In 2006, TKM dismissed three of these fifteen employees after a year-
long investigation and appraisal of their performance. The management stated
that the three employees had been dismissed due to their indiscipline and poor
performance. In response to the company's decision, the employees belonging to
the TKM Employees' Union (TKMEU) decided to go on strike.

TKM did not face any major problems due to the strike of the workers and
the lockout at its plant, having ensured that the market supply was not affected
by either. TKM had made appropriate arrangements to meet the market demand
for its cars in the event of the talks failing between the management and the
union...

TKM Statement the workers began their strike on January 06, 2006
Heavy workload and unfavourable working conditions. Ill workers were forced to
work. Workers suffered from spinal cord problems and respiratory problems.
Management failed to provide safety equipment to protect workers against paint
and dust. Workers have to obtain permission from supervisors to visit the toilet.
No proper and fair investigation conducted by management before dismissal of
three workers.

Impact:
 TKM did not face any major problems due to the strike of the workers and
the lockout at its plant. TKM had made appropriate arrangement to meet the
market demand for its cars if the talk between the management and union fails. It
had trained about 700 people to work on the shop floor in case of emergencies.
The company produced 30 vehicles per day.

Empowering employees.... to achieve perfection

TKM firmly believes that employees are the main source of strength for
the organization.

The human resources management in Toyota seeks to create a corporate

culture where values such as "Continuous Improvement" and "Respect for
People" are fully reflected in all actual corporate and individual activities.

The company takes maximum care to ensure stability of employment and

strives to improve working conditions.

To develop human resources and improve the technical skills of its

employees, TKM's young team members are regularly sent to Japan,
Indonesia and Taiwan for training programs. More than 425 team
members have benefited from such programs at various Toyota plants
worldwide.

TKM also believes in continuously improving its products and practices.

Every team member is encouraged to give suggestions to improve the
product, efficiency of processes or working conditions.

Employees are also appropriately rewarded for the same.

Thus TKM seeks to progress by empowering its employees.

Conclusion:
 The case of Toyota Kirloskar, therefore, points to an urgent need for
challenging the irrational priority treatment of the Central and State governments
for TNCs, by according public service utility status for instance, that curtails the
right of workers to protest. Though workers are organized in Toyota Kirloskar, in
many cases the collective actions do not translate into effective negotiations or
settlements. Therefore, there is also a need to empower and support the unions
through education and advocacy.