CHAPTER V FACTORS INFLUENCING INDUSTRIAL RELATIONS …shodhganga.inflibnet.ac.in/bitstream/10603/26771/11/11_chapter 5.pdf · CHAPTER V FACTORS INFLUENCING INDUSTRIAL RELATIONS

CHAPTER V

FACTORS INFLUENCING INDUSTRIAL RELATIONS

5.1 Introduction

5.2 Labour Management Relations

5.2.1 Workers’ Perception of Labour-Management Relationship

5.2.2 Perception of the Trade Union Leaders on Labour-Management

Relationship

5.2.3 Perception of the Managerial Personnel on Labour-Management

Relationship

5.3. Strike

5.3.1. Participation of Workers in the Strike

5.3.2. Opinion of the Workers

5.3.3. Opinion of Trade Union Leaders

5.3.4. Opinion of the Managerial Personnel

5.3.5. Opinion of the different categories of Employees

5.4. Industrial Disputes

5.4.1 Causes for Industrial Disputes

5.4.2 Perceptions of the Managerial Personnel

5.5 Settlement of Industrial Disputes

5.5.1 Methods Adopted for the Settlement of Disputes

5.5.2 Participation of the Trade Unions in the Settlement Process

145

CHAPTER V

FACTORS INFLUENCING INDUSTRIAL RELATIONS

5.1 INTRODUCTION

Industrial relations constitute one of the most delicate and complex problems

of the modern industrial society which is characterized by rapid changes, industrial

unrest and conflicting ideologies in the national and in the international spheres. It is

a dynamic concept which depends upon the pattern of the society, the economic

system and the political set-up of a country and changes with a change in the

economic and social order of the society. Industrial relationship is an art of living

together for the purpose of promoting industrial production, productive efficiency,

human well-being and industrial progress. The existence of good human relations, a

well organized labour movement, collective bargaining, fair dealing of workers by

the management, joint consultation at all levels, was necessary for the establishment

and maintenance of harmonious industrial relations and for the building up of new

attitudes and institutions, and hence industrial relations should not be construed as

that of a simple mutual relationship. It is a set of functional interdependence which is

influenced by various factors, such as social, psychological, economic and political

causes. Industrial relations are the relationship that prevails due to the interactions in

the industry, mainly between the workers and the management.

146

In present chapter an attempt is made to analyse the nature of industrial

relations that exists in the study units based on the primary data collected regarding

the perceptions of the workers, trade union leaders and that of the managerial

personnel. Factors that influence the industrial relations, causes for the industrial

disputes, methods of settling industrial disputes, workers’ participation in the strikes

and the causes for the strike are the different aspects analysed in this chapter.

5.2 LABOUR MANAGEMENT RELATIONS

A harmonious and constructive labour-management relationship in any

industry is indispensable and it has a decisive role to play in social improvement and

it also ensures the promotion of the economy as a whole. A benevolent management

is usually expected to give due recognition to the labourers as human beings

and treat them with dignity and give them a place of pride in the enterprise.

Labour-management relations refer to the employee-employer relationship in an

enterprise. Several factors determine the labour-management relationship either to

become a ‘harmonious’ and cooperative relationship or a ‘strained’ and non-

cooperative one.

5.2.1 Workers’ Perception of Labour-Management Relationship

The concept of industrial relations denotes the relationship among the various

partners in an enterprise. It refers to the relationship between employee and the

147

employer. The state is also a party to the relationship by making its role a very

important one when the employee-employer relationship becomes very complex and

becomes a conflicting one. Hence, the opinion of the workers in this regard, had

been collected and analysed in great detail.

Workers’ opinion on the extent of the then existent industrial relationship in

the study units were collected and analysed and the tabulated information are

presented in Table 5.1.

TABLE 5.1

WORKERS’ OPINION ON THE INDUSTRIAL RELATIONS

Sl.No. Opinion Number of

Respondents

Percentage

1. Very good 39 13

2. Good 207 69

3. Poor 54 18

Total 300 100

Source: Compiled by the Researcher from primary data.

It can be understood from Table 5.1 that 207 members out of 300 or 69 per

cent of the respondents had expressed their opinion that the industrial relations in the

study units had been good. Only 18 per cent or 54 out of 300 of the respondents had

expressed their dissatisfaction by stating that the industrial relations had been poor.

148

However, 13 per cent of the employees had stated in unequivocal terms that the

industrial relations had been very good. It could be inferred that 82 per cent of the

employees have had satisfaction over the then prevailing industrial relationship. It

might be due to their satisfaction about their wages, the provision of working

facilities, such as welfare facilities and the like to them. The approach of the

management towards the workers might have also been one of the reasons for their

satisfaction.

Workers, as one of the parties in the industrial relations scenario should be

able to address their problems to the management directly and seek a redressal of

their grievances. For this purpose, they have a representative body of their own, that

is the trade union. The labourers can make their representations either directly or

through their trade unions. Data were collected in this regard which had been

analysed and presented in Table 5.2.

149

TABLE 5.2

MODE OF GRIEVANCE REPRESENTATION BY WORKERS

Sl.No. Representation Mode Number of

Respondents

Percentage

1. Direct Representation 123 41

2. Representation through Trade

Unions

177 59

Total 300 100

Source : Primary data.

It can be observed from Table 5.2 that 59 per cent of the respondents (177 out

of the 300 respondents) had stated that they were in favour of representing their

grievances only through the trade unions for getting rid of them. But 41 per cent of

the respondents (123 out of 300) had stated that they were in favour of making their

representations directly to the management for getting quick and appropriate

redressals of their grievances. Inspite of the 59 per cent of the respondents’ opinions

which were in favour of trade union mediation, a considerable proportion of the

respondents, that is, 41 per cent of them had expressed the opinion that they were in

favour of direct representations to the management. This feature had revealed their

faith in the grievance redressal mechanism that was functioning in the study units.

150

The participation of the workers in the management of an enterprise could

promote industrial peace through a better understanding between the employer and

the employees. In the changing global industrial scenario, workers participation in

management had been recognized as an important factor for marching towards

harmonious industrial relations. Hence, data on the extent of participation by the

workers in the management of the study units were collected and the computed

results are presented in Table 5.3.

TABLE 5.3

EXTENT OF WORKERS’ PARTICIPATION IN MANAGEMENT

Sl.No. Extent of Participation Number of

Respondents

Percentage

1. Always 75 25

2. Sometimes 189 63

3. Never 36 12

Total 300 100

Source: Primary Data.

It can be understood from Table 5.3 that 63 per cent of the respondents or 189

out of the 300 respondents had expressed their opinion that workers’ participation in

management could maintain cordial labour-management relationship only on some

occasions. 25 per cent of the sample respondents (75 out of 300) had expressed the

opinion that the workers’ participation would help to maintain and promote cordial

151

labour management relations always and at all times. It was a surprise to note that 12

per cent or 36 out of the 300 respondents had stated that the workers’ participation in

management could never improve the labour-management relations. It should be

considered with all the seriousness that it deserves and the benefits of participation of

the workers in the management should be realised by the workers in its real sense.

Personal discussions with the management could ease the tensions among

workers and ensure better industrial relations and consequently promote industrial

peace. To assess the need for personal discussions with the management, data were

collected from the workers about their opinions on the subject and presented in

Table 5.4.

TABLE 5.4

WORKERS’ PERCEPTION ON PERSONAL DISCUSSIONS WITH

MANAGEMENT

Sl.No. Personal Discussion Held Number of

Respondents

Percentage

1. Never 51 17

2. Some Times 201 67

3. Always 48 16

Total 300 100


152

As revealed by Table 5.4, 67 per cent or 201 out of the 300 respondents were

of the view that personal discussions with management could yield fruitful results

only on some occasions whereas 16 per cent or 48 out of the 300 respondents had felt

that it was always necessary to have such personal discussions with the management

for solving problems. However, 17 per cent or 51 out of 300 of the workers were

found to have the impression that personal discussions with the management would

never help in resolving differences of opinion. It leads us to arrive at the conclusion

that most of the respondents were of the opinion that the personal discussions with

the management alone could not ensure cordial relationships between the workers

and the management. Hence, many other factors, besides personal discussions with

management, have also to be considered for establishing and maintaining a cordial

relationship between the workers and the management.

Wages, bonus payments and at times profit sharing are in the package of the

monetary benefits provided by the management to the workers. Monetary benefits

are very highly sensitive to their changes and any damage in respect of monetary

payments would lead to an undesirable strained relationships between the workers

and the management. Workers opinions in this regard were collected and the

computed data are presented in Table 5.5.

153

TABLE 5.5

WORKERS’ OPINION ON MONETARY BENEFITS AND

INDUSTRIAL RELATION

Sl.No. Workers’ Opinion Number of

Respondents

Percentage

1. Always 192 64

2. Sometimes 108 36

Total 300 100


It is evident from Table 5.5 that 192 respondents out of 300, that is, 64 per

cent of the workers were of the opinion that higher wages, bonus payments and profit

sharing could lead to the promotion of cordial relationship. However, 36 per cent of

the workers had stated that it could lead to better cordial relationship only during

certain times. There was not even a single respondents among the workers who had

felt that higher wages, bonus payments and profit sharing could never lead to a

betterment of the cordial relationships. It helps us to infer that higher wages, bonus

payments, and profit sharing were very important factors among the many factors

that lead to better cordial relationship and promotion of industrial relations.

The concept of partnership is one among the many factors that would promote

industrial relationships. Data in this regard were collected and the computed data are


154

TABLE 5.6

WORKERS’ OPINION ON CO-PARTNERSHIP AND LABOUR

MANAGEMENT RELATIONS

Sl.No. Opinion Number of

Respondents

Percentage

1. Always 90 30

2. Sometimes 192 64

3. Never 18 6

Total 300 100


It can be observed from Table 5.6 that 192 resondents out of 300, that is, 64

per cent of the workers were of the opinion that the concept of partnership between

workers and the management would be helpful for maintaining good industrial

relations only some times. But 6 per cent or 18 out of the 300 of the respondents had

never accepted the principle of co-partnership at all. At the same time 30 per cent or

90 among 300 workers had stated that the principle of co -partnership would always

promote good industrial relations in the study units. It implied that the principles of

co-partnership should be inducted for maintaining good industrial relations.

Managements should consult the workers and the trade unions for framing any

new standing orders. It could promote the industrial relationship in any business

enterprise. Hence, data was collected, analysed and the computed data are presented

in Table 5.7.

155

TABLE 5.7

WORKERS’ PERCEPTION ON THE NEED FOR CONSULTATIVE

PROCESS WITH TRADE UNIONS

Sl.No. Workers’ Opinion Number of

Respondents

Percentage

1. Always Useful 48 16

2. Sometimes Useful 234 78

3. Not Useful 18 6

Total 300 100


It can be understood that 234 respondents out of the 300 workers that is, 78

per cent of the workers were of the opinion that consultations with trade union

leaders who represent the group of workers while framing standing orders, would be

helpful in maintaining good industrial relations only at certain times and not at all the

times. But 16 per cent of the respondents (48 members) had expressed that it would

help always for maintaining good industrial relations between the management and

the workers. At the same time, 6 per cent of the respondents (18 out of 300) did not

agree at all on the principle of consultation by the management while framing

standing orders in the study units. However, consultations by the management with

union leaders or workers was found necessary for maintaining good industrial

relations, as revealed by the majority opinion of the workers, as disclosed in

Table 5.7.

156

Members of the trade unions and the trade unions themselves judge the

relationship between the union leaders and the management on the basis of the

effectiveness of the union leaders in getting benefits to the workers. In order to know

the relationship between the trade unions and the managements, relevant data were

collected and the computed data are presented in Table 5.8.

TABLE 5.8

WORKERS’ OPINION ON TRADE UNION AND MANAGEMENT

RELATIONSHIP

Sl.No. Workers ‘Opinion Number of

Respondents

Percentage

1. Good 255 85

2. Not Good 45 15

Total 300 100


It can be understood from Table 5.8 that a majority of the workers, that is, 255

out of the 300 respondents (85 per cent) had revealed their opinion that their trade

union had established very good relationship with their managements. However, 15

per cent (that is, 45 out of 300) of the workers had expressed that their trade unions

had not maintained a good relationship with their managements. It had implied that

the majority of the workers had been under the impression that their unions had been

maintaining a cordial and good relationship with the managements.

157

A grievance is a matter of any discontentment or sense of injustice, whether

expressed or not which had been felt by an employee in connection with his

employment in an organization. A grievance handling system serves as an outlet for

the employees’ frustration and discontentment. The existence of an effective

grievance procedure reduces the likelihood of an arbitrary action by the supervisors.

Grievances arise due to the problems faced by the workers in their day-to-day

working environment and the trade unions’ protest against an act or an omission of

an act by the management which infringes upon worker’s rights.

The following areas are prone to cause grievances to the employees:

1. Promotions 11. Payments

2. Amenities 12. Acting Promotions

3. Job Security 13. Recovery of dues

4. Compensations 14. Safety appliances

5. Disciplinary actions 15. Superannuation matters

6. Fines 16. Supersessions

7. Increments 17. Transfers

8. Leave facilites 18. Vicitimisations; and

9. Medical benefits 19. Conditions of work

10. Nature of the job

If the grievances of the employees are not redressed fully or the conditions

causing them are not corrected , the irritation caused by the grievances are likely to

increase and lead to unfavourable attitudes towards the management and to

unhealthy relationships in the organization. It is therefore essential for the

managements to allow their employees to express their grievances concerning their

158

jobs or working conditions to an immediate higher official or supervisor. Hence, a

grievance procedure is necessary for every organization.

When there is a certain amount of freedom to the workers to express their

grievances to the top levels of management, it promotes a good understanding

between the managements and the workers. Table 5.9 reveals the opinions of the

workers on their freedom to express their grievances to their supervisors and to the

management.

TABLE 5.9

FREEDOM TO REPRESENT GRIEVANCES FOR REDRESSAL

Sl.No. Have Freedom Number of

Respondents

Percentage

1. Yes 255 85

2. No 45 15

Total 300 100


It can be inferred from Table 5.9 that a very large number of the respondents,

that is, 225 out of 300 respondents (85 per cent) had expressed their opinion, that

they were having enough freedom to represent their grievances to the management

without any fear or hesitation. But 45 workers (15 per cent) were of the opinion that

they were not having any freedom to represent their grievance to the management. It

had proved the fact that the majority of the workers in the study units had felt that

159

they were having a good grievance redressal mechanism which had provided them

full freedom to represent and seek for proper redressal of their grievances.

Workers’ awareness about the labour welfare legislations have studied,

analysed and presented in Table 5.10.

TABLE 5.10

AWARENESS ABOUT LABOUR LEGISLATION

Sl.No. Labour Legislation Number of

Respondents

Percentage

1. Known 201 67

2. Not Known 99 33

Total 300 100


Table 5.10 depicts that 67 per cent (201 out of 300) of the respondents had

been found to be aware of the labour legislations while 33 per cent (99 members) of

the workers had been found to be unaware of the legal protection available to them.

Awareness of the existence of labour legislations by two thirds of the respondents

had revealed their active participation in trade union activities and their interest in

acquiring knowledge about the legislations available to them for their protection and

for promoting their welfare.

160

Punishment is another factor, which had the potential power to influence the

industrial relationship and thereby the industrial peace in the industries. The

management can punish the workers for their mistakes on valid grounds. However,

there was also the possibility for punishing the workers by management on flimsy

grounds, keeping the other undisclosed reasons in their mind. To assess the

perception of the workers in this regard, data were collected from the workers and


TABLE 5.11

WORKERS’ PERCEPTION ON PUNISHMENT

Sl.No. Punished on Number of

Respondents

Percentage

1. Valid grounds 225 75

2. Flimsy grounds 75 25

Total 300 100


It is clear from Table 5.11 that 75 per cent of the respondents, (that is, 225 out

of 300 employees) had been of the opinion that the management had punished the

workers on valid grounds only. But 25 per centof the respondents (75 out of 300) had

expressed the view that the workers had been punished on flimsy grounds by the

managements. Inspite of the differences in the opinion of the workers, the majority of

the workers were agreed that the the management had punished the workers only on

161

valid grounds. However, difference in the opinions might have been due to the

differences in the perceptions of the workers.

5.2.2 Perceptions of the Trade Union Leaders on Labour-Management

Relationship

A good relationship between the trade union leaders representing the workers

and the management, that is, the employer is very necessary for bringing about an

environment for lasting industrial peace to prevail. A co-operative approach between

the management and the labour force and the avoidance of conflicts between them

were highly indispensable for ensuring proper labour-management relationship which

would be a sound as also smooth. Hence, opinion of the trade union leaders on the

labour-management relationship have been collected, analysed and presented in

Table 5.12.

TABLE 5.12

RELATIONSHIP BETWEEN TRADE UNION AND MANAGEMENT

Sl.

No. Leaders’ Opinion

Experience in Years

Total Less than 10 10 to 20

20 and

above

1. Good 6

(20.0)

7

(23.3)

11

(36.7)

24

(80.0)

2. Strained 3

(10.0)

1

(3.3) --

4

(13.3)

3. No Opinion --

--

2

(6.7)

2

(6.7)

Total 9

(30.0)

8

(26.7)

13

(43.3)

30

(100.0)


Note: Figures in brackets indicate percentages to totals.

162

The state of the relationship between trade unions and managements in the

study units could be better understood from a study of the data presented in Table

5.12. A majority of the trade union leaders, that is, 80.00 per cent of them were

found to have stated that their trade unions had maintained a good relationship with

their managements. However, 4 out of the 30 union leaders (13.30 per cent) had felt

that their union’s relationship with the managements had been one of strained

relationship. Two respondents that is 6.70 per cent of them had abstained from

choosing between ‘Good’ and ‘Strained’ and had not given their opinions. However,

a majority of the opinions as shown in Table 5.12 had revealed not only the existence

of a good relationship but also the realisation of its importance and relevance to

protect the interests of the workers as well as that of the managements.

In any evolving participatory system of management, the labourers or the

trade union leaders should be consulted by the management before making a final

decision on matters that were related to issues pertaining to labourers. To assess this

aspect in the study units, data were collected from the trade union leaders of the study

units and presented in Table 5.13.

163

TABLE 5.13

CONSULTATION WITH THE TRADE UNIONS IN DECISION MAKING

Sl.

No. Consultation made

Experience in Years


21 and

above

1. Yes 5

(16.7)

5

(16.7)

8

(26.7)

18

(60.0)

2. No 4

(13.3)

3

(10.0)

5

(16.7)

12

(40.0)

Total 9

(30.0)

8

(26.7)

13

(43.3)

30

(100.0)



It is quite obvious that every trade union expects the management to consult it

before taking any decision on matters that affect the welfare of workers. Table 5.13

clearly presents the details as to whether trade union leaders had been counsulted by

their respective managements before making decisions on such matters that might

affect the workers.

18 out of the 30 trade union leaders (that is 60.00 per cent of them) had

expressed the opinion that they had been consulted by their managements while the

rest of them had stated that they had not been consulted as disclosed in Table 5.13.

Those trade union leaders who felt that they had been consulted by their management

were found majority in all three categories on the basis of their length of service.

Divergent opinions on this matter might have been due to several reasons, such as the

attitude of the union leaders, the affiliation of the union leaders to different

164

conflicting political parties and the like. However, it is the duty of the managements

to make all the trade union leaders feel and satisfied that they had been consulted and

their view points had been given due recognition and had been taken into

consideration also while making decisions.

Factors such as personnel policies, welfare measures, monetary benefits,

work environment, dominance of unionism, leadership qualities of the unions and

that of the management , grievance redressal and dispute settlement approaches were

the more important among others to promote labour-management relationships in an

enterprise. To ascertain the relative importance of these factors, the opinions of the

trade union leaders were elicited and analysed and had been presented in Table 5.14.

TABLE 5.14

FACTORS IN PROMOTING LABOUR MANAGMENT RELATIONSHIP

Sl.

No.

Measures Total

Scores

Mean

Scores

Rank

1. Monetary benefits 212 7.07 I

2. Welfare measures 194 6.47 II

3. Work environment 184 6.13 III

4. Grievance Redressal 158 6.57 IV

5. Dispute settlement 128 4.27 VI

6. Leadership quality of unions and

managements

92 3.07 V

7. Dominance of the Unions 92 3.07 VII

8. Personnel policies 89 2.97 VIII


165

Table 5.14 reveals the relative positions of the factors that help in promoting

the labour management relations in terms of their importance. From Table 5.14 it

could be understood that the provision of monetary benefits to the employees was

considered to be the most important and sensitive factor with a mean score of 7.07

and had obtained the first rank. It had disclosed that a dispute in this regard was a

severe threat to the labour-management relationship. Welfare measures and work

environment had obtained the second and the third ranks with mean scores of 6.47

and 6.13 respectively. Grievance redressal and dispute settlements had obtained the

fourth and the fifth ranks with means of score 5.27 and 4.27 respectively.

Dominance of trade union and leadership qualities of trade unions and managements

had shared the sixth position in common with a mean score of 3.07. However,

personnel policies as per in the opinions of the trade union leaders, was found to be

the least important factor with a mean score of 2.97. It could be concluded that the

monetary benefits, the welfare measures and the work environment had been

considered to be the most important factors and in that order in promoting labour

management relationships. Hence, these items had to be taken care of for ensuring

good labour management relationship.

166

5.2.3. Perception of the Managerial Personnel on Labour-Management

Relationship

Managerial personnel were also employees of an organization but they looked

after the managerial functions and activities. Hence, their opinions on labour-

management relations were also collected and analysed.

The nature of the labour-management relations that had prevailed in the study

units was sought to be understood by collecting the data in the form of opinions from

the managerial personnel in this regard and hence the data are collected and analysed.

The results are presented in Table 5.15.

TABLE 5.15

PERCEPTION OF MANAGERIAL PERSONS ON LABOUR –

MANAGEMENT RELATIONSHIP

Sl.

No. Opinion

Experience in Years

Total Less than 10 10 – 20

21 and

above

1. Good 4

(13.3)

9

(30.0)

15

(30.0)

28

(93.3)

2. Poor 2

(6.7) -- --

2

(6.7)

Total 6

(20.0)

9

(30.0)

15

(50.0)

30

(100.0)



167

It can be understood from Table 5.15, that 28 out of the 30 respondents

(93.3 per cent) had expressed their opinions that the labour-management relations in

their respective units was good. Only two out of three managers, (that is 6.7 per cent

of them) had stated that it was poor. It is also more important to note that they had

experience of only less than 10 years. But those who had experience of more than 10

years had no dispute over their feel good factor on labour-management relations. It

shows that experience is important in reaching the understanding on the matters

related to labour-management relations. It could also be understood from Table

5.15 that the labour-management relationship had been generally a good and

harmonious one.

The presence of a labour welfare officer in general, ensures the flow of the

benefits of labour legislations to the working-class people. The labour welfare

officer is expected to discharge the functions which are similar to that of a

policeman, including the maintenance of law and order in any organization. The

importance of labour welfare officers in the Indian industries was realized as early as

1931. They had to protect the workers from the evils of exploitation and

indebtedness, and to act generally as a spokesman of the labour class and to promote

the amicable relationships between the workers and the management. Hence, data on

the appointment of labour welfare officers are collected and also found that all the

three study units have appointed the Labour Welfare Officers in their respective

168

units. This could be due to the fact that the management were legally bound to

appoint a labour welfare officer as per the requirements of the Factories Act.

Labour laws refer to the body of laws which had been enacted to protect and

promote the interests of the working classes in general. Labour laws deal with

matters related to the employment, wages, working conditions, industrial relations,

social security, and labour welfare and the like. The objectives of the labour laws

had been to ensure the good working and living conditions of the workers and to

maintain industrial peace and the cordial relations between the workers and the

employer. Hence, the opinion of the managerial persons on the implementation of

labour laws in the study units have been obtained and found that they strongly agreed

the proper implementation of labour laws.

Lockout refers to the closing of a place of business or employment or the

suspension of work or the refusal by an employer to continue to employ the number

of persons already employed by him. The intention of the lockouts is to force the

workers either to accept an offer made by the employer or compel the workers to

withdraw the demands put forward by them. Opinion of the managerial personnel on

lock-outs were collected and tabulated data are presented in Table 5.16.

169

TABLE 5.16

OPINION OF THE MANAGERIAL PERSONNEL ON LOCK-OUTS

Sl.

No. Need for Lock-out

Experience in Years


21 and

above

1. Needed 4

(13.3)

2

(6.7)

2

(6.7)

8

(26.7)

2. Not needed 2

(6.7)

7

(23.3)

13

(43.3)

22

(73.3)

Total 6

(20.0)

9

(30.0)

15

(50.0)

30

(100.0)



Table 5.16 reveals the opinion of the managerial personnel on the need for

lock-outs in the study units. Of the 30 respondents, 73.3 per cent of the managerial

personnel had stated that there had been no need for lock-out. It showed that they

were against the lock-outs, as a weapon to counteract the strike threats of the

workers. Only 26.7 per cent of them had expressed their opinion on accepting the

principle of lockouts. As the length of service, managers mostly turned against

lockouts. The difference of the opinion could be due to several reasons. Some

managerial personnel might feel that the grievance of the workers should be redressel

appropriately as to create a content labour force to work for the sustained growth of

the factory while few others might feel that the management could suppress the

labour strikes by resorting to the lock-out as a weapon. However, suppression of

workers feelings would hinder the existence of peaceful industrial relations. Hence,

170

the management should not leave the problem, if any, to result in strikes and lockouts

by the means of earliest and appropriate grievance redressal. Managerial personnel

need to have positive attitudes in facing the strikes threats. No doubt the lockout

results in detrimental effects on the prospect and prosperity of labour class, industries

and also the economy as a whole.

Lay-off refers to the failure or inability of an employer to provide employment

on account of a shortage of raw materials or the accumulation of stocks or due to the

breakdown of machinery, natural calamity due to any other reasons to a workers

whose name is found in the muster rolls of his industrial establishment and who had

not been retrenched. However, the analysis of the primary data revealed that there

had been no lay offs and hence no deprival of empolyment to the workers in the

study units. It could be understood that the study units had been in a –position to

provide employment continuously to the workers as they had not experienced any

shortage in respect of raw materials, power unsold stocks or due to such other

problems.

The termination of the services of a workman by the employer for any reason

whatsoever, otherwise than that of a punishment inflicted by way of a disciplinary

action against the the worker is referred to as retrenchment. Opinion in this regard

were collected from the managerial personnel and the computed data are presented in

Table 5.17.

171

TABLE 5.17

OPINION OF THE MANAGERIAL PERSONNELS ON

RETRENCHMENT OF WORKERS

Sl.

No. Retrenchment

Experience in Years


21 and

above

1. Yes -- 3

(10.0)

4

(13.3)

7

(23.3)

2. No 6

(20)

6

(20.0)

11

(36.7)

23

(76.7)

Total 6

(20.0)

9

(30.0)

15

(50.0)

30

(100.0)



Table 5.17 reveals the details about the responses of the managerial personnel

regarding their opinion on retrenchment of the workers. Of the 30 respondents, 76.7

per cent or 23 out of the 30 managerial personnel had stated that there should be no

retrenchment of the workers in their units, while 23.3 per cent or seven of them had

agreed the retrenchment activities of the management in general. Among those who

had experience more than 10 years, 70 per cent that is, 17 out of 24 were against the

retrenchment. However all those who had less than 10 years of experience were

found against the retrenchment.

A good labour-management relationship should be able to promote the

interests of the both the workers as well as that of the management in maintaining

and promoting sound industrial relationships. The workers and the trade union could

172

flourish well only when the particular industry offers due protection to the workers

and also the trade unions. Hence, trade unions are also expected to protect the

interests of the industry without any prejudice to the interests of t he workers.

Hence, data in this regard were collected from the perceptions of the managerial

personnel and the computed data are presented in Table 5.18.

TABLE 5.18

ROLE OF THE TRADE UNIONS IN PROTECTING THE INTEREST

OF THE INDUSTRY – MANAGERIAL PERCEPTION

Sl.

No.

Protect from

Industrial Conflict

Experience in Years


21 and

above

1. Always 2

(6.7) -- --

2

(6.7)

2. Frequently -- 2

(6.7)

2

(6.7)

4

(13.3)

3. Sometimes 2

(6.7)

1

(3.3)

1

(3.3)

4

(13.3)

4. Never 2

(6.7)

6

(20.0)

12

(40.0)

20

(66.7)

Total 6

(20.0)

9

(30.0)

15

(50.0)

30

(100.0)



Table 5.18 reveals the opinions of the managerial personnel regarding the

protection of the interests of the industry by the trade unions in the study units. It

could be noted that, out of the 30 manager respondents, 20 managers ,that is, 66.7 per

cent of them had expressed the opinion that the trade unions would never protect the

173

interests of the industry. It had reflected the perceptions of the managerial personnel

on the role of trade unions in protecting the interests of the industry. Generally, trade

unions are meant to arrange for and indulge in collective bargaining to protect and

promote the interests of the workers. But at the same time, the trade unions in a real

sense, have the responsibility and work for the flourishment and the sustanence of the

industry also, which is the very source of their employment. However this could not

be done at the cost of the interests of the workers. The perception of the managerial

personnel could not be considered as a surprise as the interests of the workers, in

most cases turn out to be contrary to the interests of the industry. However, 6.7 per

cent of the manager respondents had accepted the role of trade unions in protecting

the interests of the industry. Those who had responded as “frequently” and as “some

times” had accounted for only 13.3 per cent each among the total number of

respondents. Both of them put together, only 26.6 per cent of the respondents had

expressed their opinions about the role of trade unions as ‘frequently’ or ‘some time’

in protecting the interests of their industrial units.

5.3. STRIKE

Strike is the ultimate weapon in the armoury of weapons that remains in the

hands of the workers when all other grievance redressal mechanisms had failed to

provide relief by solving their problems. The very purpose of a strike is to force the

174

employer to yield to the desired ends of the workers, which could not be got through

peaceful negotiations with the management. Strike may take different forms, such as

the ‘token strike’, the ‘indefinite strike’, the ‘general strike’, a ‘sympathetic strike’, a

‘stay-in or sit-down strike’ and a ‘slow-down strike’. It is the stoppage of work by

the workers under unavoidable circumstances to get favourable responses from the

management on their demands. It is considered a last weapon on the hands of

working class to get redressal of their grievances. However, it is not a healthy sign in

any industrial relations scenario. The persistence of strikes in an organisation has

the potential to retard the growth of the organisation itself socially and even

economically.

5.3.1. Participation of Workers in the Strike

Data on workers’ participation in strikes were collected and presented in

Table 5.19.

TABLE 5.19

PARTICIPATION OF WORKERS IN STRIKES

Sl.

No.

Participation in the

Strike

Workers with Experience (in Years)


21 and

above

1. Yes 3

(1.0)

60

(20.0)

102

(34.0)

165

(55.0)

2. No 45

(15.0)

63

(21.0)

27

(9.0)

135

(45.0)

Total 48

(16.0)

123

(41.0)

129

(43.0)

300

(100.0)

Source: Compiled by the Researcher from Primary Data.


175

Table 5.19 discloses the details about the participation of the workers in the

strikes, that had taken place so far due to the initiatives taken by the trade unions. It

had clearly indicated that a majority of the workers (55 per cent) had actively taken

part in the strikes while 45 per cent of them had not participated in the strikes.

Further, it is evident from the details presented in the Table 5.19 that the rate of

workers’ participation had increased with an increase in the length of service put in

by workers. Presuming that the orientation of the workers towards trade unionism

and strikes as a matter of right, had been loosing its strength with globalisation

process taking place in the international arena as also due to recent judgements spelt

out by the courts, the spirit of resorting to strikes had been on the decline among the

youngsters that is the new comers as compared to those who had put in long years of

service. Hence, participation in strikes was found to have increased with an increase

in the length of service of the workers.

5.3.2. Opinion of the Workers

Data on workers’ opinion on strikes were collected and analysed with the help

of the ‘F’ test and the results are presented in Table 5.20.

176

TABLE 5.20

OPINION OF THE WORKERS’ OPINION ON STRIKES

Sl.

No. Variable

Mean Scores of Experience F-

Statistics

P-

Value Less than

10 10 to 20

Above

20

1. Strike – only weapon to

increase wages 1.88 2.54 2.56 10.96* 0.00

2. Strike – only way to improve

welfare facilities 2.00 2.59 2.47 7.73* 0.00

3.

Strike – makes management

to realise the strength of the

worker’s force

2.50 2.63 2.77 2.17 0.11

4. Workers not participating in

illegal strikes 4.13 3.90 3.95 1.66 0.19

5. Strong action on those who

go an illegal strikes 4.06 3.83 3.67 4.34* 0.01

6.

Go slow, tools down, work

to rule as more effective

methods to achieve the

demands than by strikes

3.94 3.76 3.67 3.54* 0.03


* Significant at five per cent level.

Table 5.20 discloses the opinions of the workers on strikes. Workers with less

than 10 years of service had expressed the opinions that they do not participate in an

illegal strike and this view had the first rank, with a highest mean score of 4.13. The

other two groups had expressed the same opinion with their respective mean scores

of 3.90 and 3.95. “Workers not participating in illegal strike”, “strong action on

workers who go on illegal strikes” and “go slow, tools down, work to rules as more

effective methods to achieve the demands than the strike” had been the top views

177

among the various opinions and in that order, irrespective of the different categories

of workers classified on the basis of their length of service.

However, the computed ‘F’ statistics and P values had revealed that there had

been significant differences among the various groups of workers in their opinions on

strikes except in the case, of “the strike makes the management to realise the strength

of the workers force” and in the case of “workers not participating in the illegal

strike”. It could be concluded that the workers had invariably realised about the

importance of their non-participation in the illegal strikes and in the avoidance of

strikes resorted to just to make the management realise the strength of the work force.

5.3.3. Opinion of the Trade Union Leaders

Opinions of trade union leaders on strikes were collected and analysed by

using the ‘F’ test and the results are presented in Table 5.21.

178

TABLE 5.21

COMPARISION OF THE TRADE UNION LEADERS’ OPINION

ON STRIKES

Sl.

No. Variable

Mean Scores According to years

of Experience F-

Statistics

P-

Value Less than 10

10 to

20 Above 20

1. Strike to increase

wages 2.22 2.13 2.38 0.23 0.79

2. Strike to improve

welfare facilities 2.56 2.38 2.46 0.97 0.90

3.

Strike to realise

the workers as a

big force

2.78 2.25 2.69 0.62 0.54

4. Non participation

in illegal strikes 4.00 3.88 3.77 0.53 0.59

5. Strong action on

Illegal strikes 4.00 3.75 3.54 1.20 0.31

6.

Go slow, tools

down, and work

to rule as more

effective methods

to achieve

demands

3.89 3.75 3.77 0.16 0.85



Table 5.21 reveals the opinions of the trade union leaders regarding the strikes

in the study units. For those leaders with less than 10 years of experience, ‘not to

participate in illegal strikes’ and ‘strong action against on illegal strikes’ were the top

order opinions with mean scores of 4.00 for each followed by the ‘go slow, tools

down and work to rule’ as the more effective methods to achieve demands with a

mean score of 3.89. For those trade union leaders who had put in a service varying

179

between 10 and 20 years, ‘not to participate in illegal strikes’ was the foremost

opinion regarding strikes with a mean score of 3.88 followed by ‘strong action

against an illegal strike’ and ‘go slow, tools down and work to rule as the more

effective methods to achieve the demands’ were the next in that order with mean

scores of 3.75 for each of the methods. In the opinion of those trade union leaders

who had put in a service of more than 20 years, ‘not to participate in an illegal strike’

and ‘go slow, tools down and work to rule as the more effective methods to achieve

the demands’ were the important components of opinions with mean scores of 3.77

for each, followed by ‘strong action against an illegal strike’ and ‘strike to realise the

workers as big force’ with mean scores of 3.54 and 2.69 respectively.

There was found to be no significant difference among the three groups of

trade union leaders regarding their opinions on strikes as revealed by the calculated

‘F’ statistics and ‘P’ values given in Table 5.21. Hence, it could be concluded that

the responses of the trade union leaders of the study units of the different categories

had not differed significantly.

5.3.4. Opinion of the Managerial Personnel

The opinions of the managerial personnel on strikes were collected and

analysed with the help of the ‘F’ test and the results are presented in Table 5.22.

180

TABLE 5.22

COMPARISON OF THE MANAGERIAL PERSONNELS’ OPINION

ON STRIKES

Sl.

No. Variables

Mean Scores According to

years of Service F-

Statistics

P-

Values Less than

10 10 to 20

20 and

above

1. Only weapon to increase

wages 2.00 1.56 1.87 1.43 0.25

2. Only way to improve

welfare facilities 2.00 1.56 1.87 1.43 0.25

3.

Makes management to

realise the strength of

workers as a big force

2.00 2.00 2.13 0.10 0.90

4. Workers not participating


5. Strong action on those who

go on illegal strikes 2.67 3.89 3.67 4.55* 0.01

6.

Go slow, tools down and

work to rule as more

effective methods than

strikes

3.00 3.11 3.73 1.64 0.21



Table 5.22 reveals the opinions of the managerial personnel on resorting to

strikes. As per the opinion of the managerial personnel with less than 10 years of

service, the variable that the workers had not participated any illegal strikes had stood

first with the highest mean score of 4.00. In the case of managerial personnel who

had put in a service varying between 10 and 20 years, variables such as ‘strong action

for an illegal strike’ and ‘workers do not participate in illegal strikes’ were found to

be the top order of the opinion with their respective mean scores of 3.89 and 3.78.

The views that ‘workers do not participate in illegal strikes’ and ‘go slow, tools

181

down, work to rule were the more effective methods to achieve demands than strikes’

and ‘strong action for an illegal strikes’ were the top items of the opinions, and in

that order, on the part of the managerial personnel who had put in a service of more

than 20 years with their respective mean scores of 3.73, 3.73 and 3.67 respectively.

The significant differences among the three groups of the managerial

personnel were sought to be identified with regard to their opinions on strikes by the

computed ‘F’ statistics and ‘P’ values presented in Table 5.22. Hence, it could be

concluded that the opinions of the different categories of managerial personnel had

not differed significantly with regard to the opinions such as ‘strike is the only

weapon to increase wages’, and it was the ‘only way to improve welfare facilities’,

and the view that it ‘makes the management to realise workers as a big force’, ‘not

participating in an illegal strike’ and ‘go slow, tools down, work to rule were the

more effective methods to achieve demands than strikes’. The only variable upon

which the opinions of the different categories of managers had differed with a

statistical significance was ‘the strong action for the illegal strikes’.

5.3.5. Opinion of the Different Categories of Employees

To facilitate a comparison of the opinions on strikes offered by the workers,

the trade union leaders and the managerial personnel, a one-way ANOVA ‘F’ test

was applied and the results are presented in Table 5.23.

182

TABLE 5.23

COMPARATIVE ANALYSIS OF THE OPINION OF DIFFERENT

CATEGORIES OF RESPONDENTS ON STRIKES

Sl.

No. Variable

Mean Scores of

F-

Statistics

P-

Values Workers

Trade

Union

Leaders

Mana-

gerial

Personnel

1. Strike is the only weapon

to increase wages 2.44 2.27 1.80 6.94* 0.00

2.

Strike is the only way to

improve the welfare of

workers

2.44 2.47 1.80 7.51* 0.00

3.

Strike makes management

to realise the workers

strength as a big force

2.67 2.60 2.07 7.35* 0.00

4. Workers not participating


5.

Strong action is to be taken

against those who go on

illegal strikes

3.80 3.73 3.53 1.55 0.21

6.

Go slow, tools down and

work to rule as the more

effective methods to

achieve demands than

strikes

3.75 3.80 3.40 4.36* 0.01


Source: Compiled from the primary data.

Table 5.23 discloses the results of a comparative analysis of the opinions of

the different categories of respondents on strike as a weapon of redressal for solving

disputes. It was found from the opinions expressed by the workers that the workers

were against participation in illegal strikes and that was the most felt opinions with a

mean score of 3.96 followed by the opinion that there should be a strong action

against those who participate in illegal strikes and the view that go

slow, tools down, and work to rule were the more effective methods to achieve

183

demands than strikes with respective mean scores of 3.80 and 3.75. The opinion on

that strike was the only weapon to increase wages and the view that it was the only

way to improve the welfare of the workers were found to be the least important

opinions with mean scores of 2.44 for each. It had revealed that the workers had a

strong belief in the democratic process of settling the disputes amicably and that

strike should be the last resort when all other approaches had failed to resolve the

disputes amicably.

Trade union leaders’ opinions had revealed that the workers should not

participate in illegal strikes, or adopt the go slow, tools down and works to rule,

methods and strong action should be taken on those who participate in an illegal

strikes were found to be the mostly felt opinions with mean scores of 3.87, 3.80 and

3.73 respectively. The opinions that were least important as pointed out by the

workers were also the least important factors and in the same order according to the

opinions of the trade union leaders also.

The order of importance in terms of the mean scores obtained in the case of

the managerial personnel opinion was found to be same as that of the workers’

opinions. The order of importance had not varies in all the three cases. The

computed ‘F’ and ‘P’ values had disclosed that there had been significant differences

in the opinions offered except on two view points that is workers had not been

participating in illegal strikes and strong action should be taken on those who

184

participated in illegal strikes. It could be concluded that everybody is against illegal

strikes and hence they had expressed the view that strong action should be taken on

those who had involved themselves in such strikes.

5.4. INDUSTRIAL DISPUTES

The term ‘industrial disputes’ is used to denote the disputes and the work-

stoppages as well as to the other disputes that arise due to the differences between the

management and the workers that could be settled through the industrial disputes

machinery. Industrial relations are treated as an index for assessing the industrial

progress of a country. India is one of the top ranking countries in the world in

respect of industrial unrest. Disputes lead to unrest resulting ultimately not only in

creating industrial handicaps but also in hindering the very socio-economic growth of

the nation. Hence, the factors that result industrial disputes should be unearthed so

that disputes could be better prevented by taking suitable and appropriate measures.

However, dispute settlement mechanisms could help to a very great extent in the

amicable settlement of the industrial disputes.

5.4.1. Causes for Industrial Disputes

An industrial dispute in an organization arises due to the non-settlement of the

genuine grievances of the workers at the early stages. When the grievance gets

prolonged over a period of time it leads to undesirable actions on the part of the

185

workers, ultimately ending in strikes or lock outs. Monetary factors such as wages,

allowances and bonus payments, promotions and retrenchment, indiscipline and

violence are some of the factors that had been noticed in general as the causes for the

occurrence of industrial disputes. Workers’ opinions in this regard have been

collected and compiled and presented in Table 5.24.

TABLE 5.24

WORKERS’ OPINION ON CAUSES FOR DISPUTES

Sl.

No.

Variable Total Score Mean Score Rank

1. Bonus payment 1338 4.46 I

2. Promotions and

Retrenchment

1139 3.80 II

3. Wages and allowances 1071 3.57 III

4. Indiscipline and violence 633 2.11 IV

5. Others 324 1.08 V


The opinions of the workers regarding the major causes for the industrial

disputes in their units had been revealed in Table 5.28. Among the various given

reasons or factors, ‘bonus payments’ had stood first with a mean score of 4.46 and it

had been regarded as the most important factor for causing industrial disputes. The

factors such as ‘promotion and retrenchment’, and ‘wages and allowances’ had

secured the second and the third positions with their respective mean scores of 3.80

and 3.57. The least important factor was found to be the ‘other’ unspecified reasons

186

preceded by the reason ‘indiscipline and violence’ with their respective mean scores

of 1.08 and 2.11 respectively. The results disclosed that bonus payment was the most

important reason for the industrial disputes to occur which had been followed by the

factor ‘promotions and retrenchments’. However, wages and allowances as a reason

for the emergence of the industrial disputes had occupied only the third position with

a mean score of 3.57.

5.4.2. Perceptions of the Managerial Personnel

The opinion of the managerial personnel on the causes and the context for the

industrial disputes had been collected and analysed with the help of the ‘F’ test and

the results are presented in Tables 5.25 and 5.26.

TABLE 5.25

COMPARATIVE ANALYSIS OF THE OPINION OF THE MANAGERIAL

PERSONS ON FACTORS CAUSING INDUSTRIAL DISPUTES

Sl.

No. Variable

Experience in Years F-

Statistics

P-

Value Less than

10 10 to20

Above

20

1. Inter-Union rivalry 4.00 2.67 2.40 5.91* 0.00

2. Mob Culture 3.67 3.33 3.20 0.37 0.69

3. Importance of the issue 4.00 2.89 3.87 7.04* 0.00

4. Wrong perception of the

workers on the work load 3.33 2.67 3.73 3.56* 0.04

5. Exploitation of unions /

workers by political leaders 3.33 2.33 2.73 3.41* 0.04

6.

Failure of management to

recruit the right type of

workers

3.33 2.22 2.00 4.59* 0.01

7. Negative attitudes of the

management towards unions 3.00 2.00 1.60 9.78* 0.00


* Significant at the five per cent level.

187

Table 5.25 reveals the opinions of the managerial personnel regarding the

major causes for industrial disputes in their units. In the opinion of the managerial

personnel who had put in a service of below 10 years, ‘inter union rivalry’, and

‘importance of the issue’ had occupied the top position with mean scores of 4.00 for

each of them and ‘mob culture’ was the next important factor with a mean score of

3.67. Mob culture, importance of the issue, inter-union rivalry and wrong perceptions

of the workers on the work load were in the top order with respective mean scores of

3.33, 2.89 and 2.67 as disclosed by the opinions of the managerial personnel who had

rendered a service ranging between 10 to 20 years. The managerial personnel with

more than 20 years of experience service had expressed their opinion that the

importance of issue, the wrong perception of the workers on the work load and mob

culture had been in the top order with mean scores of 3.87, 3.73 and 3.20

respectively.

The computed ‘F’ statistics and respective ‘P’ values had revealed the

existance of significant differences in the opinions of the three categories of

managerial personnel regarding the major causes for the industrial disputes.

However, the opinions on the mob culture alone was found to be not statistically

significant as shown in Table 5.26.

188

TABLE 5.26

MAJOR CONTEXT FOR INDUSTRIAL DISPUTES

Sl.

No. Variable

Experience in Years F-

Statistics

P-

Values Less than

10 10 to 20

Above

20

1. Wages 2.33 2.00 2.27 0.44 0.65

2. Work load 3.00 3.11 2.40 1.50 0.24

3. Poor working conditions 2.67 2.89 2.40 0.62 0.54

4. Worn-out Machinery 2.33 2.89 2.93 0.57 0.57

5. Political interference 2.33 3.11 3.60 3.65* 0.04

6. Retrenchment 3.00 2.00 2.93 2.68 0.08

7. Bonus payments 3.00 2.89 3.20 0.21 0.81

8. Absenteeism 3.67 2.00 2.27 12.33* 0.00

9. Personal conflicts 3.00 2.89 3.33 0.44 0.65

10. Poor welfare facilities 2.67 2.00 2.13 1.23 0.30



Table 5.27 discloses the opinions of the managerial personnel with regard to

the major contexts for the industrial disputes in their units. In the opinion of those

managerial personnel who had put in a service of less than 10 years, absenteeism had

the highest mean score of 3.67 and work load, retrenchment, bonus payments and

personal conflicts were the next top order contexts with mean score of 3.00 for each.

In the opinion of those had who put in a service ranging between 10 and 20 years

work load and political interference were found to be in top order with mean scores

of 3.11 for each and poor working conditions, worn-out machinery bonus payments

and personal conflicts had been the next order context with a mean score of 2.89 for

each. Political interference, personal conflicts and bonus payments had been the top

189

items as per the opinions of the managerial personnel who had put in a service of

more than 20 years and in that order with their respective mean scores of 3.60, 3.33

and 3.20 respectively.

The significant differences among the three groups of managerial personnel

were identified regarding their opinions on the major contexts for the industrial

disputes to occur by the computation of ‘F’ statistics and ‘P’ values as presented in

Table 5.26.

It could be understood that the opinions of the different categories of the

managerial personnel had not differed significantly with regard to factors like wages,

work load, poor working conditions, worn-out machinery, retrenchment, bonus

payments, personal conflicts and poor welfare facilities in the study units. However,

their opinions on political interference and absenteeism were found to be statistically

significant. Hence, it could be concluded that the opinions of the three categories of

managerial personnel on those two items were found to have significantly differed.

5.5. SETTLEMENT OF INDUSTRIAL DISPUTES

Settlement of industrial disputes were indispendable for the smooth

functioning of any industrial organization. Several methods had been devised to

prevent the occurrence of the industrial disputes. The Industrial Disputes Act, 1947,

had prescribed the some methods for the prevention and settlement of the industrial

190

disputes. The machineries were Works Committees, Concilation officers, Board of

Concilation, Court of Enquiry, Labour Court and the Tribunal. Apart from these

machineries provided the Government of India, in its First Five Year-Plan Document,

had suggested the use of mutual agreements, collective bargaining and voluntary

arbitration as methods for settling the industrial disputes.

5.5.1. Methods Adopted for the Settlement of Disputes

To identify the methods so far adopted in the study units to settle the industrial

disputes, data were collected from the workers and presented in Table 5.27.

TABLE 5.27

SETTLEMENT OF DISPUTES IN THE STUDY UNITS

Sl.No. Mode of Settlement Number of

Respondents

Percentage

1. Conciliation 9 3

2. Adjudication 3 1

3. Mediation 48 16

4. Collective Bargaining 189 63

5. Arbitration 51 17

Total 300 100

Source: Compiled from Primary Data.

It would be clear from Table 5.27 that a large proportion of the workers

(63 per cent) had expressed the view that the disputes that had arisen in the study

units had been settled mostly through the collective bargaining approach. One per

191

cent of the respondents had stated that the disputes had been settled through the

adjudication method, whereas 17 per cent of the workers had expressed the opinion

that the settlement of disputes had been on the basis of arbitration. 48 workers (16 per

cent) had been under the impression that the disputes had been settled through

mediation while 3 per cent of them were of the opinion that conciliation proceedings

had helped in the settlement of disputes. It could be understood from Table 5.27 that

the majority (63 per cent) of the workers had stated that the method of collective

bargaining was a better method that could be adopted for resolving industrial

disputes.

To identify the inclination of the workers towards the several methods

available for settling industrial disputes, data were collected from the workers about

their preferences among the various methods available and the computed results are


TABLE 5.28

WORKERS PREFERENCE AMONG THE VARIOUS METHODS OF

DISPUTE SETTLEMENT

Sl.

No. Variable Total Score Mean Score Rank

1. Mutual Negotiations 1398 4.66 I

2. Voluntary Arbitration 1262 4.20 II

3. Conciliation Proceeding 921 3.07 III

4. Court Proceedings 636 2.12 IV

5. Any other approach 303 1.01 V

Source: Compiled from Primary Data.

192

Table 5.28 reveals the preferences of the workers among the various methods

available for settling the industrial disputes. Among the available methods, mutual

negotiation was found to be the most preferred method of settlement as revealed by

Table 5.28 with a mean score of 4.66 and followed by the voluntary arbitration

method with a mean score of 4.20. ConcilIation proceedings and court proceedings

were found to be the third and fourth important methods with mean scores of 3.07

and 2.12 respectively. The option of ‘any other’ approach was considered to be the

least preferred approach with a mean score of 1.01. A large proportion of the

workers had preferred only the mutual negotiations approach for ensuring peace as

well as for promoting better labour-management relationships without any kickbacks.

The other options were preferred only when mutual negotiations had failed.

5.5.2. Participation of the Trade Unions in the Settlement Process

The perception of the managerial personnel on the participation of the trade

unions in dispute settlement proceedings revealed the extent of their satisfaction over

the role of the trade unions in settling the industrial disputes. Data in this regard,

were collected from the managerial personnel and computed and presented in

Table 5.29.

193

TABLE 5.29

PARTICIPATION OF TRADE UNIONS IN DISPUTE SETTLEMENT

PROCEEDINGS

Sl.

No. Opinion

Experience in Years


21 and

above

1. Satisfied 2

(6.7)

7

(23.3)

9

(30.0)

18

(60.0)

2. Partially Satisfied 2

(6.7)

2

(6.7)

4

(13.3)

8

(26.7)

3. Dissatisfied 2

(6.7) --

2

(6.7)

4

(13.3)

6

(20.0)

9

(30.0)

15

(50.0)

30

(100.0)



Table 5.29 reveals the opinions of the managerial personnel in the settlement

of disputes. It could be clearly understood that among 30 respondents 60 per cent of

them had expressed the opinion that they were satisfied with the role of the trade

unions in settling industrial disputes, while 26.7 per cent of them had stated that they

were partially satisfied with regard to the role of the trade unions in settling disputes .

Those who had expressed their dissatisfaction had accounted for 13.3 per cent of the

managers. It could also be noted that none had expressed the view that he was

extremely satisfied and none had given the opinion that he was extremely

dissatisfied. It could be concluded that there had been much involvement by the

trade union leaders in safeguarding the interests of the workers without yielding

194

themselves easily to negotiate and settle the industrial disputes, as perceived by the

managerial personnel.

As a matter of fact the trade union is one of the important players in

maintaining the industrial relationships in an organisation. They can act as a

hindering partner in the settlement of industrial disputes. It depends more upon the

attitude and the approach of the trade unionists. To explore the extent of the help

rendered by the trade unions in settling the industrial disputes in the study units, data

were collected from the managerial personnel and the calculated data have been


TABLE 5.30

MANAGERIAL PERCEPTION ON THE EXTENT OF HELP RENDERED

BY THE TRADE UNIONS IN SETTLING DISPUTES

Sl.

No. Helpful

Experience in Years


2 and

above

1. Always 2

(6.7)

7

(23.3)

11

(36.7)

20

(66.7)

2. Sometimes 2

(6.7)

2

(6.7)

4

(13.3)

8

(26.7)

3. Never 2

(6.7) -- --

2

(6.7)

Total 6

(20.0)

9

(30.0)

15

(50.0)

30

(100.0)



195

Table 5.30 reveals the opinions of the managerial personnel on the role of the

trade unions in terms of the help rendered by them in solving the industrial disputes.

Of the 30 respondents, 66.7 per cent or 20 of them were of the opinion that the

unions had always been helping them in solving the industrial disputes. Eight

managers or 26.7 per cent of them had expressed the view that the unions extent their

help only on certain occasions in settling the industrial disputes. Only 2 respondents,

that is 6.7 per cent of the managers had stated in their opinoin, that the trade unions

had never helped them in settling industrial disputes.

However, a very large proportion of the managers that is 93.3 per cent of the

managerial personnel had acknowledged the help rendered by the trade unions in

settling the industrial disputes. It could be concluded that the trade unions had been

active in rendering their help to settle the industrial disputes amicably.

196

REFERENCES

1. T.N. Marthur, Industrial Relations in Public Sector, Aricant Publishers,

Jaipur, 1990, p. 75.

2. C.B. Mamoria, Satish Memoria and S.V. Gankar, Dynamics of Industrial

Relations, Himalaya Publishing House, Mumbai, 1998, p. 149.

3. P.C. Tripathy and C.B. Gupta, Industrial Relations and Labour Laws, Sultan

Chand and Sons, New Delhi, 1990, p.21.

4. C.K. John, Unionism in Developing Economies, Asia Publishing House,

Bombay, 1967, p. 135.

5. Kosar Singh, Bhangoo, Dynamics of Industrial Relations, Deep and Deep

Publications, New Delhi, 1995, p. 130.

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