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Industrial Relations & Labour Laws
1.
Analyse the case and answer the questions given below.
Mumbai
Textiles was founded by Naroji Baba during the 1850s. He was patriotic and
wanted to stop the export of raw cotton to England and develop the textile
manufacturing capability of India. He also actively supported the Indian
freedom struggle.After his death in the 1940s, the responsibility was passed on
to his son Karoji Baba. Unlike his father, Karoji was aligned to the capitalist
views of US / UK and dissociated from freedom fighting. The unions, who until
then had peaceful relations with the management, comprehended the changed approach
of the management and become more aggressive to realize their rights. In 1945
one of the shop floor workers was slapped by the production in-charge for
negligence in the job. The employee suffered serious injuries and was
hospitalized. The labour welfare officer refused to get involved in the
incident and aggravated the situation by commenting that the erring employee
was solely responsible for the situation. He even informed the union members
that the company would not bear any cost beyond the primary medical treatment
expenses. The incident led to serious friction between the union and the
management, and the union members called for a strike in the factory. Karoji
responded that as daily wage earners, the employees would not survive if they
did not get their salaries, and it was to their own peril, if they wanted to go
ahead with the strike. The strike went on for more than two months and the
company suffered severe losses. The company declared lock-out, and filed an
application for the closure of the unit.
Questions:
a.
Analyze the industrial relations scenario in the above mentioned company. Where
do you think things went wrong?
b.
What could have been a better way to handle the situation?
2.
Read the following case and answer the questions given below.
Harish,
a workman in the fire and safety department at a manufacturing unit of a
factory was addicted to alcohol. He had been warned many times for coming to
work in an inebriated state. He had been served charge sheet and awarded
punishment. Still there was no improvement in his chronic absenteeism. He was
also deep in debt and hardly took more than few hundred rupees as his take home
salary. Instead of resorting to progressive punishment, the management with the
help of a social worker, counseled him and also made house visits and contacted
his family members. Finally he was sent to a hospital which specialized in
alcohol de-addiction. His three months of hospitalization was considered as
special leave with wages. The company bore the entire hospital expenses. After
discharge from hospital, Harish resumed work. There were no more complaints
about him. His performance was satisfactory. During the regular visits, the
social worker received satisfactory reports about Harish from his family
members. In fact they were grateful to the company for saving their family from
certain destitution.
Questions:
1.
In these fast paced times, is it possible for any management to stretch that
far to reform a person?
2.
Relate this case with an industrial relations approach theory.
3.
Lucas Spinning Mills Limited was established in Pondicherry in 1918 for
manufacturing yarn and supplying it to mills in & around the city. The
company was initially founded with limited capacity and in a period of one
decade it became one of the largest yarn mills in Coimbatore. The founder of
the company Murali Iyengar, was a follower of the Gandhian philosophy and
believed in a paternalistic approach towards the employees, because of which
there was little scope for grievance. However, after some time, owing to the
influence of politicians and freedom fighters, the trade union movement picked
up in Coimbatore. Due to pressure from other units, two trade unions were
formed in Super Spinning Mills, one with the support of the communists and the other
with the help of Indian National Congress. The leaders of these unions were
interested to increase the membership towards their unions. To do so, they
began to rouse the anger of the employees against the “injustice” being done to
them. Iyengar, in spite of his best efforts, could not convince the unions to
maintain harmonious industrial relations. The union leaders to maintain their
own selfish ends, started to create industrial unrest even on minor issues,
leading to the loss of production. There were strikes lasting from five days to
one month over a span of two years. On each of these occasions, the management
took the help of leading freedom fighters for conciliation and arbitration, and
was able to reduce unrest.
Questions:
a)
Critically analyse the case and identify the problems faced by the management.
b)
Would you suggest any other approaches for resolving the problem?
CONTACT: PRAKASH
Mob:
+919741410271
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