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. 5.3.2. 5.3.3. 5.3.4. 5.3.5. 5.4. Participation of Workers in the Strike Opinion of the Workers Opinion of Trade Union Leaders Opinion of the Managerial Personnel Opinion of the different categories of Employees 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 18 300 100 Total 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 12 300 100 Total 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 16 300 100 Total Source: Primary Data. 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 36 300 100 Total Source: Primary Data. 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 presented in Table 5.6. 154 TABLE 5.6 WORKERS’ OPINION ON CO-PARTNERSHIP AND LABOUR MANAGEMENT RELATIONS Sl.No. Opinion Number of Percentage Respondents 1. Always 90 30 2. Sometimes 192 64 3. Never 18 6 300 100 Total Source: Primary Data. 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 6 300 100 Total Source: Primary Data. 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 15 300 100 Total Source: Primary Data. 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. 2. 3. 4. 5. 6. 7. 8. 9. 10. Promotions Amenities Job Security Compensations Disciplinary actions Fines Increments Leave facilites Medical benefits Nature of the job 11. 12. 13. 14. 15. 16. 17. 18. 19. Payments Acting Promotions Recovery of dues Safety appliances Superannuation matters Supersessions Transfers Vicitimisations; and Conditions of work 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 15 300 100 Total Source: Primary Data. 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 33 300 100 Total Source: Primary Data. 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 presented in Table 5.11. TABLE 5.11 WORKERS’ PERCEPTION ON PUNISHMENT Sl.No. Punished on Number of Respondents Percentage 1. Valid grounds 225 75 2. Flimsy grounds 75 25 300 100 Total Source: Primary Data. 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 Experience in Years Sl. Leaders’ Opinion Total 20 and No. Less than 10 10 to 20 above 6 7 11 24 1. Good (20.0) (23.3) (36.7) (80.0) 4 3 1 -2. Strained (13.3) (10.0) (3.3) --2 2 3. No Opinion (6.7) (6.7) 9 8 13 30 Total (30.0) (26.7) (43.3) (100.0) Source: Primary Data. 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. Experience in Years Consultation made 1. Yes 2. No Total Less than 10 10 to 20 5 (16.7) 4 (13.3) 9 (30.0) 5 (16.7) 3 (10.0) 8 (26.7) 21 and above 8 (26.7) 5 (16.7) 13 (43.3) Total 18 (60.0) 12 (40.0) 30 (100.0) Source: Primary Data. Note: Figures in brackets indicate percentages to totals. 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. Measures No. 1. Monetary benefits Total Scores 212 Mean Scores 7.07 Rank 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 89 2.97 VIII 8. Personnel policies Source: Primary Data. 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 Experience in Years Sl. No. Opinion 1. Good 2. Poor Total Less than 10 10 – 20 4 (13.3) 2 (6.7) 6 (20.0) 9 (30.0) 21 and above 15 (30.0) -- -- 9 (30.0) 15 (50.0) Source: Primary Data. Note: Figures in brackets indicate percentages to totals. Total 28 (93.3) 2 (6.7) 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. Experience in Years Need for Lock-out 1. Needed 2. Not needed Total Less than 10 10 to 20 4 (13.3) 2 (6.7) 6 (20.0) 2 (6.7) 7 (23.3) 9 (30.0) 21 and above 2 (6.7) 13 (43.3) 15 (50.0) Total 8 (26.7) 22 (73.3) 30 (100.0) Source: Primary Data. Note: Figures in brackets indicate percentages to totals. 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 Experience in Years Sl. No. Retrenchment 1. Yes 2. No Less than 10 -- Total 6 (20) 6 (20.0) 10 to 20 3 (10.0) 6 (20.0) 9 (30.0) 21 and above 4 (13.3) 11 (36.7) 15 (50.0) Total 7 (23.3) 23 (76.7) 30 (100.0) Source: Primary Data. Note: Figures in brackets indicate percentages to totals. 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 1. Always 2. Frequently 3. Sometimes 4. Never Total Experience in Years Less than 10 10 to 20 21 and above 2 (6.7) -- -- 2 (6.7) 1 (3.3) 6 (20.0) 9 (30.0) 2 (6.7) 1 (3.3) 12 (40.0) 15 (50.0) -2 (6.7) 2 (6.7) 6 (20.0) Total 2 (6.7) 4 (13.3) 4 (13.3) 20 (66.7) 30 (100.0) Source: Primary Data. Note: Figures in brackets indicate percentages to totals. 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 Workers with Experience (in Years) Participation in the Sl. 21 and Strike No. Less than 10 10 to 20 above 3 60 102 1. Yes (1.0) (20.0) (34.0) 45 63 27 2. No (15.0) (21.0) (9.0) 48 123 129 Total (16.0) (41.0) (43.0) Source: Compiled by the Researcher from Primary Data. Note: Figures in brackets indicate percentages to totals. Total 165 (55.0) 135 (45.0) 300 (100.0) 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. 1. 2. 3. 4. 5. 6. Variable Strike – only weapon to increase wages Strike – only way to improve welfare facilities Strike – makes management to realise the strength of the worker’s force Workers not participating in illegal strikes Strong action on those who go an illegal strikes Go slow, tools down, work to rule as more effective methods to achieve the demands than by strikes Mean Scores of Experience Less than Above 10 to 20 10 20 FStatistics PValue 1.88 2.54 2.56 10.96* 0.00 2.00 2.59 2.47 7.73* 0.00 2.50 2.63 2.77 2.17 0.11 4.13 3.90 3.95 1.66 0.19 4.06 3.83 3.67 4.34* 0.01 3.94 3.76 3.67 3.54* 0.03 Source: Compiled by the Researcher from Primary Data. * 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 10 to Less than 10 Above 20 20 Strike to increase 2.22 2.13 2.38 wages Strike to improve 2.56 2.38 2.46 2. welfare facilities Strike to realise 3. the workers as a 2.78 2.25 2.69 big force Non participation 4. 4.00 3.88 3.77 in illegal strikes Strong action on 5. 4.00 3.75 3.54 Illegal strikes Go slow, tools down, and work to rule as more 6. 3.89 3.75 3.77 effective methods to achieve demands Source: Compiled by the Researcher from Primary Data. * Significant at five per cent level. 1. FStatistics PValue 0.23 0.79 0.97 0.90 0.62 0.54 0.53 0.59 1.20 0.31 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. 1. 2. 3. 4. 5. 6. Variables Only weapon to increase wages Only way to improve welfare facilities Makes management to realise the strength of workers as a big force Workers not participating in illegal strikes Strong action on those who go on illegal strikes Go slow, tools down and work to rule as more effective methods than strikes Mean Scores According to years of Service Less than 20 and 10 to 20 10 above FPStatistics Values 2.00 1.56 1.87 1.43 0.25 2.00 1.56 1.87 1.43 0.25 2.00 2.00 2.13 0.10 0.90 4.00 3.78 3.73 0.25 0.77 2.67 3.89 3.67 4.55* 0.01 3.00 3.11 3.73 1.64 0.21 Source: Compiled by the Researcher from Primary Data. * Significant at five per cent level. 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. 1. 2. 3. 4. 5. 6. Variable Strike is the only weapon to increase wages Strike is the only way to improve the welfare of workers Strike makes management to realise the workers strength as a big force Workers not participating in illegal strikes Strong action is to be taken against those who go on illegal strikes Go slow, tools down and work to rule as the more effective methods to achieve demands than strikes Mean Scores of Trade ManaWorkers Union gerial Leaders Personnel FStatistics PValues 2.44 2.27 1.80 6.94* 0.00 2.44 2.47 1.80 7.51* 0.00 2.67 2.60 2.07 7.35* 0.00 3.96 3.87 3.80 0.86 0.42 3.80 3.73 3.53 1.55 0.21 3.75 3.80 3.40 4.36* 0.01 * Significant at five per cent level. 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 workstoppages 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 Variable Total Score Mean Score Sl. No. 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 Source: Primary Data. 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 Less than Above 10 to20 10 20 4.00 2.67 2.40 FStatistics PValue 5.91* 0.00 1. Inter-Union rivalry 2. Mob Culture 3.67 3.33 3.20 0.37 0.69 3. Importance of the issue Wrong perception of the workers on the work load Exploitation of unions / workers by political leaders Failure of management to recruit the right type of workers Negative attitudes of the management towards unions 4.00 2.89 3.87 7.04* 0.00 3.33 2.67 3.73 3.56* 0.04 3.33 2.33 2.73 3.41* 0.04 3.33 2.22 2.00 4.59* 0.01 3.00 2.00 1.60 9.78* 0.00 4. 5. 6. 7. Source: Compiled by the Researcher from Primary Data. * 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 Less than Above 10 to 20 10 20 2.33 2.00 2.27 1. Wages 2. Work load 3.00 3.11 3. Poor working conditions 2.67 4. Worn-out Machinery 5. PFStatistics Values 0.44 0.65 2.40 1.50 0.24 2.89 2.40 0.62 0.54 2.33 2.89 2.93 0.57 0.57 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 Source: Compiled by the Researcher from Primary Data. * Significant at five per cent level. 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 1. Conciliation Number of Respondents 9 2. Adjudication 3 1 3. Mediation 48 16 4. Collective Bargaining 189 63 5. Arbitration 51 17 300 100 Total Source: Compiled from Primary Data. Percentage 3 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 presented in Table 5.28. 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. Experience in Years Opinion Less than 10 10 to 20 2 7 (6.7) (23.3) 2 2 2. Partially Satisfied (6.7) (6.7) 2 3. Dissatisfied -(6.7) 6 9 (20.0) (30.0) Source: Compiled by the Researcher from Primary Data. Note: Figures in brackets indicate percentages to totals. 1. Satisfied 21 and above 9 (30.0) 4 (13.3) 2 (6.7) 15 (50.0) Total 18 (60.0) 8 (26.7) 4 (13.3) 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 presented in Table 5.30. TABLE 5.30 MANAGERIAL PERCEPTION ON THE EXTENT OF HELP RENDERED BY THE TRADE UNIONS IN SETTLING DISPUTES Experience in Years Sl. No. Helpful Less than 10 10 to 20 2 7 (6.7) (23.3) 2 2 2. Sometimes (6.7) (6.7) 2 3. Never -(6.7) 6 9 Total (20.0) (30.0) Source: Compiled by the Researcher from Primary Data. Note: Figures in brackets indicate percentages to totals. 1. Always 2 and above 11 (36.7) 4 (13.3) -15 (50.0) Total 20 (66.7) 8 (26.7) 2 (6.7) 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.