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I NDUSTRIAL R ELATIONS – A W AY T O I MPROVE P RODUCTIVITY A S TUDY O F S ELECT I NDUSTRIES O F MIDC , D OMBIVLI

I NDUSTRIAL R ELATIONS – A W AY T O I MPROVE P RODUCTIVITY A S TUDY O F S ELECT I NDUSTRIES O F MIDC , D OMBIVLI. By Salve Deepak Mahadev B.E.S. Sant Gadge Maharaj College. Outline. Introduction Objectives of the Study Rationale of the Study Data collection Method of data analysis

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I NDUSTRIAL R ELATIONS – A W AY T O I MPROVE P RODUCTIVITY A S TUDY O F S ELECT I NDUSTRIES O F MIDC , D OMBIVLI

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  1. INDUSTRIALRELATIONS– AWAYTOIMPROVEPRODUCTIVITYASTUDYOFSELECTINDUSTRIESOFMIDC, DOMBIVLI By Salve Deepak Mahadev B.E.S. Sant Gadge Maharaj College

  2. Outline • Introduction • Objectives of the Study • Rationale of the Study • Data collection • Method of data analysis • Statistical techniques used for data analysis • Limitations of the study • Emerging issues • Analysis and interpretation of data • Factors affecting IR • Findings • Recommendations • Bibliography

  3. Introduction • Industrial work - quite complex • Modern industrialization and automation • The composition of industrial setting • Wide spectrum of relations • Growth- the owners entrust the task • Industrial relations are essentially human relations • No organization can operate entirely without human effort • Aspect of control and managing relationship - “Industrial Relation”.

  4. Objectives of the Study • To make analytical study and interpretation of industrial relations in the industrial enterprises. • To take review of machinery for the settlement of industrial disputes. • To study workers participation in the management. • To know the various steps taken by the industrial enterprises for improving industrial relations.

  5. Rationale of the Study • Rapid expansion of the industry • The study - significant in Dombivli - fast development and industrialization • Globalization, privatization and liberalization • Major force for social and economic growth • IR linked - takeovers and mergers • The study important - as transformation from agrarian to industrialize and from industrialized to hi-tech industrialization.

  6. Data Collection • Both primary and secondary sources • The sample size proposed for this study is 15 industrial units. • Analytical and exhaustive questionnaires • Similarly certain questions were asked in the personal interview

  7. Method of Data Analysis • Each data has been analyzed according to the objectives of the study. Classification and tabulation of data is made according to the need of the study. • The analysis has been made according to the factual information collected through information and personal observations and some results are found out from the oral information given by the workers and safety officers, working in the industrial units.

  8. Statistical Techniques Used for the Analysis • The questionnaires include the general information. • For the first part the data is quantitative hence the frequency distributions were prepared and proportionate frequencies were calculated. • All other questions are qualitative type of information. For these questions one cannot find frequencies as such or it cannot be quantified. The opinions are recorded as they appear and from these conclusions have been drawn.

  9. Limitations of the Study • This study on industrial relations is concerned only with the Dombivli Region. • This study is based on a convenience sampling and thus need not necessarily reflect the opinions and attitudes of various officials. • The focus of this study is on the industrial relations. It was difficult to collect all the necessary data from grass root level, although the researcher has tried his level best in collecting the latest information.

  10. Analysis and Interpretation of Data

  11. Workers’ strength of the Organisation Interviewed

  12. Trade Unions

  13. Emerging Issue for Indian Industrial Relations • Economic liberalization • Labor management co-operation through consultation • The trade unions are expected to play a constructive role • Demand for skilled, qualified and competitive work force • Unskilled and lack of commitment personnel - little to contribute • Technological inputs • Manpower input for unit of output has reduced. • Problem of existing employees - displaced by technology. • Unions face the problems of VRS or CRS • Out sourcing and sub contracting

  14. Factors Affecting Industrial Relations • Economic legal, political technological, educational and competitive factors or forces • They are also responsible for shaping the principles and practice of industrial relations

  15. Findings of the study • Higher growth rate is possible in a climate of harmonious industrial relations. • Workers are interested in decent wages, social security, speedy redressed of grievances • Employers - like to see disciplined workers, increase in productivity and profitability. • Optimum use of HR and have some degree of flexibility in personnel decisions • Proper handling of grievance can help in maintaining good industrial relation; • The ILO has been effective in making the workers and the employers understand their rights and duties. • The workers requires proper and healthy working conditions • The organized welfare programmes

  16. Response regarding solving Conflicts (Percentage)

  17. Recommendations • There is no substitute for growth and it has to be with social justice • Communication and communication skills • Education of the employees – advantages of participation. • workers counseling on regular basis and department-wise counseling • Low wages, casual labor policy, poor working conditions and exploitation of the labor leads to loss of interest in the work • They leave the job for better prospect which makes the industrial relations in small sector unstable.

  18. Recommendations Contd… • To understand the problems of the employees. • Proper code of conduct and code of discipline • Motivation to the employees • Self discipline. • To improve industrial relations the management must listen to the problems of workers and sort it out. • Education, training and development of employees are necessary. • Continuous efforts to increase the efficiency of the employees. • Both should be partners - in the new millennium.

  19. Conclusion • Healthy labour management relations are very much instrumental in improving the economic conditions of the organizations as well as of labour. • Analysis of workers’ participation in management. • It is a mental and emotional involvement of a person. • A constant review or follow up of results of the industrial relations programmes.

  20. Bibliography • Mamoria Mamoria & Gankar (2000), “Dynamics of Industrial Relations” Mumbai Himalaya Publishers. • Shukla Madhukar, “Competing Through Knowledge”, New Delhi, Response Book. • Aswathappa K. (2002), “Human Resource & Personnel Management” N. Delhi, Tata McGraw-Hill. • Bhatia S. K.(2003), “Constructive Industrial relations and labor Laws” New Delhi, Deep & deep Publishers. • Chand K. V. Kumar, “Industrial Relations” New Delhi, Ashish Publishers. • Dayal Sahab (1989), “Industrial Relations System In India” New Delhi, Sterling Publishers. • Edwin B Flippo.(1984), “Personnel Management” Singapore, McGrawhill International. • Gokhale S. (1987), “Industrial Relations and Labor Laws” Pune, Sushil Publishers. • Hajra S. & V Vasudeva,( 1993), “Productivity Agreements In India” New Delhi, Allied Publishers. • Mamori C.B. (1995), “Personnel Management” Mumbai, Himalaya Publishers. • Dr. Michael V. P. (1991), “Industrial Relations in India & Workers Involvement in Management”, Mumbai, Himalaya Publishers. • Ramaswamy E. A. (2000), “Managing Human Resources” New Delhi, Oxford. • Sharma A. M. (1992), “Understanding Wage System”, New Delhi, Himalaya Publishing House. • Tripathi P. C. “Personnel Management & Industrial Relations” New Delhi, Sultanchand & Company. • Virani. B. R. (1989), “Workers Participation In Management Some Experiences And Lesson” New Delhi, MacMillan India Ltd.

  21. Bibliography Contd… ARTICLES IN MAGAZINES, NEWSPAPERS, REPORTS: • Ministry of Industries Government of India, (1996), Handbook on Industrial Relations Policy. • Harbhajan Singh & Niroop Mohanty, Economic Times (2004) 6th Aug., “The Role of Trade Unions in Bringing About Performance Oriented Culture.” Indian Journal of Industrial Relations, July 2001. • Sujit Sen & Shailendra Saxena, (July-September 2002), “Wither, Human Resource Management in the Age of Downsizing?” Personnel Today. • Dr, Rajen Mehrotra, (April-June 2002), “Outsourcing”, Personnel Today. • Economic Times (2004), 6th Aug. • R. P. Billimoria, (April 2004), “Hidden IR Dimensions of a Liberalized Economy”, Personnel Today. • Economic Times (2005), 22nd March.

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