1. CHARACTERISTICS
OF INDUSTRIAL
RELATON SYSTEM IN
INDIA

2. GROUP MEMBERS
NAME ROLL NO
SAGNIK MUKHERJEE 79
PRATIK LAHIRI 63
RUPAM MAZUMDER 75
RIMJHIM BARUAH 70
SUBHODEEP GHOSH 110
REHANA AKTER 124B
SUROJIT DEBNATH 118
RANAK DEY 124

3. Introduction
What is IR ?
• refers to all types of relationships between employer and employees, trade union and
management, works and union and between workers and workers.
• the complex interrelations among managers, workers and agencies of the
governments
• the process of management dealing with one or more unions with a view to negotiate
and subsequently administer collective bargaining agreement or labour contract
Characteristics of IR in India
• Employer/Management in Retrospect and Historically used to consider Trade
Unions as a necessary evil of the Industrial System
• The trade union perceive their main task is to challenge and oppose decisios of
employer/mangement
• Trade unions are poorly organised in the country
• The parties are largely in disagreement over the cope of collective bargaining
and various issues to their negotiation process
• Bargaining between employers and unions is very much centralized
• The employers are highly organized
• The Indian Industrial Relations is changing over time

4. First Phase ( 1947-66; 1st & 2nd five-year plans):
• Import-Substitution Industrialization
• National Capitalism
• Formation of large employment-intensive public enterprises
• Largely centralized bargaining with static real wages.
• Relative industrial peace
• Growth of public sector unionism.
• Government controlled & regulated IR.
Second Phase ( 1967-80; 4th & 5th five-year plans):
• Considerable slowdown in employment growth & declining real wages.
• Crisis in IR system : massive strikes & industrial conflict, multiple unionism &
decline in strength.
• Government loosing control over the IR system.
Third Phase ( 1981-91; 6th & 7th five-year plans):
• Variation in wage growth: skilled versus unskilled, labour productivity increases,
period of “jobless” growth.
• Rise of „independant enterprise unionism, several city/regional IR systems operating
• Government slowly withdrawing from IR system
Evolution of IR in India

5. Central Labour Acts
Laws related to Industrial Relations
The Trade Unions Act, 1926
The Trade Unions (Amendments) Act, 2001
The Industrial Employment Act, 1946
The Industrial Disputes Act, 1947
Laws related to Wages
The Payment of Wages Act, 1936
The Payment of Wages (Amendment) Act, 2005
The Working Journalist Act, 1958
The Minimum Wages Act, 1958
The Payment of Bonus Act, 1965
Laws related to Working Hours, Conditions
of Services and Employment
The Factories Act, 1948
The Plantation Labour Act, 1951
The Mines Act, 1952
The Contract LabourAct, 1970
The Sales Promotion Employees Act, 1976
Laws related to Equality and Empowerment of Women
The Maternity Benefit Act, 1961
The Equal Remuneration Act, 1976
Laws related to Deprived and Disadvantaged Sections of the Society
The Bonded Labour System (Abolition) Act, 1976
The Child Labour (Prohibition & Regulation) Act, 1986
Laws related to Social Security
The Employees‟ State Insurance Act, 1948
The Unorganised Worker‟s Social Security Act, 2008
Laws related to Employment and Training
The Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959
The Apprentices Act, 1961

6. Trade Unions Act, 1926:
• Till 2001, any 7 workers can form a union; amended in 2001; 10% or 100 workers in a unit,
whichever is less, minimum still 7
• Distinction between „registration‟ (with the government) & „recognition‟(by the employer as
bargaining agent); neither mandatory under this Act, (but some states have laws).
• Bargaining agent: „secret ballot‟ versus „check off‟ (government verifies membership)
Industrial Disputes Act, 1947:
Objective: To settle industrial disputes & secure industrial peace
Problems:
1. No procedures to determine the „representative‟ union wihin a single bargaining unit
2. Employers not legally obliged to bargain with unions
3. Thus, no incentives for either party to engage in collective bargaining
Most contentious issue:
1. Firm employing more than 100 (reduced form 300) will need state government‟s „prior
permission‟ before any prposed layoffs
2. Since nearly impossible to downsize during downturns, firms reluctant to hire permanent
employees during upturns
3. These laws partly responsible for pushing newly created jobs into low productivity firms
4. Recent OCED computation (2007): India‟s laws more stringent than Brazil, China & all but
two OCED countries.
IR Acts and Laws

7. Trade Union
What is a Trade Union?
• According to Lester, a trade union is “an
association of employees designed primarily to
maintain or improve the condition of
employment of its members”.
• A trade union performs two types of functions-
militant(strikes,lockouts,gheraos) and
ministrant (to provide the employees with
benefits in times of need).

8. Evolution of Trade Union in India
1890-
1918
•Trade unions were largely sectarian in character, they lacked definite aim and had no striking power.
1919-
1923
•During this period many ad hoc unions disappeared and several large and medium sized unions came into
existence.
•India’s first central organisation of labour, the AITUC was set up in 1920
1924-
1935
•This period saw the rise of Left-wing Trade unions as the political situation in India was favourable for the
reception of Communist ideology.
•Number of Acts like Mines Act,Trade Unions Act,Workmen’s Compensation Act were passed
1936-
1939
•There was phenomenal increase in the number of trade unions and their members due to the passing of
the Government of India Act which gave increased representation of labour in the Legislative Assemblies.
1940-
1946
• Second World War started in 1939 and it led to a rift in AITUC leadership wherein many leaders in AITUC
wanted to form a seperate Union thus giving rise to INTUC in May 1947
After
1947
•There was large-scale unionisation of white-collar workers whereby white collar workers joined the
already existing unions of blue-collar workers.
•National Commission on Labour was set up in 1966.

9. Case Study : Heavy Engineering Corporation
• This case represented a typical problem on the crucial issue of recognition and the inadequacy of
legal provisions on recognition
Summary
• A new tripartite wage agreement was signed between the management of
HEC, the Bihar Labour Commission and the Hatia Project Workers‟
Union
• The other agreement rejected the agreement and declared a strike till the
agreement was abrogated and few others terms and conditions were
granted
• Then strike, lockout and confining followed claiming a complete
disruption of normal functioning
• Then the CE justified the signing of the agreement with the HPWU and the
production resumed after a long settlement

10. Case Study : Bharat Heavy Electricals Ltd.
• This case upsets the traditional view of industrial relations as one between management and
labour and how the lack of recognition affected the organisation
Summary
• Initially there was a single union, BHEL Employees‟ Association affiliated to the INTUC
• A union representative was elected and all the elected persons formed the union executive
• A split occured in the union and by 1986 six unions emerged in the plant and it was decided
that the voting became based on the maximum numer of votes for a union
• A year later INTUC split causing major problems and the recognised union was reduced to
less then the majority, but still INTUC refused to concede
• The AITUC was joined by other non-recognised unions in feelings of frustration at the
management‟s refual to listen to their grievances, who appeared to discuss issues with the
INTUC union
• The execcutive‟s association organise a meeting of all unions but the INTUC unions refused
to attend and claimed that the executives couldnot enforce discipline because of their
corruption
• Althogh the association got some recognition form the top management, the feelings of
frustration and insecurity continued to haunt the managers

12. What is Collective Bargaining
• a method by which problem of wages and conditions of employment are resolved peacefully and
voluntarily between labour and management
• a process of bargaining between the employers and their workers by which they settle their disputes
among themselves relating to employment or non-employment or terms of employment or conditions
of labour of the workmen
Subject-matter of Collective Bargaining :
Collective Bargaining has two pronged concerns
• Chalking out a broad contract of employment relationship between employers and workers
• The administration of the contract
Pre-requisites for Collective Bargaining :
Effective negotiations and enforacement requires a systematic preparation of the base or ground for
bargaining which involves the following steps
• Recognition of the Bargaining Agent
• Deciding the Level of Bargaining
• Determining the Scope and Coverage of Bargaining
• Spirit of Give and Take
• Good Faith and Mutual Agreement
Collective Bargaining

13. History of Collective Bargaining in India
1920-1950
• Bargaining was in the stage of infancy
• It was not a very common method of regulating labour-management
relations in India
1951-1969
• In this period actual emergence of bargaining was witnessed
• It was established as a method of settlement of industrial disputes and
determination of terms and conditions of employment
1970
onwards
• Collective bargaining took a more general form
• It widened its scope from plant or enterprise level to the industry or the
national level
• During this period some new trends in Collective Bargaining also developed

14. Collective Bargaining with all Unions of AI
8 recognized unions , Major problem with pilot
guild but other unions entangled in it
Govt. intervention, allocate negotiator (N.I.T)
Pilot guild negotiation success but other unions
revolted against it
High court intervention and negotiation
completed after C.B. with all other unions

15. What are Industrial Disputes ?
 Any disputes or differences between employers and employees, or between employers and workmen,
or between workmen and workmen, which is connected with the employment or non-employment or
the terms of employment or with the conditions of labour, of any person
 It is disagreement and difference between two disputants, labour and management, on any matter
concerning them individually or collectively
Weapons used by labour and management during times of industrial disputes
Industrial Disputes
Industrial Disputes
Weapons of Labour Weapons of Management
Employers‟s Association Termination of ServiceLock Out
Strikes Boycott Picketing Gherao
Primary Secondary
Economics
General
Stay-in
Slow down

16. Percentage Distribution of Industrial Disputes by Causes
0
5
10
15
20
25
30
35
1963
1973
1983
1991
1992

17. Case Study : Reliance Industries
• This case study depicts that how a single and simple decision can create an
foreseen reaction in the company
Summary
• The company‟s leading organiser was transferred from the regional office
to company‟s godown
• As a result the workers get very agitated and were pressurized to resign
• The union protested and the dispute thus raised was referred to conciliation
• After several meetings and reference to the indsutrial tribunals, the
problems was solved with the intervention of the Labour Secretary and Ministry
of State for Labour

18. Employee Grievances
• A grievance means any sort of discontentment
or dissatisfaction arising in an employee related
to the enterprise where he is working. It
happens when an employee feels something
that has happened or is going to happen is
unfair,unjust or inequitable.

19. Case Study : Indian Oil Corporation
• This case revealed that politicalisation was a result more of an abdiction of responsibility by the
management in the matter of industrial relations
Summary
• The first recognised union demanded and signed an agreement with the
management for payment of bonus based on profits and was not affiliated to
any central organisations
• The dismissed employees formed another union affiliating to CITU, demanded
reognition form the management, which was refused
• Elections were conducted, indicating the majority for the first union, but the
second union claimed that the results were manipulated
• Following this, several troubles and agitations broke out again and the first
union changes its affiliation form AITUC to INTUC
• The managemnt agreed to secret ballot elections once again but the corruption
and collusion with agencies, serious violations of the promotion policy were in the
list of grievances.

21. Worker’s Participation in Management
• Workers Participation in Management is a system
of communication and consultation, either formal
or informal, by which employees of an
organisation are kept informed about the affairs
of the undertaking and through which they
express their opinion and contribute to
management decisions.
• It is distribution of social power in industry so
that it tends to be shared among all who are
engaged in the work rather than concentrated in
the hands of minority.

22. Case Study : Fertilizers and Chemicals Travancore Ltd.
• This case reveals that how several enterprises inroduced suggestions‟ schemes or minor
consultation with the unions and held these up as examples of participative cultute
Summary
• The managers were easily accessible to employees and discussions were held
with them without any formal agreements
• The management decided to open up organisational system, conducting
sessions with senior managers, middle managers and employees – this increased
the man power
• Several joint management action groups were constituted, persisted in
bringing up new ideas related to grievances and conditions of service
• In complex issues, study teams comprising union office-bearers together with
the management were established to collect data, analyse report, before decisions
were taken

23. Case Study : Jaipur Metals and Electricals Ltd.
• This case depicts that how the agendas of workers and their committees and their
proceedings became beneficial for the enterprise in aparticular context
Summary
•
• In 1923 the company flourished in the manufacture of house service metres inspite of the
restriction on the raw materials
• In the mid 1940s the company made losses, a special scheme to rationalise employment was
adopted to make partial recovery
• The government of Rajasthan took over its management and financial institutions, which had
acquired majority share-holding in the undertaking through debt onversions and a marginal
profit was earned
• Then new chief executive began negotiations with the workers which culminated the
agreement – a majority of the equity was passed to the workers through a credit operative
• A major financial restructuring was achieved with highest-ever turnover of Rs 11 crore
• The management created several other commitees for planning, production, sales and the
suggestions were made by the committee and was approved by the managing director

24. Labour Welfare
What is Labour Welfare
• Labour welfare activity in India was largely influenced by humanatarian principles and legislation
• During early period of industrial development, efforts towards worker‟s welfare was made largely by
social workers, and other religious leaders, mostly on humanatarian grounds.
Before Independance
 The movement to improve the working conditions of Indian Labour started with the passing of the
first Indian Factories Act in 1881
 Provisions relating to the better ventilation, cleanliness and for preventing over crowding in factories
were also made
 The establishment of the International Labour Organization in 1919 was another important landmark
in the history of labour welfare movement in our country
After Independance
 The labour welfare movement acquired new dimensions and it was relaized that labour welfare had a
positive role to play in increasing productivity and reducing industrial tensions
 Various labour welfare activities were incorporated in diferent five year plans

25. Case Study : Durgapur Steel Plant
• This case discusses how the representatives of the union discusses with the management the
varuous problems facing the industry
Summary
• The participation by the worker‟s representatives before the reconstitution had not been of
much significance
• The worker‟s representative from Durgapur Steel Plant has been complaining that he has not
been receiving notices and agenda of the meetings in time
• In 1972 Joint Consultative Machinery was established and it functioned for one year
satisfactorily
• The Joint Consultative Machinery suggested that in view of the difficulty of the State Level
Committee operating effectively, the Plant Level Commitee itself should be converted into
tri-partite body with the Government participating in it in addition to the management and
unions

26. Case Study : Tata Iron and Steel Company
• This case discusses how the committees operate within
defined areas and how they have helped in settlement of
disputes
Summary
• The first committee, Joint Works Commitee ceased to
function in 1919 due to the fact that the company felt that an
increasing measure of association of employees with the
management is desirable
• In 1957 the two committees were decentralized into five
zonal committees each covering production problems

27. Future of IR in India
• In our presentation we have discussed Industrial Relation Strategy vide which we could
know different strategies for industrial relations and could also know how the Industrial
Disputes aree settld under the provisions of Acts as applicable to the concerned dispute.
• In our discussions “Future of Industrial Relation in India”, we shall discuss the current
scenario of industrial relation in India and how workers influence such relations
• From the various reports certain issues are emerging which are posing challenges to the
three factors viz., the employer, the employee and the government
- Strengthening collective bargaining by trying to determine a sole
bargaining power for negotiation
- Gaps that are occuring as a result of the variations act as enacted by State
and Central Government
- Workers participation in management and failure of these schemes to be
looked into.
• Keeping in mind the above issue and the three factors we have to evaluate and decide
future strategy, which is to be adopted in managing personnel and industrial relations. The
strategy will depend on the values, objectives, structures available and the environment in
which they have to work

28. Acknowledgements
We express our gratitude and heartful thanks to Professor (Mrs.) Tania Shaw
for her co-operation, immense support and guidance in preparing this
presentation.
We are also thankful to our Librarian for providing us valuable suggestions
about books for preparing this presentation.
We are also grateful to all our team members in the project for their
cooperation throughout the project .
And last but not the least we are very thankful to the internet.