industrial relation
TRANSCRIPT
EXECUTIVE SUMMARY
The Project entitled “A STUDY ON INDUSTRIAL RELATIONS” has been a good
learning experience for me while doing in organization like INDIAN OIL
CORPORATION LTD. BARAUNI REFINERY.
INDUSTRIAL RELATIONS Analysis is a post-mortem of the organization’s Industrial
relation system. It measures the ability of the organization to meet the requirement of both
employers and employees. Its helps in understanding the actual condition of workers in
BARAUNI REFINERY.
In this project, I analyzed the different aspects of industrial relation at Barauni Refinery. My
prime objective is to interpret the policies and procedures adopted in maintaining the
industrial relation.
The report includes the concepts of industrial disputes, the causes of different grievances in
the organization and the methods and procedures of their redressed with the help of different
laws of Indian Government.
So it is great opportunity for me that I had done my project in IOCL at the topic of
INDUSTRIAL RELATIONS.
In my project I have also conducted a survey. The survey is based on Industrial Relations.
The result of the survey is that maximum numbers of employees are satisfied with company’s
policies.
At the time of gathering information I interacted with many employees and managers. In IOCL, I observed organizational Behaviour & learned how to work in team and time management.
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CHAPTER- 1
Objectives of Study2 | P a g e
PRIMARY OBJECTIVE: -
The primary objective of this study is to determine how to improve congenial relations
between employees and employers at Barauni Refinery.
SECONDARY OBJECTIVES:-
To study about relation between management and union.
To analyze and understand the methods of collective bargaining.
Also study related various committees, working conditions, industrial disputes i.e.
adjudication ward, strikes, lockout etc.
To find out how to handle discipline/grievance procedure at Barauni Refinery.
To find out how to helps to increased productivity not only helps business but it can also
lead to a growing economy, which benefits worker and, ultimately, the entire
organization.
How to improve working conditions and to improve aspects of social protection such as
better wages, safer working conditions and improvements to employee health and social
security.
PURPOSE OF STUDY
The main purpose behind the project report is to bridge the gap between theoretical knowledge & practical aspect. Basically it is part & parcel of educational curriculum.
This report is to convey the interested persons the whole result of the study on Industrial Relations in detail and enable readers to analyse and determine the conclusions.
Thus the purpose of this report is the dissipation of knowledge so as to ensure their widest use.
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INDIAN OIL COPRATION LIMITED
C O M P A N Y P R O F I L E
Indian Oil Corporation Ltd. is the sole representative in Fortune Prestigious listing of the
world’s 500 largest corporations, ranked 125 for fiscal 2010 based on fiscal 2009-10
performance. It is also the 17th largest petroleum company in the world. Indian oil has been
adjudged the ‘Second’ in petroleum trading amongst the 15th National Oil Companies in the
Asia-Pacific region.
India’s Flagship National Oil Company
Beginning in 1959 as Indian Oil Company Ltd. was formed in 1964 with merger of Indian
Refineries Ltd. (Est. 1958). As India’s flagship national oil company, Indian oil accounts for
56% petroleum products market share, 42% national refining capacity and 67% downstream
pipeline throughput capacity.
Indian Oil controls 10 of the country’s 18 refineries with a combined rated capacity of 49.30
Million Metric Tones Per Annum (MMTPM). These include subsidiary companies Chennai
Petroleum Corporation Ltd. and Bongaigon Refinery and Petrochemicals Ltd. It owns and
operates the country’s largest network of cross-country crude oil and product pipelines of
7170 Kms. with a combined capacity of 52.75 MMTPA. Indian Oil’s country wide network
of over21000 sales points is backed for supplies by its extensive, well spread out marketing
infrastructure comprising 169 bulk storages terminals, installations and depots, 93 aviation
fuel stations and 79 LPG bottling plants. Its subsidiary, IBP Co. Ltd. is a stand-alone
marketing company with a nationwide retail network of over 2000 sales points. To maintain
strategic edge in the market place, Indian Oil has planned investments to the tune of Rs.
24400 cores, during 10th plan (2002-07), mainly in Refining and pipeline capacity
expansions, product quality up gradation, retail operations and diversification projects.
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Financial Performance
Oil gross turnover (inclusive of excise duty) for the year 2009-10 reached a new high of Rs-
2,71,074 crore, up by 15.3% as compared to Rs-2,47,457 crore in the previous year. The
profit after tax touched a high of Rs-10,221 crore.
Source:ET Graph-1
For the first quarter of the current fiscal, IOCL posted a loss of Rs- 3,338 crore as compared
to a profit of Rs- 3,683 crore for the same quarter during the previous year.
Indian Oil is and “academy” company with a score of full-fledged training centres across the
country. Building competency, confidence, and capability to face the challenges of the
market place. Among these, the Indian Oil Institute of Petroleum Management, Gurgaon,
Indian Oil Management centres for Learning, Mumbai and The Indian Oil Management
Academy, Haldia have emerged as world-class training and management academies.
Maharatana Status
Indian Oil has been conferred with the ‘Maharatna’ status and is one among the four
companies selected by the Government.
The Corporation is celebrating the year 2009 as its golden jubilee year.
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Management
Chairman
B M BansalChairman & Director (Planning & Business Development)
Board of Directors
S V NarasimhanDirector (Finance)
V C AgrawalDirector (Human Resources) &
Director-in-charge (IBP Division)
G C DagaDirector (Marketing)
B N BankapurDirector (Refineries)
Anand KumarDirector (Research &
Development)
K K JhaDirector (Pipelines)
Figure-1
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Corporate Office
Figure-2
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INDIAN OIL CORPORATIN LIMITED
ORGANIZATION PROFILE
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Barauni Refinery is the 2nd public sector refinery of Indian Oil Corporation. It is located near
the Northern bank of river Ganga, flowing at a distance of 8Km in Begusarai District of
Bihar, really holds a great history. It spreads over 1000Km acres.
Barauni Refinery was formed in collaboration with Russia and Romania, situated 125Km
from Patna. It was built with initial cost of Rs. 49.40 crore. Barauni refinery was
commissioned in 1964 with a refining capacity of 1 million metric tonnes per annum
(MMTPA) and it was dedicated to the nation by the union Minister for petroleum, Prof.
Humayun Kabir in January 1965. After de-bottlenecking, revamping and expansion project,
its capacity today is 6.0 MMTPA. Matching secondary processing facilities such Resid
Fluidised Catalytic Cracker (RFCC), Diesel hydro Treating (DHDT), Sulphur Recovery unit
(SRU) have been added. These state of the art eco-friendly technologies have enabled the
refinery to produce environment-friendly green fuels complying with international standards.
Barauni refinery was initially designed to process low sulphur crude oil (Sweet crude) of
Assam. After establishment of other refineries in the northeast,Assam crude in unavailable
for Barauni. Hence, sweet crude is being sourced from African, Southeast Asian and Middle
East countries like Nigeria, Iraq & Malaysia. The crude is bought up to Haldia by very large
crude carriers (VLCCS) from where it is pumped through pipelines to Barauni Refinery,
capability for processing high-sulphur crude has been added-high-sulphur crudes-thereby
increasing not only the capacity but also the profitability of the refineries.
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OBJECTIVES, VISION & MISSION & VALUES OF THE CORPORATION
Objectives
To ensure national interest in oil and related sectors in accordance and consistent
with government policies.
To ensure and maintain continuous and smooth supply of petroleum product by way
of crude refining , transportation and marketing to customer to use them more
efficiently.
To earn reasonable rate of return on investment.
To create a strong R & D base in the field of oil refining and stimulating the
development of new petroleum products formulation with a view to
minimize/eliminate their imports.
To work towards the achievements of self-sufficiency in the field of oil refining by
setting adequate domestic capacity and to built up expertise for pipelining for crude
petroleum products.
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VISIONThe vision of IOCL is to be a major diversified, transnational, integrated energy company, with national leadership and a strong environment conscience, playing a national role in oil security & public distribution.
Figure-3
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MISSION
To achieve international standards of excellence in all aspects of energy and
diversified business with focus on customer delight through value of products and
services, and cost reduction.
To maximize creation of wealth, value and satisfaction for the stakeholders.
To attain leadership in developing, adopting and assimilating state-of-the art
technology for competitive advantage.
To foster a culture of participation and innovation for employee growth and
contribution.
VALUES
CARE:
Concern
Empathy
Understanding
Co-operation
Empowerment
INNOVATION:
Creativity
Ability
Flexibility
Change
PASSION:
Commitment
Dedication
Pride13 | P a g e
Inspiration
TRUST:
Delivered promises
Reliability
Dependability
Integrity
Truthfulness
Transparency
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Location of Barauni Refinery
Barauni Refinery is located near the northern bank of river Ganga at Barauni in Begusarai
district of north Bihar. The river Ganga flows around 8 km away from the refinery. The
refinery is strategically located on the crossroads of two important national highways, NH-30
& NH-31, and the two important railways, Eastern Railways & North Eastern Railways. The
refinery is 125 kms from Patna and about 8 kms from the Begusarai town and is surrounded
by the villages like, Bihat, Mahna, etc to name a few. This whole area is known just because
of the refinery.
Figure-4
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PRODUCTS OF IOCL
Indian Oil is not only the largest commercial enterprise in the country; it is also the flagship
corporate of Indian nation. Besides having a dominant market share, Indian Oil is widely
recognised as Indian’s dominant energy brand and customers perceive Indian oil as a reliable
symbol for high quality products and services.
Indian oil is a heritage and iconic brand at one level and a contemporary, global brand at
another level. While quality, reliability and service remains the core benefits to Indian Oil’s
customers, stringent checks are built into operating system, at every level ensuring the trust of
over a billion Indians over the last four decades.
Figure-5
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BITUMEN
SKO
ATF
MOTOR
SPIRIT(MS)
NAPHTHA
LPG
HSD
PRODUCTS COMMON NAME
USE
Liquefied Petroleum Gas(LPG)
LPG Cooking Gas.
SRN(StraightRun Naphtha)
Nephtha Fertilizer Industry.Power Generation.
MS(Motors Sprit)
Petrol Xtra Premium
Vehicle Fuel.
HSD(high Speed diesel)
Diesel Xtra Mile, Euro-111 Diesel
Vehicular Fuel For Metros/Select Cities.
LDO(light Diesel Oil)
LDO Irrigation Pump-sets.Furnace Fuel.
LSHS(Low sulphur heavy Stock)
LSHS Furnace Fuel.
RPC(Raw petroleum Coke)
RPC Production of CalcinedPetroleum Coke Which is Used in Graphite, Battery, Aluminium.
Sulphur Sulphur Chemical Industry.
CBSF CBFS Carbon Black used in Pigmentation in tyre manufacturing and paints.
Table-1
Indian oil`s Products range Covers:-
Motor Sprit(MS)
High Speed Diesel(HSD)
Liquefied Petroleum Gas(LPG)
Auto LPG
Aviation Turbine Fuel (ATF)
Lubricants
Straight Run Naphtha(SRN)
Bitumen
Paraffin
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Super Kerosene Oil(SKO)c.
Indian Oil’s retail brand template of extra care (Urban), Swagat (highway) and KisanSeva
Kendra`s (Rural) are widely recognized as pioneering brands in the petroleum retail segment.
Indian Oils leadership extends to its energy brand
Indane LPG
SERVO Lubricants
Auto Gas LPG
Xtrapremium Branded Petrol
Xtramile branded diesel
Xtrapower Fleet Card
Indian oil Aviation
Logos of the Product
Figure-6
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DIFFERENT DIVISION OF IOCL
Refinery Division
Pipelines Division
Marketing Division
Training Division
Research &Development Division
Safety & Health Division
Inventions Division
IOCL is divided into 4 major divisions:-
Figure-7
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DIFFERENT REFINERY DIVISIONS
The following are the names of the 10 Refineries owned by IOCL:-
Digboi Refinery (1901)
Guwahati Refinery (1962)
Barauni Refinery (1964)
Gujrat Refinery or Koyali Refinery (1965)
Haldia Refinery(1975)
Mathura Refinery (1982)
Panipat Refinery (1988)
CPCL-Chennai
Narimanam
Bongaigaon Refinery
DIFFERENT DEPARTMENTS OF BARAUNI REFINERY
The departments which are directly concerned with the running of the plant and production
aspects are directly known as Technical Departments. There are seven such departments in
Barauni Refinery as follows:
Production Department
Power & Utility Department
Maintenance Service Department
Technical Services Department
Project Department
Quality Control Department
Fire & Safety Department
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Non-technical Department is created with a view to discharge some specialized function so
that the objectives of the organization may be accomplished efficiency. Such departments are
ten in numbers, they are as follows:-
Personnel & administrative Department
Human Resource Department
Training Department
Finance Department
Internal Audit Department
Management Information System Department
Vigilance Department
Management Services Department
Planning Department
Medical Department
Each Department is headed by chief/senior Manager who is assisted by the officers in
various key positions in day-to-day operations of the departments.
PERSONNEL (H.R) AND ADMINSTRATIVE
DEPARTMENT
The refineries and pipelines division has a Human Resource Department.
They play a key role like the one the nervous system of an organization
and as such in the B.O.D; one Director (HR) has been specially appointed
to look after the proper function of H.R in the corporations.
The head quarter is headed by the chief Human Resource Manager, who
reports to the GM(HR)/ED(HR) and Director (HR) who is overall in charge
of HR department heads, the HR functions in Barauni Refinery.
The basic objective of this very department is to promote and develop co-
operative attitude amongst all employees by fostering harmonic relations
at all level so that each individual feels like he is contributing his best in
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achieving the company objectives. The department directs its activities
through three channels.
Service to worker.
Service to supervisor, staff
Service to management
FUNCTION AND RESPONSIBILITY OF P&A HR DEPARTMENT
The primary function at this level is to provide information and
generally assist in the development of social skill of management with
emphasis on the human aspect in industry. The responsibility of
Personnel department is to formulate the companies personnel policies
and programs under the overall Direction of MD as well as to assist the
other departments. In the personnel management and industrial
relations as such some of the most worthy functions of personnel
department are as follows :-
Recruitment Selection / Employment Administration
Cultivation of specific sources of supplies of labour and staff. Selection
prices including application test, interview, medical exam and
reference check and follow up till confirmation.
Placement, induction.
Maintenance of employee’s record.
Personnel statistics, compilation & submission.
Training , Transfer, Promotion, Demotion, Disciplinary action etc.
Wages Administration
Wage rate, D.A & other monetary allowances.
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Cost of living index.
Study and review of implications of wage programs.
Administration of employee’s appraisal plan.
INDUSTRIAL RELATIONS
Settlement of Grievances.
Negotiations & dealing with trade union and labour departments.
Promotion of joint consultative machine at different levels.
Interpretation & dissipations of companies policies.
Maintaining communication through proper channel.
Observing employees moral & motivating them.
WELFARE ADMINSTRATION
Compensation to workers.
Providing cultural, educational & recreational facilities.
Co-operative activities.
Maintaining sports and club facilities.
Personnel guidance & counselling negotiating contracts.
TYPES OF COMMITIES EXISTING IN BARAUNI REFINERY
Joint management committee
Workers committee
Canteen management committee
House allotment committee
Cable T.V. committee
School advisory committee
TRADE UNION AND ASSOCIATIONS IN BARAUNI REFINERY
Barauni Telsodhak majdoor Union (Recognized Union)
Shramik Vikash Parishad (Registered Union)
Indian Oil Officers Association (For Officers Interest)
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A STRUCTURE OF PERSONNEL DEPARTMENT SHOWN BY THE WAY OF CHART:
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Graph-2
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SIZE AND COMPOSITION OF THE WORKFORCE
In Barauni Refinery there are nine grades in Officers and Eight grades in non-officers or workmen cadre. Grade-A is the most senior where Grade-I is the junior most in officers while Grade-I is senior in non-executive category.
The following are the nine grades in officers:
Grade
Designation Strength
Gen.
SC ST OBC
Female
A Executive Director 01 01 00 00 00 00
B General Manager 03 03 00 00 00 00
C Deputy General Manager
08 07 00 00 00 01
D Chief Manager 14 11 02 01 00 00
E Senior Manager 34 24 06 02 01 01
F Manager 34 25 05 04 00 00
G Deputy Manager 62 26 16 08 10 02
H Sr. Officer/Sr. Engineer 61 28 14 04 14 01
I Officer/Engineer 159 88 29 06 33 03
Total 376 213 72 25 58 08
Table-2(a)
The Following are the eight grades in Non-officers:
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Grade
Designation Strength
General
SC ST OBC
Female
I Office Superintendent, Office Section Accountant
121 69 10 02 01 39
II Sr. Assistant, P.A., Head Time Keeper, Turbine Boiler Technician
181 123 31 13 02 12
III Office Assistant, Time Keeper, Accountant
176 84 40 23 23 06
IV Sr. Typist, Operator-C, Technician-3,Plumber
198 94 35 11 56 02
V Technician-4, Operator-D 144 74 25 08 28 09
VI Operator-E, Sampler 28 11 11 00 00 06
VII Yardman, Head Jamadar 18 10 04 00 03 01
VIII Messengers, Watch man 21 08 05 03 04 01
Total 887 473 161 60 117 76
Grand Total 1263 686 233 86 175 84
Table-2(b)
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TPM POLICY (TOTAL PRODUCTIVE MAINTENANCE)
Total productive maintenance is one of the essential features of IOCL. Barauni Refinery has also followed the TPM policy in all the departments to increase there productive efficiency of the corporation. The TPM policy aims at:
Achieving zero break defect culture to maximize over all plant effectiveness (OPE) for safe and efficient operation with involvement of all individuals throughout the refinery total productive maintenance.
Development of equipment, competent persons by means of training and multi-skilling to operate and maintain equipment builds with leading EDGE technology and best product practices.
The TPM policy generally surrounds around the concept of 5S. The 5S stands for the following
SORT: sort out what is needed and what is not needed.
SET IN ORDER: Arrange essential things in order for easy access.
STRENGTHEN: Keep machines and work area clean.
STANDARDIZE: make cleaning and checking a routine practices.
SUSTAIN: Make the 5S`s a way of life. This requires discipline.
Figure-8
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CHAPTER- 2
INTRODUCTION
MEANING & CONCEPT OF INDUSTRIAL RELATIONS
Industrial Relations constitute one of the most delicate and complex problems of
the modern industrial society that is characterized by rapid change, industrial
unrest and conflicting ideology in the national & international spheres. It is a
dynamic concept that depends upon the pattern of the society economic system
and political set-up of a country and changes with the changing economic and
social order.
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It is and art of living together for the purposes of production, productive
efficiency, human well- being and industrial progress. It comprises of a network
of institutions, such as , trade unionism, collective Bargaining ,employers, the
law ,and the state, which are bound together by a set of common values and
aspiration . knowledge of such institutions is important if we are to understand
every day industrial relations phenomena. These institutions are a social network
of organization , participants, processes and decision: all of which interact and
inter-relate together within the industrial relation environment and even beyond
it.
There is no unanimity on the meaning and scope of industrial relations
since different terms, such as labour management relations , employer- employee
relations, union management relations, personnel relations , human relations, are
in use and are use synonymously. In its stricter sense , the term “industrial
relations ”means relationship between management and workmen in a unit or an
industry. In relationships between workers and management, union s and workers,
and the unions and managements in an industry. To put it simply industrial
relations is that part of management which is concerned with the manpower of the
enterprise. It is , thus the relation created at different levels of the organization by
the diverse, among the participants. It is a highly complex and dynamic process of
relationships involving not only employees and managements , but also their
collective forums and the state. In an organization, these relationships may be
personal and informal at one end, and may be highly institutional with legally
prescribed structures and procedures, at the other end . The four main parties who
are actively associated with any industrial relations system are the workers, the
managements , the organization of workers and managements , and the state.
Fundamentally , the term industrial relations refers to an organized relationship
between two organized parties representing employers and employees regarding
matters of collective interest. With the growth of professional management.
The representative of both the employers and the employees are
representing the industrial relations scene . but the scope of industrial relations cannot
merely be confined to common labour management relations or employer- employee
relations . It is a comprehensive and total concept embracing the sum total of
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relationships that exists at various levels of the organizational structure . More
specifically , it connotes relations among workers themselves within the class of
employees, relations among the management within the managerial class, and
relations between the two distinct classes of workers and management . It denotes all
types of inter- group and inters group relations within industry , both formal and
informal. It consists of a complex networks of relations that arise out of functional
interdependence between workers and management and between industrial
organizations and society. Industrial relations are a social concept because it deals
with social relationships in different walks of life. It is also a relative concept
because it grows and flourished or decays in accordance with economic, social and
political conditions prevailing in a society and the laws made by the state to regulate
the . The advances made in the field of science and technology also influence the state
of industrial relations . There is greater divergence in industrial relations systems as a
result of the divergent economic, social, political and cultural environments.
INDUSTRIAL RELATIONS – BACKGROUND
The present day concept of maintaining harmonious relation in industry is not a sudden
phenomenon, but there is along is long historical background of its evolution.
In the early day worker were hire and fired and relationship between management and labour
was that of master and servant, as the principle of demand and supply governed the industrial
relations. The employer was in a commanding position and the conditions of employment and
wages were very poor. With starting of small industries , handicraft and business firms the
availability of required type of labour used to fluctuate and variations in demand and supply
were taking place. Therefore, the value of human labour was recognized as a commodity.
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Machinery concept: Since the value of human labour directly varies with the output it gives,
it was felt that like machinery , human machinery engaging in industry also required keep and
maintenance. The labour gains some importance and employers started paying some
attention to their safety and hygiene.
Customer concept of workers : During the world war when lot of defence materials was
required to be produced in the related industries, it was realized that like customers, workers
as honoured customers.
Goodwill concept governing the human relations: With discarding those labour having less
or little utility on to resist such arbitrary action of the employers which resulted in industrial
unrest , low production and manpower losses . Therefore , for smooth running of business
and industry , goodwill relations with employees were felt. However , the goodwill concept
was mainly linked with the final aim of higher returns and output.
Human relation concept : As the goodwill attitude approach of employers was not
satisfying the basic needs, social needs and recognition need of the working force, such
unsatisfied need caused frequent unprecedented behaviour tense relations resulting into
lowering of production. Therefore industrialists felt an appreciation of maintaining close
human relations. With this realization , the Government of India framed and enacted various
acts, governing the working conditions and industrial relations. In the industries, I would like
to mention here that 200 years ago when labour first tried to organize in England & America
, the common law doctrine against “conspiracy in restraint of trade” were used against
them. In India also, the English common law doctrines were followed and until the enactment
of Indian trade union Act,1926, union executive and members were subject to civil &
criminal liability for bona-fide Trade Union activities . By enactment of Trade Union Act ,
1926 the rights of collection & Bargaining by the workers were recognized . In 1946 , the
industrial Employment Act (Standing Order ) was passed to regulate the terms and conditions
of services after independence , the industrial Disputes Act , 1926, was passed, which
provides permanent machinery for the settlement of industrial Disputes, such as Work
committees , conciliation officer and industrial Tribunals . For maintaining smooth relations
government also conceived for various welfare measures to be undertaken by the employers
by enactment of the Factories act , 1948 , the ESI Act 1948, the Minimum wage Act,
1948 , the Contract Labour (Regulation and Abolition ) Act, 1970, the payment of wages
Act , 1936 , the EPE Act , 1952, the Maternity Benefit Act ,1961 , the payment of bonus
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act, 1965, etc. The guiding principles for which ha s been the establishment of social
justices . influence of the ILO can also be seen on the legislations. Voluntarism towards
solving industrial relations problem was also given emphasis such as , code of discipline ,
voluntary arbitration, etc. Participative concept of industrial relations : Gradually it was
realized for the workers participation in management to avoid industrial disputes or
differences . This scheme is considered as a mechanism where workers have a say in the
decision making process of an enterprise. The experiment of Blake, Mayo Lewin & Linker
showed that if worker are given opportunity to participate in the management process ,
therefore , be positive gains to the organizations effectiveness and moral.
In Indian workers committee, Joint Management Councils and Joint Councils are some
examples of workers participations in management . A bill on workers participations in
management was introduction in 1990 by the national front government , throw it the human
relation & participative concept of industrial relations , based on the experiment Mayo,
Blake, Likert, Mc. Gregor stress the factors endogenous to the work setting which influence
the inter personal relationship & in turn , condition employee motivation attitude & moral. In
theoretical of industrial relations have been given due importance by Johan T Dunlop. In the
context of environment.
INDUSTRIAL RELATIONS – SYSTEM APPROACH
The “system approach “ developed by John T Dunlop examine the impact of the factor &
forces which form part of the environment external to the industrial setting , in shaping &
changing industrial relation.
Dunlop regarded industrial relation system as comprising of certain actors , certain context ,
and an ideology a body of rules govern the actors at place and work community . Thus , there
are four broad aspects in the Dunlop model of industrial relations system :-
Actors
Context
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Output
Ideology
The actors namely , the managers , workers , and government functions , either
individually or as members of there on association, in a context comprising of technical,
economic budgetary & power relation aiming & at formulating & administering rules which
are the output of the system . finally , the verbally which keeps these often warning actors
according to Dunlop . Is the ideology , i.e. shared value of all concerned? Dunlop’s view can
be presented figuratively as Below:
ACTOR’S CONTEXTS OUTPUT
Workers Technology rules
Manager’s budgetary-economics substantive
Government power relation procedures
Figure-9
In-late 1960, AWJ carriage presented an input-output model of industrial relations system.
The main components of which are as under.
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1) The input or the goal & the value & power of the actors.
2) Mechanism for the conversion of input into out put .
3) The output of the system is the financial , psychological & social reward for the workers.
4) Feedback through which the output flow back into the environmental sub-system.
MEANING & CONCEPT OF TRADE
UNION(TU):
Before discussing the background & growth of trade unionism in India as
well as in Barauni Refinery, it is essential to know the meaning of Trade
Union (TU). “TU as defined in the section 2(h) of TU Act 1926, means any
combination whether temporary or permanent formed primarily for the
purpose of regulating the relation between the workmen and employers or
between the workmen & workmen or employer or imposing restrictive
condition on the conduct of any trade of business and including any
federation of two or more Trade Union.”
Growth of Trade Unionism in India: The Indian trade union movement
had its reason in the period immediate following the First World War. It
was essentially born out of grave economic difficulties created by the war.
In 1920 the formation of AITUC is said to be the pioneer in the organized
trade Union. Due to political ideologies, AITUC witnessed splits & a
number of trade union came into being in the course of time. At present,
there are about 11 trade union federation calming to represent the Indian.
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Workers at the national levels. Some of them, having different political
affiliation are as under :-
SL No.
Name of TU Year of Formation
Political Affiliations
1. AITUS(All India Trade Union Congress)
1920 CPI
2. INTUC(Indian National Trade Union Congress)
1947 CONGRESS
3. HMS(Hind Mazdoor Sabha)
1948 SOCILIST PARTY
4. BMS(Bhartiya Mazdoor Sabha)
1955 JANSANGH(At present BJP)
5. CITU(Centre of Indian Trade Union)
1970 CPM
Table-3
Thus with changes in the political and trade union profile, the growth & development
of trade unionism is not an end itself. With starting of constructing activities in Barauni
Refinery, two main unions, having following affrications, came into beings :
1. Indian Refinery Workers Union(INTUC)
2. Barauni Telshodhak Mazdoor Union(AITUC)
During the construction set up of Barauni Refinery when workers were employed by the
contractor for various project works, the prime function of union were to agitate upon fair &
equitable wage, reasonable working condition & provisions of basic amenities. Such
demands were, no doughty, difficult to regulate due to large no of contractor operating in this
refinery, which often led to militancy in the trade union. With commissioning of Barauni
Refinery in 1964 when the workers where required to posted in this permanent setup, the
prime activity of a trade union was to ensure absorption of maximum number of workers
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from construction setup on this front there was many agitations & strikes with the
management & during this phase itself, the trade unionism gained strength in Barauni
Refinery & also given to emergence of many splinter groups of trade union. How ever,
Barauni Telshodhak Mazdoor Union (BTMU) remained the major force in these unions
primarily, because this union is affiliated with AITUC & these reason/ area where refinery is
located had traditionally been a ‘Communist’ stronghold.
REGISTERED TRADE UNION IN I.O.C.L, BARAUNI REFINERY:
Before I researcher proceed about the registered Trade Union in Barauni Refinery, I would
like to mention in brief, the registration process of Trade Union under the Trade Union Act
1926 as per Section-4 of this act, any 7 or more member of Trade Union and by compiling
with the provisions with respect to registration.
Section-6 requires that no registration can be allowed unless certain condition as mentioned
in the section such as name of the Trade Union, objective of Trade Union, lists of the
members of Trade Union , manners of amendment of rules etc.
The registration of Trade Union, As per Section-7, on being satisfied with information
furnished, shall issue a certificate of registration in the prescribed form. After a careful
examination of the Trade Union activities in Barauni Refinery, presently, there are only
following two registered unions here :
SL. No. Name of Trade Union Registration No. & date of formation
Affiliation
1. Barauni Telshodhak Mazdoor Sangh (BTMU)
1081/26.11.1963 AITUC
2. Sharmik Vikas Parishad 1370/20.12.1968 BMS
Table-4
Since some of the above Trade Union was formed only due to various political changes in the
country, they were also short lived in Barauni Refinery and presently; only two unions are
active in I.O.C. Barauni Refinery.
RECOGNITION OF TRADE UNION
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There is no any legislation, in vogue with regarded to the recognition of a trade union. In
order to make collective bargaining effective bipartite or tripartite settlement, a concept of
recognize union came into being with the declaration of code of discipline in industry(1958)
in a tripartite convention. Recognised union is the representative of the majority of the
workman has negotiating rights to settle the general demand of workman having long terms
implication the code of discipline provide the following criteria for the recognition of union:-
1. In an industry where there is only union the question of recognition of the union does
not arise.
2. The membership of union should cover at least 50% of the workers in the
establishment.
3. The union may claim to recognized if it has the membership of at least 25% of the
workers of that industry.
4. After recognition of trade union they should be in its position for two years.
5. Where there are several unions, one with the largest membership should be
recognized.
6. If union has workers has 505 or more membership of a particular establishment of that
industry it has right to deal which matters of purely local interest & individual
grievances of its own member only.
7. Only the union, which observes code of discipline which inter-alias, provides the
obligation of the union & the basis of the relationship between union & management
is entitled to be recognized.
Barauni Telshodhak Mazdoor Union (BTMU) - Recognized Union
BTMU was recognized on 26.11.1963 having its registration number 1081, as per AR-
1974 the total number of members of this union was 1634. It is affiliated by AITUC. As
per verification conducted by the state labour department, Bihar. This union commanded
support of the majority of the workman and as such, it was given recognition with effect
form 3.10.1967. It is still a recognized union though its recognition had been challenge by
a rival union, i.e. the Petroleum & Chemical Mazdoor Union. An election for
determining the representative character of the union was held on 8.1.1976 by sector
ballot. BTMU secured 869 votes were the rival union 776 votes and thus BTMU retained
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its recognition though there have been change in the post of president of union, such as in
1968, Shri Indrajeet Gupta M.P(CPI), in1972.
FUNCTIONS OF “BARAUNI TELSHODHK MAJDOOR UNION”
To organize the workers employed in Barauni Refinery.
Strive to improve employer-employee relationship.
Safeguard the rights and interests of members.
Strive to improve wages and working conditions.
Endeavour to render aid to members during any legal strike or lockout.
Endeavour to secure compensation for the members in case of accidents under
workmen’s compensation act.
Endeavour to provide relief to member of their dependents against sickness, old
age employment & death etc.
STRUCTURE OF “ BARAUNI TELSHODHK MAJDOOR UNION (BTMU) ”
Any worker of age of 18 years or more employed in Barauni Refinery, is eligible
to become ordinary members of the union provided the agrees to abide by the
rules formed by the unions. Executive committee consists of the following posts :
Member Post Number of Members Name of Member
President 1 Shatrudhan Prasad Singh
Dy. President 1 N.P.Singh
Vice President 11 Navin Prasad Singh
R.P.Singh
C.M.Deo
Anil Kumar Singh
Lalan Kumar(HR)
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Md. Ayub
Arun Kumar(PN)
Arun Kumar(TPS)
Bipin Kumar
S.A.Hussain
R.K.Pathak(Invitee)
General Secretary 1 Rajendra Prasad Singh
Dy. General Secretary 1 Ali Akhtar
Secretary 12 Ashok Kumar Rai
Ashutosh Kumar Singh
Sanjay Kumar
Rajendra Matho
Hari Kishna Singh
Vidya Nand Paswan
Hari Shankar Rai
Navin Kumar
Martina Aind
Krishna Kumari
Rajniti Singh
Hari Lal Choudhay
Treasurer 1 S.K.Verma
Special Invitees 26
Executive Member 48
By Departmental Member 60
Table-5
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ROLE OF OUTSIDER LEADERSHIP IN TRADE UNION OF BARAUNI
REFINERY
Tough initially, prime role of outside leader was to guide and educate the labour force
about their right as well as the expansion of political ideology among them, but with
the emerging trend of educated labour force having primary interest of an industry in
mind rather than serving a political ideology, it is seen that slowly the outside
leadership in trade unionism is on decline.
In Barauni Refinery, it is found that mostly, all the major union operating for one or
more outside leaders as their office barriers. On discussion with the trade union as
well as management official and from the experience gained while working in this
Refinery, it is seen that outside leaders are not interfering in day-to-day problems of
the industries and normally the demand /issues resolved by the leadership comprising
of the employees. The role of outside leadership is primarily to guide the internal
leadership on the political ideology of the party and to take up the issues remaining
unresolved at higher levels though very sparingly. From the union angle, outside
union is helpful for them to raise their voice at central government levels or in the
parliament when their wage settlement are negotiated. From the management side
outside leadership act as ‘Double-edge-sword’. To clarify many a demand , the
management take help from outside leadership to impress upon the internal leadership
to be more reasonable and disciplined in the larger nation interest which is more
apprehended by outside political leader who holds responsible position, where as at
many demands, the internal leadership resorts to industrial action on issues which do
not concern with industry , but which are against a political ideology followed by
outside leaders in fight with government policies and to sum up the role of outside
leader can both be constructive as well as destructive at times depending upon the
situation and type of leadership rendered by a outside leader.
ROLE OF TRADE UNIONISM IN MAINTAINGING INDUSTRIAL
RELATIONS
Trade union as an equal partner in an industry plays a very vital role .For maintaining
industrial harmony in the industry. Though the role played by them has been
appreciative, but they have so pre-occupied with the monetary benefit that they are
often perceived as fight for less work and more pay. Several maladies have crept into
the Trade Union seen which hinder the move towards industrial harmony:
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1. Unchecked multiplicity of union hindering workers unity.
2. Inter-union rivalry adversely affecting the cause of workers and known to be
harmful to overall company’s interest.
3. Lack of courage to face the facts and urge its members to consider the company’s
health & productivity.
4. Showing built in resistance to change and acting as block to progressive change in
technology, method, process and system.
I have found that unions operating in IOCL Barauni Refinery in
obtaining economic benefit for their members and their role in improving productivity
and in improving the health and growth of organization are not given its due attention.
In order to take the union leadership from its present role to the
development role, the management proposes to educate the leadership on vital issues
facing the corporation and role the union can play effectively in improving the
productivity of the organization.
INDUSTRIAL DISPUTE
Industrial Dispute means Disagreement between an employer and its employees, usually
represented by a trade union, over some aspect of the terms or conditions of employment. A
Dispute may be followed by industrial action, in the form industrial action, in the form of a
strike or a work to rule. A disagreement between employers and workers. Some common
subjects for industrial disputes are wages and conditions, occupational, health, safety and
unfair dismissals or environmental issues.
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Dispute arise out of festering conflicts. These conflicts occur at various level
within a person, within the members of groups and between groups. It has different
implications for individual behaviour and group behaviour. Here in confine to focus on inter-
group conflicts between management and workers organisation. When ever there are different
goals, conflict occur.
However , much industrial harmony may be sought as an organise objective,
some conflict is bound to occurs as the interest of various group are different and often
antagonistic attitude is prevalent. The divergence of the interest of the there actor of the
industrial relation system viz. the employers and their organisations the employees /workmen
and their organisation and specialised government agencies is the root cause of
strike/lockouts.
Purpose of the Act- The Industrial Disputes Act 1947 came into existence in
April 1947. It was enacted to make provisions for investigation and settlement of industrial
disputes and for providing certain safeguards to the workers.
MENIFESTATION OF CONFLICT
Manifestation of Unionised Group Conflicts Manifestation of Individual Unorganised Conflict
Menifestation of Union non-co operation
Mendfestation of Management unwillingness to negotiate
Worker unorganised without holding
Management autocratic supervisor
Arguments Termination International waste and inefficiency
Over strict Discipline
Hostility Demotion Labour Turnover Penalties
Stress and Tension Lay off Absenteeism Unnecessary Firing
Unwillingness to negotiate
Lock-off Instance of breaking rules
Demotion
Resentment Strikes Lay-off Lock-off
Table-6
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Note:- Demonstration, Morcha, Gherao, Dharna, Hunger, Strike, Satyagrah etc.
Loss of production by breaking by Machines, Pilferage, Alcoholism etc.
Settlement of Dispute
In addition to voluntary method of settlement of disputes (i.e. Works Committee Code of
Discipline etc.) ID Act 1947 provides the following dispute redressed machineries:
Conciliation Officer: Conciliation Officers the appropriate Government may, by notification
in the official Gazette, appoint such number of persons as it thinks fit, to be conciliation
officers, charged with the duty of mediating in and promoting the settlement of industrial
disputes.
A conciliation officer may be appointed for a specified area or for specified industries
in a specified area or for one or more specified industries and either permanently or for a
limited period .
Board of Conciliation: The appropriate Government may as occasion arises by notification
in the official Gazette constitute a Board of conciliation for promoting, the settlement of an
industrial dispute. A Board shall consist of a Chairman and two or four other members, as the
appropriate Government thinks fit. The Chairman shall be an independent person and the
other members shall be persons appointed in equal numbers to represent the parties to the
dispute and any person appointed. To represent a party shall be appointed of the
recommendation of that party. Provided that, if any party fails to make a recommendation as
aforesaid within the prescribed time, the appropriate Government shall appointed such
persons as it thinks fit to represent that party.
Court of Enquiry: If the appropriate Government notifies the Board that the services of the
Chairman or of any other member have ceased to be available, the Board shall not act until a
new chairman or member, as the case may be has been appointed courts of enquiry. The
appropriate Government may as occasion arises by notification in the official Gazette,
constitute a court of enquiry for enquiring into an matter appearing to be connected with or
relevant to an industrial dispute. A court may consists of one independent person or of such
number of independent persons as the appropriate Government may think fit and where a
court consists of two or more members, one of them shall be appointed as the chairman.
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Labour court: If the appropriate Government notifies the court that the services of the
chairman have ceased to be available, the court shall not Act until a new chairman has been
appointment Labour Courts. The appropriate Government may, by notification in the official
Gazette, constitute one or more Labour Courts for the adjudication of industrial disputes
relating to any matter specified in the second schedule and for performing such other
functions as my be assigned to them under this Act. A Labour Court shall consist of one
person only to be appointed by the appropriated Government.
Industrial Tribunal : The appropriate Government may, by notification in the official
Gazette, constitute one or more industrial Tribunals for the adjudication of industrial disputes
relating to nay matter and for performing such other functions as may be assigned to them
under this Act. A Tribunal shall consist of one person only to be appointed by the appropriate
Government. A person shall not be qualified for appointment as the presiding officer of a
Tribunal unless he has been , a judge of a High Court.
National Tribunals: The central Government may, by notification in the official Gazette,
constitute one or more National Industrial Tribunals for the adjudication of industrial disputes
which, in the opinion of the central Government, involve questions of national importance or
are of such a nature that industrial establishments situated in more than one state are likely to
be interested in, or affected by, such disputes. A national Tribunal shall consist of one-person
only to be appointed by the Central Government. A person shall not be qualified for
appointed as the presiding officer of a National Tribunal unless he is, or has been, a judge of
High court.
Before discussing among conciliation, arbitration, adjudication, I would like to
maintain that refineries & pipelines of IOCL. Have been declared public utility service under
ID Act, 1947 for a period of 6 months time to time, the recent one starts form 29 June
1993,vide MOL’s notification number 2-11017/2/84-D-I(A) dated 23.6.1993 therefore the act
make a compulsory for the government to take up all dispute relating to Barauni Refinery for
conciliation.
In practical situation, in any industry, union first rise a dispute for bilateral in
discussion with the management & in case no amicable settlement between the two parties,
either parties can send the dispute to the labour department for conciliation by the concern
authorities as indicated above. The conciliation officer, on receipt of a dispute, intervenes in
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the matter and calls both the parties for discussion. However, the conciliation officer can only
conciliation upon the dispute and his attempts are to narrow down the difference between the
two parties. In case the parities agree to the suggestion of the conciliation officers that the
dispute is resolved through a conciliation settlement. In case the parties do not come to an
agreement, the conciliation officer end the conciliation in a failure and failure report is then
sent by the conciliation officer to the appropriate government. On receipt of the failure report,
the case is considered by the appropriate government and if the appropriate government is the
opinion that any industrial dispute exists or apprehended, the government may refer the
dispute under section 10 of the ID Act, either to a board of conciliation, or to labour court/
industrial tribunal as the case may be for adjudication separate schedules have been provide
in the act for the matter giving judicator for the labour or industrial tribunal.
There is also a provision in corporate in the industrial dispute act for voluntary
reference of dispute to arbitration . Section 10-A of the act state that where any industrial
dispute exists or is apprehended and the employer and the workman agree to refer the dispute
to arbitration they may, at any time, before the dispute has been referred to u/s 10 the labour
court or industrial tribunal, by a written agreement refer the dispute to arbitration.
Strike and Lockouts: Before I analyze the strikes and lockouts in Barauni Refinery, it would
be essential to know as to what strikes and lockouts stand for and what are the laws to
regulate the strikes and lockouts in an industry.
Strike: As define under section 2(Q) of the Industrial dispute act, 1947, means a cessation of
work by a body of person employed in any industry acting in combination or a concerted
refusal under a common understanding of any number of persons who are or have been so
employed to continue to work or to accept employment.
Lockout: Lockout can be described as the anti thesis of strike. In the struggle between capital
and labour , the weapon of strike is available to labour and is often used by it; so is the
weapon of lockout available to the employers and can be used by them.
As defined in section 2(1) of industrial dispute act, 1947 , lockout means the
temporary closing of a place of employment or the suspension of work or the refusal by an
employers to continue to employ any number of people employed by him.
Legal Position:
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Chapter-V of ID Act, 1947 deals with strikes and lockouts. As mentioned earlier that Barauni
Refinery falls in public utility service, I would like to discuss strikes and lockouts in public
utility service.
Section-22 prohibition of strike and lockout
1. No person employed in a public utility service shall go on strike in Breach of contract.
2. Without giving to the employer notice of strike within six weeks before striking or
3. Without 14 days of such notice or before the expiry of the day strike specified in any
such notice as stated above or
4. During the tendency of any conciliation proceeding before a conciliation officer and 7
days after the conciliation of such proceeding.
Similar restriction are placed on the right of the employer to lockout any of his workmen.
Strike and lockout in Barauni Refinery:
At the outset it may be stated that since the inspection of Barauni
Refinery, the management has not resorted to any lockout in the industry. Before I discuss
causes and analysis of strike taken place in Barauni Refinery. I would like to mention the
procedure followed by the union as well as management in the event of strike.
Normally in all cases, the union gave the notice in the form of ‘L’ , which was prescribed
in under ID Act,1947 along with its charter of demands. The union while giving the copy
to the management endorses a copy each to the labour authorities and other concerned
authorities , both inside as well as outside the organization. The management , on its part,
immediately swings into action on receipt of the strike notice. A copy of the strike notice
is immediately send to the labour department with a request to intervene in the matter, as
per provision of ID Act. Normally, it has been found that labour authorities immediately
start the conciliation proceedings and call both the parties for discussion on the charter of
demands submitted by union.
Now, I shall discuss the case, analysis and result of strikes taken place from 1990.
1. Strike dated on 05.05.1990 :- The recognized union mainly, Barauni Telsodhak
Mazdoor Union had given a strike call for a one day strikes on 04.05.1990 to be
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followed by indefinite strike form 17.05.1990 for fulfilment of their four point
charter of demand.
2. Cause and Analysis :- The demand for which strike call was given, were all local
demands but having its implication in other unit of the corporation the demand were
conciliated upon by the labour authorities, both at local level as well as central level.
The conciliation proceeding , however ended in failure and strike was resorted to on
04.05.1990 and for one day on 17.05.1990. On 17.05.1990 itself, an understanding at
the level of chairman IOCL , was reached on all the main issue and the strike was
withdrawn, tough all the demands where ultimately settled by some given and take , it
is felt that union didn’t gain much by way of resorting to the strike. Result : During
the strike on both days, loss of about 90% was reported.
In addition to above strike, following three strikes have been taken place in Barauni
Refinery against the new industrial and economic policy, government policy and
privatization, announced by the government of India to liberalisation/globalization the
Indian economy:
1. One day strike on 29.11.1991
2. One day strike on 16.06.1992
3. One day strike on 09.09.1993
4. One day strike on 20.08.2005
5. One day strike on 14.12.2006
6. One day strike on 20.08.2008
All such seven strikes call were given by Barauni Telsodhak Mazdoor Union
(AITUC), the reognize union. Managements stand was that this demand does not pertain
to an industry, but it is a national policy and has no comments to offer conciliation
proceeding ended in failure and strike took place. It may be maintain here that all the
strikes maintain above were preceded by industrial action such as gate meetings,
demonstration, Dharna etc.
In all the above strikes, the principle of ‘No work no pay’ was adopted.
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COLLECTION BARGANING
Meaning of Collection Bargaining
Collection Bargaining is a method by which problem of wage and condition of employment
are resolved amicably, peacefully and voluntarily between labour and management.
Collection Bargaining, in fact is a process to reach a certain goal and it is, therefore important
to make sure that it is really a common goal. There must be common objective of maintaining
peace and discipline and improving work method and working condition, increasing earning
of employee as well as profit of the under taking. That the management has the right to
manage and the union has the right to organised itself and fight for justice that this right
50 | P a g e
implies. Certain basic obligation must also be fully recognized and accepted by the both side.
Unless there are these basic amities of view, collective bargaining is mere trail of strength.
Effective Collection Bargaining requires the following essential pre-requisites.
1. Existence of strong representative trade union that believe in constitutional mean.
2. Existence of strong and enlightened management.
3. Agreement of the basis objective.
4. Existence of a fact-finding approach and willingness to use new method such as
industrial engineering for solution of industrial problem.
Through Collection Bargaining, negotiating parties should not only try to bargaining for
gains, but also try to evolve ways and means for solving industrial problem in the most
satisfactorily manner. The approach at the bargaining table is, therefore essentially, not a
fighting but a problem solving approach.
PROCESS OF COLLECTION BARGAINING:-
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Have demands to WorkersHave demands to Workers
Preparation of charter of demands
Preparation of charter of demands
Figure-10
Brief history of the collection bargaining in the concern:-
Barauni Refinery falls under the refineries and pipelines division of IOCL, which has 7
refineries and 7 cross-country pipelines. All these refinery and pipeline have one each
recognised union, thus , making a total of 13 unions. Besides, the union of research &
development centre has also been combining for the purpose of collective bargaining.
While the local issue and demands are discuss at local unit itself with the local
management, the demands having financial and of policy nature having wide implication are
also discuss at the corporate level. The long-term settlement (LTS) having periodicity of 3 to
4 years is signed by the corporate management. Separately with the division, which contains
the financial demand, raised by the union its charter of demands.
Detail of the 9 LTS arrived at between management and the union with there periodicity is
given below:-
LTS Signed on P E R I O D
1. 30.05.1967 01.04.1966 19.05.1970
2. 24.01.1971 30.05.1970 31.12.197052 | P a g e
Selection of representative (Both union and management)
()Sffsdfsfsdfs
()
Selection of representative (Both union and management)
()Sffsdfsfsdfs
()
NegotiationNegotiation
Consent PointConsent Point
Sign before Conciliation Officer
Sign before Conciliation Officer
Memorandum Settlement
Memorandum Settlement
3. 26.04.1975 01.01.1974 25.04.1978
4. 07.12.1979 26.04.1978 25.04.1982
5. 25.03.1983 01.05.1982 30.04.1986
6. 22.02.1989 01.05.1986 30.06.1990
7. 12.01.1993 01.07.1990 31.12.1991
8. 11.10.1994 01.01.1992 31.12.1996
9. 06.02.2001 01.01.1997 31.12.2006
However, the last LTS maintain at SL. No. - 9 above as have been extended up to 31.12.2006
with certain modification form 31.12.1996. A charter of demand for the fresh LTS has
already been submitted by the 14 unions of refinery and pipeline division to the management,
discussion for which are in progress.
Scope and contents of the collective bargaining:
On going through the various LTS signed between the management and the union, it has been
observed that the following subject have been covered in these settlement.
1. Pay scale.
2. Dearness allowance (Fixed DA as well as variable DA).
3. Other allowance include shift allowance, washing allowance, tea allowance, patrolling
allowance, leave travel, concession, house rent allowance/house rent subsidy, festival
allowance, medical allowance, working hour allowance.
The growth of benefits as well as amenities, form first LTS to the last LTS has been analyze
and tabulated which are appended to this chapter.
In order to achieve objective of accelerated career progression on 3.7.1990, an agreement on
cluster based promotion policy was arrived at between the management and union.
On 11.05.1992 another agreement was signed by management and union with a view to
increasing productivity and improve the overall performance of the organization with the aid
of computers/modern technology/other productivity measures, according to which the
management has agree to pay to all the workmen existing on role as on 11.02.1991 a special
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allowance called ‘Rationalization Adjustment’ as given below effective from 01.11.1987 or
employees respective dates of joining the corporation which ever is later:
Period of Service Rs. Per Month
1. Less than 5 yrs. of services 500/-
2. 5yrs. and below 10yrs. 565/-
3. 10yrs. and below 15yrs. 675/-
4. 15yrs. or 25yrs 780/-
5. Above 25yrs. 820/-
Factors for growth of collective bargaining in the concern:
While examining the history of collective bargaining and consequent the LTS arrived at
between the union and the management, it has been observe that there has been tremendous
growth in the facilities and amenities to the employee of the corporation, which prove that
there is a healthy collective bargaining environment, prevent in the corporation. In my
analysis, I have found the following factor responsible for growth of collective bargaining in
this operation.
1. IOCL having the large turnover has been generating amount of profit, which can be
said to be a major factor in the growth of benefit/amenities to the employee.
2. Existence of progressive and strong management.
3. Existence of strong trade union having good bargaining power.
4. The unanimity between both the parties on the basic objective of the corporation and
recognition of mutual rights and obligation.
Discipline/Grievance procedure
To maintain discipline in industry is of great importance. Standing order is the
provision for determining conditions under reach the worker is employed and the rules of the
discipline are expected to follow.
The union shall nominate where there is a recognized union the workers
representative on the grievance committee, if both the representative on the grievance 54 | P a g e
committee shall be employees of the company. In case where there is no recognized union,
the grievance committee shall consist of two representatives of the workers on the works
committee to be selected by the works committee.
Where a worker has taken up grievances for a redressed under this procedure,
intervention of the conciliation machinery shall not be sought until all steps in the procedure
are exhausted. The grievance shall be presumed to assume the form of a dispute only when
the final decision of the management in respect of the grievances is not acceptable to worker.
In calculating the time intervals under the above clauses, holidays shall not be reckoned. The
management shall provide the requisite clerical and other assistance for the smooth
functioning of the grievance committee. If it is necessary for workers to leave the department
or work spot during working hours to call on any authority provided under the procedure he
shall obtain the previous permission of his superior to appear before the authority concerned.
If the workers are absent with such permission, he should not suffer any loss of wages for the
work time lost in this connection. No grievance, which is more than two months old, is taken
up under this procedure. The management reserves the right to amend these rules form time
to time. If the grievance arises out of an order shall give in by the management, the said order
shall be complied with before the workman concerned invokes the procedures laid down for
redressed of grievances. If however, there is a time lag between the issues of order and its
compliance, the nevertheless must be complied within due date, even if all the steps in the
grievance procedure have not been exhausted. If there be any individual member of the staff
who is nominated by the management to handle grievances at the lowest level, the workman
may take up his grievance at the next higher stage.
All appeals by the aggrieved employee should be made within a period of three days failing
which it will be presumed that the decision has been accepted. Having standing order in an
industrial establishment is a statutory requirement. Section 3(1) of the industrial employer
(standing order) act, 1964. Lays down that within six months form the date on which the act
become applicable to an industrial establishment, the employer will submit draft ”standing
order” to the certifying officer to the certification.
In line with the matter set out in the schedule to act and in conformity with the model
standing order Barauni Refinery, since 05.12.1964 has its on standing order duly certified by
the certifying officer under section 5(2) of the industrial employment (standing order)
act,1964. The certified standing order operates as condition of service and are binding on the
55 | P a g e
parties in as much as the action properly taken in accordance with the standing order can not
be interfered with on general condition.
While taken disciplinary action against any worker Barauni Refinery act within the frame of
its certified standing order and follow the principle of natural justice. I would like to mention
a case study regarding disciplinary preceding that could be seen from table-i appended to the
chapter of industrial disputes.
Discipline amongst Executive category employees is maintained on the basis
of provisions mentioned in Code, Discipline and Appeal Rules,1980.
Details of charge sheet/charge sheet-cum-suspension orders issued for
misconduct during 2006-2009 are appended to this chapter as table-i.
Grievance Scope:
Complaints affecting one or more individual workman in respect of their wage payments,
overtime, leave, transfer, promotion (where a person or persons possessing the qualifications
prescribed by the management and adequate seniority has/have not been promoted) seniority,
work assignment or working condition will constitute grievance which will come under the
scope of the grievance procedure.
Grievance arising out of punishment, discharge or dismissal of workmen will not be subject
to the procedure mentioned herein. A workman who has been punished, discharged or
dismissed will have the right to appeal to authority prescribed in the certified standing order/
model standing orders as may be applicable to him.
Points of dispute, which are of a general applicability or of a considerable magnitude, will
fall outside the scope of this procedure.
Grievance procedure:
1. First stage:
The aggrieved workman shall first present his grievance verbally to his immediate
supervisor. The concerned supervisor shall enquire into the matter and give his
answer verbally to the aggrieved workman within a period of four workings days after
consulting his respective sectional head, where necessary. The immediate supervisor
will maintain a record of the grievance represented to him and the answer there too.56 | P a g e
2. Second stage:
If the aggrieved workman is not satisfied with the decision of his immediate
supervisor or does not receive answer to his grievance within the stipulated period of
four days, he shall present his grievance in writing in the prescribed form to the head
of the department (HOD) through his immediate supervisor who will send the form to
the head of the HOD within two days of receiving the same after recording his own
findings. HOD will examine all the facts relating to the complaint and if necessary,
hold discussion with the workman, the first line supervisor and the sectional head and
try to find out satisfactory solution of the grievance. He may seek the advice of
personnel officer. He has to record his decision on a grievance form and communicate
his decision in writing to the workman through the sectional head within a period
seven days. The grievance form thereafter shall be sent to the personnel department
for record.
3. Third stage:
If the decision of the head of the department is not acceptable to the workman, the
workman may request the HOD to forward the grievance to the secretary of the
grievance committee shall place the same before the committee at its meeting. The
committee shall enquire the matter and make its recommendations to the General
Manger (GM) within ten working days of the receipt of the workman’s grievance.
If the recommendation cannot be made within this stipulated time, the reason
of the delay should be recorded. In the event of a different of opinion among the
members of the committee, the view of the members along with the relevant papers
shall be placed before the GM for final decisions. In either case, the final decision of
GM shall be communicated to the workmen concerned by the secretary of the
grievance committee within one week from the receipt of the committee’s
recommendation.
CONSTITUTION OF THE GRIEVANCE COMMITTEE:
The grievance committee shall consist of four and two members representing the
management and other two, the workers. The senior personnel officer shall act as the
57 | P a g e
secretary of the committee and his role will be of advisory nature. The representative of the
workers should be selected as follows:
The union shall nominate where there is a recognized union the workers
representatives on the grievance committee, if both the representative on the grievance
committee shall be employees of the company.
In case where there is no recognized union, the grievance committee shall consist of
two representatives of the workers on the works committee to be selected by the works
committee.
Where a worker has taken up grievances for a redressed under this procedure, intervention of
the conciliation machinery shall not be sought until all steps in the procedure are exhausted.
The grievance shall be presumed to assume the form of a dispute only when the final decision
of the management in respect of the grievance is not acceptable to worker. In calculating the
time intervals under the above clauses, holidays shall not be reckoned. The management shall
provide the requisite clerical and other assistance for the smooth functioning of the grievance
committee. If it is necessary for workers to leave the department or work spot during working
hours to call on any authority provided under the procedure he shall obtain the previous
permission of his superior to appear before the authority concerned.
If the worker is absent with such permission, he should not suffer any loss of wages
for the work time lost in this connection. No grievance, which is more than two months old,
is taken up under this procedure. The management reserves the right to amend these rules
from time to time.
The management shall provide the requisite clerical and other assistance for the
smooth functioning of the grievance committee. If it is necessary for workers to leave the
department or work spot during working hours to call on any authority provided under the
procedure he shall obtain the previous permission of his superior to appear before the
authority concerned. If the worker is absent with such permission, he should not suffer any
loss of wages for the work time lost in this connection.
No grievance , which is more than two months old, is taken up under this procedure.
The management reserves the right to amend these rules from time to time.
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If the grievance arise out of an order given by the management, the said order shall
be complied with before the workman concerned invokes the procedures laid down for
redressed of grievance. If however, there is a time lag between the issues of order and its
compliance, the nevertheless must be compiled within due date, even if all the steps in the
grievance procedure have not been exhausted.
If there be any individual member of the staff who is nominated by the management
to handle grievances at the lowest level, the workman may take up his grievance at the next
higher stage.
The above grievances procedure adopted by IOCL, Barauni Refinery of are largely
model on the grievance procedures involved by the Indian labour conference to guide the
parties in drawing of there procedures, the need for which was further re-affirmed at third
meeting of the heads of public sector undertaking 1964.
No. of charge sheet / charge sheet-cum-suspension order for acts of misconduct under the certified standing orders of Barauni Refinery during 2006-2009.
YEAR No. of charge sheet /charge sheet-charges -cum suspension order issued
Charges
2006
2
Negligence in testing of Sample , caustic soda Lie sample.
Unauthorized absence.
2007
2
Unauthorized absence.
Disorderly behaviour.
2008 1 Unauthorized absence.
2009 2
Disorderly behaviour.
Gratification.
Table-7
Labour Management co-operation and committee
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One of the major causes for deteriorating industrial growth can be attributed to the inherent
conflict between the approaches and attitudes of the traditional management and trade unions.
Therefore, there has been need for effort to be mad to imbibe a culture within the
organization which would result in minimizing or eradicating the conflict situation and which
would facilitate the management and the labour to the work in close consonants. It is towards
this end of general in organizational culture with scheme for consultative and participative
style of management that are justifiable and are required.
The origin of the ides of worker’s participation in management in India can be traced to the
report of the royal commission on labour, 1931, which the recommended the setting of a joint
consultation bodies. After the war and near about India’s independence, the industrial
employment (standing order) act,1946 and the industrial dispute act,1947 formally placed the
idea of worker’s participation. The history of worker’s participation in management in India
makes three institutional landmarks.
I. The works committee(1947)
II. The joint management council(1958)
III. The shop councils and the joint council(1975)
Works Committee(WC): Section 3 of ID Act, 1947, in case of any industrial establishment
in which one hundred or more workmen are employed or have been employed on any day in
the preceding twelve months, the employer is required to constituted in the prescribed manner
a ‘Work Committee’ consisting of representatives of employers and workmen engaged in the
establishment and the number of representatives of workmen on the committee shall not be
less than the number of representatives of the employers.
It is the duty of the ‘Work Committee’ to promote measurer for securing and preserving
amity and good relation to comment upon matters of their common interest or concern.
The works committee has been reconstituted in April, 2010 for two years as per the following
members:
Management Representatives are:
Shri C.K.Tiwary DGM(P&U) Chairman
Shri P Mishra SESM Member60 | P a g e
Shri S Choudhary DM(A&W) Secretary
Union Representatives :
Shri Ranjeet Singh
Md. Tayab
Shri Rajeev Kumar
Officers Association Representative :
Shri Vinod Kumar (MNMEI)
Functions of Work Committee:
The distribution of working hours i.e. fixation of shift.
Method of payment of wages.
Question of physical welfare.
Question of discipline and conduct as between the management and workmen.
Ways and means of increasing efficiency.
Settlement of terms and condition of employment of the workmen in day-to-day
working.
Suggestion for improvement in methods and in organization of any way to interfere
with the satisfactory working of the industry.
Any other steps that may be conducive to harmonious relation between the workmen
and the management.
Number of meeting held during the half yearly.
Joint Management Council(JMC): These committees consist of the representatives on
both the workers and employees. These committees are set up to discuss various matters
relating to workers. The decision of such committee is not binding upon the management.
However, the management implements these decision to honour the outcome of the
deliberations between the representative of employees and management. The matters that
are discussed and settled at canteens, rest rooms, facilities of education etc. Provision of
safety and security, facilities of education and training revision work rules.
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10 members
5 from management
5 from workmen
The primary objective of JMC in IOCL at Barauni Refinery was to promote harmonious
relation between labour and management. The other objectives were to increase
production. Secure better welfare facilities for worker help and trained workers to
understand their responsibilities and that of management. The functions of JMC as
enunciated by the 15th session of ILC, 1957 relate to improvement of working conditions
of workers, productivity.
In addition, act as liaison between labour and management and take responsibility with
regard to administration of various welfare schemes and to act as consultative body to
management in matters like changes in methods of production continuation closure of
operation etc.
During emergency (1975) anew proposal was put forwarded with regard to worker’s
participation in management. This scheme envisaged the setting up of shop council, joint
plant council and representation of workman on the board of management. It was
left to institute any suitable form of worker’s participation depending upon the nature of
the units.
Participative for a working in Barauni Refinery
1. Works Committee: As prescribed under the ID act, is functioning in Barauni
Refinery, having five numbers of management representative and equal number of
union representative. Every month, one month, one meeting of this committee takes
place to deal with functions as mentioned above. The committee is functioning
satisfactorily and is producing the desired result.
2. Canteen Managing Committee(CMC): The canteen managing committee has been
constituted with following function:
Function of canteen committee: Exercise general supervision over the
running and management of the canteen and advice the manager for such
improvement and charges as may be necessary. Bring the notice of the
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manager any male and practices or any defect that may be observed. To
maintain the quality and quantity of food, tea, snack and other items served in
the canteen. The arrangement of menu and item of meals and the method and
menus of serving and distributing articles serve in the canteen. Make such
other suggestions and recommendation as in the opinion of the committee may
be necessary for proper functioning of or for improvement in the canteen. In
the CMC have, nine member comprising five form the management and four
from the Barauni Telsodhak Mazdoor Union(BTMU) side. This committee
meets once in month to review the functioning of the canteen. The
committee’s functioning has been found to be satisfactory and effective.
3. School Advisory Committee(SAC): Barauni Refinery has three departmentally run
schools namely:
I BR.D.A.V Public School - managed by D.A.V managing committee.
II BR.D.A.V Public School (Hindi Medium) – managed by D.A.V managing
Committee.
III Kendriya Vidyalaya – managed by Kendriya Vidyalaya Sanasthan.
Advisory committee consists of representative from school, management and parents.
Chairman of the committee with respect to BR. D.A.V Public School, is GM(T) of BR.
Whereas ED is the chairman of Kendriya Vidyalaya.
The scope and function of the SAC is given here under:-
To exercise general supervision over the proper running and functioning of the school
including maintenance of discipline among students as well as the members of staff. To
decide about the addition/ classes/ sections for rationalizing the educational facilities. To
render guidelines for improvement of physical conditions of school i.e. building, furniture,
fitting etc. To take stock of the problems and constraints of refinery schools at present with a
vies to finding a solution to them and also for developing them to future plans for school
facilities at Barauni Refinery.
4. Shop Council: There is some shop council’s operating in Barauni Refinery in
accordance with the government schemes. The meetings of the shop councils takes
63 | P a g e
place once in two months. The structure of the council as well as constitution of the
council is the same as prescribed in the government scheme.
5. Departmental Council: Though this stage of participation has not been provided in
the government scheme, but taking into consideration the profile of the refinery, this
intermediaries stage has been created at the departmental level. It has equal
representation of management and worker.
6. Plant Level Council: One plant level committee has also been set up in line with the
government scheme. This council consists of top management and top union leaders.
Though structurally, this council has been constituted and meetings also take
place, the effectiveness of the council is far from satisfactory. It appears, both the
management as well as the union have not take this participative forum seriously and
therefore, the end results have not been achieved. On discussion with some of the
council member from both the management and the union side, it has transpired that
both put blame on one another for the relative failure of the said participative
scheme. The management representative have made this forum also a grievance
handling forum or collective bargaining forum, which is not in line of the
philosophy of the scheme. On the other hand, the representative of workers stated
that management is not serious in implementing the scheme and further only the
areas of interest of the management are being discussed in this council and not areas
where the workman’s interest is involved.
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CHAPTER- 3
65 | P a g e
RESEARCH
METHODOLOGY
Meaning of Research
According to the Advanced Learner’s Dictionary of Current English “A careful investigation or
inquiry specially through search for new facts in any branch of knowledge.”
“Research in common parlance refers to a search for knowledge”. Research can be explained as a
movement, a movement from known to unknown. It is actually a voyage of discovery.
Research always starts with a question or problem.
Its purpose is to find answers to questions through the application to the scientific
method.
It is a systematic and intensive study directed towards a more complete knowledge of the
subject studied.
66 | P a g e
So Research is scientific and systematic search for gaining information and knowledge on a
specific topic or phenomena.
Meaning of Research Methodology
A research methodology is a sample framework or a plan for study that is used as
a guide for conducting research . It is a blueprint that is followed in processing
research work. Thus in good research methodology the line of action has to be chosen
carefully from various alternatives.
RESEARCH PROCESS AND DESIGN
Research Design
“A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure”
Nature of Research
Descriptive and Analytical Research design is used for this study.
Descriptive research includes surveys and fact-finding enquires of different kinds. As the name
suggests is designed to describe something – for example the characteristics of users of a given
product ; the degree to which product use varies with income, age, sex or other characteristics; or
the number who saw a specific television commercial.
The methods of research utilized in descriptive research are survey methods of all kinds,
including comparative and co relational methods. In analytical research, on the other hand, the
researcher has to use facts or information already available, and analyze these to make a critical
evaluation of the material.
To be of maximum benefit, a descriptive study must only collect data for a definite purpose.
THE SOURCES OF DATA COLLECTION
TYPES OF DATA
67 | P a g e
PRIMARY DATA SECONDARY DATA
A) Primary Data Sources:
a) Questionnaire Method.
b) Interview Method.
The information collected was based on structured 5-point Likert Scale questionnaire. The
Questionnaire was distributed among 100 respondents & feedback was collected.
B) Secondary Data Sources:
Information was collected from various books on Industrial Relationship, Personnel
Management manual and also collects data from union office. Company’s policy books and
brochures were also used.
C) Research Instrument:
In this project, ‘Questionnaire’ is used as the research instrument. This questionnaire deals
with various aspects concerning the study to be undertaken. The questionnaire was objective
in nature and was able to get the maximum information. After the data was collected, it was
analysed.
SAMPLING TECHNIQUES:
1. Sampling Method: Random sampling and convenience Sampling.
2. Sample Size: 100 Employees are selected as sample from different departments.
ANALYSIS OF DATA
I have tabulated the responses of employees and represented them in the form of PIE
CHART, GRAPHS so that whole data becomes assessable and easy to understand. After
tabulation, I have analysed the data i.e. responses of employees and their respective
percentages for most appropriate answers.
68 | P a g e
SURVEY PERIOD
Survey period is of few weeks from June 15th, 2010 to August 12th, 2010. It is not enough periods
for the study to get the accurate a specific result of the study.
SAMPLING PLAN
Table No.-8
CHAPTER- 4
ANALYSIS
&
INTERPRETATION69 | P a g e
Type of Universe 2527 (Only Non-officer)
Sample Size 100 employees
Sample unit Indian Oil Corp. Ltd.
Method of sampling Random & convenience Sampling
Method of data collection Primary & secondary
Research design Descriptive & Analytical Design
1. The relationship between employers and employees keep on changing in view of
the fast changing industrial scenario of the country?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
70 | P a g e
Number of Respondents
32 41 12 4 1 10
Graph-3
Interpretation: - 32 % of respondent are strongly agree with the above
statement. 41% of the respondent agrees with the statement that the fast changing industrial scenario of the country. Remaining 27% respondent are average answer and some are no idea regarding this statement.
2. The recognized trade union of replays an important role for enhancing
productivity, profitability and cost saving for the future growth of the company?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
71 | P a g e
f. No idea
Graph-4
Interpretation:- 54% of respondent are strongly agree with the above
statement. 29% of the respondent agrees with the statement that the important role of the recognize trade union.11% of respondent are average answer of the role of trade union. Remaining respondent are disagree and strongly disagree with the statement.
3. The works committee of Refinery (BR) curtails the collective bargaining
capacity of recognize union?
a. Strongly agree
b. Agree
72 | P a g e
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
54 29 11 1 5 -
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
5 32 36 7 7 13
Graph-5
Interpretation:- In the above statement, 36% of respondent are average answer because the union doesn’t strongly present the view of worker, always union agreed with management. And also 32% of respondent are agrees with the statement.13% of respondent are not aware about collection bargaining, Remaining respondents are disagree with the above statement.
4. I appreciate the measures taken by the organization in maintaining discipline?
a. Strongly agree
73 | P a g e
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
30 36 23 7 4 -
Graph-6
Interpretation:- 31% of respondent are strongly agree with the above
statement. 44% of the respondent agrees with the statement that the overall environment of refinery campus is good and discipline is maintained by management. 15% of respondent has abut this matter. Remaining 10% respondent are disagree with the statement.
5. The grievance handling procedure of Refinery meets the expectation of
74 | P a g e
workmen?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
27 32 29 7 5 -
Graph-7
Interpretation:-
27of respondent are strongly agree with the above statement. 32% of the respondent agrees with the statement and 29% respondent Average about the above statement. 7% of respondent are disagree with the above statement because of the procedure of grievance handling is very lengthy and time taken process.
75 | P a g e
6. Compensation package including wage/salary and incentive provided by the
organization enhances the quality of life?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
23 57 12 3 5 -
Graph-8
Interpretation:-
Mostly 57% of respondent agrees with the statement and 23% of respondent strongly agrees with the statement because wage and salary are revised time to time. But less employee’s response is average and disagrees.
76 | P a g e
7. The welfare facilities extended by the company enhance the quality of life?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
37 52 8 2 1 -
Graph-9
Interpretation:- From horizontal chart, it is clear that 52% of the respondent
agrees with the statement and 37% of the respondent strongly agrees with the enhance the quality of life. Remaining 8% of respondent are average response and some are disagree with the above statement.
77 | P a g e
8. There is no interring union rivalry at Barauni Refinery?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
24 37 7 30 2 -
Graph-10
Interpretation:- Percentages of both (37%, 30) respondents agree and disagree
are very close. But strongly agreed employees 24% are also said about statement, there is no any rival at Barauni Refinery, it is free of rivalry. But average and strongly disagreed respondent are much less than agree and strongly agreed respondent.
78 | P a g e
9. Refinery (BR) management is fully aware of its social obligation toward
society?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
18 47 28 7 0 -
Graph-11
79 | P a g e
Interpretation:-Yes, most of respondents (47%) are agree the above statement
and 28% respondents are also given average answer and said BR is aware and fulfilment of social responsibility. Less percentage of respondent given negative answer.
10. Unfair labour practices are strictly prohibited at Refinery?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
65 30 5 0 0 -
80 | P a g e
Graph-12
Interpretation:-65% respondents are strongly agreed and 30% respondents are also agreed. They said all are agree and so that here is only one registered and one is recognized union and they are performing well.
11. The relationship between management and workers at Refinery is
excellent?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
16 34 21 20 9 -
81 | P a g e
Graph- 13
Interpretation: - According to respondent, 34% are agree and 16% are strongly
agree with the above statement. Most of people are not agreed that management is excellent but some said that is good.
12. I am aware of the function of Conciliation Officer, Court of inquiry, Labour
Court, Industrial Tribunal and National Tribunal?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of
8 37 30 13 10 2
82 | P a g e
Respondents
Graph- 14
Interpretation:- Mostly respondent are unknown about these terms because
they have not more involve in internal politics but some (37%) agreed and well known these
term and some respondent (30%) known little about this.
13. Management of IOCL take care of the career progression of its workmen?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly
No idea
83 | P a g e
Disagree
Number of Respondents
13 42 31 10 4 -
Graph- 15
Interpretation: - 42% respondents are agreed and 13% strongly agreed because
they have provided time-to-time training and counselling session by the organization. But some are disagree and their answer so-so.
14. The policy of workers participation in management is being followed at
Barauni Refinery (BR)?
a. Strongly agree
b. Agree
c. Average
d. Disagree
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e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
9 22 30 21 18 -
Graph-16
Interpretation:- 22% and 9% respondent are agree and strongly agreed
respectively that management fulfil their policies toward worker participation but overall 39% respondent given negative answer. Some percentage (30%) gave diplomatic answer that means average.
15. During inquires proceeding the charged employees are given full opportunity to
prove the innocence?
a. Strongly agree
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b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Scale Strongly Agree
Agree
Average
Disagree
Strongly Disagree
No idea
Number of Respondents
5 20 12 40 20 3
Graph- 17
Interpretation: - Most of respondents, above half that means 40% and 20%
respondents are disagree and strongly agreed respectively the above statement because they have not given much more time and said internal politics are also involve in the inquiry and
lengthy time taken process 3% have not idea regarding above statement.
Summary of major Observations
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I have attempted to study the industrial relationship concept, practices and systems in the
backdrop of Barauni Refinery. In this process, in order to understand and appreciated the
industrial relation scenario in Barauni Refinery in abetter way, I have deal with the
theoretical inputs(the legal as well as the text) such as Trade union, Collective
Bargaining, Industrial Dispute(including adjudication award, strike and lockout),
discipline/grievance procedure and employees participation in management relating all
these to Barauni Refinery.
While studying the industrial relation scenario of Barauni Refinery, I have also
tried to diagnose it with the help of industrial relation system of John. T. Dunlop as
discussed in the introductory chapter. In the process, the following elements at the level
of management, union and employees have been they are:-
1. At the level of management :
Inadequate teamwork between personal and line;
Inadequate direct communication with employees;
Poor man-management, lacking contact with employees in preventing
grievances;
Lack of long term strategies in improving working culture and
Inconsistency in implementation of agreements and management practices
2. At the level of unions
Inadequate concern about performance, image and future of the company;
Pre dominantly concerned with increases in pay, promotion and benefits;
Tendency to get short-term benefit without long-term view;
Advocacy of undeserving cases leading to decline in system, discipline,
productivity, safety etc.
3. At the level of employees
Self interest predominant over organization interest;
Poor work culture as seen in the form of absenteeism, late coming etc;
Engaging in various kinds of groupies and rivalry.
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FINDINGS
This study is aimed at to finding the improve congenial relations between employees and
employers.
Firstly, respondent’s suggestions are slightly varying from each other.
37.5% Employees are satisfied, and 62.5% dissatisfied with the working condition
provided by the IOC Ltd.
From survey, it appears that majority of respondents are not aware of Conciliation
Officer, Court of inquiry, Labour Court, Industrial Tribunal and
National Tribunal .
Majority of Employees are satisfied with their job profile.
42.5% of Employees are satisfied, 57.5% are dissatisfied with the compensation
provided by the IOC Ltd.
Majority of Employees are dissatisfied with the election pattern of Trade union.
Most of employees are not participate in Union election because of local politic
involve in it.
Majority of employees are dissatisfied with the retirement benefits provided by the
IOC Ltd.
Majority of employees are dissatisfied with the recreation facilities provided by the
IOC Ltd.
40% are dissatisfied with the grievance handling procedure of the company.
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LIMITATIONS
The sample collected is very small compared to the population of the company. Thus
it may not bring out the exact analysis.
Some of the respondents do not react favourably to the questionnaires.
It is possible that respondents might have tried to maintain consistency in terms of
their responses.
Restriction to enter in the plant area.
Scarcity of monetary fund.
The vast, vague and controversial topic of the study, i.e. industrial relation.
Paucity of time.
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CONCLUSION
The information from questionnaire tells us that most of the employees of IOCL, Barauni
agree that the relationship between employees and employers are changing with liberalization
polices of the government and the role of trade union is changing from workers oriented to
corporation oriented . They think more about the productivity, profitability and cost saving
for the growth of the company . Now they are more inclined towards the company’s
profitability.
In preventive measures, the highest score was given to wages/ salary and
incentive provided by the officers in personal interview that Indian Oil Corporation Ltd. is
the best of paymaster. The data also tell us that employees are satisfied with the welfare
facilities provided by the company. Employees are very satisfied with disciplinary measures .
The least score was given by employees to the question number 10 and 11. They are not
aware of unfair labour practices “Industrial Dispute Act 1947” (on the part of management
and on the pare f labour) very well. They trust trade union/employee association reasonably,
they trust the collective bargaining process of the organization.
Very few people are aware of Labour Court, Industrial Tribunal and Notional
Tribunal .Few people are argue on some points i.e. welfare related question. Lastly data
says that employees want more participation in decision-making .
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In the suggestion column most of the employees wrote that although industrial
relations of IOCL is very health even then more transparency is needed. They suggested that
there should be more participation in decision-making. The main goal of both should be
same. Employees should be made more responsible. Trust should be built up among
employees and there should not be any dissent agenda of the management. Unbiased
appraisal system should be there. Regular monthly meetings of employee association and
management and trade union should be held.
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References:
Manual and Books:-
KHANKA, S.S., HUMAN RESOURCE MANAGEMENT
ROBBINS, STEPHEN .P. , PERSONNEL MANAGEMENT
SINHA, SINHA, SAKHER, INDUSTRIAL RELATIONS, TRADE UNIONS AND LABOUR LEGISLATIONS, PEARSON
ASWATHAPA, K., HUMAN RESOURCE
MONAPPA, A . INDUSTRIAL RELATIONS, TATA MCGRAW HILL, NEW DELHI
SRIVSTAVA, S.C., INDUSTRIAL RELATION & LABOUR LAW
(FOURTH EDITION)
GUPTA, S.K., PERSONNEL MANAGEMENT
ICFAI UNIVERSITY, INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT
KOTHARI, C.R., RESEARCH METHODOLOGY NEW DELHI,
NEW AGE INTERNATIONAL (P).LTD.
PERSONNEL MANUAL BY I.O.C.L, BARAUNI REFINERY
JOURNALS & NEWSPAPER:-
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Corporate House Journal of Indian Oil Corporation Ltd.,New
Delhi,VolXLVII No. 6 June 2010
The Economic Times, Page No.-13, 22 September 2010
WEBSITES:-
http://www.iocl.com http://www.ask.com http://www.google.com http://whereisdoc.com http://esnips.com http://wikipidia.com Local Intranet of Barauni Refinery
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APPENDICES
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QUESTIONNARIES
EMPLOYEE NAME …………………………………………….
EMPLOYEE NUMBER…………………………………………
DEPARTMENT…………………………………………………… DESIGNATION ………………………………….
By using the following rating scale rate:
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLY DISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
1. The relationship between employers and employees keep on changing in view of the fast changing industrial scenario of the country.
2.
The recognize trade union of replays an important role for enhancing productivity, profitability and cost saving for the future growth of the company.
3. The works committee of Barauni Refinery (BR) curtails the collective bargaining capacity of recognize union.
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STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
4. I appreciate the measures taken by the organization in maintaining discipline.
5.
The grievance handling procedure of BR. meets the expectation of workmen.
6.
Compensation package including wage/salary and incentive provided by the organization enhances the quality of life.
7. The welfare facilities extended by the company enhance the quality of life.
8.
There is no interring union rivalry at BR.
9.
BR. management is fully aware of its social obligation towards society.
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STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
10. Unfair labour practices are strictly prohibited at BR.
11.
The relationship between management and workers at BR. is Excellent.
12.
I am aware of the functions of conciliation officer, court of inquiry labour court, industrial tribunal and National tribunal.
13.
Management of IOCL takes care of the career progression of its workmen.
14.
The policy of workers participation in management is being followed at BR.
15.
During inquiries proceeding the charged employees are given full opportunity to prove the innocence.
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STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
STRONGLY AGREE
AGREE AVERAGE DISAGREE STRONGLYDISAGREE
NO IDEA
1. 2. 3. 4. 5. 6.
GIVE YOUR SUGGESTION
DATE: SIGNATURE
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A P P E D I XFORM
[See Standing Order (ii) ]
( Notice of discontinuance/restarting of a shift working to be given by an employer.)
Name of employer ………………………………………………………………………………………………………
Address ……………………………………………………………………………………………………………………….
Dated the ………………………………………………….. Day of ……………………………………………………
In accordance with Standing Order No. 9(ii) of the Standing Orders certified and approve in
respect of my our industrial establishment, I/we hereby give notice to all concerned that it is
my/our intention to discontinue/restart the shift working specified in the Annexure, with effect
from……………………………………………
Signature
Designation
A N N E S U R E
(Here specify the particulars of change in the shift working proposed to be effected. )
Copy forwarded to :
1. The Secretary of registered Trade Union, if any.2. Conciliation Officer ( here enter office address of the Conciliation Officer in the local are
concerned).3. Regional Labour Commissioner (C).4. C.L.C., New Delhi.
-------------
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Lists of Graph
S.No. Title Page No.
1. Financial Performance 6
2. Structure of Personnel Department
24
3. Question No.1to15 70-84
Lists of Figure
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S.No. Title Page No.
1. Keys of Management 7
2. Corporate Office 8
3. Visions of Company 12
4. Location of Company 15
5. Products of I.O.C.L. 16
6. Logos of Product 18
7. Different Division of I.O.C.L. 19
8. Pillars of TPM 28
9. Parties of IR 35
10. Process of Collection Bargaining
51
Lists of Table
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S.No. Title Page No.
1. Products Table 17
2. Size & Composition of the workforce
25(a), 26(b)
3. Growth of Trade Unionism in India
36
4. Registered Trade Union in I.O.C.L.
38
5. Structure of BTMU 40-41
6. Manifestation of Conflict 43-44
7. No. of Charge sheets 58-59
8. Sample Plan 68
THANK YOU
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