Online Thesis Search Results

TITLE
DECLARATION
CERTIFICATE
ABSTRACT
KEY WORDS
PREFACE
ACKNOWLEDGEMENT
CONTENTS
LIST OF TABLES
LIST OF FIGURES
LIST OF ANNEXURES
LIST OF ABBREVIATIONS
1. INDUSTRIAL RELATIONS –AN OVERVIEW
1.1 Concept of Industrial Relations
1.2 Actors in Industrial Relations
Fig.1.1Actors in Industrial Relations
1.3 Approaches to Industrial Relations
(i) Systems Approach
(ii) Pluralist Approach
(iii) Human Relations Approach/Behavioural Approach
(iv) Social Action Approach
(v) Gandhian Approach
(vi) Giri Approach
1.4 Importance of Industrial Relations
1.5 History of Industrial Relations in India
(i) Ancient Period (Pre-Medieval Period)
(ii) Medieval Period
(iii) British Period
(iv) Modern Period (Post-Independence)
1.6 Industrial Relations in the Public and Private Enterprises in India
1.6.1 Industrial Disputes in India
Table 1.1Number of Industrial Disputes in the Public and Private Sector in India
1.6.2 Workers Involved in Industrial Disputes in India
Table1.2Number of Workers Involved in Industrial Disputes in India
1.6.3 Number of Mandays Lost Due to Industrial Disputes in India
Table 1.3Number of Mandays Lost Due to Industrial Disputes in India
1.6.4 Industrial Disputes by Causes in India
Table 1.4Industrial Disputes by Causes (Public Sector) in India
Table 1.5Industrial Disputes by Causes (Private Sector) in India
1.7 Industrial Relations in the Public and Private Enterprises in Kerala
1.7.1 Industrial Disputes in Kerala
Table 1.6Number of Industrial Disputes in the Public and Private Sector in Kerala
1.7.2 Number of Workers Involved in Disputes in Kerala
Table 1.7Number of Workers Involved in Industrial Disputes in Kerala
1.7.3 Mandays Lost Due to Industrial Disputes in Kerala
Table 1.8Number of Mandays Lost Due to Industrial Disputes in Kerala
1.7.4 Industrial Disputes by Causes in Kerala
Table 1.9Industrial Disputes by Causes in Kerala
CONCLUSION
2. REVIEW OF STUDIES ON INDUSTRIAL RELATIONS
2.1 Concept, Nature, Importance and Problems of Industrial Relations
2.2 Nature and Causes of Industrial Disputes
2.3 Role and Involvement of Trade Unions in Industrial Relations System
2.4 Dispute Settlement Machinery
2.5 Comparative Studies on Industrial Relations
2.6 Steps for Improving Industrial Relations
CONCLUSION
3. METHODOLOGY
3.1 Statement of the Problem
3.2 Scope of the Study
3.3 Objectives of the Study
3.4 Hypotheses
3.5 Selection of Sample
3.5.1 Selection of Sample Units
Table 3.1Units Selected for the Study
3.5.2 Selection of Sample Employees
Table 3.2Employees Selected for the Study
3.5.3 Selection of Sample Trade Union Leaders
Table 3.3Trade Union Leaders’ Selected for the Study
3.5.4 Selection of Sample Management Personnel
Table 3.4Management Personnel’s Selected for the Study
3.6 Collection of Data
3.7 Tools of Analysis
3.8 Period of the Study
3.9 Variables Used for the Study
3.10 Limitations of the Study
4. NATURE AND CAUSES OF DISPUTES IN THE PUBLICAND PRIVATE ENTERPRISES IN KERALA
4.1 Concept of Industrial Dispute
SECTION A
4.2 Personal Profile of Employees, Trade Union Leaders andManagement Personnel
4.2.1 Personal Profile of the Sample Employees
(i) Age
Table 4.1Age of the Sample Employees
(ii) Education
Table 4.2Education of the Sample Employees
(iii) Nature of Work
Table 4.3Nature of Work of the Sample Employees
(iv) Period of Service
Table 4.4Period of Service of the Sample Employees
(v) Salary
Table 4.5Salary of the Sample Employees
(vi) Number of Earning Members
Table 4.6Number of Earning Members of the Sample Employees
(vii) Number of Dependents
Table 4.7Number of Dependents of the Sample Employees
(viii) Marital Status
Table 4.8Marital Status of the Sample Employees
(ix) Community
Table 4.9Community of the Sample Employees
(x) Location of Residence
Table 4.10Location of Residence of the Sample Employees
4.2.2 Personal Profile of the Sample Trade Union Leaders
(i) Age
Table 4.11Age of the Sample Trade Union Leaders
(ii) Status of Employment
Table 4.12Status of Employment of the Sample Trade Union Leaders
(iii) Education
Table 4.13Education of the Sample Trade Union Leaders
(iv) Nature of Work
Table 4.14Nature of Work of the Sample Trade Union Leaders
(v) Salary
Table 4.15Salary of the Sample Trade Union Leaders
(vi) Number of Earning Members
Table 4.16Number of Earning Members of the Sample Trade Union Leaders
(vii) Number of Dependents
Table 4.17Number of Dependents of the Sample Trade Union Leaders
(viii) Marital Status
Table 4.18Marital Status of the Sample Trade Union Leaders
4.2.3 Personal Profile of the Sample Management Personnel
(i) Age
Table 4.19Age of the Sample Management Personnel
(ii) Level of Employment
Table 4.20Level of Employment of the Sample Management Personnel
(iii) Education
Table 4.21Education of the Sample Management Personnel
(iv) Period of Service
Table 4.22Period of Service of the Sample Management Personnel
CONCLUSION
SECTION B
4.3 Nature and Causes of Disputes in the Public and Private Enterprisesin Kerala
4.3.1 Causes of Disputes
(i) Employees’ Perception
Table 4.23Employees’ Perception as to the Causes of Disputes
(ii) Trade Union Leaders’ Perception
Table 4.24Trade Union Leaders’ Perception as to the Causes of Disputes
(iii) Management Personnel’s Perception
Table 4.25Management Personnel’s Perception as to the Causes of Disputes
4.3.2 Type of Strikes
(i) Employees’ Perception
Table 4.26Employees’ Perception as to the Type of Strikes
(ii) Trade Union Leaders’ Perception
Table 4.27Trade Union Leaders Perception as to the Type of Strikes
(iii) Management Personnel’s Perception
Table 4.28Management Personnel’s Perception as to the Type of Strikes
4.3.3 Percentage of Successful Strikes
(i) Employees’ Perception
Table 4.29Employees’ Perception as to the Percentage of Successful Strikes
ii) Trade Union Leaders’ Perception
Table 4.30Trade Union Leaders’ Perception as to the Percentage of Successful Strikes
(iii) Management Personnel’s Perception
Table 4.31Management Personnel’s Perception as to the Percentage of SuccessfulStrikes
4.3.4 Reasons for the Success of Strikes
(i) Employees’ Opinion
Table 4.32Employees’ Opinion as to the Reasons for the Success of Strikes
(ii) Trade Union Leaders’ Opinion
Table 4.33Trade Union Leaders’ Opinion as to the Reasons for the Success of Strikes
(iii) Management Personnel’s Opinion
Table 4.34Management Personnel’s Opinion as to the Reasons for the Success of Strikes
4.3.5 Reasons for the Failure of Strikes
(i) Employees’ view
Table 4.35Employees’ View as to the Failure of Strikes
(ii) Trade Union Leaders’ view
Table 4.36Trade Union Leaders’ View as to the Failure of Strikes
(iii) Management Personnel’s View
Table 4.37Management Personnel’s View as to the Failure of Strikes
CONCLUSION
5. ROLE AND INVOLVEMENT OF EMPLOYEES, TRADEUNIONS AND MANAGEMENT IN DISPUTES IN THE PUBLIC AND PRIVATE ENTERPRISES IN KERALA
5.1 Trends in the Intensity of Disputes in the Public and Private Enterprises in Kerala
Table 5.1Trends in the Intensity of Disputes in the Sample Public andPrivate Enterprises in Kerala
5.2 Measures of the Involvement of Employees in Disputes in the Publicand Private Enterprises in Kerala
(i) Dispute Duration Ratio
(ii) Dispute Coverage Ratio
(iii) Time Loss Ratio
(iv) Membership Involvement Ratio
Table 5.2Measures of the Involvement of Employees in Disputes in Kerala
5.3 Perception of Employees, Trade Union Leaders and ManagementPersonnel as to the Role and Involvement of Employees in Disputes
5.3.1 Reasons for Participation in Disputes
(i) Employees’ Perception
Table 5.3Employees’ Perception as to the Reasons for Participation in Disputes
(ii) Trade Union Leaders’ Perception
Table 5.4Trade Union Leaders’ Perception as to the Reasons forParticipation in Disputes
(iii) Management Personnel’s Perception
Table 5.5Management Personnel’s Perception as to the Reasons for Participation inDisputes
5.3.2 Reasons for Non-Participation in Disputes
(i) Employees’ Perception
Table 5.6Employees’ Perception as to the Reasons forNon-participation in Disputes
(ii) Management Personnel’s Perception
Table 5.7Management Personnel’s Perception as to the Reasons for Non-participationin Disputes
5.3.3 Extent of Participation in Disputes
(i) Employees’ Perception
Table 5.8Employees’ Perception as to the Level of Participation in Disputes
(ii) Trade Union Leaders’ Perception
Table 5.9Trade Union Leaders’ Perception as to the Level ofParticipation in Disputes
(iii) Management Personnel’s Perception
Table 5.10Management Personnel’s Perception as to the Level of Participation inDisputes
5.3.4 Consideration Regarding the Purity of Strike
(i) Employees’ Perception
Table 5.11Employees’ Perception as to the Purity of Strike
(ii) Trade Union Leaders’ Perception
Table 5.12Trade Union Leaders’ Perception as to the Purity of Strike
(iii) Management Personnel’s Perception
Table 5.13Management Personnel’s Perception as to the Purity of Strike
5.3.5 Necessity of Strike
(i) Employees’ Perception
Table 5.14Employees’ Opinion as to the Necessity of Strike
(ii) Trade Union Leaders’ Perception
Table 5.15Trade Union Leaders’ Opinion as to the Necessity of Strike
(iii) Management Personnel’s Perception
Table 5. 16Management Personnel’s Opinion as to the Necessity of Strike
5.3.6 Extent of Pressure in Ensuring Participation in Strikes
(i) Employees’ Perception
Table 5.17Employees’ Perception as to the Extent of Pressure Used forEnsuring Participation of Workers in Strikes
(ii) Trade Union Leaders’ Perception
Table 5.18Trade Union Leaders’ Perception as to the Extent of Pressure Usedfor Ensuring Participation of Workers in Strikes
(iii) Management Personnel’s Perception
Table 5.19Management Personnel’s Perception as to the Extent of Pressure Used forEnsuring Participation of Workers in Strikes
5.3.7 Attitudinal Change Among Union Leaders During Strike
(i) Employees’ Perception
Table 5.20Employees’ Perception as to the Attitudinal Change Among Union LeadersDuring Strike
(ii) Trade Union Leaders’ Perception
Table 5.21Trade Union Leaders’ Perception as to the Attitudinal ChangeAmong Union Leaders During Strike
(iii) Management Personnel’s Perception
Table 5.22Management Personnel’s Perception as to the Attitudinal Change AmongUnion Leaders During Strike
5.3.8 Support of the Union Leaders to Strikers
(i) Employees’ Perception
Table 5.23Employees’ Perception as to the Support of Union Leaders to Strikers
(ii) Trade Union Leaders’ Perception
Table 5.24Trade Union Leaders’ Perception as to the Support ofUnion Leaders to Strikers
(iii) Management Personnel’s Perception
Table 5.25Management Personnel’s Perception as to the Support of Union Leaders toStrikers
5.3.9 Attitude of Management Towards Strikers
(i) Employees’ Perception
Table 5.26Employees’ Perception as to the Attitude of Management Towards Strikers
(ii) Trade Union Leaders’ Perception
Table 5.27Trade Union Leaders’ Perception as to the Attitude of Management TowardsStrikers
(iii) Management Personnel’s Perception
Table 5.28Management Personnel’s Perception as to the Attitude of ManagementTowards Strikers
5.3.10 Actions Taken by Management Against Strikers
(i) Employees’ Perception
Table 5.29Employees Perception as to the Actions Taken by the ManagementAgainst Strikers
(ii) Trade Union Leaders’ Perception
Table 5.30Trade Union Leaders’ Perception as to the Actions Taken by the ManagementAgainst Strikers
(iii) Management Personnel’s Perception
Table 5.31Management Personnel’s Perception as to the Actions Taken by theManagement Against Strikers
5.4. Extent of Involvement in Disputes and Personal Attributes ofEmployees
Table 5.32Association between Involvement in Disputes and its Correlates
5.5 Extent of Involvement in Disputes and Personal Attributes of TradeUnion Leaders
Table 5.33Association between Involvement in Disputes and its Correlate
CONCLUSION
6. INVOLVEMENT OF EMPLOYEES IN TRADE UNION ACTIVITIESIN THE PUBLIC AND PRIVATE ENTERPRISES IN KERALA
6.1 Reasons for Employees Joining Unions
(i) Employees’ Perception
Table 6.1Employees’ Perception as to the Reasons for Joining Unions
(ii) Trade Union Leaders’ Perception
Table 6.2Trade Union Leaders’ Perception as to the Reasons for Joining Unions
6.2 Reasons for Employees not Joining Unions
(i) Employees’ Perception
Table 6.3Employees’ Perception as to the Reasons for not Joining Unions
(ii) Trade Union Leaders’ Perception
Table 6.4Trade Union Leaders’ Perception as to the Reasons for not Joining Unions
6.3 Degree of Involvement in Trade Union Activities
(i) Employees’ Perception
Table 6.5Employees’ Perception as to the Degree of Involvement of Employees inTrade Union Activities
(ii) Trade Union Leaders’ Perception
Table 6.6Trade Union Leaders’ Perception as to the Degree of Involvement ofEmployees in Trade Union Activities
6.4 Type of Involvement in Trade Union Activities
(i) Employees’ Perception
Table 6.7Type of Involvement in Trade Union Activities as Perceived by the Employees
(ii) Trade Union Leaders’ Perception
Table 6.8Type of Involvement in Trade Union Activities as Perceived by theTrade Union Leaders
6.5 Activities of Trade Unions
(i) Employees’ Perception
Table 6.9Employees’ Perception as to the Activities of Trade Unions
(ii) Trade Union Leaders’ Perception
Table 6.10Trade Union Leaders’ Perception as to the Activities of Trade Unions
6.6 Problem Solving Power of Unions
(i) Employees’ Perception
Table 6.11Employees’ Perception as to the Problem Solving Power of Unions
(ii) Trade Union Leaders’ Perception
Table 6.12Trade Union Leaders’ Perception as to the Problem Solving Power of Unions
6.7 Relationship Between Employees’ Involvement in Trade UnionActivities and Other Variables
Table 6.13Relationship Between Employees’ Involvement in Trade Union Activitiesand Other Variables
CONCLUSION
7. UNION-MANAGEMENT RELATIONS IN THE PUBLICAND PRIVATE ENTERPRISES IN KERALA
7.1 Necessity of Good Union-Management Relations
(i) Employees’ Perception
Table 7.1Employees’ Perception as to the Necessity of GoodUnion-Management Relations
(ii) Trade Union Leaders’ Perception
Table 7.2Trade Union Leaders’ Perception as to the Necessity of GoodUnion-Management Relations
(iii) Management Personnel’s Perception
Table 7.3Management Personnel’s Perception as to the Necessity of Good Union –Management Relations
7.2 Nature of Union-Management Relations
(i) Employees’ Perception
Table 7.4Employees’ Perception as to the Nature of Union-Management Relations
(ii) Trade Union Leaders’ Perception
Table 7.5Trade Union Leaders’ Perception as to the Nature of Union-ManagementRelations
(iii) Management Personnel’s Perception
Table 7.6Management Personnel’s Perception as to the Nature ofUnion-Management Relations
7.3 Status of Trade Unions
(i) Employees’ Perception
Table 7.7Employees’ Perception as to the Status of Trade Union
(ii) Trade Union Leaders’ Perception
Table 7.8Trade Union Leaders’ Perception as to the Status of Trade Union
(iii) Management Personnel’s Perception
Table 7.9Management Personnel’s Perception as to Status of Trade Union
7.4 Attitude of Union Towards Management
(i) Employees’ Perception
Table 7.10Employees’ Perception as to the Attitude of Union TowardsManagement
(ii) Trade Union Leaders’ Perception
Table 7.11Trade Union Leaders’ Perception as to theAttitude of Union Towards Management
(iii) Management Personnel’s Perception
Table 7.12Management Personnel’s Perception as to the Attitude of UnionTowards Management
7.5 Attitude of Management Towards Union
(i) Employees’ Perception
Table 7.13Employees’ Perception as to the Attitude of Management Towards Union
(ii) Trade Union Leaders’ Perception
Table 7.14Trade Union Leader’s Perception as to the Attitude of ManagementTowards Union
(iii) Management Personnel’s Perception
Table 7.15Management Personnel’s Perception as to the Attitude ofManagement Towards Union
CONCLUSION
8. PERFORMANCE OF DISPUTE SETTLEMENT MACHINERYIN THE PUBLIC AND PRIVATE ENTERPRISES IN KERALA
8.1 Concept of Dispute Settlement Machinery
8.2 Dispute Settlement Machinery in India
8.2.1 Non-Statutory Machinery
(i) Workers’ Participation in Management
(ii) Collective Bargaining
(iii) Grievance Procedure
(iv) Tripartite Bodies
(v) Code of Discipline
(vi) Standing Orders
8.2.2 Statutory Machinery
(i) Conciliation
(ii) Court of Enquiry
(iii) Voluntary Arbitration
(iv) Adjudication
Fig.8.1Dispute Settlement Machinery in India
8.3 Dispute Settlement Machinery in Kerala
8.4 Dispute Settlement Process in Kerala
8.5 Most Likely Form of Dispute Settlement
(i) Employees’ Perception
Table 8.1Employees’ Perception as to the Most Likely Form of Dispute Settlement
(ii) Trade Union Leaders’ Perception
Table 8.2Trade Union Leaders’ Perception as to the Most Likely Form of DisputeSettlement
(iii) Management Personnel’s Perception
Table 8.3Management Personnel’s Perception as to the Most Likely Form of DisputeSettlement
8.6 Method of Dispute Settlement Usually Used
(i) Employees’ Perception
Table 8.4Employees’ Perception as to the Method of Dispute Settlement Usually Used
(ii) Trade Union Leaders’ Perception
Table 8.5Trade Union Leaders’ Perception as to the Method of Dispute SettlementUsually Used
(iii) Management Personnel’s Perception
Table 8.6Management Personnel’s Perception as to the Method of Settlement UsuallyUsed
8.7 Level of Management Involved in Dispute Settlement
(I) Employees’ Opinion
Table 8.7Employees’ Opinion as to the Level of Management Involved in DisputeSettlement
(ii) Trade Union Leaders’ Opinion
Table 8.8Trade Union Leaders’ Opinion as to the Level of Management Involvedin Dispute Settlement
(iii) Management Personnel’s Opinion
Table 8.9Management Personnel’s Opinion as to the Level of Management Involved inDispute Settlement
8.8 Ability of Management in Dispute Settlement
(i) Employees’ Perception
Table 8.10Employees’ Perception as to the Ability of Management inDispute Settlement
(ii) Trade Union Leaders’ Perception
Table 8.11Trade Union Leaders’ Perception as to the Ability of Management inDispute Settlement
(iii) Management Personnel’s Perception
Table 8.12Management Personnel’s Perception as to the Ability of Management inDispute Settlement
8.9 Position of Union, Management and Government in DisputeSettlement
(i) Employees’ Perception
Table 8.13Employees’ Perception as to the Position of Actors inDispute Settlement
(ii) Trade Union Leaders’ Perception
Table 8.14Trade Union Leaders’ Perception as to the Position of Actorsin Dispute Settlement
iii) Management Personnel’s Perception
Table 8.15Management Personnel’s Perception as to the Position of Actors inDispute Settlement
8.10 Bargaining Power of Unions in Dispute Settlement
(i) Employees’ Perception
Table 8.16Employees’ Perception as to the Bargaining Power of Unions in DisputeSettlement
(ii) Trade Union Leaders’ Perception
Table 8.17Trade Union Leaders’ Perception as to the Bargaining Power ofUnions in Dispute Settlement
(iii) Management Personnel’s Perception
Table 8.18Management Personnel’s Perception as to the Bargaining Power ofUnions in Dispute Settlement
8.11 Level of Satisfaction in the Performance of Dispute SettlementMachinery
(i) Employees’ Perception
Table 8.19Level of Satisfaction in the Performance of Dispute Settlement Machinery asPerceived by Employees
(ii) Trade Union Leaders’ Perception
Table 8.20Level of Satisfaction in the Performance of Dispute Settlement Machineryas Perceived by Trade Union Leaders
(iii) Management Personnel’s Perception
Table 8.21Level of Satisfaction in the Performance of Dispute Settlement Machinery asPerceived by Management Personnel
8.12 Reasons for the Success of Dispute Settlement
(i) Employees’ Perception
Table 8.22Employees’ View as to the Reasons for the Success of Dispute Settlement
(ii) Trade Union Leaders’ Perception
Table 8.23Trade Union Leaders’ View as to the Reasons for the Success ofDispute Settlement
(iii) Management Personnel’s Perception
Table 8.24Management Personnel’s View as to the Reasons for the Success of DisputeSettlement
8.13 Reasons for the Failure of Dispute Settlement
(i) Employees’ Perception
Table 8.25Employees’ Perception as to the Reasons for the Failure ofDispute Settlement
CONCLUSION
9. SUMMARY OF FINDINGS AND RECOMMENDATIONS
9.1 Findings of the Study
9.1.1 Nature and Causes of Disputes
9.1.2 Role and Involvement of Employees, Trade Union Leaders andManagement Personnel in Disputes
9.1.3 Involvement of Employees in Trade Union Activities
9.1.4 Union Management Relations
9.1.5 Performance of the Dispute Settlement Machinery
9.2 Recommendations
1. Revise Economic Benefits
2. Re-consider Work Load
3. Timely Implementation of Long Term Agreement
4. Change the Attitude of Employees, Unions and Management
5. Management Should Take Employees and Unions into Confidence
6. Strengthen Union-Management Relations
7. Ensure Timely Settlement of Disputes
8. Involvement of Lower Level Management in Dispute Settlement
9. Strengthen the Dispute Settlement Machinery
ANNEXURE 1 INDUSTRIAL RELATIONS IN THE PUBLIC AND PRIVATE ENTERPRISES IN KERALA Interview Schedule for Employees
ANNEXURE 2 INDUSTRIAL RELATIONS IN THE PUBLIC ANDPRIVATE ENTERPRISES IN KERALAInterview Schedule for Trade Unions
ANNEXURE 3 INDUSTRIAL RELATIONS IN THE PUBLIC ANDPRIVATE ENTERPRISES IN KERALAInterview Schedule for Management
ANNEXURE 4 LIST OF MEDIUM AND LARGE SCALE PUBLIC AND PRIVATESECTOR UNITS IN KERALA
ANNEXURE 5 DETAILS OF THE UNITS SELECTED FOR THE STUDY
ANNEXURE 6 DISPOSAL OF INDUSTRIAL DISPUTES IN THE PUBLIC ANDPRIVATE SECTOR ENTERPRISES IN KERALA
ANNEXURE 7 ORGANISATION CHART OF LABOUR DEPARTMENT
BIBLIOGRAPHY
INDEX