Human Resource Management Unit 5 Maintenance

By Dev Kirtonia / Human Resource Management

Human Resource Management Unit 5 Maintenance, College and University Answer Bank for BA, B.com, B.sc, and Post Graduate Notes and Guide Available here, Human Resource Management Unit 5 Maintenance to each Unit are provided in the list of UG-CBCS Central University & State University Syllabus so that you can easily browse through different College and University Guide and Notes here. Human Resource Management Unit 5 Maintenance can be of great value to excel in the examination.

Human Resource Management Unit 5 Maintenance

Human Resource Management Unit 5 Maintenance Notes cover all the exercise questions in UGC Syllabus. Human Resource Management Unit 5 Maintenance provided here ensures a smooth and easy understanding of all the concepts. Understand the concepts behind every Unit and score well in the board exams.

Maintenance

HUMAN RESOURCE MANAGEMENT

VERY SHORT TYPES QUESTION & ANSWERS

1. What is the meaning of Employee Health and Safety in Industries.

Ans: Health is the state of well-being. It not only includes physical well- being, but also mental and emotional well-being. It is the responsibility of every employer to provide healthy work environment to his employees. If he is careful about their health, cost of disability payments, replace-ment of employees who are injured or killed could be avoided. Through employee safety and health programs the company can enhance the emotional and physical well-being of the employees.

2. Why are employee relations important?

Ans: Building a strong relationship between employer and employees is the ultimate key to a successful business. The importance of the employer employee relationship is discussed in chapters of Management studies as well. This association is an art which monitors and manages the relation between team members and develops a healthy work environment. The prime motive of the leaders is to eliminate conflicts and encourage work- bonding among the staff.

SHORT & LONG TYPE QUESTION & ANSWER

1. Explain the need and benefits of employee health and safety. Why is Industrial health is needed?

Ans: Accidents cause personal injury or loss of life, damage of property, loss of production, loss of man-hours, and heavy cost in replacement of faulty machines and also loss to workers, employers and to the nation. This is very serious problem to be solved. We can control or reduce the above mentioned losses if we can prevent the accidents. Hence the need of safety is felt.

Accident free company shall enjoy the following benefits due to safety:

(a) Controls number of accidents.

(b) Minimizes personal injuries.

(d) Prevents production loss.

(e) Minimizes damages to property.

(f) Minimizes wage losses to workers.

(g) Ensures proper utilization of resources for production.

(h) Maintains morale of the workers.

(i) Saves costs.

(j) Fulfils legal requirements.

Industrial health is needed to:

(a) Improve productivity of employees and the quality of their work. Healthy employees are more productive and give quality performance.

(b) Protect workers against any health hazard arising out of work conditions.

(d) Reduce absenteeism, turnover, injuries and accidents.

(e) To improve the confidence of employees in their work environment. Industrial health improves the morale of employees.

2. What are the steps involved in Safety Programme of Employee Health and Safety?

Ans: Management is responsible for the safety. The safety responsibility lies on the shoulders of all levels of management. It will include plant manager, production manager, engineer, personnel manager, maintenance manager, foremen, safety officer and directors.

Following steps are involved in safety programme:

(a) Formulation of safety policy.

(b) Establishment of safety programme.

(d) Implementation of safety policy –

(i) Safety education.

(ii) Safety training.

(iii) Arrangement of safety devices.

(iv) Records of accidents.

(e) Review of safety policy: In safety planning and programming the following principles are fundamental-

(i) Safety is primarily the legal and moral obligation of employer.

(ii) Cooperation is the moral obligation of each employee in safety programme.

(iii) Labour organizations must cooperate in prevention of accidents.

(iv) Accidents can be controlled but cannot be reduced to zero.

3. What are the features of effective safety awareness programs?

Ans: Effective safety awareness programs have the following features:

(i) To use records to identify the most common unsafe acts that lead to accidents.

(ii) To establish committees and ensure participation by all departments within the company.

(iii) To communicate about safety in a variety of ways e.g. – posters, pamphlets, demonstrations at departmental meetings.

(iv) To instruct supervisors on how to communicate, demonstrate and train employees in the safe use of equipment.

(v) To use incentives, rewards and positive reinforcement to encourage safe behaviours.

(vi) To encourage widespread communication and enforcement of safety rules.

4. What is lay-off and retrenchment? Also distinguish between them.

Ans: Layoff and retrenchment are distinct employment actions governed by the Industrial Disputes Act of 1947 in India. Layoff is a temporary suspension of employment, often used in response to short-term challenges, while retrenchment is a permanent termination aimed at long-term operational efficiency.A “layoff” means when an employer doesn’t offer a job to a worker whose name is on the worker list for their industrial business. This happens when the employer can’t provide work due to reasons like not having enough electricity, coal, materials, having too many goods in stock, machines breaking down, natural disasters or other good reasons. This definition is in Section 2(kkk) of the Industrial Disputes Act, 1947.

Retrenchment as defined in Section 2(oo) of the Industrial Disputes Act, 1947, means letting go of an employee for reasons other than as a punishment for disciplinary actions. However, it doesn’t include voluntary retirement, retirement at the specified age in the employment contract, termination due to ongoing illness or the natural conclusion of an employment contract.

Basis	Layoff	Retrenchment
(i) Meaning	A “layoff” means when an employer doesn’t offer a job to a worker whose name is on the worker list for their industrial business.	Retrenchment as defined in Section 2(oo) of the Industrial Disputes Act, 1947, means letting go of an employee for reasons other than as a punishment for disciplinary actions.
(ii) Purpose	Temporary, in response to short-term issues.	Permanent, for long-term efficiency gains.
(iii) Nature	Temporary suspension of employment.	Permanent termination of employment.
(iv) Employee recall	Provision for rehiring employees when needed.	Typically no provision for employee recall.
(v) Legal framework	Often includes recall rights, outlined in contracts or agreements.	Subject to stricter regulations, including notice periods and justifiable reasons for termination.
(vi) Employer – Employee Relationship	Remains intact during a layoff.	Ceases to exist in retrenchment.

5. Write some important features of employee welfare. What are the objectives of Employee Welfare?

Ans: The important features of employee welfare are:

(i) Employee welfare is a comprehensive term including various services, facilities and amenities provided to employees for their betterment. It generally includes those items of welfare that is provided by statutory provisions or required by the customs of the industry or the expectations of employees from the contract of service from the employers.

(ii) The basic purpose is to improve the life of the working class. The purpose of providing welfare amenities is to bring about the development of the whole personality of the worker-his social, psychological, economic, moral, cultural and intellectual development to make him a good worker, a good citizen and a good member of the family.

(iii) Employee welfare is a dynamic concept. These facilities may be provided voluntarily by progressive and enlightened entrepreneurs from their own side out of their realization of social responsibility towards labour, or statutory provisions may compel them to make these facilities available; or these may be undertaken by the government or trade unions, if they have the necessary funds for the purpose.

(iv) Employee welfare measures are also known as fringe benefits and services. ‘Labour Welfare’ is a very broad term, covering social security and such other activities as medical aid, crèches, canteens, recreation, housing, adult education, arrangements for the transport of labour to and from the workplace.

Employees welfare serves the primary objective of the organization, i.e., it enhances the relationship of the employer and the employees.Some of the other major objectives of it are as follows:

(i) To enhance the level of morale of employees.

(ii) To create a loyal, contented workforce in organization.

(iii) To develop a better image of the company in the minds of the employees.

(iv) To enable the workers to live comfortably and happily.

(v) To develop efficiency of the workers.

(vi) To reduce influence of trade unions over the workers.

(vii) To expose philanthropic and benevolent activities of the company.

(viii) To make the workers know that the company takes care of them.

(ix) To develop positive attitude towards job, company and management.

(x) To reduce tax burden.

(xi) To develop a feeling of satisfaction of employees with the company.

(xii) To develop a sense of belonging to the company.

(xiii) To retain skilled and talented workers.

(xiv) To develop better human relation.

(xv) To prevent social evils like drinking, gambling through improvement of working conditions, cultural activities and social conditions.

6. Explain the advantages of having a grievance handling mechanism in an organization.

Ans: The advantage of having a grievance handling mechanism in an organisation:

(i) Improved Employee Relations and Morale: A grievance procedure shows employees their concerns are valued, fostering trust and open communication.Acknowledging employees’ efforts and showing them you care is key to building strong employee relations within performance management.

(ii) Conflict Prevention and Resolution: One of the most effective ways that HR can resolve conflicts is through mediation. Mediation involves a neutral third party, in this case, HR, who works with both parties to find a mutually agreeable solution.This saves time, money, and keeps the workplace drama-free.

(iii) Legal Compliance: HR compliance is the process of ensuring that an organisation adheres to the employee and labour laws of the state by setting up relevant policies and systems. Any non-compliance with laws and regulations can lead to business shutdown and increased costs due to heightened employee turnover rates.

(iv) Reduced Turnover: Employee turnover can be reduced by implementing a combination of strategies focused on improving job satisfaction and employee engagement.

(v) Increased Productivity: Employees that work hard and reach good results will feel better about their efforts if their achievements are recognised and praised. Motivate your employees and continue to improve their productivity levels by recognising the work they have done.

7. Write in brief the Principles of Employee Welfare Schemes.

Ans: In general, the principles to be followed in establishing a welfare service for employees are:

(i) The service should meet the workers’ real needs. This means that the manager must first determine with active involvement by the employees what the true needs of the employee are.

(ii) A cafeteria will be used to manage the operation. Benefits are significantly different due to their variations in sex, age, marital status, the number of children, the nature of the job, and the amount of wages for workers. This is known as the cafeteria Approach. The value method is individualized under such an approach, though procedures and administration can be challenging.

(iii) The employer should not take a caring position.

(iv) The cost and funding of the operation should be measured in a reasonable manner.

(v) A periodic review of the service should be carried out, and input should be received in a timely manner.

8. Write in brief the evolution of Social Security.Write a note on Social Security in India.

Ans: The term ‘Social Security’ originated in U.S.A. In 1935, the Social Security Act was passed there and the Social Security Board was established to govern and administer the scheme of unemployment, sickness and old age insurance. In 1938, social security was adopted by New Zealand when it created for the first time a comprehensive social security system-a measure of income security for all citizens. Later on the term was adopted in various countries in various forms conveying different meanings.

Ans: India is a very large country and its economic development was very poor and it was ruled by British government. The British government took no initiative for development of its economy. It has the different objectives other than economic development. Each country is faced with a different situation and similar way India too. Indian population is very huge and difficult to manage.

Due to very low economic development before independence there was no much progress. But in post-independence period the social security measures were planned and implemented has been limited to organized sector. In India the majority of the workforce is engaged and earns wages from unorganized sector only. Due to urbanization and high inflation the joint family system is disappearing rapidly.

The Government of India has been taking initiatives for social security schemes but due to low income and huge population the success achieved is not satisfactory. In post-independence period many social security legislations have been enacted and implemented for organized sector. The unorganized sector is still uncovered. It can be said the progress in India is still not satisfactory. A lot is to be done for unorganized sector still.

9. What exactly does one mean by Employer Employee Relationship?

Ans: Every new employee, no matter whichever position he is hired for, is more than just a new employee for the organization that hires him. In other words, whenever an employer hires a new employee, he is not just bringing in another new face on board, but he is also starting a new relationship. Since employers and employees often work in close quarters, they necessarily develop relationships. However it’s not just starting these new relationships that matter. It’s all about managing them and taking it forward as it is vital to the success of the organization and in turn, the growth of the employee within the organization. To reap these benefits, keep the dynamics of your employer-employee relationship in mind.

10. What is the meaning of Employer-Employee Relationship?

Ans: Employer-employee relations imply the relationships between employer and employees in an industrial organization. According to Dale Yoder, the term employer-employee relations refers to the whole field of relationships among people, human relationship that exist because of the necessary collaboration of men and women in the employment process of modern industry.

Employer-employee relation in the wide sense takes into account the relations between the various unions, between the State and the unions as well as those between the employers and the government. All these relations in connection with industry fall in the periphery of employer employee relations.

The subject, therefore, includes individual relations and joint consultation between employers and workers at the place of work, collective relations between employers and their organizations and trade unions, and the part played by the state in regulating these relations.

The subject matter also seeks to study how people get together at work, the difficulties they face, the way their relations are regulated and the details of the organizations that are set up to protect different interests.

According to International Labour Organization (ILO), employer-employee relations comprise relationships between the state on the one hand and the employers’ and employees’ organizations on the other hand and the relationship among the occupational organizations themselves.

11. What Is Employee Relationship Management?

Ans: Employee Relationship Management or ERM is the process of managing relationships in an organisation. These relationships can be between the organisation and employees as well as co-workers working at the same level. For employees to be productive, they need to have a working environment that allows them to be creative. When employees have an easy-going relationship with others at work, it will show in their performance and productivity. There will be more communication, collaboration and cooperation. An effectively managed ERM will pave the way for a fulfilling employee experience and a feeling of satisfaction from the work your employees do.

12. Write briefly the role of HR in Employee Relationship Management.

Ans: Human resource management can play an important role in building strong employee relationships. They can conduct activities which allow employees to work with each other as well as managers.

HR professionals can improve relationships in the workplace into two sections-

(i) Between Co-workers: Peer relationships, if cultivated properly, can significantly improve your company’s culture. A good relationship builds camaraderie and boosts morale. When teams work together, employees can learn new skills from each other, motivate each other and collaborate. Such a healthy environment encourages employees to perform and achieve their goals.

(ii) Between the Manager and the Employee: Employees often hesitate before sharing information with their managers because they’re always worried about how it’s going to reflect on their performance review. But managers who can merge the gap between them and their employees without being too friendly or too authoritative will build lasting relationships with their employees.

13. Explain the statutory provisions for safety in India.

Ans: The statutory provisions for safety in India are explained below:

The Factories Act contains specific provisions for the safety of workers.

These are referred to in Sections 21 to 40.

They are:

(i) Fencing of the Machinery: It is obligatory on the part of the management to fence machinery with guards of a substantial construction, which shall be maintained and kept in position when any part of the machinery is in motion.

(ii) Work on or Near Machinery in Motion: Any examination, adjustment or lubrication of any part of an operating machine shall be effected or carried out by a specially trained male worker wearing tight- fitting clothing.

This worker, however, shall not handle a belt on a moving pulley:

(a) If the belt is more than fifteen centimeters in width.

(b) Unless the belt joint is either laced or flushed with the belt.

(d) Unless the belt, including the joint and the pulley rim, is in a state of good repair.

(e) Unless there is a reasonable clearance between the pulley and any fixed part of a machine or structure.

(f) Unless a secure foothold and, where necessary, a secure handhold are provided for the operator. and

(g) Unless the ladder to be used for carrying out any examination, adjustment or lubrication of any part of a machine is securely fixed or lashed or is firmly held by another person.

No woman or adolescent is allowed to clean, lubricate or adjust any part of a machine which is in motion if it is likely to expose her or him to the risk of injury from any moving part.

(iii) Employment of adolescents on dangerous machines: No adolescent shall be allowed to work on any machine which poses a danger to him unless:

(a) He has been fully instructed to be aware of the particular danger that is likely to arise from the machine and to observe the necessary precautions. and

(b) He has received training on that machine or is under the supervision of a person who has a thorough knowledge of, and experience in working on, the machine.

(iv) Striking Gear or Device for Cutting off Power: In every factory, a suitable striking ear or other efficient mechanical appliance shall be provided and maintained. Driving belts, when not in use, shall not be allowed to rest or ride on a shaft in motion. Suitable devices for cutting off power in an emergency shall be provided and maintained in every work room.

When a device, which is likely to be inadvertently shifted from the “off to the “on” position, is provided in a factory to cut off power, arrangements should be made to lock it in a safe position with a view to preventing any accidental starting of the transmission machinery or any other machines to which the device is fitted.

(v) Self-Acting Machines: No transverse part of self-acting machine and no material carried thereon shall be allowed to run on its outward or inward transverse within a distance of 45 centimeters from any fixed structure which is not a part of the machine.

(vi) Prohibition’ of employment of women and children near cotton openers: No woman or child shall be employed in any part of a factory to press cotton when a cotton-opener is at work. But if the feed-end of a cotton-opener is in a room which is separated from ‘the delivery-end by a partition extending to the roof or to such height as the factory inspector may specify in writing, women and children may be employed in that part of the room in which the feed end is situated.

(vii) Hoists and Lifts: In every factory, hoists and lifts shall be of good mechanical construction and of sound material; and they shall be sufficiently strong and properly maintained. Every hoist-way and lift shall be adequately protected by a proper enclosure fitted with gates. The maximum safe working load shall be clearly indicated on every hoist or lift. A heavier load shall not be allowed to be carried on that hoist or lift.

Lifting machines, tackles, chains and ropes- In every factory, lifting machines, tackles, chains and ropes shall be of good construction and of sound material. They shall be free from defects and strong enough to carry the necessary loads.

(viii) Revolving Machinery: In every room in which grinding jobs are carried on, a notice indicating the maximum working speed of the machine shall be fixed near it.

(ix) Pressure Plant: In any operation which is carried on at a pressure which is higher than the atmospheric pressure, effective measures should be taken to ensure that the safe working pressure is not exceeded.

(x) Floors, Stairs, and Other Means of Access: All doors, steps, stairs, passages and gangways shall be of sound construction and shall be kept and maintained, in a state of good repair; and they shall be free of obstructions. No substance, which is likely to cause a person to slip, shall be kept near them.

Necessary provisions should be made for a secure handhold or fencing to ensure the safety of persons working at a place from where he is likely to fall from a distance exceeding two meters.

(xi) Pits and Openings in Floor: In every factory, even fixed vessel, tank, pit or opening in the floor, which may be a source of danger, shall be securely covered or securely fenced.

(xii) Excessive Weights: No person shall be employed in any factory to lift, carry or move any load which is so heavy as to cause him possible injury.

14. Explain the important Elements of a Comprehensive Industrial Health and Safety Program.

Ans: A comprehensive industrial health and safety program should include:

(i) A professional staff of physicians and nurses.

(ii) Adequate facilities for emergency care and injuries sustained in the course of work and for the conduct of pre-employment and post- employment medical check-ups.

(iii) Proper first aid treatment for occupational injuries and diseases.

(iv) A careful post-employment medical examination of those who are exposed to particular occupational hazards.

(v) Reasonable first-aid treatment of employees for non-occupational ailments.

(vi) Information and educational services, which aim at promoting the health of employees.

(vii) The maintenance of adequate and confidential medical records.

(viii) Cooperation of the organization’s medical officer with those who are responsible for accident prevention and control of environment with a view to achieving an integrated employee health program.

(ix) Cooperation with public health authorities in implementing mass inoculation program and other measures for the prevention of communicable diseases.

(x) Advice on and supervision of, with provision and maintenance of satisfactory sanitary conditions in the factory premises.

The following facts should be given due consideration in any safety organization program:

(i) Safety programs must have top management approval, sanction and support.

(ii) Responsibility for safety must rest with the supervisory personnel.

(iii) Safety must be given equally important consideration in the elimination of mechanical and personal hazards.

(iv) Provision must be made for prompt action in the elimination of mechanical and personal hazards.

(v) A definite safety program must be developed so as to educate all employees in safety and to secure their active cooperation in the effort to eliminate accidents.

(vi) Safety must be included in all phases of planning, purchasing, supervision and operation.

Safety management refers to the act of protecting the physical well-being of the employees. It also involves minimisation of the risks of accidents at the place of work.

15. Write a note on Employee Health and Safety In India.

Ans: Employers in India currently are paying a lot of attention towards the safety of the workers because accidents at the workplace are responsible for thousands of deaths and disabilities every year. The safety of employees is considered to be an integral part of the work environment. It is suggested to make such an environment which would enhance the well-being of the employee and also make the work place accident free. Safety refers to the act of protecting the physical well-being of an employee and includes the risk of accidents caused due to machinery, fire, or disease. An accident is an unfortunate occurrence leading to cessation of work by a worker or a group of workers. It may cause damage to one’s life as well as property.

The Factories Act, 1948, has defined an accident as an occurrence in an industrial establishment causing bodily injury to a person which makes him/her unfit to resume his/her duties in the next 48 hours. Thus, an accident is an unplanned negative and unfortunate event. But accidents cannot be totally unexpected. It has been seen that many accidents could have been prevented.

Accidents occur due to the hazards on the machine or due to an unsafe act of the person who has met with the accident. The employer wants to reduce accidents because it is concerned with the humanitarian grounds, i.e., the well-being of employees.

Accidents are expensive to the organization in the sense that they cause anguish and sufferings to the employees, damage the person or machinery along with the cost associated with the loss in production, man-days, payment of compensation, sick leave, and replacement of the employee who has been killed or injured. Organizations have also realized that the cost of maintaining safety is less than the cost associated with the accidents. The statistics on accidents show that a large amount of money is lost in productivity. Thus, adoption of safety measures influence the productivity of an employee. In organizations where safety measures are taken to perform the work fearlessly and without tension, there is noted to be an increase in productivity and employee’s ability to work and stay motivated. Safety measures undertaken in an organization reduce the rate of accidents and increase industrial efficiency and, thus, can reduce absenteeism and labour turnover to a large extent.

The safe operation of industrial plants is the responsibility of the top management and senior managers. To effectively discharge this responsibility, there is need for laying down a broad safety policy as well as a comprehensive program to ensure its implementation. Safety Audit is a useful technique used to undertake a systematic critical appraisal of the effectiveness of an organizations’ safety program.

Such a periodic review provides an independent assessment of the correctness of the basic direction as well as identifies the specific areas for action to improve the program. It is a tool used for ensuring that the plant operation and maintenance procedures match the design intent and standards.

16. How to prevent accidents at Workplace?

Ans: Everybody is interested to check or control accidents. Accidents are unwanted because employer, employees, society and nation as a whole suffer due to this. For this purpose precautions should be taken. Precautions will control accidents. NSC (National Safety Council) of USA.

advocated that accidents can be prevented by 3 E’s:

(a) Engineering: Jobs and machines should be engineered properly for safety.

(b) Education: Employees must be educated regarding safety rules, procedures and safety devices.

(c) Enforcement: Safety rules and regulations must be enforced strictly.

Accidents can be prevented to a very good extent if following steps are taken:

(a) Safe working place must be provided.

(b) Safe materials and equipment for use.

(d) Unsafe actions of workers must be checked.

(e) Safety education for workers.

(f) Training of workers in safety.

(g) Proper safety devices for workers.

(h) Proper enforcement of rules of safety.

(i) Inspection of work surrounding.

(j) Creating awareness of workers regarding misuses of alcohol and drugs.

(k) Work stress in workers to be reduced.

17. What measures to be taken by Industrial Houses for Healthy Work Environment?

Ans: Health of employees is a very major issue for industrial houses as their health defines their efficiency. Thus, some measures should be taken by industrial houses for healthy work environment.

The following steps should be taken for health programs:

(a) Health education and information about unhealthy habits leading to disease should be regularly told to employees. They should be told about the alcohol and drug abuses.

(b) Proper medical check ups should be done at regular intervals by doctors/specialists appointed by the employer. If any health problem has been diagnosed, it should be treated medically there and then. Employer should also get medical insurance done for all his employees so that at times of need, the insurance company can come to their rescue.

(c) Maintenance of satisfactory sanitation and hygiene in the factory/ office premises. Maintenance cannot be done if supervisors are themselves not convinced or support the health programs.

(d) Public health agencies and accident prevention authorities should also be encouraged to get involved in the organization’s health programs. As and when required, employees should be inoculated/vaccinated for protection against communicable/contagious diseases.

(e) Regular check up of emotional disorders if any should be done. When an employee goes through a personal crisis, his tension may lead to his behavioural disorder. This may lend him to drug abuse or alcoholism. Supervisors have to play an active role in sympathising with the employee and giving him due attention. If nothing seems to work for him/her, a professional help should be arranged for the employee. Employees who are wanted to come out of their stress should put in rehabilitation programs etc.

18. What are the measures/ benefits of Employee Welfare? Explain.

Ans: Activities carried by the employer for the employee’s benefit are known as the measures of employee welfare. Providing such measures is a continuous process of the organization broadly divided into two categories:

(a) Statuary welfare benefits: The statutory welfare benefits schemes include the following provisions:

(i) Drinking Water: At all the working places safe hygienic drinking water should be provided.

(ii) Facilities for sitting: In every organization, especially factories, suitable seating arrangements are to be provided.

(iii) First aid appliances: First aid appliances are to be provided and should be readily assessable so that in case of any minor accident initial medication can be provided to the needed employee.

(iv) Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the office and factory premises and are also to be maintained in a neat and clean condition.

(v) Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to provide hygienic and nutritious food to the employees.

(vi) Spittoons: In every work place, such as ware houses, store places, in the dock area and office premises spittoons are to be provided in convenient places and same are to be maintained in a hygienic condition.

(vii) Lighting: Proper and sufficient lights are to be provided for employees so that they can work safely during the night shifts.

(viii) Washing places: Adequate washing places such as bathrooms, wash basins with tap and tap on the stand pipe are provided in the port area in the vicinity of the work places.

(ix) Changing rooms: Adequate changing rooms are to be provided for workers to change their cloth in the factory area and office premises. Adequate lockers are also provided to the workers to keep their clothes and belongings.

(x) Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions of water supply, wash basins, toilets, bathrooms, etc.

Maternity & Adoption Leave: Employees can avail maternity or adoption leaves. Paternity leave policies have also been introduced by various companies.

(xii) Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy.

(xiii) Sexual Harassment Policy: To protect an employee from harassment of any kind, guidelines are provided for proper action and also for protecting the aggrieved employee. For more information go through Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013.

(B) Non Statutory Benefits: Many non-statutory welfare benefits may include the following schemes:

(i) Personal Health Care (Regular medical check-ups): Some of the companies provide the facility for extensive health check-up.

(ii) Flexi-time: The main objective of the flexi time policy is to provide opportunity to employees to work with flexible working schedules. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs.

(iii) Employee Assistance Programs: Various assistant programs are arranged like external counselling service so that employees or members of their immediate family can get counselling on various matters.

(iv) Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization.

19. Write a brief note on Social Security

Ans: In the present time insecurities of life has increased to great extent and to safe guard the individual and the society from these uncertainties. “Social Security” has become very essential. Today’s society is facing a situation which has been never known before and is full uncertainties of life. Social security is a wise investment which produce good returns in the long run. It is security that society furnishes through appropriate organizations, against certain risks to which its member are exposed. These risks are all those contingencies against which the individual of small means cannot effectively provide from its limited means.

The idea behind the concept of social security is that the state shall be responsible for protecting its citizens against certain contingencies of life. There is no such definition of social security which may be country to country according to the prevailing social legislations, traditions ideals.

The basic principle of social security implies collective action by the community to help a member against misfortunes and wants he cannot meet with his own resources. It is based on business ethics “ideals of human dignity and social justice”.

Social security is the security that society furnishes through appropriate organizations against certain risks to which its members are exposed.

Broadly speaking the idea of social security is that “The state shall make itself responsible for ensuring a minimum standard of material welfare to all its citizen on a basis wide enough to cover all contingencies of life from womb to the tomb.

According to ILO “Social security is the protection which society provides for its members through a series of public measures against the economic and social distress resulting from sickness, maternity, employment injury, unemployment, invalidity, old age and death. These measures are also of a great importance to a country which is on the way of large scale industrialization as they improve employee’s morale by providing sense of security to them again various industrial hazards.”

In fact social security is an attack on five “Giants” namely Want, Disease, Ignorance, Squalor and illness. Security against giant of “squalor” mean security against all those evils which come through the unplanned and unorganized growth of cities. The ultimate aim of one’s economic and political protection. It is to protect the poor and to ensure that they have an acceptable standard of living.

20. Briefly write the features of Social Security. What are the objectives of Social Security?

Ans: The following characteristics of social security can be listed:

(i) Social security in some countries is applied to all governmental programmes and in some countries it is applied only to Social Insurance programme.

(ii) It covers wide variety of health and welfare schemes, the coverage of social security is very wide meeting the different contingencies of an employee member.

(iii) Social Security is a dynamic concept and its coverage changes with social, economic and political system prevailing in a given country at a given time.

(iv) A comprehensive scheme of social security consist of “Social Insurance and social assistance”.

(v) The modern social security scheme is the integration of its two important elements of social insurance and social assistance and covering of all social risks.

(vi) Social security must provide protection against all the ordinary risks of life and as well as special risks of employment.

(vii) It should bring under protection all member workers by hand and brain who live solely by their mere earnings.

(viii) All social security programme although differ from country to country but they aims at providing some form of cash payments to individuals to individuals to replace at least a part of the lost income that occurred due to any such contingencies.

(ix) It provides financial helps in case of contingencies such as unemployment, maternity, work injury, industrial disease, old age, widowhood and orphan hood etc.

(x) Under social security the members of a particular category are offered safeguards and benefits such as medical and financial and to injured and financial help to widows, orphans and educational assistance in the form of scholarship and free ships to the needy students.

These are some of the important objectives of social security:

(i) Access to social security is a fundamental human right to which every individual is entitled as a member of the society.

(ii) Its main objective is to give individual that confidence through which they must be sure that their level of living and quality of life will be adversely affected due to any mishaps and contingencies.

(iii) The aim of social security has been widened to include the complete quality of working and living life in each aspect.

(iv) Society security is a wise investment which motive the employees and boost their morale. Leaving to higher quality production.

(v) It is basic instrument of social and economic justice among members of the society.

(vi) Social security leads to adoption of the schemes of unemployment, insurance and creation of new employment through a drive for rational planning and industrial development.

(vii) It further aims at the establishment of a scheme of old age and unemployment pension.

(viii) Social Security emphasis covering more different types of risks like sickness, maturity and employment injuries.

(ix) Under Social security cash benefits were to be given for employment injuries for permanent partial incapacity.

(x) The main objective of social security is that a citizen who has contributed or is likely to contribute to his country’s welfare should be given protection against certain hazards of life.

(xi) It emphasizes and ensures that the ideas of human dignity and social justice is duty taken care.

The main objective of social security is that a citizen to his country’s welfare should be given protection against certain hazards of life.

21. Explain the scope of Social Security.

Ans: International Labour organization in its convention divided scope of social security into nine components.

(i) Medical care, social security under medical care covers pregnancy confinement and its consequences and disease which lead to a morbid condition. “The need for prenatal and post-natal care was emphasized. It may include practitioner care, specialist care, provision of essential pharmaceutical and hospitalization.”

(ii) Sickness Benefit: Sickness includes incapability to work resulting a loss of earning. Under this benefit worker need not be paid for three days of suspension of earnings and the payment of benefits may be limited to 26 weeks in a year.

(iii) Unemployment Benefit: Under the social security benefit cover the loss of earning during a worker’s unemployed period when he is capable and available for work but remains unemployed because of lack of suitable employment. As per Act this benefit may be limited to 13 weeks payment in year.

(iv) Employment Injury Benefit: Under Employment Injury, benefit proper medical care and periodical payment are made to injured employee as per the legal provisions of Worker’s compensation Act. In these days industrial work is subject to different kind of contingencies mishaps and occupational diseases which are covered under employment injury benefit of social security.

It may include

(a) Morbid condition.

(b) Inability to work.

(d) Total or partial loss of earning capacity.

(e) Death of the bread earner in family.

Under this proper medical care and periodical payment are made to injured employee as per the legal provisions of Worker’s compensation Act.

(v) Old Age Benefit: Old age benefits is applicable in India only in few states. Under this benefit the quantum of payment depends upon on individuals working capacity during the period before retirement.

It further includes a certain amount beyond a prescribed age and continues till one’s death.

(vi) Maternity Benefit: There is complex maternity benefit Act 1961 which covers benefit due to pregnancy. Confinement and their consequences resulting in the suspension of earnings. There is legal provision for medical including prenatal confident, post-natal care and also hospitalization if required. Fixed periodical payment of three month before birth of the child and three month after that.

(vii) Family Benefit: In case of death of the bread earner this cover responsibility for maintenance of children during the entire period of children is provided.

(viii) Survivor’s benefit: It refers to the benefits to the affected family in form of periodical payments to a family following the death of its bread earner and should continue during the entire period of contingency.

(ix) Invalidism benefit: In fact this benefit continue till invalidism changes into old age then old age benefit would become payable under this benefit as per ILO convention “a periodical payment should cover the needs of workers who suffer from any disability arising out of sickness or accident and who are unable to engage into any gainful activity.”

22. Explain the different Legislative act or Labour Laws of Social Security to workers in India.Write a note on Labour welfare in India.

Ans: There are several legislative acts that are providing social security to workers in India. These legislations provide social security to workers from each and every contingencies like risks and mishaps which they are exposed to:

(i) “Employee’s provident fund and Miscellaneous provision 1952: It emphasis on employee’s pension and family pension.

(ii) Payment of gratuity Act 1972: It provides reward for providing a decent and long service of an employee towards his organization.

(iii) Workmen’s Compensation Act 1923: It aims to provide medical care. Periodical payment during sickness and industrial accident/ occupational diseases to which a worker is expected to while on the job.

(iv) Employee’s State Insurance Act.: The Act provides insurance to employee’s at a highly economical premium and providing all types of insurance coverage for meeting different contingencies during his life and giving a handsome amounts after death to the family members.

(v) Maturity Benefit Act.: It covers pregnancy, confinement their consequences and medical care before and after delivery of the child.

(vi) Group Insurance.: Employees are given life insurance policies at very nominal premium as compared to individual insurance.

(vii) Payment of Wages Act 1936: Ensures timely right salary after permissible deduction to the employees.

(viii) The Minimum wages Act 1948: It safeguard the workers to get minimum wages from their respective employers at the prevailing price index.

(ix) The Factories Act 1948: It is wide act which provide security to workers against health, cleanliness, safety good working condition and employment of women and children.

In recent years Indian organizations have started giving attention to the welfare.

The following facilities are provided in most organizations:

(i) Educational facilities for the workers and their children in the form of provision of schools, reading room, libraries, financial assistance etc.

(ii) Medical facilities for workers and their families in the form of well equipped first aid centres, ambulance rooms, dispensaries for the treatment of diseases like TB, cancer, leprosy, mental disease etc.

(iii) Transport facilities for workers residing at a long distance and the grant of conveyance allowance.

(iv) Recreational facilities to provide the worker an opportunity to develop a sense of physical and mental discipline in the form of music, dance, drama, games and sports, paintings, hobbies and other cultural activities.

(v) Housing facilities are made available in the form of self contained tents. They contain all facilities like electricity, sanitation, water supply etc.

(vi) Consumer cooperative societies which provide members with good quality food grains and other useful items at reasonable prices.

Accenture in India offers a wide range of employee benefits to suit employee needs, business requirements and local laws, the company focuses on health and the well being of the employees. It has created a gymnasium at the office so that the time of employees is saved of going to some private gym. Various sports facilities are available inside the campus. The company is among the growing number of organizations that encourages flexi-timing and work from home facility. Employees and their families are invited for celebrations and the company also has days for bringing family members to the office.

Similarly NIIT led the practice of providing the creative benefits to employees that were designed around the life stage. The objective was to make the company attractive to work for and also to retain employees. The list of benefits include: wedding allowances, Little NIITians care aimed at children of employees, birthday gifts and celebrations and family days.

23. Write short notes:

(i) Downsizing.

Ans: Downsizing is the permanent reduction of a company’s labor force by removing unproductive workers or divisions. While it is generally implemented during times of stress and a decline in revenues, downsizing can also be used to create leaner and more efficient businesses.Downsizing can also be carried out to align the firm’s skill and talent with the broader market. For example, a company may pursue downsizing to weed out employees with obsolete skills that may not be useful in its future direction. Downsizing is the process of terminating multiple employees at the same time.

There are three major reasons that organizations conduct downsizing:

(a) Cost reduction.

(b) Adoption of new technologies that reduce the need for a large number of employee.

Downsizing may occur through the elimination of positions or via organizational restructuring. As opposed to termination for cause, downsizing is typically not due to any misconduct on the part of the employee.

(ii) VRS.

Ans: Voluntary Retirement Scheme (VRS) is an initiative that companies use to reduce their workforce by asking the employees to retire earlier. The normal retirement age in India is between 58 to 60 years. However, employees who have completed ten years of service or are above 40 years may retire by opting for VRS.The voluntary retirement scheme is used by organisations as a way to cut down the number of employees. It is also referred to as the golden handshake and is a cordial way for companies to let go of some of their employees. Many big enterprises from the private and public sector resort to the scheme. However, in order to make sure that no company misuses it, the Industrial Disputes Act of 1947 mandates certain stipulations that all organisations must follow under the voluntary retirement scheme.

Here are some highlights of the scheme:

(a) The scheme offers the employee their provident fund (PF) as well as gratuity.

(b) The compensation paid to the employee is tax-free up to a prescribed amount.

(c) The employee can opt for benefits such as counselling, rehabilitation, etc. to facilitate a smooth transition into retirement.

(d) The scheme is predominantly used by public and private sector companies.

(iii) Redeployment.

Ans: Redeployment is when an employer moves an employee from one role to another, often to avoid redundancies. The new job is usually similar to the employee’s old job and generally comes with an equivalent pay grade and level of seniority, although this isn’t always the case.An organisation going for redeployment needs to aim at achieving the best use of skilled personnel, while offering learning opportunities to all. “Redeployment is the process at securing alternative employment for staff displaced as a result of organisational change, service modernisation, capability or ill health.

Redeployment options certainly walk towards improving change management process and helping the organizations to:

(a) Retain individuals who know all about organizational organizations, culture and social and moral standards.

(b) Retain institutional information and particular skills.

(d) Reinforce work ethos and obligation to the soul of administration.

(e) Give both a representative and an unmistakable motion that the organization offers employees interesting opportunities.

24. Why is a strong Employer Employee Relationship Essential?

What is the importance of strong Employer Employee Relation?

Ans: The importance of strong Employer Employee Relationship are:

(i) Increased productivity for the organization: A Strong employer employee relationship creates a pleasant work environment for the employee. Subsequently, he works with increased confidence and morale. This leads to better performance and increased productivity.

(ii) Improved Employee Loyalty: A good employer-employee relationship helps in increased employee loyalty and improves the prospects of employee retention. For most businesses, the increased cost of employee turnover outweighs the cost of the employee relations program that they have in place. Additionally, it ensures that the employer has a trained and skilled set of employees.

(iii) A healthy and conflict free work environment: A smooth employer-employee relationship reduces the possibility of conflicts within the work place. This helps in developing a cordial relationship within the Thie workforce too and leads to greater productivity.

(iv) Improves Productivity: Strong employment relations create a pleasant atmosphere within the work environment; it increases the employee motivation and can also be increased through improved employee morale.

(v) Increase Employee Loyalty: Creating the productive and pleasant work environment has a drastic effect on an employee’s loyalty to the business, it encourages a loyal workforce. Having such a workforce improves employee retention, in doing so the cost of recruitment, hiringg and training is cut drastically.

(vi) Reduces Conflicts: When a work environment is efficient and friendly the extent of conflict within the workplace is reduced. Less conflict results in the employees being able to concentrate on the tasks at hand and they are therefore more productive.

(vii) Increased Morale: One feels secure and confident and thus delivers his best. It is okay if you share your secrets with your colleagues but you should know where to draw the line. A sense of trust is important.

(viii) Easy Delegation: This also allows you and the employees to acknowledge and understand their strengths and weaknesses. These are a few points to consider when delegating tasks.

25. Write some measures for Improving Employer-Employe Relations.

How to improve employer-employee relationship?

Ans: Some of the major measures for improving employer-employe relation are:

(i) Sound Human Resource Policies: Policies and procedures concerning the compensation, transfer, promotion, etc. of employees should be fair and transparent. All policies and rules relating to employer- employee relations should be clear to everybody in the enterprise and to the union leaders.

(ii) Constructive Attitudes: Both management and trade unions should adopt positive attitudes towards each other. Management must recognise union as the spokesmen of workers grievances and as custodians of their interests. The employer should accept workers as equal partners in a joint endeavor. Unions and workers, on their part, must recognise and accept the rights of employers.

(iii) Collective Bargaining: Employers’ organisations as well as trade unions should be able and willing to deal with mutual problems freely and responsibly. Both should accept collective bargaining as the cornerstone of good employer-employee relations.

(iv) Participative Management: Employers should associate workers and unions in the formulation and implementation of human resource policies and practices. Management should convince workers of the integrity and sincerity of the company.

(v) Responsible Unions: Unions should adopt a responsible rather than political approach to employer-employee relations. Unions should accept private ownership and operations of industry. They must recognise that the welfare of workers depends on the successful operation of industry. A strong, democratic and responsible union alone can ensure that workers honour the agreement with their employer.

(vi) Employee Welfare: Employers should recognise the need for the welfare of workers. They must ensure reasonable wages, satisfactory working conditions, opportunities for training and development, and other necessary facilities for labour. A genuine concern for the welfare and betterment of working class is necessary.

(vii) Grievance Procedure: A well-established and properly administered system for the timely and satisfactory redressal of employees’ grievances can be very helpful in improving employer employee relations. It provides an outlet for tensions and frustrations of workers.

(viii) Promote communication: Communication breaks all barriers. Although this is known to all, yet some organizations tend to overlook this key factor. Establishing better communication is the foundation of employee relations. The management has to find out ways to interact with its team members, work labors, and union leaders.

(ix) Recognize, Appreciate, Reward: Valuing employees and appreciating them solves 80% of employee relations issues. Show your employees that you care and give them opportunities. A smart HR professional knows that celebrating co-workers and appreciating them is the best solution for handling employee relations issues. Having a small weekly team-celebration, regular encouragement, public recognition are the keys to building strong employee bonding. Employees feel good when their achievements are discussed, clapped on, and talked about in the team meetings.

(x) Treat Everyone Equally, Stop Being Partial: Partiality is one of the major employee relations examples. If you want to build strong bonding with your employees then treat everyone equally and don’t play favorites. Staffs give their best when they hear equally appreciating comments. Creating a partiality-free work environment truly enables the employees to participate and thrive to work hard in giving out their best performance.

(xi) Train, Invest, Offer Career Development: Office staffs, industry workers, and your team members are the elementary part of your business. Investing in them, for example holding learning and training programs, employee skill upgradation program, peer monitoring, employee wellness programs, and many more. Depending on the size and type of business, the options here are endless; what matters is treating your staff well and helps them develop themselves. Hiring a peer coach or establishing an L&D department for the team enables a 360-degree performance revolution among them.

(xii) Trust And Share The Company’s Vision: Trust your people! What can a company do without its employees? Expectation, reliance, and trust are three strong pillars of a successful business.

(xiii) Make Them Feel Valued: It doesn’t take much to say a simple “thank you” or compliment someone. When you focus on your employees’ achievement rather than criticizing their flaws, it reflects your concern towards them. Taking corrective actions and focusing their strengths helps in making them feel valued. This also helps the staff in working with a renewed sense of responsibility towards the company.

26. What is the Employee relations process? Explain the essential features of Employer-Employee Relations.

Ans: The main employee relations process flowchart involves the following three steps;

(i) Conciliation: Dispute resolution is of course the main objective of any HR management. The aim is to collectively bargain with the employees and preferably reach a satisfactory agreement by both parties. Conciliation is one of the most important parts of the employee relations process that helps in reconciliation between both the parties-employer and employee. The management either appoints a third party as Conciliators or chooses to solve the issues by themselves. This process aids in building a bridge through mutual compromise.

(ii) Arbitration: Arbitration is defined as the last resort for reaching a settlement when disputes cannot be solved in any other way. This process is carried out by appointing an arbitrator who legally solves issues prevailing between employer and the employees by bringing them to consent on a final verdict.

(iii) Mediation: Mediation is making recommendations to the employer and the staff union. Here, the employer is free to agree upon any suggestion or reject the same. Mediation means the employer retains full control of the situation and may choose to opt for an informal employee relations process over legal suggestions.

Apart from the above stated formal employee relations process, the HR manager may choose certain informal processes as well. The role of employee’s relation manager is significant. The issues prevailing in the company gives an insight into negative behaviours procuring in the workplace. The management has to closely monitor and document the issues to provide effective measures in sorting them out.

Some of the major features of employer-employee relations are as follows:

(i) Employer-employee relations are the outcome of the employment relationship in industry. These relations cannot exist without the two parties-employer and employees.” It is the industry which provides the setting for employer-employee relations.

(ii) Employer-employee relations include both individual relations as well as collective relations. Individual relations imply relations between employer and employees. Collective relations mean, relations between employers’ assoclations and trade unions as well as the role of the State in regulating these relations.

(iii) The concept of employer-employee relations is complex and multi-dimensional. The concept is not limited to relations between trade unions and employer but also extends to the general web of relationships between employers, employees and the Government. It covers regulated as well as unregulated, institutionalised as well as individual relations. These multi-pronged relationships may be in organised or unorganised sector.

(iv) Employer-employee relations is a dynamic and developing concept. It undergoes change with changing structure and environment of industry. It is not a static concept.

(v) Strictly speaking a distinction can be made between human resource management and employer-employee relations. Human resource management deals mainly with executive policies and activities regarding the human resource aspects to the enterprise while employer-employee relations are mainly concerned with employer-employee relationship.

(vi) Employer-employee relations do not function in a vacuum. These are rather the composite result of the attitudes and approaches of employers and employees towards each other. Employer-employee relations are an integral part of social relations.

(vii) Several parties are involved in the employer-employee relations system. The main parties are employers and their associations, employees and their unions, and the Government. These three groups interact within the economic and social environment to shape the employer-employee relations system.

(viii) The main purpose of employer-employee relations is to maintain harmonious relationships between management and labour. Every employer-employee relations system creates a complex set of rules, regulations and procedures to govern the workplace.

(ix) Three main parties or outlets are directly involved in employer-employee relations are: Employer, employee and government.

(x) The Central and State Government evolve, influence and regulate employer-employee relations through laws, rules, agreements, awards of courts, executive and financial machinery.

27. What do you mean by industrial accidents? Explain the different causes of industrial accidents and suggest few methods of reducing them.

Ans: An industrial accident is a serious event that involves hazardous materials and that can have consequences for the surrounding population and environment. Depending on the nature of the products involved, the accident can take the form of a fire, an explosion or the emission of toxic or radioactive material. According to the Factories Act, 1948: “It is an occurrence in an industrial establishment causing bodily injury to a person who makes him unfit to resume his duties in the next 48 hours”.

Major Causes Of Industrial Accident:

(i) Lifting: Many employees are prone to sprain, strain or tear a muscle by virtue of lifting an object that is too heavy for them to lift on their own. Keep in mind that there is no harm in asking for help with objects that are difficult to lift.

(ii) Fatigue: Failing to take a break is another common cause of accidents. In order to recover from grueling manual labor, it is essential that employees take adequate breaks. Not doing so can lead to a slew of physical issues, including atrophy and general exhaustion. The results of either of these can be far more devastating than taking a 10-minute breather.

(iii) Dehydration: Not staying hydrated can also bring about disastrous consequences. On exceptionally hot summer days, failing to drink adequate amounts of water can cause heat stroke or cardiac conditions. This can be avoided by simply drinking at least eight glasses of water per day. Management should stress the importance of proper hydration and rest, as it maximizes the efforts of personnel.

(iv) Poor Lighting: Inadequate lighting is responsible for a number of accidents each year. This is often overlooked when attempting to prevent accidents in the warehouse or workplace.

Hazardous Materials

Improper handling of hazardous materials or not wearing personal protective equipment (PPE) is another common cause of accidents in the workplace. By reading material safety data sheets and providing the appropriate protective attire, many workplace incidents can be avoided.

28. What are the factors to be considered while redeployment?

Ans: Redeployment is a staffing reduction strategy that involves reassigning positions.

The reassignment may or may not result in changes to: Work duties, Work unit, Geographic location, Redeployment typically occurs as a result of good faith reorganization or program elimination.

Factors to consider when redeploying filled positions include:

(i) Change Management: How will the perceptions of impacted employees be managed? How will morale be sustained in light of changing duties, expectations, and the environment?

(ii) Performance Management: How will staff be informed of new expectations? How will new position descriptions and performance plans be shared with staff? What will be the new performance measures and targets?

(iii) Job Assignments: Can staff assignments be redistributed within the work unit in a way that takes advantage of existing knowledge and skills?

(iv) Competencies: Do impacted staff satisfy the competencies and other requirements of the new positions? Can impacted staff be retrained within a reasonable timeframe? If not, impacted staff must be given layoff rights per the employer’s layoff procedure.

(v) Geographic Location: Will impacted staff be relocated to a new duty station? Is the new duty station within a reasonable commute distance according to the employer’s layoff procedure? If not, impacted staff may need to be laid off and given layoff rights per the layoff procedure.

29. What do you mean by Grievance? What are the points that should be kept in mind while handling a Grievance?

Ans: A grievance is a sign of employee’s discontent with job and its nature. The employee has got certain aspirations and expectations which he thinks must be fulfilled by the organisation where he is working. When the organisation fails to satisfy the employee needs, he develops a feeling of discontent or dissatisfaction.

For instance, the employee expects proper implementation of the Central and State Government’s laws, collective agreements, company policies and management responsibilities. Any violation of these laws, agreements and policies cause dissatisfaction on his part. Thus, grievance is caused due to the difference between the employee expectation and management practice.

The concept ‘grievance’ has been defined in several ways by different authorities.

Jucius defines a grievance as “… any discontent or dissatisfaction, whether exposed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or even feels to be unfair, unjust or inequitable.”

The above definitions indicate that a grievance may be factual or imaginary or disguised and it is problem whether expressed or not, valid or not. When an employee presents a problem, the grievance redressing authority, has to analyse the problem, find out the root cause of the problem rather than viewing it from legal aspects and solve it based on humanitarian approach.

The following points are relevant to be kept in mind during handling a grievance:

(a) Every grievance must be given due respect and considered important.

(b) A grievance should not be postponed with hope that people will “see the light” themselves.

(d) A relevant facts about a grievance should be gathered by management and their proper records should be maintained.

(e) The employee should be given free time off to pursue his grievance.

(f) Management should take a list of all solutions and later evaluate them one by one in term of their total effect on the organisation.

(g) Decision once reached should be communicated to the employee and acted upon by the management.

(h) Follow-up must be done by the management to determine whether action taken by it has favourably changed the employee’s attitude or not.

30. Write down the essentials of a good grievance redressal system.

Ans: The essentials of a good Grievance redressal system are:

(a) Timely Action: Management should ventilate the grievances as and when they arise. They should be nipped in the bud. For this purpose, supervisors should be trained in recognizing and handling the grievances promptly.

(b) Acknowledgement of Grievance: Once the grievance is filed, management should register it and grievant should be assured that it would be attended to.

(c) Identifying the Problem: The supervisor has to diagnose the problem.

(d) Collecting Facts: Once the problem is figured out, the supervisor should collect all relevant facts and profile relating to the grievance.

(e) Analyzing the Cause: Supervisor has to get to the root of the problem. It involves studying various aspects of grievance like employee’s past history, frequencies of occurrence, management practices, union practices etc. Thus, identification of the cause helps the management to take remedial actions.

(f) Taking Decision: Various alternative courses of action are worked out. These are evaluated in view of their consequences on the aggrieved employee, the union and the management. Final decision suited to a given situation is arrived at.

(g) Implementing the Decision: The decision taken should be communicated to the grievant and implemented by the authority.

Step-1: Aggrieved employee explains the grievance to the immediate supervisor. He may meet the officer personally or he may be accompanied by union representative. The supervisor takes suitable action. If the aggrieved employee is satisfied, the matter is over. Otherwise he may go to the next step.

Step-2: The aggrieved may meet the section head or the head of the department or the representative from HR department. Thus, the officer concerned gives his decision considering all relevant facts within a specified timeline.

Step-3: It the grievance is not redressed to the full satisfaction of the grievant, then the matter is referred to grievance committee represented by the management and the union. The committee members deliberate on the issue and arrive at the decision on consensus basis.

Step-4: If the decision awarded by the grievance committee is not acceptable to the grievant, the matter is referred to arbitration.

Step-5: This is the final step in grievance procedure. An arbitrator is appointed with the mutual consent of the management and union. Both the parties must agree that they are bound by the decision of the arbitrator.

31. What are the causes of Industrial disputes? How do you settle Industrial disputes (Machinery for settlement of disputes)?

Ans: There has always been contradiction between the interests of employers and workers. Employer class has always adopted an indifferent attitude towards workers. Their tendency has always been to exploit the workers. Lack of human behaviour with workers, lack of proper working conditions, low wages and overlooking the interests of the workers are the things not new for the employers. It is the constant endeavour of the employers to keep the lion’s share of the profit with them.

On the other hand, worker class wants good working conditions, more opportunities of development, participation in management and profit sharing. When employers do not adopt just and co-operative attitude towards labourers, there spreads discontentment among the latter. What follows is industrial conflict? When employers are more concerned with their vested interests and pay no attention to the reasonable and just demands of the workers then the latter indulge in such activities as aggravate industrial disputes.

Causes of industrial disputes can be divided into four major parts i.e., economic causes, managerial causes political causes and other causes.

The same are discussed in detail as under:

(a) Economic Causes: Most of the Industrial Disputes are due to economic causes. Directly or indirectly economic causes are at the back of industrial disputes.

Main economic causes are as under:

(i) Low Wages: In industries wages are low. As a result, it becomes awfully difficult for the labourers to meet their minimum necessaries. Labourers demand that wages should commensurate with the amount of work. Such a demand leads to industrial disputes. Demand for higher wage-rate is the most dominant cause leading to industrial disputes.

(ii) Dearness Allowance: Increasing cost of living is another factor responsible for industrial disputes. In order to neutralise it, workers demand additional remuneration in the form of dearness allowance. Rising prices are at the root of demand for dearness allowance and non-acceptance of this demand leads to industrial dispute.

(iii) Industrial Profits: Workers are an important part of production. Profits of the employers multiply because of the untiring labour of the workers. That they should not be treated as a part of machine is the persistent demand of the workers, rather they be considered as partner in production. On the basis of this concept, they demand share out of the increasing profit. When this profit-sharing demand is rejected by the employers, industrial dispute crops up.

(iv) Bonus: Demand for bonus is also a cause of industrial dispute. Workers consider bonus as deferred wage. Demand for payment of bonus constitutes cause of industrial dispute.

(v) Working Conditions: In India working conditions of the workers are not satisfactory. Obsolescence of machines, lack of safety provisions, inadequate light arrangement, less moving space, lack of other necessary facilities, are the normal features of industrial units. Demand for better working conditions on the part of the workers also contributes to industrial disputes.

(vi) Working Hours: Hours of work is another matter of controversy between employers and workers. Despite legislation to this effect, it is always the intention of the employers to keep the workers engaged for long hours at low wages. It is opposed tooth and nail by the workers. Result is industrial dispute.

Other Causes:

(i) Safety of work.

(ii) Modernisation of machines.

(iii) Pension, Gratuity, Provident Fund and other Berteficiary Schemes.

(iv) Medical and accommodation facilities.

(v) Leaves and Leaves with pay.

(vi) Share in Profits.

(b) Managerial Causes: Success of an organisation depends largely on its managerial capacity. Growth of the organisation is based on the policies of the management. If the management pursues appropriate policies, development of the industrial unit will be automatic. But many a time, due to wrong policies of the management, disputes get accentuated.

Managerial causes of industrial dispute are as under:

(i) Non Recognition of Unions: Employers’ attitude towards trade unions has been antagonistic from the very beginning. They do not want that labourers should organise themselves. Hence, to prevent the workers from uniting, they refuse to recognise their unions. It leads to conflict between the employers and the workers. In order to create rift among the workers they deliberately recognise the rival union.

(ii) Violation of Agreements: Employers and workers do enter into agreements on various issues. On many occasions, the employers do not enforce these agreements nor do they strictly adhere to them. It also accounts for dispute between the two parties.

(iii) III-Treatment by Managers and Supervisors: Managers and supervisors consider themselves to be superior. It is under the influence of this superiority complex that they ill-treat the workers. The same is vehemently opposed by the trade unions.

(iv) Defective Recruitment Procedure and Employees Development Policies: Defective Recruitment system also gives rise to industrial disputes. Many a time, workers are recruited by the middlemen who get bribe from them. They take undue advantage of the helplessness of the workers. Defective development policies like favoritisms in promotion, unnecessary and biased transfer, casual approach towards training facilities, on the part of employers also contribute to industrial disputes.

(v) Wrongful Retrenchment, Demotion and Termination: Sometimes on account of fall in production labourers are retrenched. Those workers who take active part in trade union activities are demoted. Sometimes employers terminate the services of the workers without assigning any reason. All these provocative acts of the employers are not only strongly opposed by the trade unions but also serve as good cause for industrial disputes.

(vi) Selfish Leadership: Lack of right and effective leadership weakens the trade unions and the employer class takes advantage of it. In order to serve their selfish ends, these leaders enter into unholy alliance with the employers against the interests of the workers. Often this also becomes cause of dispute.

(vii) Violation of Accepted Code of Conduct: Code of conduct refers to the terms accepted by both the parties and both the parties are required to abide by it. Employers agree to all the codes on paper but fail to carry them out in practice. As a result, workers oppose it.

(viii) Collective Bargaining and Workers’ Participation in Management: In the modern industrial world, labour class is seized with new awakening and is influenced by new concept of management. Trade unions, therefore, insist on workers’ participation in management. By collective management they try to protect their interests to the maximum. The employers oppose it. The inevitable result is industrial dispute.

(c) Political Causes: Political causes are no less significant than economic and managerial causes in accounting for industrial disputes.

Chief among them are as under:

(i) Influence of Politics: In a country like India, influence of politics on trade unions is clearly visible. Political parties have been using their influence on trade unions for their selfish ends. Parties mislead the unions and instigate industrial unrest.

(ii) Trade Union Movement: Ever since trade union movement got recognition, industrial disputes have multiplied. Many a time trade unions take undue advantage of their position and this results into industrial dispute.

(iii) Strikes against the Government: During the struggle for independence labour-class had taken leading part in it. Now this class directs its struggle against the government thereby adding fuel to industrial disputes.

Other Causes:

(a) Government’s inclination to support management.

(b) Internal conflicts in Trade Unions.

(d) Influence of Communist thinking on labourers.

(e) Effect of non-acceptance of Human Relations.

Percentage distribution of Industrial Disputes by causes between the period 2011 and 2012. In the recent years, indiscipline is major reason for industrial disputes. In 2011, the percentage of industrial disputes due to indiscipline was 41.6 while this percentage was reduced to 24.2 in 2013. Even that this is the only reason for industrial disputes.

After indiscipline, wages and allowances are the major factor of causing industrial disputes. In 2011 and 2012, the percentage of industrial disputes due to wages and allowances was 24.9 and 16.3 respectively. Beside this charter of demand, personnel, bonus etc. are important reasons of industrial disputes.

When a dispute has arisen i.e., it could not be prevented on voluntary basis, the Industrial Disputes Act 1947 provides several provisions for settling the disputes. Dispute settlement machinery has been evolved under the Act.The machinery for settlement of disputes consists of several bodies which are:

(a) Establishment of Works Committees: In every industrial establishment employing 100 or more workers, it is compulsory to establish a works committee at the plant level to promote the measures for securing and preserving unity and good relations between the parties. There are equal number of representatives of workers and employer on the committee.

The main function of the works of committee is to remove causes of friction between the two parties which concern the factory life of workers. No mention of functions of works committee have been made in the Act but however in 1960 a tripartite committee of Indian Labour Conference prepared two lists of functions one for works to be dealt with and the other for works not to be dealt with by the works committees.

The works committee is to discuss such problems relating to grievances, complaints, matter of discipline, welfare problems such as health, safety, training, education and other personal problems which vitally affect the interests of the workers in general. The functions of these committees are purely of advisory character and no legal obligation is imposed upon employers to carry out the decisions arrived at in the meeting of works committee. This body has not played any conspicuous role in the past.

(b) Grievance Settlement Authority: The Industrial Disputes (Amendment) Act 1982 has provided for the setting up of a Grievance Settlement Authority and for reference of certain individual disputes to such authorities. Any employer employing one hundred or more workers on anyone day in the preceding twelve months, is required to provide for a Grievance Settlement Authority for settlement of industrial dispute relating to an individual. Where such dispute arises, the concerned worker or the trade union of which he is a member, may refer the dispute to the Authority for settlement. Any such reference shall not be referred to Board or Tribunal.

(c) Conciliation Officer: The appointment of conciliation officer is made by the Central or State Goverriment for a particular region or industries in the state. The main duty of these officers is to bring the two parties together and help them resolve their differences. They can do everything to settle the dispute between the two parties amicably. He is bound to take decision within 14 days or such period as extended by the State Government from the date of registration of dispute.

If the dispute is settled through his good offices and an agreement is reached, he should send a report to the appropriate Government along with a memorandum of settlement signed by the parties to the dispute. In case, the dispute is not settled he should inform the appropriate Government about his failure, steps taken and the reasons for not being successful.

(d) Court of Inquiry: Where an industrial dispute remains unresolved by the efforts conciliation officer and the board of conciliation, the matter is referred to a court of inquiry. The court may consist of one or more independent persons. It will investigate the whole dispute and submit its report to the Government on the matters referred to it ordinarily within 6 months from the date of commencement of inquiry.

If settlement is not arrived at by the efforts of the above machinery, a three-tier machinery for compulsory adjudication is provided under the act. There are three types of semi- judicial bodies, i.e., labour courts, industrial tribunals and national tribunals.

(e) Conciliation Board: In case, the conciliation officer fails to resolve the dispute, the Government appoints a board of conciliation on adhoc basis for a particular dispute consisting of a Chairman and two to four persons representing the employer and the employees to bring the parties of disputes to sit together and thrash out their differences as referred to by the Government. The board reports the Government about the success or failure of its efforts, steps taken and reasons for its failure to bring about a settlement within 2 months from the date of reference of the dispute.

(f) Labour Courts: Such courts have been set up by the State Governments to go into the disputed orders of the employers dismissal, discharge and suspensions of employees by the management, legality or otherwise of any order passed by an employer under the standing orders, withdrawal of any concession or privilege, legality or otherwise or any strike or lock-out etc. These courts will award decision and send report to the Government.

(g) Industrial Tribunals: The State Government has been empowered to appoint as many industrial tribunals as it thinks proper, for the adjudication of disputes selecting to wages, hours of work and rest, intervals, leave with pay, holidays, compensatory and other allowances, bonus, profit sharing, provident fund, gratuity, discipline, retrenchments closure of establishment etc. The tribunal will consist of a person of the rank of a high court judge. The adjudication of these tribunals is binding on both the parties.

(h) National Tribunal: Such tribunals are set up by the Central Government for the adjudication of industrial dispute which involve questions of national importance or which affect industrial establishments situated in more than one state. It gives decisions on matters referred to it by the Central Government. If any matter is referred to the National Tribunal by the Central Government the labour courts and industrial courts are barred from entertaining such disputes and if any such dispute, is pending before labour courts or tribunals, shall be deemed to be quashed.

Other Important Provisions:

(a) Restrictions on Strikes and Lock-Outs:

The Act prohibits strikes and lock-outs in public utilities without sufficient notice as specified in the Act. The Act also prohibits strikes and lock. outs during pendency of proceedings relating to the dispute before the concerned authority and certain specified period after that. Further prohibition will also apply during the period in which a settlement or award is in operation in respect of any of the matters covered by the settlement or award.

(b) Restriction of Layoff and Retrenchment: The Industrial Disputes (Amendment) Act 1984 has provided that no industrial establishment employing 300 or more workers c-in layoff or retrench a worker without the prior permission of the Government at least three months before such layoff or retrenchment.

The Act also lays down the conditions of layoff and retrenchment, the right of laid off workmen for compensation, procedure for closing down an undertaking, compensation to workmen in case of closing down of undertaking.

(c) Essential Services Maintenance (Ordinance) 1981: The President of India has promulgated an ordinance on 26th July 1981, declaring a ban on strikes in essential services. These essential services are Railways, Post and Telegraph, Telephone, Ports, Air ports, Banks, units producing or refining petroleum products public conservancy services, defense establishments and hospitals etc. The Government has power to declare a service as essential by notification.

Thus, the Government has provided machinery for prevention and settlement of industrial disputes and also made certain other provisions to maintain industrial harmony.

Dev Kirtonia

Hi, I’m Dev Kirtonia, Founder & CEO of Dev Library. A website that provides all SCERT, NCERT 3 to 12, and BA, B.com, B.Sc, and Computer Science with Post Graduate Notes & Suggestions, Novel, eBooks, Biography, Quotes, Study Materials, and more.