In – company Training Report

On

“WORKERS’ PARTICIPATION IN MANAGEMENT”

Completed in “CENTRAL COALFIELDS LIMITED”

Submitted in partial fulfillment of requirement of Bachelor of Business

Administration (BBA), Guru Nanak Dev University

Training Supervisor Submitted by-

Mr. S. Jamal Roneet Kumar

Manager (P & IR), CCL, Ranchi Enrolment No. -

10541202202

Session – 2014-15 (Batch : 2012-15)

Guru Nanak Dev University, Amritsar

CERTIFICATE FROM THE GUIDE

This is to certify that Mr. / Ms. --------------------------------------------- of

Jagannath Institute of Management Sciences, New Delhi, has

successfully completed the project work titled ---------------------------------

---------------------- under the guidance of Prof. ---------------------------------

for the partial fulfillment of requirement for the completion of BBA

course as prescribed by the Guru Nanak Dev University, Amritsar.

This project report is the record of authentic work carried out by

him/her during the period from ------------------ to ------------------ .

He/She has worked under my guidance.

Signature

Mr. S. Jamal

Manager (P & IR), CCL, Ranchi

Project Guide

Date :

STUDENTS DECLARATION

This Project Report is submitted at Guru Nanak Dev University, Amritsar towards “In-

Company Training & Project Report (BBA – 6th Semester) for the partial fulfillment of

Degree of Bachelor of Business Administration (BBA).

I, hereby declare that this is the original work done and the information provided in the

Project Report is authentic and not copied from anywhere and neither submitted in any

other degree / diploma programme.

Signature of Student

EXECUTIVE SUMMARY

Project starts with a brief description about Coal India Limited and its subsidiary

companies with a special focus on Central Coalfields Limited. I have done research on

the topic “Study of Workers’ Participation in Management at Central Coalfields

Limited”. Main objective of my study is to know the role of Non-managerial employees

in management of organization. Project involved Primary data which was collected by

distribution of questionnaire amongst the employees of the organization and Secondary

data was collected by viewing company’s website and analyzing company’s IR reports of

3 financial years.

Project report then contains interpretations of the questions, which was done by preparing

the chart. Through these interpretations positive and negative findings were bifurcated

and then necessary recommendations were made depending upon the negative findings.

Through the conclusion I gave idea on how the participation of non-managerial

employees effect the decision making of company.

ACKNOWLEDGEMENT

I express my sincere thanks to my internal project guide Prof. Richa Dabas for guiding

me right from the inception till the successful completion of the project. I sincerely

acknowledge her for extending her valuable guidance, support for literature, critical

reviews of the project. I thank her

for the much needed timely advice and suggestion that she has provided. She has also

helped me to understand the theories of Human Resource.

I consider it a pleasant duty and take the opportunity to express my heartfelt appreciation,

gratitude and indebtedness to S. Jamal – Manager (Personnel and Industrial Relation) for

his keen interest, invaluable pains taking & excellent guidance, patience, endurance,

encouragement & thoughtful advice for the project work. He has been instrumental in

making me understand the procedures and policies of Central Coalfields Limited. His

kind support and guidance throughout the course of this project has helped me to

complete my work effectively and efficiently.

I feel gratitude for my family members for their moral support and help which they

provided me during the course of project work. I am also thankful to my friends who

gave me continuous inspiration to complete this project successfully.

Roneet Kumar

TABLE OF CONTENTS

Chapter No. Title Page No.

1. Introduction

1.1 Coal India

1.2 Corporate Structure

2. Profile & Org. Structure of the Company

2.1 Central Coalfields Limited

2.2 Administrative Setup

2.3 Organizational Setup

2.4 SWOT Analysis of CCL

3. Theoretical Background

3.1 Industrial Relations System

4. Objectives of Study

5. Methodology Adopted

6. Analysis of the Problem Under Study

7. Interpretation of Results

8. Management Learning

9. Findings

10. Recommendations

11. Conclusions

Annexure

Bibliography

Chapter I

INTRODUCTION

I.1 INTRODUCTION OF COAL INDIA

INDIA’S ENERGY SCENARIO AT A GLANCE

India is among the top three fastest growing economies of the world. As a natural

consequence India’s energy needs too are expanding with increased industrialization and

capacity addition in Power generation. This is where ‘coal’ steps in. In India coal is the

critical input for major Infrastructure industries like Power, Steel, Cement and Railway.

Coal contributes to 60% of electricity production and rest 40% is produced by Hydro

Thermal Plants.

Important points to be noted:

Coal is the most dominant energy source in India’s energy scenario.

Coal meets around 52% of primary commercial energy needs in India against

29% of the world.

India ranks 3rd largest coal producing country in the world after China and USA.

Coal reserves in India is one of the largest in the world. As on April 1, 2012, India

had 293.5 billion metric tons (323.5 billion short tons) of the resource.

EMERGENCE OF COAL INDIA LIMITED

Coal India Limited (CIL) is an Indian state-controlled coal mining company

headquartered in Kolkata, West Bengal, India. It came into being in November 1975 with

the government taking over private coal mines. It is the largest coal producer company in

the world and contributes around 81% of the coal production in India. Operating through

81 mining areas in eight states in India with 8 wholly owned coal subsidiaries and 1 mine

planning Consultancy Company. It produced 452 million tonnes of coal during FY 2012–

13 and earned a revenue of INR 882.81 billion from sale of coal in the same financial

year. Union Government of India owns 90% of the shares in CIL and controls the

operations of CIL through Ministry of Coal. In April 2011, CIL was conferred the

Maharatna status by the Union Government of India.

VISION

To emerge as a global player in the primary energy sector committed to provide energy

security to the country by attaining environmentally and socially sustainable growth

through best practices from mine to market.

MISSION

To produce and market the planned quantity of coal and coal products efficiently and

economically in the eco-friendly manner with due regard to safety, conservation and

quality. At present CIL produces 450 million tons coal. Today nation has 76,000 MW

power requirement for uninterrupted power supply for which 900 million tons of coal is

required.

OBJECTIVES

Acts as a “National Think Tank” for all aspects of Coal Industry in India.

Serves as “Voice” at National and International forum on issues related to Indian

Coal Industry.

Makes suggestions in framing of India’s Coal policy legal framework and Coal

development plans.

Remain in regular touch with Technical and Research Institutes, Management

Development and Statutory organizations for exchange of ideas, collection and

disseminating of information for mutual benefits and improvements in the

curriculum of the educational institutions to match the needs of the Coal Industry.

Collaborate with national bodies like MGMI, TERI, CMRI etc. and International

bodies like World Coal Institute, UNDP, World Bank, Asian Development Bank,

UNIDO, World Energy Council with objectives to help the Indian Coal Industry.

Develop a sense of total dedication and professionalism amongst all persons

engaged in Indian Coal Industry by promoting ethical vision, and to inculcate

system development with emphasis on the value based approach.

CORPORATE STRUCTURE

1. Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand

2. Central Coalfields Limited (CCL), Ranchi, Jharkhand

3. Eastern Coalfields Limited (ECL), Sanctoria, West Bengal

4. South Eastern Coalfields Limited (SECL), Bilaspur, Chhattisgarh

5. Western Coalfields Limited (WCL), Nagpur, Maharashtra

6. Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh

7. Mahanadi Coalfields Limited (MCL), Sambalpur, Orissa

8. Coal India Africana Limitada, Mozambique

9. The consultancy company is central Mine Planning and Design Institute

Limited (CMPDIL), Ranchi, Jharkhand

North Eastern Coalfields (NEC), a small coal producing unit operating is under

operational control of CIL and government of Andhra Pradesh.

PRODUCTS

POLICIES

1) CIL’s Policy for Corporate Social Responsibility (CSR)

Mines of coal India are located in isolated areas with little contact to outside society.

Mining of coal has profound impact on the people living in and around areas where the

mines are established. Introduction of any activity will have a great impact on the

change of traditional lifestyle of the inhabitants and socio-economic profile of the area.

Therefore primary beneficiaries of CSR are as follows:

• Education

• Water supply including drinking water

• Generation of employment ançl setting up co-operative society.

• Development of smokeless fuel out of coal and distribution of efficient stove (Chula)

to the villagers.

• Social empowerment

• Infrastructure for villagers like electricity, road, house, etc.

2) CIL’s Policy for Safety

Operations and systems will be planned and designed to eliminate or materially

reduce mining hazards.

To bring about improvement in working conditions by suitable changes in

technology.

Provide material and monetary resources needed for the smooth and efficient

execution of Safety Plans.

Deploy safety personnel wholly for accident for accident prevention work.

Organize appropriate forums with employees’ representatives for Joint

consultations on safety matters and secure their motivation and commitment in

Safety Management.

Set up a frame work for execution of the Safety Policy and Plans through the

General Managers of Areas, Agents, Managers and other safety personnel of the

units.

Multi-level monitoring of the implementation of the Safety Plans through Internal

Safety Organization at the company headquarters and Area Safety Officers at area

level.

3) CIL’s Corporate Environmental Policy

CIL affirms its commitment for environment friendly mining with right mitigation of

pollution, reclamation of the degraded land, preservation of biodiversity and proper

disposal of waste following the best environmental practices including judicious use of

the non-renewal energy on the path of continual improvement.

HUMAN RESOURCE DEVELOPMENT IN CIL

Human Resource Development emphasis has been set up to deal with the development of

Human Resources as well as looking ahead to technological advances and growth of

manpower to fulfill demand of production vis-à-vis-technology. HRD of CIL provides

four types of training to its employees.

I. Technical Training

Technical Training is provided for technology being used in each subsidiary or being

conceived at corporate level for which preparedness is necessary to meet current shortage

of skilled manpower.

II. Management Training

Executives at each level and at the time of assuming the charge at the new position i.e.

entry to the higher level, a need based training is imparted at the Management Training

Centre of each subsidiary companies for the level from E.1 to E.5 and at the apex training

Centre, Indian Institute of Coal Management, Ranchi, for higher level, i.e. from M.1 to

M.3 level executives.

III. Transformation Training

An attempt to help who joins CCL as part of management policy and for workmen who

are required to acquire skill for movement from conventional to semi-mechanized mines

with intermediate technology. These trainees are used as source of supply of manpower

in critical and non-critical areas of skills for the technology specific to the subsidiary

company.

IV. General Development Training

Change in scenario of mines of subsidiaries the vision of the company, health of

organization - profit & loss, criteria for raising productivity, cost parameters and criteria

for excellence in performance for survival of the company is propagated through intra -

organizational communication and face to face interface with workers and supervisors in

a planned way by sharing the reality of business.

Chapter II

PROFILE & ORGANIZATION

STRUCTURE OF THE COMPANY

ABOUT C.C.L

Central Coalfields Limited (CCL) is a Category-I Mini-Ratna Company since October

2007. Formed on 1st November 1975, formerly known as National Coal Development

Corporation Ltd. (NCDC). It is one of the eight subsidiaries of Coal India Ltd. The first

holding company for coal in the country.

CCL’s target of year 2013-2014 was to produce 53 MT but because of being unable to

start their 2 new projects they succeeded in producing only 50.124 MT. CCL’s target for

year 20 14-2015 is to produce 56 MT, while to dispatch is 62 MT. which means 6 MT

CCL have in stock.

FORMATION OF NCDC (PRE-NATIONALIZATION)

National Coal Development Corporation Ltd (NCDC) played a pioneering role in India’s

coal industry by introducing large-scale mechanization and modern and scientific

methods of coal mining for promoting conservation of high grades of coal and exploiting

deep coking coal seams necessitating heavy capital investment and sophisticated

technical skill.

NCDC went in for foreign collaboration with countries such as Poland and the USSR

besides limited collaboration with Japan, West Germany and France. The opening of new

mines in Madhya Pradesh, Orissa and Maharashtra brought about a significant change in

these regions by creating new opportunities of industrialization and employment.

Development of the Singrauli coalfields has brought coal almost to the door steps of

northern India.

NCDC heralded the beginning of nationalization of coal mines in India. National Coal

Development Corporation Ltd. (NCDC) was set up in October, 1956 as Government-

owned Company in pursuance of the Industrial Policy Resolutions of 1948 and 1956 of

the Government of India. It was started with a nucleus of 11 old state collieries (owned

by the Railways) having a total annual production of 2.9 million tons of coal. Until the

formation of NCDC, coal mining in India was largely confined to the Raniganj coal belt

in West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a few other

areas in Bihar (now in Jharkhand) and a part of Madhya Pradesh (now Chhattisgarh) and

Orissa.

In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its

production from new collieries, to be opened mainly in areas away from the already

developed Raniganj and Jharia coalfields. Eight new collieries were opened during this

period and the production increased to 8.05 million tons by the end of Second Plan.

During Third Five Year Plan (1961-1966), though the Corporation had built up a much

larger production capacity, it could not be utilized due to a sluggish domestic coal

market. Production had. therefore, to be pegged down and the development of several

collieries undertaken from the early part of the Plan period, had to be suspended. By this

time, the contribution of NCDC to the nation’s coal production (67.72 million tons)

increased to around 9.6 million tons.

NATIONALIZATION OF COAL MINES

Major event in the history of Indian coal industry during Fourth Plan Period (1969-74)

was the nationalization of privately owned coal mines in two phases. In first phase, the

management of coking coal mines was taken over by the Government of India on 17th

Oct. 1971 and nationalization was effective from 5th January 1972. A state owned

company, Bharat Coking Coal Ltd. was formed for managing coking coal mines. For

convenience of management, BCCL collieries in the East Bokaro coalfields in Bihar

(now Jharkhand) was transferred to NCDC, and its projects in Central Jharia region viz.,

Sudamdih and Moonidih deep shaft mines were handed over, in stages to BCL.

In 2nd phase of nationalization, management of non-coking coal mines of country,

excepting the captive coal mines of the two steel plants, TISCO and IISCO, was taken

over by the Government on 3 1St January 1973. These mines were nationalized with

effect from 1St May 1973. Another state-owned company, Coal Mines Authority Ltd.

(CMAL) came into being with headquarters at Calcutta (now Kolkata) to manage and

develop NCDC collieries and other newly nationalized units. NCDC became a division of

CMAL which owned 36 collieries under commercial 4 production in Bihar, Orissa,

Madhya Pradesh and Maharashtra, besides four coal washeries, one coke oven plant, two

large central workshops and manpower of about 71,000. of CMAL witnessed regrouping

of coal mines into three divisions, namely, Western, Central and Eastern. The regrouping

had to be done for the convenience of management, keeping in view the geographical

location of the collieries. As a result, NCDC units located in the States of Maharashtra

and Madhya Pradesh, with the exception of Singrauli coalfields, became a part of the

Western Division.

The Central Division consisted of all the old collieries of NCDC in Orissa and Bihar

(except Sudamdih and Moonidih which had been handed over to BCCL) and those

acquired by CMAL after take-over in Giridih, East Bokaro, West Bokaro, South

Karanpura, North Karanpura, and Hutar & Daltanganj Coalfields in Bihar. The Central

Division consisted of 64 collieries, four coal washeries, one by-product coke oven plat,

on bee-hive coke plant and one central workshop having a manpower of 1, 11,500.

VISION

“Committed to create eco-friendly mining”

• The Mission of CCL is to produce and market the planned quantity of coal and coal

products efficiently and economically with due regard to safety, conservation and quality.

• The main thrust of CCL in the present context is to orient its operations towards market

requirements maintaining at the same time financial viability to meet the resource needs.

MISSION

To become a World class, Innovative, Competitive & Profitable Coal Mining Operation

to achieve Customer Satisfaction as top priority.

OBJECTIVES

• Coal mining through efficiently operated mines.

• Besides fulfilling coal needs of customers in terms of quantity, focus on quality, value

addition and beneficiation to the satisfaction of customers.

• Marketing of coal as main product.

Administrative Setup

Organizational Setup

INFRASTRUCTURE

1. MINES : Company has 63 Operative mines comprising 26 underground mines and 37

opencast mines.

2.WASHERIES : CCL has 4 Coking Coal Washeries and 3 Non-Coking Coal

Washeries.

Coking Coal

Washeries

Non-Coking Coal

Washeries

Kathara Piparwar

Sawang Gidi

Rajrappa Kargil

Kedi

3. WORKSHOPS

Fig : 3-tier workshop infrastructure is in place for the OC Coal Mining Projects as

Briefed below –

a). 1 Central Workshop (ISO 9001) located at Barkakana with full infrastructure facilities

to refurbish equipments of various mines under planned capital repair.

b). 5 Regional Workshop at Jarangdih, Tapin North and Dakra, Giridih and Bhurkunda

for System repairs of equipment and other major repairs beyond the scope of projects /

units workshops.

4. RAILWAY SIDINGS

we have 26 Railway Sidings from which coal is dispatched to various customers located

all over India.

5. POWER SUPPLY

DVC is main source of power supply.

Rajrappa, Piparwar, N.K., Kathara, Dhori, hazaribagh and Kuju (through BSEB)

are setting power from DVC.

Average energy consumption is 575 million KWH.

Adequate power supply availability is ensured for uniterrupted production.

6. MEDICAL

Two central hospitals at Ranchi and Nai Sarai equipped with all modern facilities

for testing, Diagnosis and treatment.

Regional hospitals at Kargali, Dhori, Katahara, Daltanganj, Dakra and Kedia.

Hospitals/Dispensaries for immediate medical aid at each Project.

INITIATIVES

1. Safety

CCL has formulated a Safety Policy for ensuring safety in mines which are as

follows:

Detection of fire in coal seam in existing and old mines in consultation with

CIMFR, CMPDIL.

Installation of Man locator in Churi U/G mine.

Regular analysis of mine gasses at CMPDIL.

2. Environment & Forest

CCL has accorded the high priority to ecology development and pollution control.

Planned afforestation Programmes and reclamation of degraded land to

improve the environment.

Continuous monitoring in respect of ambient air quality, water and noise.

Importance is given to pollution control, reclaiming land and maintaining

ecological balance which is monitored by air monitoring stations through

CMPDI, Ranchi.

Major activities for environment up gradation in CCL are as follows:

a). Management of land resources

b). Management of Air Quality (Dust control in open cast mines)

c). Management of Water Quality

3. Health

Central CoalfieldsLimited (CCL), had established three-tier system of healthcare.

Dispensaries for each project as primary healthcare; colliery and regional hospital as

secondary health care and for tertiary care there are well equipped modern Central

Hospitals to provide better and specialized medical facilities to its employees as part

of its welfare activities.

4. Corporate Social Responsibility (CSR)

SWOT ANALYSIS OF CCL

Strengths: -

Monopoly in market regarding its products i.e., coal in country for Steel &

Power Sector.

Huge reserve at shallow depth of coal (66% of CCL command area reserve is

within 300m).

Skilled, Trained and Motivated manpower.

Good corporate governance & work culture.

Favorable age profile of equipment and presence in adequate numbers.

Strong track record of growth in terms of coal production, profitability from

last 10 years.

Application of advanced technique of mining.

Weakness:-

Technology is yet to play a bigger role and is still under minimum requirement in

the command areas.

Extremist’s activity & poor law and order condition in CCL commands areas.

Frequent Bandh called by extremist group adversely affects the coal production.

Rehabilitation & Resettlement issues.

Opencast mines will lead to land degradation, environment pollution.

Poor road and Rail infrastructure in NK Coalfields which is a major coal

producing area of CCL.

Inadequacy of Railways in coal transportation & majority of consumers are far

away from Coalfields resulting in high landed cost to consumers.

Opportunities:-

Increase demand of CCL coal.

It is subsidiary of largest coal producing company in the world so has to face

negligible competition.

Mega coal projects in NK Coalfields.

Capacity addition by Indian railways in the coal producing region will cater- the

demands of consumer at reduced cost.

Threats:-

Theft problem due to transportation by the means of Road.

Lack of advanced methods of inventory management.

Dominant extremists in the command areas.

Over burden on the CCL resources in the command area due to outside peoples

staying in the command areas illegally.

Increasing difficulty in acquisition of land and social displacement.

Mounting aspiration of the village people with regards to Rehabilitation &

Resettlement.

Delay in Environmental & Forestry clearance.

Chapter III

THEORETICAL BACKGROUND

INDUSTRIAL RELATIONS SYSTEM

Industrial relations is used to denote the collective relationships between management

and the workers. In a broad sense, Industrial Relations also means the relationship

between the various unions, between the state and the unions as well as those between the

various employers and the government. Relations of all those associated in an industry

may be called Industrial Relations.

Traditionally, the term industrial relations is used to cover such aspects of industrial life

as trade unionism, collective bargaining, workers participation in management, discipline

and grievance handling, industrial disputes and interpretation of labor laws and rules and

code of conduct.

According to International Labour Organization, Industrial relations comprise

relationships between the state on one hand and the employer’s and employee’s

organization on the other, and the relationship among the occupational organizations

themselves.

Concept of Industrial Relations

The term Industrial Relations comprises of two terms: ‘Industry’ and ‘Relations’.

Industry refers to “any productive activity in which an individual (or a group of

individuals) is (are) engaged”. By Relations we mean “the relationships that exist within

the industry between the employer and his workmen.” The term industrial relations

explains the relationship between employees and management which stem directly or

indirectly from union-employer relationship.

Employees

Employers

Employer's

Associations

Trade unions Industrial relations

Industrial relations covers all aspects of the employment relationship, including human

resource management, employee relations, and union-management (or labor) relations.

Accordingly, industrial relations pertains to the study and practice of collective

bargaining, trade unionism, and labor-management relations, while human resource

management is a separate, largely distinct field that deals with nonunion employment

relationships and the personnel practices and policies of employers. Figure below shows

the Pictorial Representation of Industrial Relations System.

Features of Industrial Relations

1. Industrial relations are outcomes of employment relationships in an industrial

enterprise. These relations cannot exist without the two parties namely employers and

employees.

2. Industrial relations system creates rules and regulations to maintain harmonious

relations.

3. The government intervenes to shape the industrial relations through laws, rules,

agreements, terms, charters etc.

4. Parties involved in Industrial relations system are employers and their associations,

employees and their unions and the government. These three parties interact within

economic and social environment to shape the Industrial relations structure.

Objectives of Industrial Relations

1. To maintain industrial democracy based on participation of labour in the management

and gains of industry.

2. To raise productivity by reducing tendency of high labour turnover and absenteeism.

3. To ensure workers’ participation in management of the company by giving them a

fair say in decision-making and framing policies.

4. To establish a proper channel of communication.

5. To increase the morale and discipline of the employees.

6. To safeguard the interests of the labour as well as management by securing the

highest level of mutual understanding and goodwill between all sections in an

industry.

Importance of Industrial Relations

1) Uninterrupted Production

2) Reduction in Industrial disputes

3) High morale

4) Mental Revolution

5) Reduced Wastage

Causes of poor Industrial Relations

1) Economic Causes: - Poor wages, Poor working conditions, unauthorized deductions

from wages, Lack of fringe benefits, Absence of promotion opportunities.

2) Organizational Causes: - Faulty communications system, Unfair practices, Non-

recognition of trade unions and Labour laws.

3) Social Causes: - Uninteresting nature of work, Dissatisfaction with job.

4) Physiological Causes: - Lack of job security, Non-recognition of merit and

performance, Poor interpersonal relations.

5) Political Causes: - Multiple unions, Inter-union rivalry weaken the trade unions.

Suggestions to improve Industrial Relations

1) All policies and rules relating to Industrial relations should be fair and transparent to

everybody in the enterprise and to the union leaders.

2) Employees should associate workers and unions in the formulation and

implementation of HR policies and practices.

3) A strong trade union is an asset to the employer. Trade unions should adopt a

responsible rather than political approach to industrial relations.

4) Management should have a genuine concern for the welfare and betterment of the

working class. They must ensure reasonable wages, satisfactory working conditions,

and other necessary facilities for Labour.

5) On-Spot decision making to redress Grievances.

6) Create a proper communication channel to avoid grievances and misunderstandings

among employees.

III. 1 TRADE UNIONISM

Trade Unions are voluntary organization of workers as well as employers formed to

protect and promote the interest of their members. It is a combination of temporary and

permanent workers, formed primarily for the purpose of regulating the relations between

workmen and employers or between workmen and workmen, or between employers and

employers, or for imposing restrictive conditions on the conduct of any trade or business,

and includes any federation of two or more Trade Unions.

Trade Disputes

It means any dispute between employers and workmen or between workmen and

workmen, or between employers and employers which is connected with the employment

or non-employment, or the terms of employment or the conditions of Labour, of any

person, where Workmen means all persons employed in trade or industry whether or not

in the employment of the employer with whom the trade dispute arises.

Emergence of Trade Union Act

Indian Trade Unions Bill, 1925 having been passed by the Legislature received its assent

on 25th March, 1926. It came into force on 1St June, 1927 as the Indian Trade Unions

Act, 1926.

Section 2(h) of the Trade Unions Act, 1926 has defined a trade union as

“Any combination, whether temporary or permanent, formed primarily for the purpose of

regulating the relations between workmen and employers, or between workmen and

workmen, or between employers and employers, or for imposing restrictive conditions on

the conduct of any trade or business, and includes any federation of two or more trade

unions.”

Objectives of Trade Union

Workers organize themselves in the form of a union to achieve the following goals:

To improve the economic lot of employees by securing for them better wages.

To secure better working conditions for the workers by securing their

organizational stability, growth, and leadership.

To resist schemes of the management which reduce employment, e.g.,

rationalization and automation.

To protect the interests of employees by taking active participation in the

management.

Levels of Indian Trade Unions

The structure of unions in India relates to their pattern of relationship between national

level, regional level, local level and plant level unions.

Trade unions in India are affiliate with two types of organizations: National federation,

and Federation of Unions.

The National Federation of trade unions is an organization comprising of all trade unions

in a region irrespective of their industrial area. The Federation of Unions has the function

of creating new unions and strengthening the relationships between the existing unions

and workers.

There are various Trade Unions in India. Few of them are listed below: -

1) The Indian National Trade Union Congress (INTUC). The Congress Party and the

top congress leaders formed the INTUC like Nehru and Patel were associated with it.

Every union affiliated to INTUC has to submit its dispute to arbitration after exhausting

other means of settlement of disputes.

2) The All India Trade Union Congress (AITUC). This union serves as the labour

forum of Communist Party of India at present. It is considered as the second largest union

in India.

3) The Hind Mazdoor Sabha (HMS). It was formed in Calcutta by the socialists who

neither approved INTUC nor AITUC. The HMS was organized with a view to keeping its

members free from any political or other outside interference.

4) The United Trade Union Congress (UTUC). Those persons who were dissident

socialist formed it. It functions mainly in Kerala and West Bengal.

5) Centre for Indian Trade Unions (CITU). The Marxists separated from the AITUC in

May 1970 and formed the ITU.

6) Bhartiya Mazdoor Sangh (BMS). Largest central trade union organization in India.

Founded by Dattopantji Thengdi on July 23, 1955.

7) Hind Mazdoor Kisan Panchayat (HMPK). Hind Mazdoor Kisan Panchayat (India

Workers Peasants Council), is a national trade union confederation in India. Its national

president is George Fernandez.

8) National Front of Indian Trade Unions (NFFU). Apex body founded in the year

1969 for representation, policy making and affiliation of Trade Unions at the national

forum. Achieved status of Central Trade Union Organization in the year 2008 by

Ministry of Labour and Employment Government of India.

9) Labour Progressive Federation (LPF). A trade union federation in the South Indian

state of Tamil Nadu. All India President of LPF - Shri. Perur A.Natarajan, Ex.M.L.A. -

All India General Secretary — Shri. Shanmugam All India Treasurer — Shri. k.Natarajan

10) Centre for Indian Trade Unions (CITU). CITU is a National level Trade Union in

India politically attached to the Communist Party of India (Marxist). The Centre of Indian

Trade Unions is today one of biggest assembly of workers and classes of India. It has

strong unchallengeable presence in the Indian state of Tripura besides a good presence in

West Bengal and Kerala.

Problems of Indian Trade Unions

1) Uneven growth of Trade Unions both industry wise and area wise. Trade union

activities are concentrated in a few states and in bigger industrial centers mainly due to

concentration of industries in those places.

2) Increasing Trade Unions in India led to the declining membership per union. This is

due to the reason that any seven workers can form a union under the Trade Unions Act,

1926 and get it registered. Secondly, the rivalry among the leaders of trade unions has

resulted multiplicity of unions, thereby reducing the average size of membership per

union.

3) The lack of necessary Thnds prevent trade unions from offering support for welfare

activities for labour, support strikes, and hire paid staff.

4) Most trade unions have developed inter-union rivalries and groups that are in constant

competition against each other. Multiple trade unions are a necessary evil.

5) Unions are man aged by the educated class: doctors, lawyers, politicians, etc., who

have no experience or work history with the corresponding union. This type of foreign

leadership creates barriers between lower-end workers and upper management, and is

disadvantageous to the proper development and management of the union.

III.2 WORKER’S PARTICIPATION IN MANAGEMENT

Any form of work organizations involves interaction between Employees and

Management. This interactions is done through collective bargaining, wherein groups

representing different sides negotiate to find common grounds for solutions to issues of

conflict. Another means of finding solutions is through Cooperation between the two.

This can happen if both parties, employees and management, cooperate and jointly

manage issues. When such cooperation is for managing the enterprise, it is called

Worker& Participation in Management (WPM) where Participation basically means

sharing the decision-making power with the lower ranks of the organization in an

appropriate manner.

Workers’ participation in management is an essential ingredient of Industrial democracy.

Traditionally the concept of Workers’ Participation in Management (WPM) refers to

participation of non-managerial employees in the decision-making process of the

organization.

An important aim of WPM is to enable both sides to come together in order to increase

productivity and to inculcate a sense of responsibility among the employees. Another aim

is that of having peaceful industrial relations. However, participation in management

does not mean that employees have to be consulted for taking day to day decisions.

Importance of Workers’ Participation in Management

Peace and harmony between workers and management.

Workers get to see how Their actions would contribute to the overall growth of the

company.

They tend to view the decisions as their own’ and are more enthusiastic in their

implementation.

They become more willing to take initiative and come out with cost-saving

suggestions and growth oriented ideas.

International Institute of Labour Studies, defines WPM is the participation resulting

from the practices which increase the scope for employees’ share of influence in

decision-making at different tiers of organizational hierarchy with concomitant (related)

assumption of responsibility.

According to International Labour Organization (ILO), Workers’ participation, may

broadly be taken to cover all terms of association of workers and their representatives

with the decision- making process, ranging from exchange of information, consultations,

decisions and negotiations, to more institutionalized forms such as the presence of

workers’ member on management or supervisory boards or even management by workers

themselves.

Objectives of Workers’ Participation in Management

To establish Industrial Democracy.

To build the most dynamic Human Resources.

To satisfy the workers’ social and esteem needs.

To act on a device to counter-balance powers of managers.

To raise level of motivation of workers by closer involvement.

Its psychological objective is to secure full recognition of the workers.

To develop ties of understanding leading to better effort and harmony.

To act on a panacea for solving industrial relation problems.

To provide opportunity for expression and to provide a sense of importance to

workers.

To strengthen labour-management co-operation and thus maintain Industrial

peace and harmony.

To promote increased productivity for the advantage of the organization, workers

and the society at large.

To improve the Quality of Working Life (QWL) by allowing the workers greater

influence and involvement in work and satisfaction obtained from work.

Prerequisites for Successful Participation

Management and operatives/employees should not work at cross-purposes i.e. they

must have clearly defined and complementary objectives.

Free flow of communication and information.

Participation of outside trade union leaders to be avoided.

Strong and effective trade unionism.

Workers’ education and training. Trade unions aRd government needs to work in this

area.

Trust between both the parties.

Workers should be associated at all levels of decision-making.

Employees cannot spend all their time in participation to the exclusion of all other

work.

Limitations of Participation

Technology and organizations today are so complex that specialized work-roles are

required. This means employees will not be able to participate effectively in matters

beyond their particular environment.

Everybody need not want participation.

The role of trade unions in promoting participative management has been far from

satisfactory.

Employers are unwilling to share power with the workers’ representatives.

Managers consider participative management a fraud.

Forms of Participation

The forms of workers participation in management vary from industry to industry and

country to country depending upon the political system, pattern of management relations

and subject or area of participation. The forms of workers participation followed in India

are as follows:

1) COLLECTIVE BARGAINING

Collective bargaining is a process of negotiation between employers and a group of

employees aimed at reaching agreements to regulate working conditions. The interests of

the employees are commonly presented by representatives of a trade union to which the

employees belong.

International Labour Organizations defines Collective bargaining, as negotiations

about working conditions and terms of employment between an employer, or a group of

employers, or one or more employers’ organizations, on the one hand, and one or more

representative workers’ organization on the other with a view to reaching agreement.

Importance of Collective Bargaining

1) It helps increase the economic strength of both the parties at the same time protecting

their interests.

2) It helps establish uniform conditions of employment with a view to avoid occurrence

of industrial disputes.

3) It helps resolve disputes when they occur.

4) It lays down rules and norms for dealing with labour.

5) It helps usher in democratic principles into the industrial world.

2) JOINT CONSULTATION

A joint consultative committee is a formal system of communication between the

management of a company or organization and the representatives of the employees. The

purpose of the committee is to tackle decisions affecting the employees of the

organization.

These committees are made up of managers and employee representatives who come

together on a regular basis to discuss issues of mutual concern. When setting up a JCC, a

constitution should be agreed with employee representatives, including where appropriate

recognized trade unions, which lays down the rules and procedures that will govern the

committee’s operation.

Meetings of JCC

Meetings of the consultative committee should be held regularly. In addition to regular

meetings it is also helpful to provide for ad hoc meetings to be held as and when a

particular need arises. Every meeting should have a well prepared agenda and all

members of the committee should be given the opportunity of contributing items to the

agenda before it is circulated. The agenda should be sent out at least five working days in

advance of the meeting so that representatives have an opportunity of consulting with

their constituents prior to the committee meeting.

As with all meetings, the JCC needs to be well chaired if it is to run efficiently. The

person selected to take the chair should ensure that all parties have an opportunity to

express their opinion and that discussion is not allowed to wander from the subject under

consideration. The chairperson should also allocate tasks to particular people to ensure

that the views of the committee are taken into account by the decision makers.

3) WORKS COUNCIL

Works councils may be defined as: Permanent elected bodies of workforce

representatives, setup on the basis of law or collective agreements ith the overall task of

promoting cooperation within the enterprise for the benefit of the enterprise itself and

employees by creating and maintaining good and stable employment conditions,

increasing welfare and security of employees and their understanding of enterprise

operations, finance and competitiveness.

Works councils can also be formed in companies where neither the employer nor the

employees are organized. Works council representatives may also be appointed to the

Board of Directors. As with co-determination, there are three main views about why

works councils primarily exist:

To increase bargaining power of workers at the expense of owners by means of

legislation;

To reduce workplace conflict by improving and systematizing communication

channels;

To correct market failures by means of public policy.

Benefits of Works Council

Better flow of information between management and labor.

More say for workers in corporate decisions.

Decreased labor-management conflict.

Potentially higher productivity and profitability when labor’s interests are aligned

with management’s.

4) JOINT MANAGEMENT COUNCILS & COMMITTEES

Joint councils are bodies comprising representatives of employers and employees. This

method sees a very loose form of participation, as these councils are mostly consultative

bodies. Work committees are a legal requirement in industrial establishments employing

100 or more workers. Such committees discuss a wide range of topics connected t labour

welfare. Examples of such committees are welfare committee, safety committee, etc.

Section 53 of the Labour Relations Code requires employers and unions to establish joint

consultation committees to promote the cooperative resolution of workplace issues. The

Mediation Division of the Labour Relations Board offers assistance to employers and

unions in meeting this obligation by helping them establish joint consultation committees.

Mediators work with the parties to arrive at a common understanding of the committee’s

mandate and specific terms of reference for their operation.

Benefits of Effective Joint Consultation Committees

For management

The establishment of the means for improved communication with the union.

An opportunity to discuss operational issues in a problem-solving manner.

A more positive labour-management relationship.

An opportunity to respond to constructive suggestions and valid complaints.

For the Union

An opportunity for ongoing communication with management.

An opportunity to provide constructive input into operational problems.

An avenue to express employee and union concerns.

An opportunity to resolve ongoing issues.

Such committees have not proven to be too effective in promoting industrial democracy,

increasing productivity and reducing labour unrest.

5) BOARD REPRESENTATION

Board-level representation of employees may be defined in terms of rights to attend and

participate in boardroom decisions as full or consultative members. Employee

representation can be considered an institutionalized ‘national’ characteristic to the

extent that such rights are guaranteed by law or through tri-partite and other collective

agreements.

Board-level employee representation involves employee’s representatives who sit on the

supervisory board, board of directors, or similar structures, in companies. Employee

representatives are directly elected by the workforce. They are employees of the

companies, officials of organizations representing those employees, or individuals

considered to represent the employees’ interests in some way.

The presence of employee representatives in the board-level structures of a company is

an indirect, or representational, form of participation. It involves the expression of

employees’ collective interest through the intermediary of representatives and differs

from direct participation in a number of ways:

It focuses on the workforce as a whole rather than individual employees or

workgroups;

Its fundamental aim is the achievement of democratic input into company

decision-making rather than fostering employee motivation and commitment.

It is in general regulated by legislation or collective agreements, rather than being

a unilateral management initiative.

The role of a worker representative in the board of directors is essentially one of

negotiating the worker’s interest with the other members of the board. At times, this may

result in tension and friction inside the board room. The effectiveness of workers’

representative at the board depend upon his ability to participate in decision-making, his

knowledge of the company affairs, his educational background, his level of

understanding and also on the number of worker representatives in the Board.

6) SUGGESTION SCHEMES

A Suggestion scheme can be defined as a management tool, which encourages employees

to contribute ideas for improvement 4lnd innovation in the organization. It is based on the

rationale that creative talent exists in each employee and that they have the ability and are

well placed to make suggestions to improve the way their job is being done.

Under this method workers are invited and encouraged to offer suggestions for improving

the working of the enterprise. A suggestion box is installed and any worker can write his

suggestions and drop them in the box. Periodically all the suggestions are scrutinized by

the suggestion committee or suggestion screening committee.

The committee is constituted by equal representation from the management and the

workers. The committee screens various suggestions received from the workers. Out of

various suggestions, those accepted could provide marginal to substantial benefits to the

company. Good suggestions are accepted for implementation and suitable awards are

given to the concerned workers. The rewards given to the employees are in line with the

benefits derived from the suggestions.

Elements of Successful Suggestion System

1) Management Support

2) Program Structure

3) Program Visibility

4) Recognition and Rewards

LEVELS OF PARTICIPATION

Workers’ participation is possible at all levels of management; the only difference is that

of degree and nature of application. For instance, it may be vigorous at lower level and

faint at top level. Broadly speaking there is following five levels of participation:

1) Information participation: It ensures that employees are able to receive information

and express their views pertaining to the matters of general economic importance. Here

employees are not allowed to exercise any influence over managerial decision making,

but it does give them right to know about the affairs of industry in which they are

employed.

2) Consultative participation: These type of participation entitles workers to be

consulted by the management on certain matters before decisions are taken but the

management has the right to accept or reject the advice. Here workers are consulted on

the matters of employee welfare such as work, safety and health.

3) Associative participation: It is extension of consultative participation as management

here is under moral obligation to accept and implement the unanimous decisions of

employees.

4) Administrative participation: It ensure greater share of works ip discharge of

managerial functions. Here, decision already taken by the management come to

employees, preferably with alternatives for administration and employees have to select

the best from those for implementation.

5) Decisive participation: Highest level of participation where decisions are jointly

taken on the matters relation to production, welfare etc. is called decisive participation.

III.3 INDUSTRIAL DISPUTES

For a dispute to become an industrial dispute, the following parameters have to be met:

l) The dispute must be between:

Employers and Employers;

Employers and Labor.

Labor and Labor.

2) It should be in relation to employment, non-employment, terms of employment, with

the conditions of labor (except managers and supervisors), or must pertain to any

industrial matter.

3) The workman shouldn’t have an income over Rs 1600 per month.

4) There should be a valid and contractual relation between the employer and the

employee. Furthermore, the employee must be employee at the time of the dispute.

Causes of Industrial Dispute

Disputes may result from various causes: psychological, potential, and economic. The

Labor Bureau of Shimla has observed causes such as: wages and allowances, bonus,

personnel, vacation and work timings, violence (added in 1971), etc.

Indian Industrial Dispute Act of 1947

The Industrial Dispute Act of 1947 has been described as the latest milestone in the

industrial development in India. The Act has seen new additions in the past few years.

However, the principal objectives of the Industrial Dispute Act of 1947 are:

Objectives of Indian Industrial Dispute Act

1) To encourage good relations between labor and industries, and provide a medium of

settling disputes through adjudicator authorities.

2) To provide a committee for dispute settlement between industry and labor with the

right of representation by a registered trade union or by an association of employers.

3) Prevent unauthorized strikes and lockouts.

4) Reach out to labor that has been laid-off, unrightfully dismissed, etc.

5) Provide labor the right to collective bargaining and promote conciliation.

Authorities under Indian Industrial Dispute Act

1) Works committee.

2) Conciliation officer.

3) Boards of conciliation.

4) Courts of inquiry.

5) Labor courts.

6) Industrial tribunals.

7) National tribunals.

Chapter IV

OBJECTIVES OF STUDY

1. OBJECTIVE OF THE STUDY

To study the process of workers’ Participation in Management implemented at

Central Coalfields Limited (CCL).

To collect and analyze the Non-executive employees’ feedback on Workers’

Participation in Management, at Central Coalfields Limited (CCL).

Based on this feedback, provided appropriate suggestions if any.

2. LIMITATIONS OF THE STUDY

Interpretation and recommendation confirmed applicable only to this cooperative.

Study was conducted on the assumption that the information given by respondents

are correct.

Sample size is restricted to 52 respondents.

Time constraint.

Unable to go fields for survey.

Chapter V

METHODOLOGY ADOPTED

4.1 RESEARCH DESIGN

Descriptive : It is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred.

Rather it addresses the “what” question (What are the characteristics of the population

studied?)

4.2 SAMPLE DESIGN

The sampling type that I used was “Simple Random Sampling”. I distributed the

questionnaire in various departments randomly to the Non-executive employees.

4.3 TECHNIQUE OF DATA COLLECTION

Through survey I collected data.

4.4 SAMPLE SIZE

The questionnaire was distributed amongst 52 employees randomly.

4.5 POPULATION

The population of CCL is 53,286 employees.

4.6 DATA COLLECTION:

1. PRIMARY DATA

The data collection was primarily done by distributing the questionnaire amongst the

employees of the organization. While giving the questionnaire, I also briefed them about

the purpose of the study. They were given three days to return the duly filled

questionnaire.

2. SECONDARY DATA

I analyzed some of the company’s IR report of 3 financial years, which helped me in my

report. I also viewed company’s website for collecting data.

Chapter VI

ANALYSIS OF THE PROBLEM

UNDER STUDY

Relation in every industry is of two types: -

Cordial Relation

Conflict Relation

Every organization wants cordial relation in its organization to meet its target. These

targets are

1. To Produce

2. To Dispatch

3. To Sale

4. To Earn Profit

These target can be achieved only when there is Harmonious relation between employees

and employer, employees and employees, employers and employers, and employers and

government. This is possible only when all the grievances of employees are solved. But

grievances arise from day to day working relations in an undertaking, usually a worker or

trade union protest against and act or omission of management that is considered to

violate workers’ rights. Grievance may also arise on matters like Discipline and

Dismissal, Payment of wages and other fringe benefits, Working time, Overtime, Time-

off entitlements, Promotion, Demotions, Pension, Disparity in promotion, Transfer and

posting, Compassionate appointment, Rights deriving from seniority, of supervisor and

union officers, Compensation of land, Rehabilitation & settlement, against non-repair of

company quarters and office maintenance, Job classification problems, Relationship of

work rules to the collective agreement and the fulfillment of obligations relating to safety

and health as laid down in the agreement.

Spot decision making to redress grievances is the most important criteria for maintaining

cordial relation in an organization. If the grievances of employees are not solved then the

employee won’t be able to concentrate completely in his/her work and this will lead to

decrease in efficiency of the employee. l-1nce to increase productivity taking on-spot

decisions for redressing grievances is very necessary.

If we talk about coal industry before nationalization, these were run by private firms;

hence no proper IR system was present at that time. Workers were exploited by the mines

owners. They were not provided with:

Proper wages for their work.

Employee welfare facilities.

Proper working hours.

This led to disputes resulting in loss of production, revenue, profits, and even sickness of

the plant. Thus in 1973, when CIL was nationalized, more stress was put towards the

improvement of miserable labour conditions. Better IR policies were introduced in the

organization. Thus in CCL grievances are resolved in following ways:-

1) GRIVANCE REDRESSAL SYSTEM

It is a system where disputes of non-executives employees are resolved. All labour

agreement contain some form of grievance procedure. And if this procedures are

followed strictly, any form of disputes can be solved easily.

Arbitration

Collective

Bargaining

Grievance

Redressal

System

Industrial

Relation

System Dispute

Settlement

Mechanism

Conciliation

Adjudication

A grievance may be understood as an employee’s dissatisfaction or feelings of personal

injustice relating to his or her employment relationship.

Conditions giving rise to grievances are:-

a) A violation of law

b) A violation of the intent of the parties as stipulated during contrast negotiations

c) A violation of company rules

d) A change in working conditions and

e) A violation of healthy and/or safety standards.

Different stages of registering grievances by employees

STAGE 4

Complaint to union

Grievance Resolved

STAGE 1

Complaint to section head

STAGE 3

Complaint to division head

STAGE 2

Complaint to department head

Grievance Resolved

Grievance Resolved

YES

YES

YES

NO

NO

NO

In central Coalfields Limited grievances are redressed with labour authorities of central

government in 3 zones and each zone consist of certain areas. These 3 zones are:

1) Ranchi zone – Headed by Regional Labour Commissioner [C] (RLC)

2) Hazaribagh zone – Headed by Assistant labour Commissioner [C] (ALC)

3) Patna Zone - Headed by Assistant Labour Commissioner [C] (ALC)

SI. No. Ranchi Zone Hazaribagh Zone Patna Zone

1. North Karanpura Argada Rajhara

2. Piparwar Some part of Barka-Sayal Ara

3. Some part of Barka-Sayal Kuju –

4. Magadh and Amrapali Hazaribagh –

5. – Bokaro and Kargali –

6. – Rajrappa –

7. – Dhori –

8. – Kathara –

EMPLOYEE SUPPORT SCHEME OF CCL

CCL have “Employee Support Schemes” (CESS) for redressing grievance of workers.

They area:

a) Hum Aapke Saath Hain w.e.f. 01.04.2009 and

b) Samadhan Cell w.e.f. 01.04.2012.

Objectives of ESS:

a) To provide Single Window Redressal of grievances of the employees! ex-employees.

b) To establish direct communication channel between executive and functional

departments with employees at grass root.

c) To impart a sense of Company Care for its employees.

d) To sensitize all layers of management on employees issues.

Employees/ ex-employees may send in their grievance in any one of the manner as under:

Employee(s) may register their grievance through a toll-free number installed in

Director (Personnel)’s Sect. by informing their name, details and grievance.

Employee(s) may send their grievance to Director (Peronnel)’s Sect. through e-

mail at the address dpccl@rediffmail.com

Employee(s) may send their grievance with details in writing through the Letter

by courier or post addressed to Tech. Secretary to Director (Personnel), CCL

Employee(s) may meet CMD and Director(Personnel), CCL and other Functional

Departments on the prescribed date and time which will be given in CCL website/

notice board of areas and head-quarters, newspapers.

Employee(s) who have registered their grievances through telephones’ e-mail,

letter may also meet in person on the prescribed date if the employees(S) so desire

SAMADHAN CELL

Samadhan cell was established in CCL on 27th April 2012 by honorable Coal Minister

Shri Prakash Jaisawal, Samadhan cell works to resolve the grievance of employees,

ex-employees, contractors, suppliers, consumers and land losers of CCL. Samadhan

cell has also been established at Area Level, HOD of samadhan cell of CCL is Mr.

B.M.K. Sinha (CMS).

Aim of Samadhan Cell

To create a “Grievance Management System” at Samadhan Cell.

Prevailing system of Samadhan Cell is as under

Works as a single Window System.

Complaints are received either through toll free number 18003456501 or by

writing at the address Darbhanga House, Cutchery Road, Ranchi – 834029,

Jharkhand.

Complaints are recorded in Register giving a serial no. & a separate receipt in

printed format is given to the complainant.

The complaints are sent to Vigilance department for scrutiny from the vigilance

angle. In case vigilance angle is complaint, the same is retained by the Vigilance

department.

After receiving the complaints from Vigilance department such complaints are

sent to the respective GM/HODs in writing annexing the complaints for

examination and status, within a stipulated time frame.

Reminder is sent in case of non-receipt of response in time.

Reply received from concerned department is examined and if found satisfactory

is intimated to the complaint over phone and/or in writing.

In case of non-satisfactory reply, the case is returned to the concerned HOD for

review.

If the reply is negative the reason thereof is also stated and explained to the

complainant over phone and/or in writing.

Unresolved/unsatisfied grievances are refereed to standing, committee for

examination. The committee submits its recommendation to GM Samadhan for

decision of FD’s. So far 5 cases has been referred to standing committee.

Nature of complaints received in the Samadhan Cell

1) Grievances of CCL employees — Regarding non-payment of Gratuity, CMPF,

Pension and other Retirement benefits.

2) Grievances of CCL employees — with regards to anomaly in pay.

3) Grievances of CCL employees - with regards to re-fixation of Increment,

Seniority, transfer and Promotion.

4) Grievances of CCL employees - with regards to repair and maintenance of CCL

Quarters and Campus and Allotment of Quarter.

5) Grievances of Contractors, Consumers against respective departments where they

have undertaken any contractual job for non- payment of dues or are consumers

for coal

6) Grievances of Dependents — Demanding compassionate appointment/

compensation after death of Father/Mother.

7) Grievances of local people with regards to their employment and rehabilitation

after acquisition of the land.

8) Grievances of CCL employees/for non-[payment of medical reimbursement Bill.

9) On receipt of family dispute between emerging on compassionate appointment

ground between employee and his mother/brother/sister and so on.

10) Any other compliance and grievances/complaints brought to the notice of this

cell.

System at area level

There are 13 branchs at area level

Grievance received at area

Resolved at area level Unresolved at ara level

Intimated t complaints Entertained Samadhan

2) INDUSTRAIL RELATION MACHINERY

CCL management believes that its success in achieving the organizational goal largely

depends on effective participation/involvement of the workers. For this CCL

management introduced workers participation scheme at colliery/project area and

company levels to deal with the matter concerning to production, productivity cost

control, safety statutory and non-statutory welfare measures.

Successful IR may mean promotion and development of :

Healthy labour – management relations

Industrial peace ( by avoiding conflicts )

Industrial democracy.

Motive of IR system in CCL

Addressing the grievance of employees, ex-employees, contractors, suppliers etc.

and maintain industrial haomony.

Addressing is done in two ways: The grievance redressal system & I.R system.

Meeting Structure: 3-Tier approach

UNIT H.Q AREA

Meeting is held between management and the Union representatives

CCL’S existing scheme of Consultative Forums

CCL has constituted its Consultative Committee at Corporate level, Area level and Unit

Level on the basis of the minutes of the meeting held with the representatives of

I.N.T.U.C. And A.I.T.U.C. at Patna on November, 1974.

Synopsis of the above Participation Schemes

1) SHOP FLOOR COUNCIL

Each council shall consist of an equal number of representatives of employers and

Workers.

The Employers representatives shall be nominated by the management and not

consist of persons from the unit concerned.

Representatives of the workers shall be from among the workers only actually

engaged in the department or the job concerned.

Areas of Function:

1) To assist management in achieving Monthly, and yearly targets.

2) Improvement of production.

3) Identifying areas of lower productivity.

4) Absenteeism

5) Safety

6) Discipline

2) JOINT COUNCIL

Only such persons who are actually engaged in the Unit level shall be members of Joint

Council. The council shall function for a period of 2 years. The Chief Executive of the

unit shall be chairman of the council. There shall be Vice chairman, who will be

nominated by the workers member of the council. Areas of Function:

Productivity

Efficiency

Working hours and holidays

Use of raw materials and quality products General health, welfare and safety

measures.

For amicable settlement of grievances/disputes raised by various trade unions and

workers, a three tier grievance redressed system is part of CCL:

Project/ Unit Consultative committee at Project Level.

Area consultative committee at Area Level

Joint Consultative Steering Committee at corporate Level.

All the decision with respect to any issues related to all the workers are taken at above

committees at different level.

a) Unit Level: This stage is headed by Project Officer. This is the base of the grievance

redressal system. Problems not solved at this stage is forwarded to the next level i.e. Area

level.

b) Area Level: This stage is headed by General Manager of the area. Any problem not

solved here is forwarded to the next level i.e. Corporate Level.

c) Corporate Level or Head Quarter: This is the supreme body of the organization

which is headed by Chairman-Cum-Managing Directors (CMD) for the final decision and

IR related issues are dealt by director (personnel)

Under this system the representatives of TU on behalf of workers first raise their

grievances at unit level so that grievances which can be solved at unit level could be

resolved at lowest level. The issues which are beyond the purview of unit level are

referred to the area with the joint consent of union and the management representatives.

At area level discussion are held with the representative trade union and after discussion

only those issues which require any policy decision interpretations including the issue of

general nature are referred to corporate level through a jointly signed agenda from the

management and the union representative.

TRADE UNIONS IN CCL

Trade Unions means any combination, whether temporary or permanent, formed

primarily for the purpose of regulating the relations between workmen and employers or

between workmen and workmen, or between employers and employers, or for imposing

restrictive conditions on the conduct of any trade or business.

Trade unions for registering any complaint must be registered under the Central Trade

union recognized by Coal India. Basically there are two types of Trade Unions: -

1) Registered Trade Union

2) Recognized Trade Union

The 5 main Central Trade Unions Recognized by Coal India Limited are as follows:

Indian National Trade Union Congress (INTUC)

All India Trade Union Congress (AITUC)

Hind Mazdoor Sangh (HMS)

Bhartiya Mazdoor Sangh (BMS)

The United Trade Union Congress (UTUC)

To maintain harmonious industrial relationship in the company, CCL management has

introduced an IR system under which the Trade Union have affiliation with the Central

Trade Union Organization. There are 8 TUs functional in CCL, affiliated by these 5

Central Trade Unions.

Name of the registered Trade Union operative under IR system of CCL

I. Rashtriya Colliery Mazdoor Sangh (RCMS)

II. United Coal Workers Union (UCWU)

III. Nationalized Coal Organization Employees Association (NCOEA)

IV. Bihar Colliery Kaamgar Union (BCKU)

V . Janata Mazdoor Sangh (JM)

VI. Rashtriya Koyla Mazdoor Union (RKMU)

VII. Coalfields Mazdoor Union (CMU)

VIII. Central Coalfields Limited — Colliery Karmachari Sangh (CCL-CKS)

Minimum requirement for TU to et re2istered in CCL

Affiliation from operative Central Trade Union.

Should be operative in particular area for more than 3 years.

HISTORY of the T.U. is very important i.e. the behavior of the T.U.

Strength of members i.e. A registered TU of workmen shall at all times continue

to have not less than 10% or 100 of the workmen, whichever is less, subject to a

mm of 7, engaged or employed in an establishment or industry with it is

connected, as its member.

Merit of concerned Trade Union is also taken into consideration.

WORKS COMMITTEE

It was introduced under the Industrial Disputes Act, 1947 with a view to promote

measures for securing and preserving amity and good relations between the employers

and workmen.

Works Committees are concerned with matters which affect conditions of workers such

as Safety and Accident prevention, Provision of simple amenities, Education and

Recreational activities, Administration of welfare funds, etc. Works Committees have,

therefore, been visualized as effective agency for the democratic administration of labour

matters at the workplace. CIL wanted its every subsidiaries to form Works committee in

their organization. In Works Committee, organization should have only I Trade Union

against whom Management would sit for discussions of grievances. Works committee

hqlps organization in reducing the conflict arising between different Trade Unions when

Management wants to implement any new rule or scheme.

Currently in CCL, instead of Works committee different committees are formed for each

issue, and they are functioning at different level. These committees are as follows: -

By forming Works Committee, Discussions will be taken at one level where only 1 Trade

Union representative and 1 Management representative will sit for discussions.

Process of selection of Trade Union under Works Committee

Priority will be given to only 1 TU who has following:

1) Voting is done. Out of 8 TU, the 1 who wins with maximum vote is made the Trade

Union representative under Works Committee.

2) Depends upon the strength of trade union. That TU which has maximum number of

workers is made the Trade Union representative under works committee.

3) Most important - FACE VALUE OF TU. That TU which has highest support from

political party will be made the Trade Union representative under works committee even

after having lowest strength compared to other TU.

3) CONCIALIATION PROCEEDINGS

Conciliation is a voluntary process where both parties are given a chance to resolve their

dispute, in the hope that these disputes would not lead to strike, lockout or work

stoppage. In this process, the Conciliation Officer or Conciliator an officer of the Labour

Relations Commission assists employers and employees to resolve disputes when their

efforts to do so have not succeeded.

The command levels of CCL are looked by different Labor Authorities/Conciliation

officers:

Regional Labour Commissioner, Ranchi and the jurisdiction of said authority is

related with N.K. area, Piparwar area, some part of Barka Sayal area, CCL 1-lead

Quarter.

Assistant Labour Commissioner, Hazaribagh and the jurisdiction is Hazaribagh area,

Kuju area, Argada area, Rajrappa area, B&K area, Dhori & Kathara area.

Assistant Labour commissioner, Patna and the jurisdiction is Rajhara area.

Process after raisins disputes by Trade union/Workman

1) According to Industrial Disputes Act, 1947 any kind of Dispute should be raised

before Labour Authorities i.e. Conciliation Officer of Central Government only by Trade

Union except for the case where dispute can be raised by the individual employee is

when the dispute is regarding the DISMISSAL OR TERMINATION.

2) Individual Employee /Trade Union can raise any dispute before Conciliation Officer

only in Writing. As soon as the information of dispute is received before Conciliation

Officer,

Conciliation Officer will serve a notice to the following: -

a) Concerned Management, and

b) Concerned Trade Union! Individual Employee requesting for hearing in writing. This

notice will also contain details regarding the Date, Time and Venue of the proceedings

which is decided only by Conciliation Officer. This meeting will be attended by both the

parties and every data of the proceedings will be recorded in writing.

On the 2nd meeting both the parties are given choice for deciding date, time and venue of

the proceedings.

3) If the Management and Trade Union/Workman disagrees with the decision of the

meeting then the meeting is said to be failed and thus Conciliation Officer prepares a

proceeding of Failure of meeting and this notice is known as FAILURE OF

CONCILIATION (FOC).

CO submits this FOC report to the Ministry of Labour -> Ministry of Coal -> Coal

India Limited -> Central Coalfields Limited -> Concerned Zone.

4) If the concerned ministry is not satisfied with the approach of the management/Trade

Union they will refer the dispute to the Central Government Industrial Tribunal for

adjudication.

4) ADJUDICATION

The proceedings in the Labour Court/ Industrial Tribunal are called Adjudication

proceedings. It is a mandatory settlement of an industrial dispute by a Labour court or a

tribunal.

Dispute are referred to adjudication on the recommendation of the Conciliation officer

depending upon failure of conciliation proceedings. Once a dispute is referred for

adjudication, the verdict of labour court or tribunal is binding on both the parties.

The Presiding Officer of the Labour Court/Industrial Tribunal are appointed by the

government. The parties to an adjudication proceeding cannot choose the Presiding

Officer of the Labour Court/Industrial Tribunal.

In case of Central Coalfields Limited and Public Sector Units, Management/Trade Union

can file a petition to CENTRAL GOVERNMNET INDUSTRIAL TRIBUNAL (CGIT)

for getting the decision in their favor. These two courts of CCL are located in Dhanbad.

These 2 courts are as follows:-

Central Government of Industrial Tribunal I (CGTT I)

Central Government of Industrial Tribunal II (CGTT II)

PROCESS OF ADJUDIACTION PROCEEDINGS

1) On receipt of references for adjudicating the CEO of CGIT i.e. Presiding Officer (P0’s

are the Retired judge or Working judge) will serve a notice to the Management as well as

Trade Union for hearing mentioning details regarding Date, Time, and Venue of the

meeting. Proceedings in Tribunal Court are done by Advocates of both the parties.

Management gets the Witness/Evidence either Oral or Documentary. For the 2’

proceeding date, time and venue are finalized as per the mutual choice of both the parties.

In some cases TU or the Workman is unable to redress their grievances through Advocate

because of Financial Instability. And therefore, the Industrial Disputes Act 1947, has a

provision of Lawyer’s Objection wherein Trade Union or the Workman can object for

lawyer and thus management also have to put forward their case of their own.

2) After I complete hearing and giving opportunities of Principle of Natural Justice to

both the parties i.e. Management & Trade Union, Presiding Officer will pass an order

which is named as AWARD.

3) Trade Union and Management then move towards Provision of APPEAL.

Management will file a WRIT petition. The Hearing in High Court is done before Single

Judge. If decision is made against Trade Union/Individual employee or the Management

then they move to Double Judge.

4) The sitting of Double Bench Judge is known as Letter Patent Appeal (LPA). Here

again if the decision made by Presiding Officer is not accepted by either of the parties,

then they move to Supreme Court.

5) Supreme Court is the last destination in the process of Adjudication where Trade

Union/Individual employee or Management can appeals here for judgment.

5) ARBITRATION

Arbitration is another method of resolving industrial disputes wherein the Arbitrator

studies the bargaining situation, listens to both the parties and gathers information, and

then makes recommendations that are binding on the parties. This option became

available under the Industrial Relations Act in November, 1998.

Process of Arbitration by Trade Unions

1) Unions generally takes initiative to go for arbitration. When the union so decides, it

notifies the management.

2) Both the parties now select the person by whom they want to arbitrate the issue i.e. the

arbitrator. Parties agree to refer the decision of the arbitrator.

3) Arbitrator after agreeing to serve, decides the Time, Date and Venue of the Hearing.

The issue to be resolved is presented to the Arbitrator in a document that summarizes

the questions to be discussed.

4) Trade unions and management then presents there case. Since, Arbitration is an

adversary proceeding, a case may be lost because of poor preparation and presentation.

5) The proceedings of the case is done by Witnesses, cross-examination, transcripts, and

legal counsel. After the hearing, arbitrator reaches the decision within 30 to 60 days.

6) The decision is accompanied by a written opinion giving the reasons supporting the

decision which is submitted to Sr. Manager (P&TR) of CCL followed by forwarding it

to Coal India Limited —> Coal Ministry ---- > Labour Ministry.

6) COLLECTIVE BARGAINING

It is the most effective method of resolving industrial disputes. Here both parties i.e.

Trade union and Management representatives meet to determine employees’ wages and

benefits, to create or revise work rules, and to resolve disputes or violations of the labour

contract.

Collective Bargaining Process

a) After a dispute is raised between Trade union and Management, both the parties

collectively decide upon resolving the issue.

b) Both the parties then negotiate on the issue with each side presenting their initial

demands. During negotiation process, both parties put their words along with threats

and lockouts.

c) After the negotiation process continues for days, both parties at the end negotiate on

the issue and a final agreement is made.

d) After agreement is made, the next step is of ratification wherein the union negotiating

explains and puts the agreement to the union members for a vote. If voted, this

agreement is formalized into a contract. The contact is then made clear and precise to

the union members.

e) The contract is then implemented according to the letter and spirit of provisions of the

agreement. Management is also responsible for implementing the agreement, which is

communicated to all affected levels. This is done by regular meetings and training

sessions provided to workers by supervisors and managers.

WAGE STRUCTURE IN CCL

All Coal Industries, i.e. CIL, TISCO, IISCO, JINDAL refer to JBCCI (Joint Bipartite

Committee for Coal Industry) for resolving disputes raised between TU and Management

through Collective Bargaining process. Wage structure and other conditions of service

are covered under Central Wage Board of JOINT BIPARTITE WAGE NEGOTIATING

COMMITTEE.

2012 was 16 days relating to JR issues. This indicates that the Industrial Relation of CCL

was Healthy and Harmonious during the last 3 FY years.

CODE OF DISCIPLINE

Central Coalfields Limited, also follows the norms and regulation of Industrial

Employment (STANDING ORDERS) Bill, 1946 for maintaining the discipline in

organization. Rut in CCL Standing Order is known as Certified Standing Order (CSO)

which is authorized by “The Employment Standing Order Act, 1946”.

Standing Orders means the rules of conduct for workmen employed in industrial

establishment relating to matters like attendance, leave, misconduct, etc., enumerated in

the Schedule appended to the Act.

Appointment of Competent Authority/Disciplinary Authority Area Wise

• AREA OF CCL — Chief GM’s! GM’s! Project Officer! Colliery Managers will be the

competent authority to exercise the powers for implementation of the provisions of

standing orders and taking disciplinary action under the provision of Certified Standing

Orders

HEADQUARTER and OTHER CENTRAL UNITS - HODs/CGM/GM

CENTRAL WORKSHOPS - Barkakana, GM, CWS, BARKAKANA

CENTRAL STORES —. Barkakana, Head of Central Stores, at Barkakana

ENQUIRY PROCEEDINGS FOR HANDLING MISCONDUCTS AT CCL

1) After finding misconduct against any employee, a Charge sheet is prepared by

Disciplinary Authority or Competent Authority and served to Delinquent employee

through official post as postal correspondence(24hrs or 72hrs) giving a reasonable

duration for furnishing his4iier reply.

2) If the employee is satisfied with charges pui: on him, then the charge sheet is closed

after giving him/her a warning, etc.

3) If the employee doesn’t reply in the specified time period or if the employee is not

satisfied with the charges put on him/her or if the Disciplinary Authority finds the reason

be dissatisfactory, then an Enquiry proceedings will be initiated by Disciplinary

authority.

4) An Enquiry Committee is constituted wherein the members of the committee are as

follows:

Enquiry Officer

Representative of management

Delinquent workmen/Charged workmen

5) ROLE OF E.O. - Enquiry Officer serves a notice to the Management Representative

and the Delinquent Employee to attend the meeting.

6) CONTENT OF THE NOTICE: - This notice is sent to the management and delinquent

workmen through registered post or official post to attend the enquiry proceedings on the

mentioned date, time and venue of the meeting.

7) STEPS OF ENQUIRY PROCEEDINGS: -

During the enquiry proceedings the content of the charge sheet is conveyed to the

delinquent workmen in English and the local language which he can understand.

Delinquent workmen is asked whether he/she accepts the charges or not. If YES -

enquiry proceedings is closed, If NO - enquiry proceedings carried on further.

If the misconduct is regarding absenteeism then the management gets the oral

witness or shows the attendance workbook or salary bill of the employee as

Documentary Witness and if the misconduct is regarding any assault,

management calls the witness for oral proof.

8) After proceedings, Enquiry officer prepares an Enquiry Report which leads to 2

results:-

a) Charges Proved

b) Charges not Proved

If charges are proved then the employee is punished and if charges are not proved

employee will not be punished. But in some cases, Disciplinary Authority after viewing

the written proceedings feels the charge proved on Delinquent employee to be false and

hence the employee is exonerated.

9) Punishment of employee varies from minor to major depending upon the quantum of

misconduct.

Minor Punishments – Warning, Increment deduction, Suspension.

Major Punishments – Demotion, Termination, Dismission.

In case of Suspension, employee is required to come office on daily basis in the regular

time duration, mark his/her attendance and sit in his/her office without being given any

work by management. During this period employee won’t be given his full salary but will

be given Suspension Allowance so as to keep his/her family in living condition.

Chapter VII

INTERPRETATION

OF RESULTS

INTERPRETATION OF RESULTS

1) Do you think, employees have successfully adapted the changing working culture and

environment of CCL?

OPTIONS:

Options Responses(%)

Yes 81

No 19

ANALYSIS: Result shows that 81% of the employees think that they have successfully

adapted the changing work culture and environment of CCL while the rest of 19% of

respondents have not adjusted in the work culture of CCL.

Yes81%

No19%

2) Do you have a good relationship/communication/mutual understanding with your

immediate manager/supervisor?

OPTIONS:

Options Responses(%)

Yes 67

No 6

To Some Extent 27

ANALYSIS: Survey shows that67% of the respondents have good mutual understanding

with their immediate manager/supervisor which means relationship between the internal

employees are good and harmonious. Remaining respondents either don’t have good

understanding with their manager or their relationship is not appropriate.

Yes67%No

6%

To Some Extent

27%

3) Do you think Manpower rationalization leading to increased number of outsourced

workers remains a major threat due to differences in provisions?

OPTIONS:

Options Responses(%)

Yes 54

No 8

To Some Extent 38

ANALYSIS: Figure indicates that 54% of respondents have a major threat from this

outsourced workers along with 38% of respondents who also have threat from this

outsourced workers but to some extent. This opinion of employees can lead to various

Trade Union issues. Only 8% of the respondents don’t have any threat from outsourced

workers.

Yes54%

No8%

To Some Extent

38%

4) Out of the following options, which problem do you face regularly at CCL?

OPTIONS:

Options Responses(%)

Work Schedule 16

Working Culture 21

Welfare Facilities 19

Relationship with Subordinates 29

Disciplinary Action 15

ANALYSIS: This question indicates that the major problem faced by29% of respondents

are relationship with subordinates, which could be because of the conflicts prevailing

between employees of CCL and this is resulted from Poor communication and Lack of

openness.

Work schedule

16%

Working Culture

21%

Welfare facilities

19%

Relationship with

subordinates

29%

Disciplinary

action

15%

5) Do you think grievances are normally settled promptly in CCL?

OPTIONS:

Options Responses(%)

Yes 23

No 14

To Some Extent 63

ANALYSIS: Survey shows that grievances of only 63% of respondents are solved in an

immediate effect, because of which there is high probability in declining efficiency of

employees.

23% of respondents says that their grievances are immediately solved, which is a positive

sign for CCL.

Remaining 14% of respondents say that grievances are not at all solved in a stipulated

time frame. This would lead to agitation by employees/TUs, resulting in conflicting

relationship between management and TUs.

Yes23%

No14%

To Some Extent

63%

6) Out of following, which factors do you think leads to grievances?

OPTIONS:

Options Responses(%)

Wages 17

Leave Policy 8

Welfare Activities 9

Disparity between skills of employees and job responsibility 17

All of the above 49

ANALYSIS: Grievances shows how smoothly an organization shows is running without

any abstraction or hurdles, but there are no organization which is running without

grievances. From the observation regarding the issues which leads to grievances like

Wages, Leave policy, Welfare activities and Disparity between skills of employees and

job responsibility, we saw that 49% of employees feel all of this issues are the main

reasons which leads to grievances in CCL.

Wages

17%

Leave Policy

8%

Welfare activities

9%

Disparity between

skills of

employees and

job responsibility

17%

All of the above

49%

7) Do you feel Samadhan Cell provided by CCL is effectively in handling your

grievances?

OPTIONS:

Options Responses(%)

Yes 38

No 4

To Some Extent 58

ANALYSIS: Samadhan cell is a very effective Grievance Redressal system for CCL

employees, because employees get satisfactory results within a stipulated period of time

which is agreed by 38% of respondents. But in some cases, where 58% of employees feel

that Samadhan cell is not always effective in resolving the grievances of employees could

be due to delay in processing of grievances as there could be many grievance received in

a day or else there could be delay in receiving responses from GM/HOD of the concerned

cases .

Only 4% of the of the respondents think that Samadhan cell is not an effective Grievance

Redressal system for handling grievances.

Yes38%

No4%

To Some Extent

58%

8) At what level do you feel Grievances are solved at CCL?

OPTIONS:

Options Responses(%)

Unit Level 19

Area Level 10

Corporate Level 27

All of the above 44

ANALYSIS: 44% of respondents say that grievances are solved at All the levels of CCL.

It is a good management strategy, because if a labor does not get justice in Project Level,

then he has options to fight for his rights in Area and Corporate Level.

Unit Level19%

Area Level10%

Corporate Level

27%

All of the above

44%

9) Do you have a positive view on the joint management-union committees here?

OPTIONS:

Options Responses(%)

YES 62

NO 13

To Some Extent 25

ANALYSIS: 62% of respondents say, they have a positive view on the joint

management-union committees, which means they trust TUs and management that all the

decisions taken by them will be only for the benefit of organization and their employees.

Yes62%

No13%

To Some Extent

25%

10) Do you feel Trade Union and Management in CCL make sincere efforts to strengthen

the work of employees and solving labor issues?

OPTIONS:

ANALYSIS: According to 56% of respondents, TUs and management are not always

successful in strengthening the work of employees and solving labor issues. In order to

have smooth functioning of work in organization, all the issues should be solved as early

as possible.

Yes33%

No11%

To Some Extent

56%

Options Responses(%)

Yes 33

No 11

To Some Extent 56

11) According to you, what type of relation do Trade Union and Management share?

OPTIONS:

Options Responses(%)

Harmonious 58

Conflicting 8

Fluctuating 34

ANALYSIS: Every organization wants cordial relation in its organization to meet its

target like to produce, dispatch, sale and earn profit. These targets can be achieved only

when there is Harmonious relation between employees and management. 58% of

respondents say that Harmonious relation exist in CCL which is impetus for the

organization.

Harmonious58%

Conflicting8%

Fluctuating34%

12) What are the common issues raised by Trade Unions?

OPTIONS:

Options Responses(%)

Working Time Regulation 0

Improper Guidance 0

Employment Contracts 0

Equal Pay 0

Welfare Activities 6

Sex Discrimination 0

All of the Above 94

ANALYSIS: Main objective of TUs are to solve labors issues and stand for the rights of

employees in front of management. Until the issues of employees are not brought in front

of management, there won’t be industrial peace in any organization. 94% of respondents

say that their TU members raise every issues faced by employees. TUs by having

bipartite discussion with management regarding issues can help in creating harmonious

relation in organization.

Working time regulation

0%

Improper guidance

0%

Employment contracts

0%

Equal pay0%

Welfare activities

6%

Sex discrimination

0%

All of the above94%

13) Do you think, every dispute raised between Trade Union and Management are

solved?

OPTIONS:

Options Response(%)

Yes 29

No 4

To Some Extent 67

ANALYSIS: According to 67% of respondents TUs and Management are not successful

in solving all the disputes, this can have a negative impact on organization. Dispute

causes frustration in minds of employees as a result, they become stressed, which

adversely affects their professional and personal lives. As a result, organization can face

losses as their target was not achieved.

Yes29%

No4%

To Some Extent

67%

14) Do you think, parties exchange information freely in this organization?

OPTIONS:

Options Responses(%)

Yes 54

No 11

To Some Extent 35

ANALYSIS: According to the 54% of the respondents, parties exchange information

freely in the organization while 18% of the respondents says sometimes information is

passed freely. In the current information-driven, and technology based global economy,

organizations are becoming increasingly dependent upon the cumulative information of

their employers, suppliers, customers, and stakeholders. An organization’s ability to share

these information’s among its members is the key to competitive advantage.

Yes54%

No11%

To Some Extent

35%

15) If the conflicts between Trade union and Management are unsolved, it results in

which of the following?

OPTIONS:

Options Responses(%)

Stoppage in Production of Coal 0

Stoppage in Dispatch of Coal 0

Strike 20

Dharna 0

Gherao 15

Any one or all of the above 65

ANALYSIS: If conflicts raised between TUs and management are unsolved, conflicting

relation will prevail in organization there by creating economic blockage. Every

organization should prevent this. 65% of respondents say that unsolved issues of TUs

results in stoppage of Production, Dispatch of coal, Strike, Dharna and Gherao.

Stoppage in prod. Of coal

0%

Stoppage in dispatch of coal

0%

Strike20%

Dharna0%

Gherao15%

Any one or All of the above

65%

16) What losses management has to face due to union action like Strike, Gherao,

Stoppage of Production and so on??

OPTIONS:

Options Responses(%)

Production Target is Hampered 56

Bitter Atmosphere 6

Inharmonious Relations 6

All of the above 32

None of the above 0

ANALYSIS: 56% of respondents says that if TUs goes for Strike/Gherao/Stoppage of

Production, then management has to face a huge loss because their production target will

be hampered. If CCL fails in meeting their budgeted target it will face economic loss,

also its contribution towards the country in supplying coal will decline, because of which

whole country has to face adverse situations.

Production target is

hampered56%Bitter

atmosphere

6%

Inharmonious relations

6%

All of the above

32%

None of the above

0%

17) How does management solve the grievances raised by you?

OPTIONS:

Options Responses(%)

Through Bipartite Discussion 26

Through IR System 15

Through Samadhan Cell 6

All of the above 53

ANALYSIS: 53% of the respondents say that CCL solves the grievances of employees

through all of the methods mentioned above. It indicates that CCL is not fixed to any one

system for solving grievances.

Figure also indicate that bipartite discussion is also used as a major Grievance redressal

system. Bipartite discussion is considered to be very effective system, final decision is

taken only after the consent of both parties.

Through Bipartite

Discussion26%

Through IR System

15%

Through Samadhan Cell

6%

All of the Above

53%

18) Do you think, Local/Area Level IR machinery coordinates well with the corporate

level IR machinery?

OPTIONS:

Options Responses(%)

Yes 59

No 15

To Some Extent 26

ANALYSIS: Before making any final decision during Union-management meeting,

consent of both the parties is very important or else it would lead in conflicting

relationship between both the parties.

59% of the respondents say that, both the parties have a great concern towards the view

of each other. This friendly behavior of both the parties will help in maintain a

harmonious relationship between both the parties and also help in meeting the targets.

Yes59%

No15%

To Some Extent

26%

Chapter VIII

MANAGEMENT LEARNING

Chapter IX

FINDINGS

Chapter X

RECOMMENDATIONS

Chapter XI

CONCLUSIONS

ANNEXURES

QUESTIONNAIRE

1. Name: _________________________________( optional )

Designation:___________________________________

Email address : _________________________ ( optional )

Gender:

• Male

• Female

Age:

• 18-30

• 31-40

• 41-50

• More than 50

1) Do you thing, employees have successfully adapted the changing working culture and

environment of CCL?

OPTIONS:

Options Responses

Yes

No

2) Do you have a good relationship/communication/mutual understanding with your

immediate manager/supervisor?

OPTIONS:

Options Responses

Yes

No

To Some Extent

3) Do you think Manpower rationalization leading to increased number of outsourced

workers remains a major threat due to differences in provisions?

OPTIONS:

Options Responses

Yes

No

To Some Extent

4) Out of the following options, which problem do you face regularly at CCL?

OPTIONS:

Options Responses

Work Schedule

Working Culture

Welfare Facilities

Relationship with Subordinates

Disciplinary Action

5) Do you think grievances are normally settled promptly in CCL?

OPTIONS:

Options Responses

Yes

No

To Some Extent

6) Out of following, which factors do you think leads to grievances?

OPTIONS:

Options Responses

Wages

Leave Policy

Welfare Activities

Disparity between skills of employees and job responsibility

All of the above

7) Do you feel Samadhan Cell provided by CCL is effectively in handling your

grievances?

OPTIONS:

Options Responses

Yes

No

To Some Extent

8) At what level do you feel Grievances are solved at CCL?

OPTIONS:

Options Responses

Unit Level

Area Level

Corporate Level

All of the above

9) Do you have a positive view on the joint management-union committees here?

OPTIONS:

Options Responses

Yes

No

To Some Extent

10) Do you feel Trade Union and Management in CCL make sincere efforts to strengthen

the work of employees and solving labor issues?

OPTIONS:

Options Responses

Yes

No

To Some Extent

11) According to you, what type of relation do Trade Union and Management share?

OPTIONS:

Options Responses

Harmonious

Conflicting

Fluctuating

12) What are the common issues raised by Trade Unions?

OPTIONS:

Options Responses

Working Time Regulation

Improper Guidance

Employment Contracts

Equal Pay

Welfare Activities

Sex Discrimination

All of the Above

13) Do you think, every dispute raised between Trade Union and Management are

solved?

OPTIONS:

Options Responses

Yes

No

To Some Extent

14) Do you think, parties exchange information freely in this organization?

OPTIONS:

Options Responses

Yes

No

To Some Extent

15) If the conflicts between Trade union and Management are unsolved, it results in

which of the following?

OPTIONS:

Options Responses

Stoppage in Production of Coal

Stoppage in Dispatch of Coal

Strike

Dharna

Gherao

Any one or all of the above

16) What losses management has to face due to union action like Strike, Gherao,

Stoppage of Production and so on??

OPTIONS:

Options Responses

Production Target is Hampered

Bitter Atmosphere

Inharmonious Relations

All of the above

None of the above

17) How does management solve the grievances raised by you?

OPTIONS:

Options Responses

Through Bipartite Discussion

Through IR System

Through Samadhan Cell

All of the above

18) Do you think, Local/Area Level IR machinery coordinates well with the corporate

level IR machinery?

OPTIONS:

Options Responses

Yes

No

To Some Extent

BIBLIOGRAPHY

WEBSITES

www.coalindia.in

www.ccl.gov.in

www.wikipedia.org

www.ccl.gov.in/simap/sitemap.htm

www.industrialrelations.naukrihub.com

BOOKS

Human Resource and Personnal Management – K Aswathappa