A PROJECT REPORT ON A STUDY ON INDUSTRIAL RELATION SYSTEM AT CENTRAL COALFIELDS LIMITED (A SUBSIDIARY OF COAL INDIA LIMITED)

A Project Submitted in partial fulfilment of the requirements For the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

By

PRIYA GUPTA RADHA KRISHNA

(MBA/40002/12) (MBA/40010/12)

ARCHANA KUMARI (MBA/40062/12)

DEPARTMENT OF MANAGEMENT BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RANCHI !"#21#

(LALPUR E$TENSION CENTRE, RANCHI) 2014

DECLARATION CERTIFICATE

This is to certify that the work presented in the project entitled %A S&'() *+ I+(',&-./0 R10/&.*+ S),&12 /& C1+&-/0 C*/03.10(, L.2.&1(4 in partial fulfillment of the requirement for the award of Degree of M/,&1-, *3 B',.+1,, A(2.+.,&-/&.*+ of Birla Institute of Technology Mesra, Lalpur E tension !entre, "anchi is an authentic work carried out under my super#ision and guidance$ To the %est of my knowledge, the content of this project does not form a %asis for the award of any pre#ious Degree to anyone else$

Date

&Dr$ '"()(* +,M("Department of Management Birla Institute of Technology, Lalpur E tension !entre

CERTIFICATE OF APPRO5AL

The foregoing project entitled %A S&'() *+ I+(',&-./0 R10/&.*+ S),&12 /& C1+&-/0 C*/03.10(, L.2.&1(4 is here%y appro#ed as a credita%le study of research topic and has %een presented in satisfactory manner to warrant its acceptance as prerequisite to the degree for which it has %een su%mitted$ It is understood that %y this appro#al, the undersigned do not necessarily endorse any conclusion drawn or opinion e pressed therein, %ut appro#e the project for the purpose for which it is su%mitted$

(I+&1-+/0 E6/2.+1-)

(E6&1-+/0 E6/2.+1-)

ACKNO7LEDGEMENT

The satisfaction and Euphoria that accompany the successful completion of the work would %e incomplete unless we mention the people, as an e pression of gratitude, who made it possi%le and whose constant guidance and encouragement ser#ed as a %eacon of light and crowned our efforts with success$ This report would ha#e %een impossi%le %ut for the support and guidance that we recei#ed from #arious people at different stages of the project$ .ur sincere thanks to our /uide D-8 PRANA5 KUMAR 3*- his e cellent guidance, encouragement and patience has made possi%le the successful completion of this project$ Last %ut not the least we e tend our sincere thanks to the entire team for pro#iding us their time and acti#e co0operation and all who ha#e helped us directly or indirectly in this project$

PRIYA GUPTA

MBA/40002/12

RADHA KRISHNA

MBA/40010/12

ARCHANA KUMARI
4

MBA/40062/12

CONTENTS

1r$ ).$ T.'I! 2$

CHAPTER 1$ INTRODUCTION 2$2 '".BLEM .3 1T,D4 2$6 .B7E!TI*E .3 1T,D4 2$8 1!.'E ()D 1I/)I3I!()!E CHAPTER 28 INDUSTRIAL RELATIONS 6$2 () .*E"*IE9 DE3I)ITI.) 3E(T,"E1 .3 I" '("TIE1 .3 I" !=("(!TE"I1TI!1 .3 I" .B7E!TI*E1 .3 I" 6$6T"E)D1 I) I" ("E(1 .3 I" 6$8L(91 ()D "E/,L(TI.)1 "EL(TED T. I" CHAPTER "8INDUSTRIAL RELATIONS AT CCL 8$2 I)D,1T"4 '".3ILE 8$6 !.M'()4 '".3ILE 8$8 I" 141TEM (T !!L 8$> T"(DE ,)I.) (T !!L 8$? ,)I.) M()(/EME)T "EL(TI.)1=I' 8$@ L.11E1 D,E T. 1T"I+E 3." T=E 4E(" 6<<;0 2< ()D 6<22026 CHAPTER48 RESEARCH METHODOLOGY CHAPTER#8 RESULTS AND DISCUSSION ?$2 ()(L41I1 ?$63I)DI)/1 1,//E1TI.)1
5

'(/E ).$

5 5 5 : : ; 2< 22 22 22026 28 2> 2?06@ 6506: 6;086 8608? 8?085 8: 8; ><0@6 @8 @>

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>$ ?$

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ANNE$URE BIBLIOGRAPHY

@?0@: @;

CHAPTER 1

2$2 '".BLEM .3 1T,D4

To understand the working en#ironment at !!L and deterioration le#el at !!L with respect to trade unions and management

2$6 .B7E!TI*E .3 1T,D4

To study and analyAe the relationship %etween employer and employee To study and analyAe the relation %etween the employee and employee$ To study and analyAe the relation %etween union and employer$

2$8 1!.'E ()D 1I/)I3I!()!E

It e tends to the whole of India$ It is significant in the following waysB 0 0 Its strengths the relation %etween the employer and employee$ ,nion and management and also to enhance the co0operation and mutual understanding %etween the employees and employers working in the organiAation which in turn helps to increase the producti#ity of the organiAation in an efficient and effecti#e manner$

CHAPTER 2 INDUSTRIAL RELATIONS

281 A+ O91-9.1: D13.+.&.*+
Industrial "elations is the process %y which the people and their organiAation interact at the work place to esta%lish the terms and condition of employment$ Industrial "elation is concerned with the relationship %etween management and workers and the role of regulatory mechanism in resol#ing any industrial disputes$ The term Industrial "elation e plains the relationship %etween employees and the management which stem directly or indirectly from union0employer relationship$ (ccording to (listair McMillan, interaction %etween the employer, employees, and the go#ernmentC and the institution and associations through which such interaction are mediated$ /o#ernment has a direct in#ol#ement in industrial relations, through its role as an employerC one that is particularly prominent in states where there are high le#el nationaliAation$ Indirectly, go#ernment has a major role through the regulation of the economy and the relationship %etween employers and trade unions$ 'rof$ Dale 4oder defines I" as the whole field of relation that e ists %ecause of the necessary colla%oration of men and women in the employment process in industry$ It is the relations of all associated in producti#e work including industry, agriculture, mining, commerce, finance, transport, and other acti#ities$ (ccording to Lester, Industrial "elation attempts to arri#e at solutions %etween the conflicting o%jecti#es and #alues, %etween profit moti#e and social gain, %etween discipline and freedomC %etween authority and general well %eing of society, industrial democracy, %etween %argaining and co0operation and %etween the conflicting interest of the indi#idual, the group and the community$ The scope of Industrial "elation is quite #ast$ The main issues in#ol#ed in I" include the followingB

 !ollecti#e Bargaining Machinery for settlement of industrial dispute 1tanding orders 9orkers participation in management ,nfair la%our practices

FEATURES OF INDUSTRIAL RELATION

I" do not emerge in #acuum, they are %orn out of Demployment relationshipE in an industrial setting$ 9ithout the e istence of the two parties i$e$ la%our and management, this relationship cannot e ist$ I" is characteriAed %y %oth conflict and co0operation$ 1o the focus of I" is on the study of the attitude, relationships, practices and procedures de#eloped %y the contending parties to resol#e or at least minimiAe conflict$ I" also includes #ital en#ironment issues like technology of the work place, countryEs socio economic and political en#ironment, nationEs la%our policy, attitude of Trade ,nions, workers and employers and impact of the new wa#e of glo%al market, glo%al supply, demand and economy$ I" also in#ol#es the study of conditions conducti#e to the la%our, management cooperation as well as the practices and procedures required to elicit the desired cooperation from %oth parties$ I" also focuses on the maintenance of industrial peace and a#oidance of industrial strife$ I" helps in de#eloping of industrial democracy, which means the la%our should ha#e the right to %e associated with the management of an industry$ I" makes an in0depth analysis of the interference patterns of the e ecuti#es and judiciary in the regulation of la%our management relations$
8

'("TIE1 .3 I"

CHARACTERISTICS OF IR
The implementation of ="M policies results in ="$ There are four important parties namelyB employees, employer, trade unions and go#ernment$ (s the la%or and management do not operate in isolation %ut are parts of large systems, so industrial relation also includes #ital en#ironment issues like technology of the workplace, countryEs socio0economic condition, political en#ironment, and nationEs la%or policy, attitude of trade unions, workers and employers$ Industrial "elation is go#erned %y the system of rules and regulations concerning work, workplace and working community$ Industrial "elations are the relations mainly %etween employees and employers$ Industrial relation emphasiAes on accommodating interest, #alues needs of the same$ Trade ,nion is another important institution in the industrial relation$ Trade ,nion influence and shape the Industrial "elation through collecti#e %argaining$

10

The main purpose is to maintain harmonious relation %etween employers and employees %y sol#ing their pro%lem through grie#ance handling procedure and collecti#e %argaining$

OBJECTI5ES OF IR
To safeguard the interest of workmen and management %y securing the highest le#el of mutual understanding and goodwill among all those section in the industry which participates in the process of production$ To a#oid industrial conflict and de#elop harmonious relations, which are an essential factor in the producti#ity of workers$ To raise producti#ity to higher le#el in an era of full employment %y lessening the tendency of high turn0o#er and frequent a%senteeism$ To eliminate as far as possi%le strikes, lockouts and gheraos %y pro#iding reasona%le wages, impro#ed li#ing and working conditions$ To esta%lish go#ernment control o#er plants and units that are running at a loss or in which production has to %e regulated in the pu%lic interest$ Impro#ement in the economic condition of the workers in the e isting state of industrial management and political go#ernment$ *esting of a proprietary interest of the workers in the industries in which they are employed$

Besides maintenance of employer employee relationship, maintenance of relation %etween la%our unions and management, I" also in#ol#es #arious group of employees and also the relationship %etween the industry and society &go#ernment, local %odies, other institutions and the pu%lic-$ 1uccessful I" may mean promotion and de#elopment ofB =ealthy la%our0management relations Industrial peace &%y a#oiding conflictsIndustrial democracy
11

12

282 TRENDS IN INDUSTRIAL RELATION

Deterioration in working conditions, %ecause of greater de#elopment of industrial unitsC unduly low wages and consequent dissatisfaction of the working classC growing indiscipline among the workersC strained relations %etween workmen and management in India ga#e %irth to T"(DE ,)I.)I1M during early 2:?<Es$ The trade unionism in India de#eloped quite slowly as compared to the western nations$ Indian trade union can %e di#ided into three phase$

The 3irst 'hase&2:?<02;<<-B

In this phase, the inception of trade unions took place$ The working and li#ing condition of the workmen were poor and their working hours were long$ !apitalist were only interested in their producti#ity and profita%ility$ In addition, the wages were also low and general economic conditions were poor in industries$ In order to regulate the working hours and other ser#ice conditions$ The Indian 3actories (ct was enacted in 2::2$ (s a result, employment of child la%our was prohi%ited$ The growth rate of trade union mo#ement was slow in this phase and later on the Indian 3actory (ct of 2::2 was amended in 2:;2$ Many strikes took place in the two decades following 2::< in all industrial cities$ These strikes taught workers to understand the power of united action e#en though there was no union in real terms$ 1mall associations like Bom%ay Mill0=ands (ssociation came up %y this time.

The 1econd 'hase:

This phase was characteriAed %y the de#elopment of organiAed trade unions and political mo#ement of the working class$ Between 2;2: to 2;68, many trade unions came into e istence in the country$ (t (hmada%ad, under guidance of Mahatma /andhi, occupational unions like spinnersE unions and wea#ersE unions were formed$ These unions federated into industrial unions known as Te tile La%our (ssociation in 2;6<$ In 2;6<, the first )ational Trade ,nion .rganiAation &The (ll India Trade ,nion !ongress- was esta%lished$ In 2;6@, Trade ,nion Law came up with the effort of Mr$)$)$7oshi that %ecame effecti#e from 2;65$ During 2;6:, (ll India Trade ,nion 3ederation &(IT,3- was formed$

The Third 'hase B

The third phase %egan with the emergence of independent India in 2;>5$ The %eginning of industrial relation dynamics can %e traced %ack to the inception of the Indian La%our !onference as far as 2;>6 %y Dr$B$"$(m%edkar, when the policy of %ringing together
13

three parties namely, go#ernment, management and workmen on a common platform as consultati#e tripartite forum for all matter of la%our policy and industrial relations was accepted$ The partition of the country affected the trade union mo#ement particularly in Bengal and 'unja%$ By 2;>;, four central trade union organiAations were functioning in the countryB The (ll India Trade ,nion !ongress The Indian )ational Trade ,nion !ongress The =ind MaAdoor 1angh The ,nited Trade ,nion !ongress

The working class mo#ement was politiciAed along the lines of political parties$ The Indian )ational Trade ,nion is the trade arm of !ongress party$ The (IT,! is the trade union arm of the communist party of India$ Besides workers, white collar employees, super#isors and managers are also organiAed %y the trade unions$

AREAS OF INDUSTRIAL RELATION

I" co#ers the following areasB
i.

Industrial dispute: (ccording to the Industrial Dispute (ct, 2;>5 section &k-,
FIndustrial Dispute means any disputes or difference %etween the employers and employers, or %etween employers and workmen or %etween workmen and workmen, which is connected with the employment or non employment or terms of employment or with the condition of la%our or any personG$

ii.

!ollecti#e %argaining: !ollecti#e %argaining refers to process %y which

employers on one hand and representati#es of the employees on the other hand attempt to arri#e at agreements co#ering the conditions under which employees will contri%ute and %e compensated for their ser#ices .

iii.

"ole of management, union and go#ernmentB They play a #ital role in

achie#ing the common o%jecti#es and focus on production and producti#ity$ /enerally a meeting is conducted %etween union0 management i$e$ 7oint Bipartite !ommittee for the coal industry$ In the meeting ,nion "epresentati#es and Management "epresentati#es of !IL&!oal India Ltd$- are there to discuss the )ational 9age (greement in the inter#al of fi#e years$

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iv.

/rie#ance handling: /rie#ance means any real or imaginary feeling of

dissatisfaction or injustice in connection with ones employment situation that is %rought to attention of the management$ /rie#ance generally arise from day to day working relation in an undertaking, usually a worker or trade union protest against an act or omission of management that is considered to #iolate workerEs right$

v.

Employee discipline: Discipline is a force that prompts indi#idual or groups

to o%ser#e the rules, regulations and procedure which are needed to %e necessary for the effecti#e functioning of the organiAation$ !auses of indiscipline includes followingB

a- )on0placement of the right person on the right jo% which is suita%le for his qualifications, e perience and training$ %- Lack of properly drawn rules and regulations or the e istence of rules and regulations which are not practically implemented$ c- Bad working condition d- Discrimination %ased on caste, creed, color, se , language and place in matter of selection , promotion, transfer, placement and discrimination in imposing penalties and handling out rewards$ e- Lack of proper communication from %ottom le#el of hierarchy to top management as a result of which thoughts, feelings and issues of employees cannot %e con#eyed to top management$

vi.

Laws and legislation related to I":

a%cdefThe 3actories (ct, 2;>: Trade ,nions (ct, 2;6@ The Industrial Employment (ct, 2;>@ The 'ayment of 9age (ct, 2;8@ The Minimum 9age (ct, 2;>: The 'ayment of Bonus (ct, 2;@?
15

gh-

The Mines (ct, 2;?6 9orkerEs !ompensation (ct, 2;68

vii.

9orkers participation in management : The concept of workers

participation I management crystalliAes the concept of industrial democracy and indicates an attempt on the part of the employer to %uild his employees into a team which work towards the realiAation of common o%jecti#es$ In fine it can %e said that the workers participation as a system of communication and consultation either formal or informal %y which employees of an organiAation are kept informed a%out the affairs of the undertaking and through which they e press their opinion and contri%ute to management decision$

CHAPTER " INDUSTRIAL RELATIONS AT CCL

"81 INDUSTRY PROFILE

!oal H 'rimary 1ource of Energy !.(L is one of the prime fuels in India$ !oal constitutes :2I of the total generation and will continue to %e crucial to the !ountryEs future power needs$ India now rank 8 rd amongst the coal producing countries in the world$ !hina is the largest producer of !oal with 8?6< Million Tonne &>;$?I of the total worldwide production in 6<22-, followed %y ,nited 1tates ;;6$: MT &2>$>I of the worldwide production in 6<22-$ !oal %eing the most a%undant fossil fuel in India till date, it continues as one of the most important source for meeting the domestic energy needs and will continue to %e the mainstay of its future energy supply$ It pro#ides most #ital input for accelerating the growth of Indian economy$ ?6$>I of IndiaEs total Energy needs are met %y !oal, whereas >2$@I of energy requirement is met %y .il J )atural /as$ The indigenous all India !oal production assessed in the terminal year of KIIth 'lan is projected to %e 526 Mt$ %y working group of KIIth plan, in the terminal year of KIIth plan$ The projection of coal production from !IL during the terminal year of KIIth plan of @2? Mt, as per KIIth plan documents$
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C1+&-/0 C*/03.10(, L.2.&1(

.#er#iew !entral !oalfields Limited is a Mini0"atna !ompany since .cto%er 6<<5$ It is one of the eight su%sidiaries of !IL &!oal India Limited- operating in India$ The %asic function of !!L is the production and dispatch of coal$ Its headquarter lies in "anchi, 7harkhand$ It is a 'ri#ate Limited !ompany which has its 2<<I shares with !IL The total electricity production capacity of India is 2,@<,<<< M9 out of which 5<I of electricity is generated using coal$ The coal production %y !IL accounts for appro :@I of total coal production in India$ The major states ha#ing #ast coal deposits are 7harkhand, .disha, !hattisgarh and some areas of Maharashtra$ During 6<<;02<, coal production of the company reached its highest0e#er figure of >5$<: million tonnes, with net worth amounting to "s 6@>> crore against a paid0up capital of "s$ ;>< crore$

"ecently !!L has

N'2;1- *3 M.+1, ?: .perati#e Mines &62 ,nderground J 85 .pencast mines-

17

7/,<1-.1,

5 9asheries > !oaking !oal 9asheries &+athara, "ajrappa, +edla J 1awang0 throughput capacity of ;$8? MT'( 8 )on0!oking !oal 9asheries &'iparwar, +argali J /idi0 throughput capacity of 22$56 MT'(

2 !entral 9orkshop &I1. ;<<2- at Barkakana ? "egional "epairL9orkshops &8 wLs are I1. R1=/.-/7*->,<*=, ;<<2- at 7arandih, Tapin )orth, Dakra, /iridih J Bhurkunda O=1-/&.+? C*/03.10(, @ !oalfields &East Bokaro, 9est Bokaro, )orth +aranpura, "amgarh J /iridih-

H.,&*-) 3ormed on 2st )o#em%er 2;5?, !!L &formerly )ational !oal De#elopment !orporation Ltd- was one of the fi#e su%sidiaries of !oal India Ltd$ )ational !oal De#elopment !orporation Ltd$ &)!D!- was set up in .cto%er, 2;?@ as /o#ernment0owned !ompany in pursuance of the Industrial 'olicy "esolutions of 2;>: and 2;?@ of the /o#ernment of India$ It was started with a nucleus of 22 old state collieries &owned %y the "ailwaysha#ing a total annual production of 6$; million tonnes of coal$

C1+&-/0 C*/03.10(, L.2.&1( The =istorical march !entral !oalfields Limited is a !ategory0I Mini0"atna !ompany since .cto%er 6<<5$ During 6<<;02<, coal production of the company reached itEs highest0e#er figure of >5$<: million tones, with net worth amounting to "s$ 6@>> crore against a paid0up capital of "s$ ;>< crore$ 3ormed on 2st )o#em%er 2;5?, !!L &formerly )ational !oal De#elopment !orporation Ltd- was one of the fi#e su%sidiaries of !oal India Ltd$ which was the first holding company for coal in the country &!IL now has : su%sidiaries-$
18

Early

=istoryH3ormation

of

)!D!

&'re0nationaliAation-

!!L had a proud past$ (s )!D!, it heralded the %eginning of nationaliAation of coal mines in India$ )ational !oal De#elopment !orporation Ltd$ &)!D!- was set up in .cto%er, 2;?@ as /o#ernment0owned !ompany in pursuance of the Industrial 'olicy "esolutions of 2;>: and 2;?@ of the /o#ernment of India$ It was started with a nucleus of 22 old state collieries &owned %y the "ailways- ha#ing a total annual production of 6$; million tonnes of coal$ ,ntil the formation of )!D!, coal mining in India was largely confined to the "aniganj coal %elt in 9est Bengal and the 7haria coalfields in Bihar &now in 7harkhand-, %esides a few other areas in Bihar &now in 7harkhand- and a part of Madhya 'radesh &now !hattishgarh alsoand .rissa$ 3rom its #ery %eginning, )!D! addressed itself to the task of increasing coal production and de#eloping new coal resources in the outlying areas, %esides introducing modern and scientific technique of coal mining$ In the 1econd 3i#e 4ear 'lan &2;?@02;@2- )!D! was called upon to increase its production from new collieries, to %e opened mainly in areas away from the already de#eloped "aniganj and 7haria coalfields$ Eight new collieries were opened during this period and the production increased to :$<? million tones %y the end of 1econd 'lan$ During Third 3i#e 4ear 'lan &2;@202;@@-, though the !orporation had %uilt up a much larger production capacity, it could not %e utiliAed due to a sluggish domestic coal market$ 'roduction had, therefore, to %e pegged down and the de#elopment of se#eral collieries undertaken from the early part of the 'lan period, had to %e suspended$ By this time, the contri%ution of )!D! to the nationEs coal production &@5$56 million tonesincreased to around ;$@ million tones$ 9ith gradual rise in the demand of coal due to commissioning of new power plants and de#elopment of other coal0%ased industries during 3ourth 3i#e 4ear 'lan &2;@;02;5>-, )!D!Es production increased to 2?$?? million tonnes %y the terminal year of 3ourth 3i#e 4ear 'lan, i$e, 2;5805>$ )ationaliAation of !oal MinesB In the first phase, the management of coking coal mines was taken o#er %y the /o#ernment of India on 25th .cto%er 2;52 and nationaliAation was effecti#e from ?th 7anuary 2;56$ ( state owned company, Bharat !oking !oal Ltd$ was formed for
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managing coking coal mines$ 3or con#enience of management, B!!L collieries in the East Bokaro coalfields in Bihar &now 7harkhand- were transferred to )!D!, and its projects in !entral 7haria region #iA$, 1udamdih and Moonidih deep shaft mines were handed o#er, in stages to B!!L$ In the second phase of nationaliAation, the management of non0coking coal mines in the country, e cepting the capti#e coal mines of the two steel plants, #ia, TI1!. and II1!., was taken o#er %y the /o#ernment on 82st 7anuary 2;58$ These mines were su%sequently nationaliAed with effect from 2st May 2;58 and another state0owned company, !oal Mines (uthority Ltd$ &!M(L- came into %eing with headquarters at !alcutta &now +olkata- to manage and de#elop )!D! collieries and other newly nationaliAed units$ )!D! itself, in this process, %ecame a di#ision of !M(L which owned 8@ collieries under commercial production in Bihar, .rissa &now .disha-, Madhya 'radesh and Maharashtra, %esides four coal washeries, one %y0product coke o#en plant, two large central workshops and manpower of a%out 52,<<<$

The formation of !M(L witnessed regrouping of the coal mines into three di#isions, namely, 9estern, !entral and Eastern$ The regrouping had to %e done for the con#enience of management, keeping in #iew the geographical location of the collieries$

)!D! units located in the 1tates of Maharashtra and Madhya 'radesh, with the e ception of 1ingrauli coalfields, %ecame a part of the 9estern Di#ision$ The !entral Di#ision consisted of all the old collieries of )!D! in .rissa and Bihar &e cept 1udamdih and Moonidih which had %een handed o#er to B!!Land those acquired %y !M(L after take0o#er in /iridih, East Bokaro, 9est Bokaro, 1outh +aranpura, )orth +aranpura, =utar J Daltongunj !oalfields in Bihar$ The !entral Di#ision consisted of @> collieries, four coal washeries, one %y0product coke o#en plat, on %ee0hi#e coke plant and one central workshop at Barkakana &7harkhand- ha#ing a manpower of 2,22,?<<$

The !M(L, with its three di#isions continued upto 2st )o#em%er 2;5? when it was renamed as !oal India Limited &!IL- following the decision of /o#t$ of India to restructure the coal industry$ The !entral Di#ision of !M(L came to %e known as !entral !oalfields Limited and %ecame a separate company with the status of a su%sidiary of !IL, which %ecame the holding company

*ision
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"Committed to create eco-friendly mining"

The Mission of !!L is to produce and market the planned quantity of coal and coal products efficiently and economically with due regard to safety, conser#ation and quality$ The main thrust of !!L in the present conte t is to orient its operations towards market requirements maintaining at the same time financial #ia%ility to meet the resource needs$

Mission "To become a World class, Innovative, Competitive & Profitable Coal Mining Operation to achieve C stomer !atisfaction as top priority."

.%jecti#es

!oal mining through efficiently operated mines$ Besides fulfilling coal needs of the customer in terms of quantity, focus on quality, #alue addition and %eneficiation to the satisfaction of the customers$ Marketing of coal as main product

'laces from where !oal is currently %eing e tracted in 7harkhandB

DistrictsB "anchi, !hatara,, Daltonganj, "amgarh, =aAari%agh, /iridih, Bokaro, Dhan%ad

Major coal %uyer of !!LB

'ower =ousesB 'unja% 1tate Electricity Board =aryana 1tate Electricity %oard 7harkhand 1tate electricity Board
21

Delhi *idyut Board D*! T*)L

)T'!

,'"*,)L

1teel /iantsB
1(IL &1teel (uthority of India Limited- 'lants at "aurkela, Bhilai, Durgapur and Bokaro . .thersB "ashtriya Ispaat )igam Limited.

22

M1?/ P-*@1A&,
The main strength of !!L, so far as coal production is concerned, is its large opencast mines with mechaniAed coal production, mostly through sho#el0dumper com%ination$ 1ome of the large opencast mines &producing more than 6 MT4- are, 2$ 6$ 8$ >$ ?$ @$ 'iparwar .!' (shok .!' +D= .!' (mlo .!' +alyani .!' Tarmi .!'

'iparwar .!' was commissioned with (ustralian colla%oration in early ;<s and is equipped with a unique Din0pit coal crushing and con#eying systemE H the only unit of its kind engaged in the coal production in India$ (shok .!' produces coal %y adopting Dsurface minerE technology$ The technological growth has %een phenomenal considering the fact that a num%er of .! mines used to %e worked with manual la%our in the past$ 3uture 'rojects !!L has a definite plan of growth$ It has en#isaged commissioning of a num%er of greenfield and e pansion projects, %oth opencast and underground, during KI 'lan with state0of0the0art technologies$ The process of land acquisition and o%taining #arious appro#alsLclearances has started in mines, e$g$B 1l$ )o$ 2$ 6$ 8$ >$ )ame of 'roject Magadh .!' (mrapali .!' +aro .!' +onar .!' 'eak !apacity &MT46<$< 26$< 8$?< 8$?<

23

?$ @$ 5$

)orth ,rimari .!' !huri Benti ,/' 'arej East ,/'

8$<< <$:2 <$?2

24

(rea

'rojects Bhurkunda ,L/ !entral 1aunda ,L/ 1aunda0D ,L/ 1aunda ,L/ 1ayal HD ,L/ ,rimari ,L/ ,rimari .L! )orth ,rimariL Birsa .L! Bhurkunda .L! /idi 0 ( .L! /idi 0 ! .L! "eligara .!L,/ 1irka .L! 1irka ,L/ (rgada ,L/ /iddi 9ashery !huri ,L/ Dakra Buk%uka .L! +$ D$ =$ .L! +arkatta .L! "ohini .L! 'urnadih .L! "ajhara .L! Tetariakhar .L! 'iparwar .L! "ay0%achra ,L/ (shoka .L! 'iparwar !='L!'' "ajrappa .L! "ajrappa 9ashery 1aru%era ,L/ 1aru%aera .L! (ra .L! +uju ,L/ Topa ,L/ Topa .L! 'indra ,L/ 'indra .L!
25

26

27

8$6 Company Profile

Date of incorporation !oal India Limited was formed as holding !ompany with ? su%sidiaries on 62$2<$2;5? The company is incorporated under the !ompanies (ct, 2;?@ and is wholly owned %y the /o#ernment of India &/.I-$ Engaged in the mining of coal, coal %ased products and mining consultancy$
Eastern Coalfields Ltd. Bharat Coking Coal Ltd. Central Coalfields Ltd. Northern Coalfields Ltd. Western Coalfields Ltd$ South Eastern Coalfields Ltd$ Mahanadi Coalfields Ltd$

!orporate 1tatus B

Business B

9holly .wned 1u%sidiaries

and

Central Mine Planning & Design Institute Ltd$ North Eastern Coalfields

is directly under !oal India Ltd$

"egistered .ffice B

Coal Bhavan, ! Neta"i Su#has $oad, %olkata & '!! !! West Bengal, India.

28

1,B1IDI("4 !.M'()IE1 .3 !IL

COMPANY ECL CCL CCL %CL NCL SECL MCL NEC CMPDI

HEADQUARTERS Sanctoria D!an"a# Ranc!i Na&'(r Sin&ra()i i)a,'(r Sa-"!a)'(r A,,aRanc!i

YEAR OF CORPORATION 1975 197$ 1975 1975 19*+ 19*+ 199. 1975 1975

Coa) In#ia an# it, ,(",i#iari/,

29

"8" INDUSTRIAL REALTION SYSTEM AT CCL

If we talk a%out coal industry %efore nationaliAation, these were run %y pri#ate firmsC hence no proper I" systems was present at that time$ 9orkers were e ploited %y the mines owners, they were not pro#ided withB a%c'roper wages for their work Employees welfare 'roper working hours

Thus in 2;58, when all firms were nationaliAed !ILL!!L put more stress towards the impro#ement of misera%le la%our condition$ Better I" policies were introduced in the organiAation$ The !!L management %elie#es that its success in achie#ing the organiAational goal largely depends on effecti#e participationLin#ol#ement of the workers$ 3or this !!L management has introduced workers participation scheme at collieryLproject tLarea and company le#els to deal with the matter concerning to production, producti#ity cost control, safety statutory and non statutory welfare measures$ ,nder the a%o#e schemes different %ipartite committees are functioning at unit, area and company le#el in which the workers are represented through their representati#e of trade union functioning in the company$ This not only helps in resol#ing the day to day grie#ances of the works and maintaining cordial industrial relation$ To maintain a harmonious industrial relationship in the company, the !!L management has introduced an I" system under which the Trade ,nion ha#e affiliation with the !entral Trade ,nion .rganiAation, functioning in !!L ha#e only %een associated$ In !!L, there are more than 8? registered trade unions as well as associations$ The trade unions are affiliated with different central trade organiAation like I)T,!, BM1, !IT,, (IT,!, =M1 plays an important role in industrial relation scenario in !!L$ (ll together eight trade unions are functional in !!L$ (part from these trade unions, craft unions and associations are also functional in !!L which are affiliated to some central trade union organiAation$ Mostly, outside leadership pre#ails in the trade unions and somehow or most of the trade unions are ha#ing leaders from ha#ing different political parties$ ,nder the I" system regular periodic meetings are held with these unions with the #iew to sort out the grie#ances of the employees, if failing with the pur#iew of the e isting policy, procedures and guidelines of the company$

30

3i#e central trade unions which are %eing operati#e in the company and their affiliation are as followsB I)T,!00000000"!M1 (IT,!000000000,!9, =M10000000000007M1,"+M,,!M, BM1000000000000!!L,!+1 !IT,000000000000)!.E(JB!+,

Meetings are held time to time with the trade unionsLassociations that are not co#ered under I" system on resol#ing the grie#ances of the workers at all possi%le le#els$ Majorities of the workers are mem%er of one or the other trade unions$ The "!M1, ,!9,,!!L,!+1,7M1 and "+M, ha#e opted for check0off system through which the mem%ership su%scription are deducted from the salary of the employee after getting an option from the concerned employee in writing while other trade unions collect their mem%ership fees through cash receipt.

GREI5ANCE HANDLING THROUGH MUTUAL DISCUSSION

3or amica%le settlement of grie#ancesLdisputes raised %y #arious trade unions and workers, a three tier grie#ance redressal system is part of !!LB a,nit le#elB This stage is headed %y project officer$ This is the %ase of grie#ance redressal system$ 'ro%lems not sol#ed at this stage is forwarded to the ne t le#el i$e$ (rea$ (rea le#elB This stage is headed %y /eneral Manager of the area$ (ny pro%lem not sol#ed here is forwarded to the ne t le#el i$e$ corporate le#el$ !orporate le#el or =eadquarterB This is the supreme %ody of the organiAation which is headed %y !hairman0cum0Managing Director &!MD- for the final decision and I" related issues are dealt %y director &personnel-$ 3or the smooth functioning of this system, a calendar plan for structural meeting with the trade union co#ered under I" system is prepared during each calendar year$ ,nder this system the representati#es of trade unions on
31

%c-

%ehalf of workers first raise their grie#ances at unit le#el so that grie#ances which can %e sol#ed at unit le#el could %e resol#ed at lowest le#el$ The issues which are %eyond the pur#iew of unit le#el are referred to the area with the joint consent of union and the management representati#es$ (t area le#el discussion are held with the representati#e trade union and after discussion only those issues which require any policy decision, interpretations including the issue of general nature are referred to corporate le#el through a jointly signed agenda from the management and the union representati#e$

Employee 1upport 1chemeB In addition, !!+ ha#e FEmployee 1upport 1chemeG like F=um (pke 1aathG w$e$f <2$<>$6<<; and F1amadhanG w$e$f <2$<>$6<26 for redressal of grie#ance of workers$

OBJECTI5ES OF ESSB
a%cdTo pro#ide single window redressal of grie#ances of the employeesLe 0 employees$ To esta%lish direct communication channel %etween e ecuti#e and functional departments with employees at grass root$ To impart a sense of !ompany !are for its employees$ To sensitiAe all layers of management on employees issues$

FEATURES OF ESSB
EmployeesLe 0employees are encouraged to send their grie#ances that are not %eing sorted out in normal course or otherwise directly to the top management$ !)D, !!L, and Director &'ersonnel- !!L will hold grie#ance redressal session once a month in the office of !MD, !!L$ .ther functional departments can also join depending on their a#aila%ility$ EmployeesLe 0employees may send their grie#ances in any one of the following mannerB

32

Employee&s- may register their grie#ances through a toll free num%er installed in Director &personnel- sect$ %y informing their name, details and grie#ance$ Employee&s- may send their grie#ance to Director &personnel-Es 1ect$ through e0 mail at the address dpcclMrediffmail$com $ Employee may send their grie#ance with details in writing through the letter %y courier or post addressed to Tech$ 1ecretary to Director &personnel-, !!L$ Employees may meet !MD and Director &personnel-, !!L and other functional directors on the prescri%ed date and time which will %e gi#en in !!L we%sitesLnotice %oard of areas and head quarters, newspapers$

If the aggrie#ed employee&s- is still not satisfied and he thinks his grie#ance is not sol#ed then he can opt for !onciliation proceedings$ The !ommand le#el of !!L is looked %y different !onciliation officersB "egional La%our !ommissioner, "anchi and the jurisdiction of said authority is related with )$+$ (rea, 'iparwar (rea, Barka 1ayal (rea, !!L =eadquarter$ (ssistant La%our !ommissioner, =aAari%agh and the jurisdiction is =aAari%agh (rea, +uju (rea, (rgada (rea, "ajrappa (rea, BJ+ (rea, Dhori J kahthra (rea$ (ssistant La%our !ommissioner, 'atna and the jurisdiction is "ajhara (rea$

TRADE UNIONS AT CCL

Trade unionB Trade unions are #oluntary organiAation of employees or employers formed to promote and protect their interest through collecti#e action$ Though the term employee and employers are used, when we say unions we generally refer to employees$ 3ollowing are the criteria to recogniAe the Trade union in !!LB 1trength of mem%ers$ (ffiliation from operati#e !entral Trade ,nion$
33

.perating in a particular area for more than three years$ Merit of concerned Trade ,nion is also taken into consideration$

3ollowing are the !entral Trade ,nions .rganiAation in IndiaB (ll India Trade ,nion !ongress &(IT,!-$ Bhartiya MaAdoor 1angh &BM1-$ !entre of Indian Trade ,nions &!IT,-$ =ind MaAdoor 1a%ha &=M1-$ =ind MaAdoor +isan 'anchayat &=M+'-$ Indian 3ederation of 3ree Trade ,nion &I33T,-$ Indian )ational Trade ,nion !ongress &I)T,!-$ )ational 3ront of Indian Trade ,nion &)3IT,-$ )ational La%our .rganiAation &)L.-$ Trade ,nion !o0ordination !entre &T,!!-$ ,nited Trade ,nion !ongress &,T,!-$ ,nited Trade ,nion !ongress0Lenin 1arani &,T,!0L1-

3i#e !entral Trade ,nion recogniAed %y !ILL!!L areB Indian )ational Trade ,nion !ongress &I)T,!(ll India Trade ,nion !ongress &(IT,!!entre of Indian Trade ,nions &!IT,=ind MaAdoor 1a%ha &=M1Bhartiya MaAdoor 1angh &BM1-

)ame of registered and recogniAed operati#e Trade ,nion under I" system of !!LB "ashtriya !olliery MaAdoor 1angh &"!M1-

34

,nited !oal 9orkers ,nion &,!9,)ationaliAed !oal .rganiAation Employees (ssociation &)!.E(Bihar !olliery +amgar ,nion &B!+,7anta MaAdoor 1angh &7M1"ashtriya +oyla MaAdoor ,nion &"+M,!oalfields MaAdoor ,nion &!M,!entral !oalfields Limited0 !olliery +armachari 1angh &!!L0!+1(33ILI(TED T. T=E !E)T"(L T"(DE ,)I.) I)T,! (IT,! !IT, !IT, =M1 =M1 =M1 BM1 B(!+0,' 3".M '.LITI!(L '("T4 !.)/"E11 !'I !'M !'M ).T 1'E!I3IED ).T 1'E!I3IED ).T 1'E!I3IED B7'

)(ME .3 ,)I.) "!M1 ,!9, )!.E( B!+, 7M1 "+M, !M, !!L!+1

O;@1A&.91, *3 T-/(1 U+.*+, /& CCL:

9ages and salariesB Timely payment of wages and salary to different categories of employees after implementation of )ational !oal 9age (greement &)!9(-$ 9orking !onditionB Different workers at !!L ha#e different working conditions, like some work in underground mine while other work at open cast mines$ ,nion leader emphasiAe on %etter working condition of e#ery employees$
35

9elfareB !!L offers a lot of welfare facilities to its employees like that of housing, town administration, water supply, medical facilities etc$ union representati#e focus on implementation of all the facilities offered on time$ Employee0Employer relationB ,nion leader acts as a %ridge %etween employee and employer in order to resol#e the issues of employees and maintaining a harmonious relationship$ ,nion representati#e takes the grie#ances to the management which cannot %e placed directly or may take time in redressal$ 1afeguarding organiAational health and interest of the industryB union representati#e take care of production and producti#ity of company, with safety of workers in mind$

FUNCTIONS OF TRADE UNIONS AT CCLB

To achie#e higher wages and %etter working condition$ To raise the status of workers as a part of industry$ To protect la%our against #ictimiAation and injustice$ To take up welfare measures for impro#ing the morale of workers$ To generate self confidence among workers$ To encourage sincerity and discipline among workers$ To pro#ide opportunities for promotion and growth$ To protect women workers against discrimination$

REASONS FOR LABOUR JOINING TRADE UNIONB

MinimiAation of discrimination$ 1ense of participation in company$ 'latform for self e pression$ Betterment of relationship %etween management.

36

/reater Bargaining 'ower$

PROBLEM FACED BY TRADE UNIONSB Intra Union ri0a)r1 M()ti')/ Union, Int/r Union ri0a)r1 I))it/rac1 a-on& 2or3/r, A",/nc/ o4 o44ic/ "/ar/r,

UNION MANAGEMENT RELATIONSHIP

9hile most of the organiAations percei#e the union and management relationship to %e ad#ersial in nature, the reality is that %oth ha#e a common set of desired goals$ !!L is well respected for its a%ility to enhance working relationship %etween the workforce and the management0working towards a common set of goals$ 1ince the D1I/) N,().)E of sound industrial relation is %ased on %ipartism, the following principles go#ern the relationship %etween the Trade ,nion and the Management$ To maintain discipline Hproper recognition %y employerLmanagement and employerLTrade ,nions of the rights and responsi%ilities of either party, as defined %y laws and agreement arri#ed at all le#el from time to time$ "ecognition of the innate dignity of man and his work, whate#er hum%les it may %e$ "ecognition of the rights of all men to equal opportunities$ 1ense of commitment towards work ethics reflected in achie#ement of taskLtarget, with quality and cost$ (cceptance of discipline and disposition of quality of conduct$

37

(ffirmation of faith in democratic principles and settlement of disputes, differences and grie#ances %y mutual negotiation, conciliation and #oluntary ar%itration$ !ommitment for welfare and de#elopment of employees$ =umaniAation of the process of work with mutual respect to create industrial harmony$ !ommitment to work jointly for achie#ement of organiAational goals$ There shall %e no #iolence, coercion, intimidation, #ictimiAation, or personal #ilification in the process and arising out of resol#ing disputes, differences or grie#ances$

SUBJECTS OF UNION MANAGEMANT DECISIONS :

'romotion and transfer of workers$ (ge disputes$ "egulariAation of workers$ TerminationLdismissalLreinstatement of workers$ Long a%senteeism$ !ompensation %eing pro#ided to the worker$ Land related pro%lems of #illagers$ 9agesLsalaries, allowances, pay fi ation$ 9orking hour shift$

INDUSTRIAL ACTION TAKEN BY TRADE UNIONB

Meeting is conducted %etween Management representati#es and the representati#e of Trade union leaders at different date J as per set %y the management to discuss on fi ed agenda$ In this meeting ,nion "epresentati#e discusses all the issues with management representati#e$ Management representati#es try to redress all the genuine demand of union representati#e through mutual negotiation$ 1till if the demands of Trade ,nion are
38

not redressed they are free to ser#e #er%alLwritten notice for to pressuriAe the management in form of following steps of agitation0B Demonstrations Dharnas =unger strike 9ork to rule 1toppage of production 1toppage of transportation /herao Bandh 1trike

MAIN CAUSES OF STRIKESB

Dissatisfaction with company policy$ 1alary and incenti#e pro%lems$ Increment of salary not up to the mark$ 9rongful discharge and dismissal of workmen$ 9ithdrawal of any concession or pri#ilege$ =ours of work and rest inter#al$ Lea#e with wages and holidays$ Bonus, profit sharing, pro#ident fund and gratuity$ "etrenchment of workmen and closure of esta%lishment$ Dispute connected with minimum wages$

TYPES OF STRIKESB Economic strike

39

1ympathetic strike /eneral strike 1it down strike 1low down strike 1ick out, sick in strike 9ild cat strikes

L*,,1, ('1 &* ,&-.>1 3*- &<1 )1/- 200CD10 &* 2011D12

40

4ear

)o$ of 1trikes 0

Date

'roduction Loss &MT0

Man days Loss 0

9age loss &in "s$lakh0

)ame of Trade ,nions 0

Demands

6<<;0 2< 6<2<0 22

?$5$6<2<

565@ Te

6>25

865?;;5$;@

!IT,

(gainst policy of /o#t$ of India (gainst policy of /o#t$ of India (gainst disin#estment of 2<I share of !IL (gainst policy of /o#t$ of India

5$;$6<2<

?6<<; Te

2:;:5

6>>62?62$<@

2:$2<$6<2<

28><? Te

2662

688>5:>$;@

I)T,! (IT,!, =M1 J !IT, !!L!+1

6<220 26

2<$2<$6<22 28$6$6<26 6:$6$6<26

226;5@ 0 0

68:<2 8>2< >?@2

>;?>??@@$82 2>><><$;< 26?>>?;8$?;

I)T,!, BM1, (IT,!, =M(, !IT,

41

CHAPTER 4 RESEARCH METHODOLOGY

D/&/ A*001A&.*+ 21&<*(B 3or collection of primary data sur#ey method was used$ The sur#ey was carried out %y a structured questionnaire$ 1econdary data was collected from we%sites for the purpose of study$ Below is gi#en the analysis part of the data collection through questionnaire method$ )um%er of response in each scale is con#erted into percentage respecti#ely to pro#ide a clear picture of the response$ T**0, /+( &1A<+.E'1,B In the study percentage analysis ha#e %een used as tools and techniques for analysis$

42

CHAPTER # RESULTS AND DISCUSSIONS

#81 ANALYSIS
Data collection methodB 3or collection of primary data sur#ey method was used$ The sur#ey was carried out %y a structured questionnaire$ 1econdary data was collected from we%sites for the purpose of study$ Below is gi#en the analysis part of the data collection through questionnaire method$ )um%er of response in each scale is con#erted into percentage respecti#ely to pro#ide a clear picture of the response$ Tools and techniquesB In the study percentage analysis ha#e %een used as tools and techniques for analysis$

43

Nuestionnaire 3ormat and data analysisB 2$ (re you satisfied with working condition pro#ided %y !$!$LO a- 4es %- )o

c- !anEt say

Most &@< I- of the workers are satisfied with the with working condition pro#ided %y !$!$L$ 3ew&86I- think they can pro#ide with %etter condition while minor population &:I- is confused a%out it$

44

6$ (re you satisfied with your salaryO a- 4es c- !anEt say %- )o

Most &56I- of the employees of the company is satisfied with the salary %eing pro#ided to them and some of them &6>I- employees are not satisfied with the salary %eing pro#ided to them %ut few of them&>I- are confused a%out the question$

45

8$ Does your salary complement your workO a- 4es c- !anEt say %- )o

Most of the employees &56I- feel their salary complement their work which is a major chunk$ But there is small population &:I- which is confused a%out their salary and work$ 1till we can say that workers in the organiAation are satisfied with their wages$

46

>$ 9hat is the usual pro%lem faced %y you at !$!$LO a- 9ork schedules c- "elationship with su%ordinates e- Disciplinary action %- 9orking culture d- /rie#ance handling procedures f- others

>< I of the workers are not comforta%le with the working culture, 6>I complained a%out the work schedule$ 3ew of the workers are not satisfied with the grie#ance handling procedure and other pro%lem$ 9orkers %asically donEt face the pro%lem with

47

their su%ordinates and they are almost satisfied with disciplinary action taken %y the management.

?$ Does your pro%lem or grie#ances reach to managementO a- (lways c- )e#er %- 1ometimes d- canEt say

?@I of workers feel that their grie#ances reaches to the management sometimes only and they should reach more often$ 'ortions of worker &6>I- though think their grie#ances reach to the management always while &:I- are not sure if their grie#ances reach to the management.

48

@$ (re you satisfied with the grie#ance handling system at !$!$LO a- 4es c- !anEt say %- )o

( major portion of workers &?@I- are not satisfied with the grie#ance handling system at !$!$L$ while a small portion of workers &6>I- are not sure$ But only &6@I- of workers are satisfied with the grie#ance system$

49

5$ /enerally at what le#el grie#ances are sol#edO a- ,nit le#el c- !orporate le#el %- (rea le#el

=ere 66I of the workers feel that their grie#ances are sol#ed at unit le#el while &;I- of workers think that their grie#ances are sol#ed at area le#el$ But a large portion of workers &@;I- think that their grie#ances are sol#ed at corporate le#el$
50

:$ 9hat are the factors leading to grie#ances from managementO a- 1alary c- ,nsatisfactory promotional scheme e- Improper career planning %- Lea#e policy d- improper moti#ation to employees

Most of the workers are not satisfied with their promotional schemes and want to change them$ ( chunk of workers feel that there is disparity %etween skills of employees and the jo% responsi%ility and moti#ation gi#en to employees are not up to the mark$
51

(lso workers think that career planning and lea#e policy in the company is not impressi#e$ 9orkers didnEt complaint a%out their salary$

;$ 9hat is your preference for su%mission of grie#ancesO a- Direct contact to management head c- Through trade unions system cell %- Through super#isor d- Through grie#ance handling

6>I of the employees feel that their preference for su%mission of grie#ances directly to the management head while few of them &6>I- feel that su%mit them through
52

super#isor$ 1ome of them feel &6:I- that their grie#ances should %e su%mitted %y trade unions %ut few of them &6>I- feel that grie#ances should %e su%mitted through grie#ance handling system cell$

2<$ (re you aware a%out the trade unions that e ist in !$!$LO a- 4es c- !anEt say %- )o

Most of the employees &;>I- are aware a%out the trade unions e ists in !$!$L while ?I of employees do not know a%out that and few of them 2I are confused a%out it$

53

22$ 9ho are the operati#e and recogniAed central trade unions in !$!$LO a- "!M1 c- !M, e- (ll of a%o#e %- ,!9, d- "+M,

Most of all employees &;?I- are aware a%out the trade unions accessi%le in !$!$L$

54

26$ Does the e ternal trade union e ist in !$!$LO a- 4es c- !anEt say %- )o

1ome of employees are know a%out the e ternal e istence of trade unions in !$!$L while most of them &?<I- are said no e ternal trade union e ists in !!L$ But few of them are confused a%out it$

55

28$ Does the employees satisfy their grie#ances during trade union meetingsO a- (lways c- Most of the time %- 1ometimes d- )e#er

Most of the employees &><I- always satisfied their grie#ances during trade union meetings while some of them &8<I- are satisfied sometimes$ But 6<I of the employees satisfied most of the time while 2<I of them ne#er satisfied$
56

2>$ (re you satisfied with your welfare facilities pro#ided %y !$!$LO a- (lways c- Most of the time %- 1ometimes d- )e#er

@@I of the employees are always satisfied with the facilities pro#ided %y !$!$L$ while 65I of them are sometime satisfied$ But 6I are satisfied most of the time while ?I ne#er satisfied facilities pro#ided to them %y !$!$L$

57

2?$ 9hat is the duration of )!9( IKO a- > years c- @ years %- ? years d- 5 years

58

1ome of the employees feel that the duration of )!9( IK is > years while :8I of them feel that the duration is ? years$ But ?I feel that @ years and 2I feel that 5 years$

2@$ 9hat is the full form of )!9(O a- )ational coal wage assignment c- )ational coal wage agreement %- )ational coal welfare agreement d- none of these

Most of the employees feel that full form of )!9( IK is national coal wage act %ut 2I, 8I and ?I feel that are different from the original$
59

25$ 9hat mutual relation do union and management shareO a- =armonious c- 3luctuating %- !onflicting d- !old and distant

60

?6I of the employees feel that the union and management share mutual relation harmoniously while ><I of them feel that they are sharing conflicting relation %etween union and management$ >I of them feel that are fluctuating and >I of them feel that the relation should %e cold and distant$

2:$ Does union leaders cooperate with management to sol#e la%our issuesO a- (lways c- 1ometimes %- Most of the time d- )e#er

61

>>I of the employees feel that the union leaders cooperate with the management to sol#e la%our issues always while 8@I of them feel that they cooperates most of the time$ But few of them 6<I feel that they cooperates sometimes$

2;$ 9hat are the common issues taken %y trade unionsO a- 9orking condition c- 9elfare acti#ities %- wage payment d- all of these

62

>I of the employees feel that the common issue taken %y trade unions is working condition while few of them 28I feel that the common issues are wage payment$ But 5;I of the employees feel that the all of these are the common issues taken %y the trade unions.

6<$ !onflict %etween union and management results inO a- 1toppage of production c- 1trike e- /herao %- 1toppage of transportation d- Dharna f- (ll of these

Most of the employees &:>I- feel that the all a%o#e reasons should %e results in conflict %etween unions and management$

63

62$ (re worker satisfied with the management decisionsO a- (lways c- Most of the time %- 1ometimes d- )e#er

2< I of the employees feel that they are always satisfied with the management decisions while 6>I of them feel sometimes they satisfied with management decisions$ But most of the employees &@<I- are satisfied most of the time %y management decisions$

64

65

66$ =ow management try to resol#e pro%lems arising from trade unionsO a- .n their own c- 9ith unions %- By consulting management head d- (ll of these

Most of the employees &@8I- feel that the management try to resol#e the pro%lem arising %y trade unions with unions while 6@I of them feel that they try to resol#e %y consulting management head$

#82 FINDINGS
66

(fter studying the Industrial "elation 1ystem of !$!$L$ and analyAing the opinions of workers, we found that o#erall !$!$L$ is successful enough to satisfy its employees$ 9orkers are generally satisfied with conditions and salary %eing pro#ided to them$ ,sual pro%lem faced %y them are working culture and a %it work schedule$ 9orkers are also not satisfied with their promotional schemes$ 9orkers feel that most of the time their grie#ances reach to management %ut they are not satisfied with their grie#ance handling system$ /rie#ances are mostly resol#ed at corporate le#el$ There are #ery few times when workers are satisfied with management decisions$ 9orkers at !$!$L$ are well aware of trade unions e isting in the company$ They feel that it is necessary to ha#e Trade ,nions to strengthen the workers and they support trade unions$ Basically they are of the opinions that harmonious relationship e ists %etween unions and management$ Mostly union leaderEs cooperates with management to sol#e la%our issues$ !onflicts %etween unions and management lead to strikes$ Most of the time production target is hampered due to strikes$ Management try to sol#e them with the help of management head and union leaders$

67

#8" SUGGESTIONS
3ollowing are the suggestion to impro#e the Industrial "elation 1ystem at !$!$LB /rie#ance handling system should %e speedy and correct$ More power should %e gi#en to ,nit le#el for speedy reco#ery of grie#ances$ =igher authorities should interact with employees directly regarding their grie#ances$ Mushrooming of Trade ,nions should %e discouraged$ Better welfare acti#ities, regular meetings %etween union and management representati#e should %e conducted to redress the grie#ances and impro#e the relation %etween ,nion and management$ 9orkers should %e in#ol#ed in decision making process for %etter and effecti#e outcome$ 3le i%le work schedule and more impro#ed working culture should %e pro#ided to the workers$ Discipline action should %e impro#ed among employees$ Trade ,nions must %e limited and trained properly$ Transparency must %e maintained at all le#els .

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ANNE$URE
2$ (re you satisfied with working condition pro#ided %y !$!$LO a- 4es %- )o

c- !anEt say

6$ (re you satisfied with your salaryO a- 4es c- !anEt say 8$ Does your salary complement your workO a- 4es c- !anEt say >$ 9hat is the usual pro%lem faced %y you at !$!$LO a- 9ork schedules c- "elationship with su%ordinates e- Disciplinary action ?$ Does your pro%lem or grie#ances reach to managementO a- (lways c- )e#er %- 1ometimes d- canEt say %- 9orking culture d- /rie#ance handling procedures %- )o %- )o

@$ (re you satisfied with the grie#ance handling system at !$!$LO

69

a- 4es c- !anEt say 5$ /enerally at what le#el grie#ances are sol#edO a- ,nit le#el c- !orporate le#el

%- )o

%- (rea le#el

:$ 9hat are the factors leading to grie#ances from managementO a- 1alary c- ,nsatisfactory promotional scheme e- Improper career planning ;$ 9hat is your preference for su%mission of grie#ancesO a- Direct contact to management head c- Through trade unions system cell %- Through super#isor d- Through grie#ance handling %- Lea#e policy d- Improper moti#ation to employees

2<$ (re you aware a%out the trade unions that e ist in !$!$LO a- 4es c- !anEt say 22$ 9ho are the operati#e and recogniAed central trade unions in !$!$LO a- "!M1 c- !M, e- (ll of a%o#e 26$ Does the e ternal trade union e ist in !$!$LO a- 4es c- !anEt say 28$ Does the employees satisfy their grie#ances during trade union meetingsO %- )o %- ,!9, d- "+M, %- )o

70

a- (lways c- Most of the time

%- 1ometimes d- )e#er

2>$ (re you satisfied with your welfare facilities pro#ided %y !$!$LO a- (lways c- Most of the time %- 1ometimes d- )e#er

2?$ 9hat is the duration of )!9( IKO a- > years c- @ years 2@$ 9hat is the full form of )!9(O a- )ational coal wage assignment c- )ational coal wage agreement %- )ational coal welfare agreement d- none of these %- ? years d- 5 years

25$ 9hat mutual relation do union and management shareO a- =armonious c- 3luctuating %- !onflicting d- !old and distant

2:$ Does union leaders cooperate with management to sol#e la%our issuesO a-(lways c- 1ometimes %-Most of the time d- )e#er

2;$ 9hat are the common issues taken %y trade unionsO a- 9orking condition c- 9elfare acti#ities %- wage payment d- all of these

6<$ !onflict %etween union and management results inO a- 1toppage of production c- 1trike e- /herao
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%- 1toppage of transportation d- Dharna f- (ll of these

62$ (re worker satisfied with the management decisionsO a- (lways c- Most of the time %- 1ometimes d- )e#er

66$ =ow management try to resol#e pro%lems arising from trade unionsO a- .n their own c- 9ith unions %- By consulting management head d- (ll of these

68$ (ny suggestion for the impro#ement of Industrial relation system at !!LO 'lease prioritiAe them in orderO a-PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP$ %-PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP c-PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP$

72

BIBLIOGRAPHY

9EB1ITE1B
(((.)oalindia.in (((.))l.gov.in (((.google.)o* (((.(iki+edia.)o*

B..+1B 'ersonal Management %y !$B$Memoria Dynamics of Industrial "elation %y !$B$Memoria !$!$L$ manual

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