Professional Documents
Culture Documents
On
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 companys website and analyzing companys 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.
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
Annexure
Bibliography
Chapter I
INTRODUCTION
I.1 INTRODUCTION OF COAL INDIA
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 Indias 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
North Eastern Coalfields (NEC), a small coal producing unit operating is under
operational control of CIL and government of Andhra Pradesh.
PRODUCTS
POLICIES
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.
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 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--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.
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.
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
CCLs 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. CCLs 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.
National Coal Development Corporation Ltd (NCDC) played a pioneering role in Indias
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 nations coal production (67.72 million tons)
increased to around 9.6 million tons.
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.
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
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
Besides fulfilling coal needs of customers in terms of quantity, focus on quality, value
addition and beneficiation to the satisfaction of customers.
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
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.
CCL has accorded the high priority to ecology development and pollution control.
3. Health
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.
Extremists 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:-
Threats:-
THEORETICAL BACKGROUND
INDUSTRIAL RELATIONS SYSTEM
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.
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 Employer's
Associations
1) Uninterrupted Production
2) Reduction in Industrial disputes
3) High morale
4) Mental Revolution
5) Reduced Wastage
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.
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.
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.
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.
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.
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 WORKERS PARTICIPATION IN MANAGEMENT
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.
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
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
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
committees operation.
Meetings of JCC
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 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.
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 committees
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.
Such committees have not proven to be too effective in promoting industrial democracy,
increasing productivity and reducing labour unrest.
5) BOARD REPRESENTATION
6) SUGGESTION SCHEMES
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.
1) Management Support
2) Program Structure
3) Program Visibility
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:
For a dispute to become an industrial dispute, the following parameters have to be met:
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.
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:
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.
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
METHODOLOGY ADOPTED
4.1 RESEARCH DESIGN
The sampling type that I used was Simple Random Sampling. I distributed the
questionnaire in various departments randomly to the Non-executive employees.
4.5 POPULATION
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
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 wont 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:
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:-
Grievance
Redressal
System
Collective Industrial
Bargaining Relation
System
Dispute
Settlement
Mechanism
Arbitration Conciliation
Adjudication
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.
STAGE 4
Complaint to union
NO
Grievance Resolved
YES
STAGE 3
YES
STAGE 2
YES
STAGE 1
6. Rajrappa
7. Dhori
8. Kathara
EMPLOYEE SUPPORT SCHEME OF CCL
CCL have Employee Support Schemes (CESS) for redressing grievance of workers.
They area:
Objectives of ESS:
Employees/ ex-employees may send in their grievance in any one of the manner as under:
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).
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.
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.
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.
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 for registering any complaint must be registered under the Central Trade
union recognized by Coal India. Basically there are two types of Trade Unions: -
The 5 main Central Trade Unions Recognized by Coal India Limited are as follows:
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
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.
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,
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
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.
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:-
1) On receipt of references for adjudicating the CEO of CGIT i.e. Presiding Officer (P0s
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 Lawyers Objection wherein Trade Union or the Workman can object for
lawyer and thus management also have to put forward their case of their own.
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
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.
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.
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.
AREA OF CCL Chief GMs! GMs! 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
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 doesnt 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.
Enquiry Officer
Representative of management
Delinquent workmen/Charged workmen
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.
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.
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.
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 wont 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
No
19%
Yes
81%
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.
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
To Some
Extent
27%
Yes
No 67%
6%
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 dont have good
understanding with their manager or their relationship is not appropriate.
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
To Some
Extent
38%
Yes
54%
No
8%
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 dont have any threat from outsourced
workers.
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
Disciplinary
action Work schedule
15% 16%
Working Culture
21%
Relationship with
subordinates
29%
Welfare facilities
19%
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.
5) Do you think grievances are normally settled promptly in CCL?
OPTIONS:
Options Responses(%)
Yes 23
No 14
To Some Extent 63
Yes
23%
To Some No
Extent 14%
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.
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
Wages
17%
Welfare activities
9%
Disparity between
skills of
employees and
job responsibility
17%
OPTIONS:
Options Responses(%)
Yes 38
No 4
To Some Extent 58
Yes
38%
To Some
Extent
58%
No
4%
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.
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
Unit Level
19%
All of the
above
44% Area Level
10%
Corporate
Level
27%
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.
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
To Some
Extent
25%
No Yes
13% 62%
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.
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 33
No 11
To Some Extent 56
Yes
33%
To Some
Extent
56%
No
11%
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.
11) According to you, what type of relation do Trade Union and Management share?
OPTIONS:
Options Responses(%)
Harmonious 58
Conflicting 8
Fluctuating 34
Fluctuating
34%
Harmonious
58%
Conflicting
8%
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.
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
Sex
discrimination All of the above
0% 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 wont 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.
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
Yes
29%
To Some
Extent
67% No
4%
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.
14) Do you think, parties exchange information freely in this organization?
OPTIONS:
Options Responses(%)
Yes 54
No 11
To Some Extent 35
To Some
Extent
35%
Yes
54%
No
11%
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
Stoppage in
Strike
prod. Of coal
20%
0%
Stoppage in
dispatch of coal Gherao
0% 15%
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.
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
None of the
All of the above
above 0%
32%
Production
Inharmonious target is
relations hampered
6% Bitter 56%
atmosphere
6%
OPTIONS:
Options Responses(%)
Through Bipartite Discussion 26
Through IR System 15
Through Samadhan Cell 6
All of the above 53
Through
Bipartite
All of the Discussion
Above 26%
53%
Through IR
System
15%
Through
Samadhan Cell
6%
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.
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
To Some
Extent
26%
Yes
59%
No
15%
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.
Chapter VIII
MANAGEMENT LEARNING
Chapter IX
FINDINGS
Chapter X
RECOMMENDATIONS
Chapter XI
CONCLUSIONS
ANNEXURES
QUESTIONNAIRE
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
OPTIONS:
Options Responses
Yes
No
To Some Extent
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
OPTIONS:
Options Responses
Yes
No
To Some Extent
OPTIONS:
Options Responses
Wages
Leave Policy
Welfare Activities
Disparity between skills of employees and job responsibility
All of the above
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
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
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
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