CHAPTER V1

TRADE UNION LEADERSHIP

6.1.1 The Concept of Leadership

6.1.2 Leadership Functions

6.1.3 Dimensions in Trade Union Leadership

6.1.4 Big Name Leaders

6.1.5 Politics and Union Leadership.

6.1.6 Leadership and Motivation

6.2.1 Leaders in Action

6.2.2 Factors contributing to the emergence of Trade Union Movements

6.2.3 Membership Drive

6.2.4 Leaders' Perception of Members' Expectations

6.2.5 Union Goals and Leaders' Achievement

6.2.6 Leaders' Perception of Initial Goals of the Unions

6.2.7 Leaders' Perception of the Present Goals of the Unions

6.2.8 Factors Contributing to the Leaders' Success

6.2.9 Strategies and Weapons of Union Leaders

6.2.10 Reasons for Failure and Pursuance of Unsolved Issues

6.2.11 Participation in Management

6.2.12 Managerial Personnel's Opinion Regarding Leadership

6.2.13 Conclusion

References
6.1.1 The Concept of Leadership

Leadership may be defined as a position of power held by an individual in

a group, wh~chprovides him with an opportunity to exercise interpersonal

influence on the group members for mobilising and directing their efforts towards

certain goals. The leader, at the centre of a group's power structure, keeps the

group together, infuses life into it, moves it towards its goals and maintains its

momentum. He may emerge in a group by virtue of his personality

characteristics and qualities or by virtue of common consent by group members.

He continues in the leadership position at the pleasure of group members

collectively. 1.eadcrship position exists in most group settings irrcspcct~vcof thc

size of the group. For example a leader of national or international standing

commands wide spread influence over a large number of people while the

influence of the leader of a small work group in an organisation is very limited.

Both are leaders in their own right and fulfil the definition of leadership.

Leadership is an influence process. The leader is in a position to shape,

regulate control and change the attitudes, behaviour and performance of his

group members. In a group, leader and his followers play the roles expected of

them and thereby seek to justify their respective positions. Some leaders may be

able to play their roles effectively whereby, they succeed in getting the willing

co-operation and commitment of their followers, beyond the normal call of duty.
Great leaders can be identified in many walks of life who command tremendous

influence and prestige. At the same time, there are also many weak leaders who

are barely able to get things done. Much depends on the abilities, and behaviour

of leaders, the nature and characteristics of group members and the interplay of

various forces in the situation.

In any group situation, the leader has a few basis of power by virtue of

which he is in a position to influence the behaviour of group members. They are

(a) knowledge; information and experience. (b) resources for dispensing favours,

rewards and penalties, (c) formal authority (d) charisma (e) distinct personality

characteristics like for example, will to dominate, ability to establish rapport, skill

to communicate, identify with and understand people's decisiveness and so on.

Skilful use of this power basis by a leader is likely to bring success to him and

success in some cases adds to power of the leader. A successful leader gains

more credibility in the eyes of the people, they often tend to ignore other

deficiencies in him; they resolve to adhere to him and allow themselves to be

further exposed to his influence attempts. In this way some leaders entrench

themselves in their positions. Some even misuse their power and often get away

with it. Powcr carries with it an equal amount of responsibility. Leaders who

relate their power with responsibility in a consistent manner are more successful

in their influence than otherwise.

 In a sense, the essence of leadership is influence based on dom~nance

over persuasive and social skills which go beyond the exercise of power in a new

manna-. It 1s an influence to make the group march towards goal achievement

even in the faces of a series of internal and external obstacles. It is an influence

to make the group perform much more than routine compliance with normal

expectations. It is an influence to make the group maintain its morale and

continue to innovate in crisis situations.

In formal organisation, leaders occupy designated positions and command

position power which is also called formal authority. Their leadership may or

may not be solely based on formal authority. They may command other sources

of power also which we have stated earlier. In some organisations, especially

business and other related organisations, managers or administrators are leaders

of their groups. They d i s c h q e the role of leadershp in relation to their group

members. A sort of leader -follower influence relationship exists between a

manager and his subordinates. Managers at different levels need different

combinations of skills- institutional skills, conceptual analytical skills,

administrative skills, human relations skills and technical sk~lls. For example,

top managers need more institutional and conceptual analytical skills than

managers at lower levels. A first line supervisor requires technical and human

relations skills to a considerable degree.

6.1.2 Leadership Functions

A leader, whether formal or informal, is required to undertake several

functions in relation to his group. He has to trust the group into a cohesive,

disciplined and working unit. He has to give a sense of direction to his yroup

members to develop, mobilise and utilise their efforts towards meaninghl ends.

He has to interact with, inspire and arouse group members to perform well. He

has to create the required environment and design the needed facilities and

reward structure in whch group members can effectively work towards group

goals and drive satisfaction. He has to provide support to his group by

understanding their values, needs and expectations and helping them to achieve

them within the work setting as far as possible. He has to resolve conflict in the

group and make the group adjust to changes and cope with crisis so as to survive

and achieve group goals.

The essential basis of leadership is power, which gives leaders the

generalised abllity to command. Power itself has its basis in knowledge,

resources, reward and coercion, power may have legitimacy but not legality.

To a considerable extent, the leader derives his power from the fact of

acceptance of h ~ sleadership by a set of followers who form the source of

emergence and sustenance of the leader.

 Influence is some times reciprocal between the leader and his followers.

They influence each other and it is often difficult to determine who influences

whom and to what extent in each case.

Leaders at once shape and reflect the values, aspirations and views of

their followers. They interact with their followers on a social basis identify

themselves with the basic interests of the group which they lead and promote

reciprocal loyalty and cohesiveness.

Leadership is an emotional and political process. Leaders are

emotionally involved with their goals and with their followers. They suffer the

consequence of their adverse decisions personally. The inter-play of emotion is

more than that of reason in the case of leadership.

Leaders operate in an unstructured, open, flexible and dynamic setting.

Roles, rules and relationshps are not well defined. The influences operating on

leaders are diverse, complex, conflicting and ever changing.

L.eaders c~theremerge out of the situation or are elected by a group of

people, whether large or small. Some get leadership training on the job.

Ixadersh~pdoes not have any pretensions for professionalism.

The inducements, rewards and sanctions whch leaders offer to their

followers are more intangible and qualitative in nature. Many leaders give
weightage to follower satisfaction rather than to their efficiency and productivity

satisfaction is a subjective and abstract factor.

6.1.3 Dimensions in Trade Union Leadership

As formal organisations, trade unions are goal-oriented organisations and

they have evolved certain institutionalised practices to realise their goals. This

does not come by a process of socialisation operates in order to secure the right

type of leaders.

One of the most crucial factors in this sphere is the leadership that is

prov~ded.l'he leadership provides the directions and goals for a particular union.

The leader's task is to make the union effective, by improving the terms and

conditions of employment of the worker and also by being concerned with the

liability of the enterprise. The trade union organisation based as it is, in many

cases on individuals or the national federation and their ideologies, has not

been able to evolve professional cadre of leadership at the grass roots to the

desired extent. In fact, quite often, a single union executive leader is responsible

for running a large number of unions. " A survey of Trade Union leadership in

Bombay in 1960 showed that one leader was President of 17 unions and

Secretary of two more. Another was an office bearer of 20 unions."' R.J. Meath
is President of the Free Trade Unions which control more than 14 unions2 This

brings us to a consideration of the next issue, ie. outside leadership Vs internal

leadership. In fact, the Trade Union Act of 1926 makes a provision for this and

allows for 10% of the leadership to be from outside the sphere of the

organlsation.l An outside leader is one who is not a full time employee of the

organisation, whereas the internal leader is such a person. Many lawyers and

politicians have been union leaders in the early part of their careers.. There are

advantages and disadvantages in both the systems. The "outsider" leader has a

knowledge of' Industrial Practices in comparable organisation and therefore has

more experience when he comes to the negotiating table to bargain. If he is a

politicians or a person with strong political links then he may be able to set some

advantages either in terms of policy or in terms of implementation of

administrative action , especially if he belongs to or has linkages with the ruling

party On the other hand his involvement with the plant level problems is much

less as he is not on the shop floor to understand the intricate issues applicable to a

particular plant, not been an employee of the enterprise or an insider, he lacks

the requ~reddepth of understanding of local issues and specifics. The outsiders

is a professional who has many units under his wing all of which demand his

time, including the larger function of liaison. The insider would not only have

greater knowledge of the enterprise specifies but also have more time for

sustained work, betng concerned as he is with just one enterprise. Also, external
issues and ideologies are not unnecessarily included which could happen when

outside leaders are in control for whom ideology may be more important than

getting the best deal under the circumstances.

The leadership role in a trade union has a variety of demands placed on it.

Not only does it require a certain amount of technical knowledge of the nature of

business of the particular organisation, but also a sympathetic understanding of

the workers, their attitude and their problems. A certain amount of commitment

and empathy for a cause, even in uncertain conditions, is necessary. Till now the

attraction for persons entering this occupation has been the possibility of a

political career in the future

The chief feature of Trade Union movement in Kerala has been the

continued dominance of outside leadership even to the present day. In every

country outside leaders have guided the trade union movement in the initial

stages. But the leadership gradually passed on to the workers themselves. When

the trade union movement had attained maturity the outside element liquidated

itself leaving the leadaship in the hands of the workers. Very few trade unions

have been organised by the workers.

"The presence of outsiders was rather inevitable in the beginning It is

likely to continue for some time to come. Workers in India are illiterate and

uneducated. They lack that knowledge, education and ability which is necessary
for an efficient and successful leader. They lack that confidence which will

permit them to meet employees or their representatives on an equal footing. The

fear of victinlisation was too powerful to attract leadership from amongst the

workers. Moreover, the association of eminent leaders, gave prestige and status

to trade unions in the eyes of management, the public and the workers. This was

more so because of the overwhelming importance of known - economic and

chiefly political problems that were before the count~y".~

Before independence the labour movement was bound to play a secondary

role. Conditions have changed since 1947. "In an independent India the labour

movement should not play a subsidiary role. If trade unionism is to succeed and

get popular support must clearly and publicly avow the policy of the common

men, it must be a movement of the down trodden to bring about a changed social

order based on justice and common good.5

All agree that leadership must come from the rank of labourers

themselves. That outsiders may use trade unions as passing the game of power

politics is also true.

Another disquieting feature of Trade Union is the "outside" leadership i.e.

1,cadership of 'Trade Union by persons who are professional politicians and

lawyers and doctors and who have no history of physical work in the Industry.

This is leadership by 'intellectuals' rather than by workers. It applies at the local

as well as at the national level.6 There are several reasons for this phenomenon,

namely

1 . The rank and the fle are largely illiterate, they cannot, therefore, effectively

communicate with the management.

2. Men in managerial positions are generally members of castes which are

higher in hierarchy than those of the rank and file unionists. Therefore, in

any dealings with the management , particularly of the face- to face variety,

the psychological advantage lies with the management.

3 . For ensuring a measure of equation of power in collective bargaining where

the workers are generally uneducated and have a low status.

4. For avoiding victimisation of worker - office bearers of trade unions: and

5. At times for lack of financial resources to appoint whole-time ofice bearers

These political leaders are inevitably concerned with "maximising their

individual standing as political leaders rather than with maximising the average

or aggregate wage of their members".' Further, in bigger unions, direct contact

with the rank and file membership and the top leaders is missing because of

their hold on a number of trade unions in varied fields, they fail to pay adequate

attentions to any one union. Again, their union leaders are often not adequately
aware of the actual needs and pressing problems of the members. They,

therefore, effectively cannot put forth the case of the union.

Outside leadershp of unions leads to political unionism (each union

having allegiance to a different political party), which, in turn, leads to the

multiplicity of unions and to intra-union rivalry, whch causes low membership

leading to unsound finances and, in turn, lack of welfare and other constructive

activities which may infuse strength into unions, and so, to conduct collective

bargaining effectively, the union depend on outside leadership , and the vicious

circle goes on and on.

Over and again, it has been realised that " a reorientation of policy is

desirable by a switch - over to working class leadership". The National

Commission on labour gave a good deal of thought to the issue whether outside

leadership should be retained. It felt, "There should be no bar on non

employees holding positions in the executive body of the unions as that would be

a very drastic step". The Commission also refers to the ILO convention (No 87)

concerning "Freedom of association and protection of the right to organise, and

the workers organisation shall have the right to elect their representatives in full

freedom

The Commission's own estimate was that outsiders in the unions

executive bodies would be about 10 % much less than the number legally
permitted. It makes the following recommendations to deal with the problems of

outside leadershipX

1 . Ex-employees of an industrial enterprise should not be treated as outsiders.

2. Intensification of worker's education

3 . Penalties for victimisation and similar unfair labour practices such as would

discourage the growth of internal leadership.

4. Intensification of efforts by trade union organisers to train workers in union

organisation

5 . Limiting the proportion of outsiders in the union executive in the following

manner:

I . Membership below 1,000 No of outsiders should not

be more than 10%

2. Membership between 1,000 and 10,000 20%

3. Above 10,000 3 0%

4. The permissible limit for industry-wise 30%

unions should be

6. Establishment of a convention that no union ofice bearer will concurrently

hold an office in a political party.

Leadership, however, should be promoted from within the rank and file

and given more responsible role. The initiative should come from the workers

themselves through the launching of a vigorous programme for worker's

education. This will enable them to participate in decision making and managing

the union affairs effectively. Trade union education and worker's education will

streamline politics, free democratic trade union organisations and gear them up to

higher standards of efliciency.

The Government of India, while drawing up the scheme of worker's

participation in October 1975, had laid down a legitimate condition that no non-

worker would be allowed to become a member of the shop council of joint

council in any industrial enterprise. In the scheme for the representation of

worker's representatives in public sector enterprise, the same revision had been

made. The organisations of white-collar workers engaged in services and

distribution trades e.g.: posts and telegraphs, defence industries, banking and

insurance, journalism, teaching at the primary, secondary, and university levels,

and public services, water works, power houses, municipalities, government

offices, hospitals etc. are mostly characterised by " inside" leadership.

The pol~cynow seems to be to build up an effective leadership for the

trade union movement in India from the ranks of the workers. Although section

22 of the Trade Union Act, 1926, requires that "not less than one half of the total

number of the office bearers of every registered trade union shall be persons

actually employed or engaged in an industry with which the trade union is

concerned," in practice, "outsiders, in the union executive are estimated to be

about 10%, much less than the number legally permitted.9

The Indian trade unions have alliance with political parties. In the initial

stages of the movement, the alliance was with the Indian National Congress,

which had launched the Swadeshi movement, the Khilafat movement, the non-

co-operation movement and the civil disobedience movement. The working

class was associated with these movements in the struggle for freedom.

6.1.4 Big Name Leaders

~ogaert"'and aid" have referred to prominent men who come from

different professions including the political field, and become leaders. Their

primary contribution lies in lending an image to the union and enhancing

prestige, though there are some who take up a full time career with union works.

They may or may not be industrial employees. In the study there were such

categories but with a distinction. In fact big-name leaders come from both ranks.

i.e. inside and outside groups. Their impact was also varied. Tneir case

histories will be interesting to note.

The non-industrial professional cum-big name leaders Mr.'X' had a white

collar background. He was a graduate and his profession was journalism and

became a full t ~ m etrade union leader. He was leading unions under INTUC
affiliation in Kerala and AITUC. The history of two other INTUC professional

cum big name leaders was a little different. Mr. 'Y' was an ex-employee leader.

He joined union work while he was an employee in a factory in Kerala. He had

achieved money in Kerala politics. His charismatic personality was able to

obtain workers loyalty and unions led by him were recognised by management.

Both of them became big-name leaders and the workers identified unions with

their name.

There was another big name professional cum-politician-cum inside

leader from AITUC. He was an ex-employee who joined union and then held

political ofice with CPI ticket. He was an ex-Congress. He secured entry in

the state legislature. He was well known like MTY in the AITUC led union.

6.1.5 Politics and Union Leadership

Hence unions should be able to influence the political society or the state

to create a favourable environment for their healthy growth. According to

~ennedy'\olitical unionism may mean that unions are politically conscious and

the movement politically divided, that the parties are at some pains to maintain

and influence thelr representative labour fronts, that unions and the parties with

which they are associated, are in ideological agreement that co-operate in trying

to achieve their objectives by winning elections and other political action, and

that parties and unions share a good deal of leadership in common. Indian
unions are political in all their ways and with certain consequences. But none is

decisive in determining the most critical thing we want to know about politics in

unions- how far unions are controlled by parties or more broadly, to what extent

unions are governed by political considerations that are irrelevant to or in conflict

with employment relations interests of their members.

"In a developing society like Kerala trade unions are inevitably political

but not necessarily dominated by parties. The degree of their political

independence is closely related to their organisational strength, the character of

their leadership and the extent to whch they have genuine bargaining relation

with employers.

These experts admit the inevitability of the politician's interest in

unionism but what it cautions against is political domination of union activity

which may jeopardise the economic h c t i o n s of unions and this function is the

primary reason for the existence of unions. Organisational strength, acceptance

by the management of collective bargaining which is the most important

instrument of union success and the leadership pattern which can keep political

and union functions separated are the three safeguards against politicisation of

unions.

"One of the biggest problems which the country's trade union movement

faces is the influence of political parties"'3 i.e. the most distressing feature is its
political character . In t h ~ sconnection, Harold Crouch observes, "Even to the

most casual observer of the Indian Trade Union scene, it must be clear that much

of the behaviour of Indian Unions, whether, it be militant or passive behaviour

can be explained in political

"Trade union multiplicity in India is directly traceable to the domination

and control of the trade union movement by rival political parties. The clay of

unionism is possibly effervescent industrial labourers, but the sculptors chiselling

it into shape have certainly been members of political parties."'5

Political interest of the leaders or the political party need not necessarily

affect adversely union interests, provided the leadership is able to distinguish

between their activities and institutional identities from political parties to which

they belong. A leader could serve the union as a body to foster the labour interest

which may necessitate action in political field also, for instance labour legislation

as against the leader whose primary interest is outside the trade unionism per se

and who wants to use it as means of attaining extra-union objectives which was

generally the pattern with communist led unions under study,

We are, therefore, of the view that the problem of political unionism can

be solved if a sound trade union education is imparted to workers so that a body

of competent, well disciplined trade union leaders may be raised from among the

rank and file of the workers themselves.

6.1.6 Leadership and Motivation

There is a close relationship between leadership and motivation.

Leadership is an Influence system to motivate subordinates to participate in

achievement of group or organisational goals. As an initiator of the motivation

process, the leader should understand the inner drives and needs of group

members and should enliven their interests in fulfilling their needs through their

association with group or organisational effort.

Outsiders are guiding and are still influencing trade union policies

because our workers do not have that ability, skill and knowledge that is

demanded of an efficient and good labour leader. They are illiterate and

uneducated. As long as these deficiencies continue outsiders will be there. The

solution lies in spreading education amongst workers and providing them

training for labour leadership. The fear of victimisation for trade union work must

be removed. This presupposes a changed attitude on the part of employees.

Above all, we must have confidence in our working classes. They have the

capacity to distinguish between leaders and dislodge the unscrupulous ones.

The study was designed to ascertain, on a sample basis, the prevailing

social and political alignments of the trade union leadership in Kerala, its

perception of its own role and that of others, the nature and extent of its

militancy, its po~ntof view on problems relating to the workers class in general
and the trade unlon movement in particular, and its style of functioning. It was

also considered desirable to correlate these with such factors as age, religion,

caste, rurallurban background, educational level and other data on the personal

backgrounds of the respondents. Though the collected data were analysed on a

statistical basts, the technique of the study was in many ways an amalgamation of

the statistical sampling and case study methods. The survey also aimed at a study

to the role of the state-level leadership of the union organisations in relation to

their affiliates and its views on certain social, economic and political issues of

national importance.

6.2.1 Leaders in Action

A study of the trade union problems as perceived by the trade union

leaders, workers and managerial personnel is given below.

Union leader performs certain tasks in the course of goal accomplishment.

The success or other wise of the leader in the achievement of the goals depends

upon how he performs the tasks involved in it. The performance of the leader, in

its turn depends upon the skills, qualities and styles of leadership cultivated by

him. The union leader has to perform certain tasks within and outside the union

organization for the fulfillment of union goals. Within the union organization, the

leader has to perform such tasks as building up membership, ensuring discipline,

strengthening the financial position conducting meetings, determining goals etc.

outside the union organisation, the leader has to come into interaction with the

management and also sometimes, with the government and political parties.

While it is attempted to examine and asses the performance of the leaders of

various tasks within the union organisation, their performance outside union

organization is also studied.

In order to understand the views of the workers regarding trade union

leadership some questions were asked to them. The analysis are given in tables

6.1 to 6.4.

Table 6.1

50.8% 6.6% 41% 1.7% 35.6%

Others 25 1 10 3 39

64.3% 3.5% 25% 7.1% 15.6%

121 24 99 6 250

48.2% 9.8% 39.6% 2.4% 100

Source: Primary Data

 On being asked about the reasons why non-workers become leaders of

working class unlons the responses of the workers were interesting. 48.2 per

cent of all workers were of opinion that the political leadership which controlled

trade unions was responsible for this state of affairs. When 40% of CITU

workers agreed to this view, 50.8% members of INTUC supported. Workers

supporting t h ~ view
s were maximum (64.3%) among members of various other

unions. 39.6% of workers of all unions supported the view that non-worker

leaders were necessary for effective bargaining. CITU members supporting

were 44% and TNTUC members were 41% and other unions 25 %.

Incompetency of workers was considered as the reason by 9.8% of workers. In

fact all the above factors contributed as causes for non-workers taking leadership

in some industries

Table 6.2

i
13.2% 28.0% 28.00h 25.5 5.3 % 15.6%

Total 49 46 93 50 12 250

19.5% 18.6% 37.2% 19.9 4.8% 100

Source: Primary data

 This is a statement on which a maximum of 37.2% of all workers did not

give any opinion. One reason may be their indifference and at least some of them

may not be able to decide the class to which the leaders belong.Those who

strongly agree and agree that upper middle class dominated union leadership are

19.5% and 18.6% respectively. About 25% of all workers disagree to the

statement. There are not much variations in the percentages among CITU,

INTUC and other unions

In fact, the proportion of leaders among upper middle class may be higher

than their proportion among workers. Lower class persons also may be among

leaders and that is why a sizable portion of workers disagree to the statement.

This indicates there is no serious problem about the class of leadership

Table 6.3
Accessibility of Trade Union Leaders to Workers
Trade Union Yes No Total

c1mc 100 22 122

69.1% 30.9% 35.6%

Others 24 15 39
.

62.2% 37.8% 15.6%

Total

Source: Primary data

 According to 73.9% workers trade union leaders are readily accessible

to workers. The percentage is as high as 8 1.7% among CITU workers. CITU

leaders may be maximum from the working class and they may be keeping

closer contact with rank and file malang them maximum popular. INTUC

leaders are lesser accessible (69.1%) and with other union members popularity

dwindles to 62.6% According to 37.8% workers of other unions leaders are not

readily accessible

Success of trade union activity and its effectiveness depend on the co-

ordination by the leadership which makes the leader popular. Easy accessibility

is one of the factors which makes the leader popular. Dedication , commitment

and involvement of the trade union leader are some of the other factors which

makes him the real leader.

Table 6.4
Efforts by Leaders for Redressal o f Grievances o f Workers

Source Primary data

 As high as 78.3% workers of all unions agreed that trade union

leaders t i e d their best for redressal of their gnevances. This affirmation of faith

in the leadership is 83.3% from CITU workers, 76.2% From INTUC workers

and 68.4% from other unions.

While faith in the leadership is essential and good for effective

hnctioning of unions , it is the real qualities like hard work, sincerity of

purpose, commitment and dedication that will briny hue fruits of

tradeunionism to the workers. One has to be convinced that the workers are

expressing their genuine feelings about the role of their leaders as they

understand.

This is a question directly showing the faith of the employees in the

sincerity of their leaders. By and large majority of the employees show full faith

in their leaders

Age of file Kesponderzts

Age plays one of the most important roles in choice of the leaders. In

order to become a leader experience and maturity are required which come only

with age. But the duties of the leaders are so hard and require physical strength

and stamina. Thus leaders are found only From amongst particular age group.

Aye wise distribution of leaders is shown in table below.

 Table 6.5

Age of the Trade Union Leaders

Age o f the respondents No. o f respondents

30-40 20

40-50 54

50-60 26

Total 100

Source: Primary data

I t i s clear that most of the trade union leaders are from the rn~ddlcage

group (40.50)

Sex ofthe Ke.s/~ondetl/.s

The leadership is still almost monopolised by male workers. Females play

an insignificant part among leaders. Out of 100 ofice bearers interviewed, there

were only two female leaders. It is seen that female office bearers are extremely

few. This may be the result of lower percentage of higher education among

females and conservative social outlook. But the scenario is gradually changing.

6.2.2 Factors Contributing to the Emergence o f Trade lJnionMovement

The leaders were asked what are the factors leading to the emergence of

trade union movement in Kerala.

Factors 1,eading to the Emergence of Trade Union Mo~~emenf

Table 6.6

Social Reasons
Reasons Percentage

I I / Induction of lower caste persons as I 29%

/ industrial workers
I I
2 Social disabilities of lower caste 20%

1 3 / Caste stratification and the exploitation of I 20%

I
lower caste

4 Sectarian background of the workers 31%

Source: Primary data

Other reasons 0
1
Trade union leaders in different industries were asked for their opinion

about the factors which contributed towards emergence of trade union

movement. Out of the 100 Trade Union leaders who were asked about the social

reasons 29% were of the opinion that induction of lower caste persons as

industrial workers was the main social reason. 20% leaders gave social

disabilities of lower castes as the reason while another 20% gave the reason as

caste stratification and the resulting exploitation of lower caste. A majority of

3 1% gave the factors as sectarian background of the workers. It was above all a
social and economic necessity at that point of time or histor).. This is not to

underestimate relevance and validity of the reasons mentioned above.

Table 6.7

Economic Reasons

SI. No. Reasons Percentage

1 Poverty among the workers 8%

2 Law wages 11%

3 Other reasons 7%

Source: Primary data

TOthe question about economic factors that led to the emergence of trade

union movement 82% gave it as poverty among the workers and their

exploitation while 11% gave it as low wages on comparison with other

industries. Only7 percent attributed the factors as other than the above.

While majority of trade union leaders point towards sectarian background

as the social factor contributing towards emergence of trade union movement a

huge majority point towards poverty and exploitation of workers as the economic

factor pointed towards the emergence of trade union movement. Most members

of working class In Kerala came from the poorest sector of the society. Their

suffering and agony had no end. They were paid the lowest possible wages.
Birth of trade unions is the inevitable result of these circumstances. Thus the

social and economic conditions in the country aided the birth of trade unions

though it was a global phenomenon.

6.2.3 Membership Drive

The leader's job begins with the membership drive because the existence

of the union cannot be conceived of without them. In fact, the survival of many

unions is often threatened by the falling membership. Even though, the law

permits the formation of the unions with a bare minimum of seven members, they

cannot make their presence felt or prove effective in their iimctioning without

substantial strength of membership. l h s is the reason why the leaders, often, vie,

with one another to attract more and more members into their unions.

6.2.4 Leader's Perception of Members' Expectations

The leader has to meet the members' expectations in order to keep them

satisfied. It should be remembered that the leader determines his tasks only in the

hght of what he pcrccives to be the members' expectations of him.

6.2.5Union Goals and Leader's Achievement

A union is an economic institution, but it is more than just that. It is

concerned not only with the economic welfare of its members, but also with their

personal status and security. Beyond that, it must have regard for its own interests
as an institution, protecting itself against opposition from employer, rival unions

and apathy or factionalism among members. A union without strong survival

base cannot look &er the economic and personal needs of its members.

Therefore, a union has a series of goals, some economic and some non-

economic, not all of which can be won From the employer at any one time.

Further more, a number of goals come into conflict with each other. The leader

then is confronted with deciding the priority of the goals.

For the purpose of deciding the priority of the goals the leader may take

into account the needs of the member at a given time, the attitude and behaviour

of the management, the inter and intra union influence, the prevailing socio-

political and economic situation surrounding the working class, the expectations

of the larger society etc. However, it should be recognized that these factors

change from time to time necessitating a change in the priority of the goals. It is

attempted to study the goals pursued by the leaders and assess the degree of their

achievement and the factors contributing thereto.

It has been intended to analyse the initial goals and also the present goals

of the unions with a view to find out whether there is any change in them For

this purpose, the leaders under study were asked to indicate their perception of

the initial goals of their unions and also the present goals by ranking them on the

basis of their pr~ority.A list of the possible goals was given to be ranked by them.
6.2.6 Leaders' Perception of Initial Goals of the tinions

This question was asked to 100 Trade union leaders from different parts

of Kerala. Theu replies are given in the table 6.4 Stating the percentage of

leaders agreeing to each goal.

Table 6.8

Initial goal of the Trade union

c
SI. No. Goals Percentage

I 1 To secwe better working conditions 1 76%

2 1 Fight for more pay and allowances 1 66%

3 I Promote the social status of workers

4 Fight against exploitation and discriminativn by 48%

management

5 I Obtain job security

Source: Primaq data

When trade unions were born the working conditions were highly diplorable

and there was no guarantee of job for any worker. Their status in society was very

low. Some change in this position was very much needed.

 Therefore in the initial stages of the formation of union the main concern of

the unions were to secure better working conditions and to promote the social

status of workers and to obtain job security..

6.2.7 Leaders' Perception of the Present Goals of the Union

Table 6.9
Present goals of the Unions
N = . 100
Multiple responses
Goals Percentage

To secure better working conditions 68%

Fight for more pay and allowances 30%

Promote the social status of workers 58%

against exploitation and discrimination by 36%

management

5. Obtain job security 80%

6. Serve the interest of political parties 2%

7. Secure labour representation in legislature 20%

Source: Primary data.

It is seen that the leaders gave priority to the job security of the workers. It

can be observed from the above table that the goals of the unions remain the

same except for one addition of securing labour representation in the legislature

which shows the increasing level of politicisation in unions, rather than

increasing political awareness. Further there is a remarkable decrease in the

percentage of leaders perceiving fight against exploitation and discrimination by

management as a goal. This highlights the achievement of the unions in the area.

Leaders favouring protection of interest of political parties as a goal are very

l o w . ~ e r h a ~this
s ; is something they will never admit. The stress on improved

wages and allowances has come down, showing improvements already brought

about.

6.2.8 Factors Contributing to the Leaders' success

After anlaysing the manifestations of leaders' perception and goals , we

may examine the factors that contribute to the success of the leaders. The

respondents were asked to indicate their opinion in this regard.. It may be seen

in Table 6.6

Table 6.10
Factors contributing to the leaders' success

Source: Primary data

 As one can reasonably expect the above table also reveals that the success

of a trade union leader depends most on the support of the working class. Second

reason contributing to the success of a trade union leader is strong urge to serve

the working community and his belonging to a particular community. Parentage

and management support are relatively less relevant for the success of a trade

union leader. 'fie dimensions of leadership are measured first by the size of the

followings and not by quality of leadershp. But one cannot deny that success

depends on quality of leadership too.

6.2.9 Strategies and Weapons of Union Leaden

The union leaders follow various strategies for achieving results from the

managements. These strategies change from one situation to another depending

upon the strategies of the management. It is worthwhile to examine the strategies

followed by the leaders under various situations during the period under

reference with a view to judge their effectiveness. Wlule the leaders generally

admitted that their strategies changed from time to time, they indicated the broad

strategies followed by them.

 Table 6.11

Behaviour of Management Personnel During Negotiation

SI. Behaviour Number of Percentage

No. leaders

1 Arrogant 18 18%

2 Responsible 20 20%
I I

( 3 1 Sympathetic 1 12 1 12% 1
4 Unpredictable 22 22%

5 Pracbcd 28 28%

I l Totd 100
I 100 d
Source: Primary data

The union leaders were asked for their opinion regarding the behaviour of

managerial personnel during negotiation. When 28% of the leaders found them

practical only 20% found behaviour of the management responsible. 18% of the

leaders found the management behaviour as arrogant. Only 12% found it as

sympathetic while 22% stated that management's behaviour was unpredictable

during neyotiatlons

Management's beahvioural pattern may be a reflection of their attitude to

workers in general and towards leaders in particular.

 Table 6.12

Strategies Followed by Union Leaders during Negotiation for Achieving

Results
N-100

Source: Primary data

The unlon leaders are asked about the strategies followed by them for

achieving results. A huge majority of 78% gave negotiation as their strategy for

achieving results. Only a small minority of 10% gave agitation as the strategy for

achieving results. According to 18% of the leaders, effective union organization

was the strategy adopted by them. As high as 60 % leaders gave their strategy as

achieving solidarity for achieving results. Only 6% wanted to adopt strategies

according to situation for achieving results.

It can be observed that union leaders too preferred to adopt negotiations

and achieving solidarity as the main strategy for securing gains to members.
This is because they want to avoid confrontation with the management to get

things done. Ag~tationand consequent losses may make the leaders unpopular.

Table 6.13

Factors Contributing to Strength of leaden in Bargaining with

Management

Multiple responses

N- 100
SI. No. Factors Percentage

I Large membership 76%

2 Personality of the leader 46%

-

3 Political support 28%

4 Mil~tantattitude of the leader 12%

5 Leaders independence from the

influence of political parties l 20%

Financial soundness of the union 8%

members

Unity among the labourers and their 34%

strong support

Source: Primary data

The main factors that contribute to the bargaining strength of the leaders

were the large membership of the unions 76%, personality of the leader 46 %

and unity among the labourers and thcir strong support 84%. Political support

contributed to strength of leader only according to 28% of leaders and militant

attitude of the leader contributed to the strength of the leader only accord~ngto 12

% of leaders. 20 % leaders felt that independence from influence of political

parities contributed to his strength in bargaining with management 8% leaders

felt that financial soundness of the union members played a role in strengthening

the hands of the union leaders while bargaining with management.

Numerical strength of the members, personality of the leaders and unity

among the work force and their strong support are the three vital factors that

strengthen a trade union leader while bargaining with the management. Trade

union process also is a democratic one. It is the support of the number that he

represents and rallies around him and their unity and discipline that strengthens

the leader.

6.2.10 Reasons for Failure and Pursuance of Unsolved lssues

Apart from the attempts of the strikebreakers, some other factors may also

fizzile out a strike and consequently the leaders may fail or partially succecd in

achieving their demands.

Further, when the leaders put forth certain demands, it is rarely that the

managements accept all of them. Neither is it the expectation of the leaders. In

anticipation that at least some demands would be accepted by the management,

usually the leaders put forth more number of demands, sometimes the demand
which, they very much know cannot be accepted by the management. Therefore,

only afler taking in to account these factors, we should analyse the reasons for the

failure or success of the leaders on their strikes. Hence, a leader's failure to

achieve all the demands put forth by him cannot be construed as the failure of the

leader.

Reasons for fa~lure/partialsuccess in strike

The reasons for the failure or particle success of the leaders were
interesting to notice

Table 6.14

Reasons for FailureIPartial Success in Strike

No. 100

1 1
I
Reasons
Multiple responses
I
Percentage
I

I
1 Tactics of management 30%

2 Disunity 1 differences of opinion among labourers 60%

3 lnter union rivalry 40%

Source: Primary data

Reasons for failure / partial success of strike were considered by labour

union leaders. According to 60% of them disunity among workers and difference

of opinion among them led to failures / partial success of strike. Only 30% of
leaders had the opinion that managements tactics were the causes for fa~lures.

Inter union rivalry resulted in the failures of strike according to 40% leaders.

It is interesting to note that the union leaders do not attribute much of the

failure of trade unions to management's actions. They have found out more

reasons from within the trade unions. The reasons listed are not exhaustive. It is

only natural that managemnts also will exploit the situation of disunity among

workers and interunion rivalry to break a strike.

Table 6.15

Factors that leaders should consider in taking the strike decisions

No 100
Multiple responses
SI. No. Factors Percentage

1 I ,ast resort 88%

2 Strong organization 18%

-
3 Legal 22%

4 Importance of demand 44%

5 National interests 34%

6 Non-violence 36%

Source. Pnmary data

.4huge majority of 88% leaders were of the opinion strike should be

resorted to as the last weapon. According to 18% of the leaders it is important to

weigh organ~zationalstrength while t k n g decision on strike matters. According

to 44% of leaders it is important to consider the actual importance of demands

also while taking a decision on strike. According to 36% of the leaders while

taking decision on strike non-violence also should be a factor for consideration.

Only 22% of the leaders wanted to consider the legality of the strike action while

taking decision on it.

The dominating thinking among leaders is that strike should be a last

resort and something to be avoided as far as possible but if resorted to it should

be a full show of strength. An unsuccessful strike will spoil the image of the

leaders. The rank and file will blame the leaders for their losses and misery.

6.2.11 Participation in Management

Now a days participation in management of the undertaking has become

an important issue concerning the minds of the workers as also the union leaders.

Under these circumstances, the leaders demand a greater say in the management

of the organizat~on.

The leaders opinion was elicited about the existing participation given to

the workers In their respective undertakings.

 Table 6. 16

Suggested Area of Employee Participation in Management

Multiple responses
I I I 1
Suggested areas Percentage

Welfare measures 68%

In dectding working conditions 22%

[ 3 1 Implementation of disciplinary proceeding I 1 2%

1 4 1 Work Schedule and Work

( 5 1 Fixing of Pay Scales 1 20% 1
Source: Primary data

Workers participation in management is a modem management

techni~ue.The union leaders also welcomed this . The union leaders were asked

to suggest areas of employee participation in management. Max~mumof 68%

leaders suggested employee participation in deciding welfare measures. The

next prlonty area was found to be work schedule and work load execution

(54%). The th~rdsuggested area of employee participation was in the matter in

deciding work~ngconditions (22%). 20% leaders suggested that employees also

should participate m fixation of salary scale. Only 12 % of leaders wanted the

employees to have a role in implementation of disciplinary proceedings

 It can be observed that union want workers participation in most of the

management areas. Only in a few areas like implementation of disciplinary

proceedings, fixat~onof pay scales etc the majority of union leaders want to give

a free hand to the management. Workers participation in management is a

development in the right direction in bringing labour and capital on equal

footing as desired by Gandhiji. Though the participation is limited to certain

areas initially it can be extended to wider areas in due course. Workers

participation in management can be utilised effectively to improve the efficiency

and increase production creating a sense of involvement among workers and

sharing the h i t s of increased production.

Table 6.17
Benefits of workers participation in management
N 100
Multiple responses
SI. Benefits Percentage

1 Sense of belongingness 70%

2 Sense of satisfaction in talung decisions along with the 44%
managerial Executives
3 Checking implementation of irrational and one - sided 46%
approach of management
4 Ensuring additional financial and non- fmancial benefits 24%
to the members
5 Implementation of Gandhian principle of harmonious 3 0%
union of labour and Capital
Source: Primary data
 Workers participation in management is beneficial according to all union

leaders. 7(.)% of the leaders felt that workers participation in management will

develop a sense of belongingness among the workers. 46% of them felt that it

will be useful for checking implementation or irrational and one-sided approach

of the management. 44% of the leaders are of the opinion that the sense of

satisfaction in t k n g decision along with the managerial executives will be an

added advantage of the workers participation in management. Only 30% of union

leaders had the feeling that workers participation in management had anything to

do with the Gandhian principle of harmonious union of labour and capital. 24%

of the leaders felt that workers participation in management would ensurc

additional financial and non-financial benefits to the members.

Leaders feel that workers are eager to share managerial powers with the

management but one cannot be sure about how far they are conscious of the

responsibilities attached to that power. This becomes more evident from the poor

response of the leaders to the question on implementation of Gandhian principle

of harmonious union of labou and capital. Any way that will bring about an

elevation in the status of the worlung class.

 Table 6.18

Anti-union attitudes of the management towards union

No. = l00

1 7 I Promote rival unions 22%

Source Pr1mal.v data

From the table it is clear that what majority of the union leaders see, as

anti-union attitude of the management is that they encourage intra union nvalry.

Next in majortty comes promoting of rival unions by managements The other

anti union attitudes of the management according to the union leaders in the

order of majority are, not taking the union seriously, violating the provisions of

collective agreement, and frequently creating obstructions in the working of the

unions

It is only natural that union leaders see anti-union attitudes in the

management on a large number of issues as it is their job to fight with the

 management for the interest of the workers. Only a very low percentage of

leaders feel that unions are ignored, rival unions are promoted, union members

are victimised etc. by managements

6.2.12 Managerial Personnel's Opinion Regarding Leadership

Management personnel's opinions are elicited in order to understand the

views of the managerial category regarding leadership and their issues

To a question whether the outside political leadership of trade unions

stand in the way of lntlmate relationship bctween rnana9cr.s and thc workcrs, thc

responses of the managerial personnels are given below.

Table 6.19
Outside political leadership stands in the way of intimate relationship
between managers and the workers
Opinion Number Percentage 1

1 Total I 50
l 100

Source: Primary data

From the above table it is clear that the managerial personnels do not

welcome outside leadershp for bade unions. It is difficult to deal with the

outsiders for management and most of them may be politicians. They may mix up

trade union issues with party issues and aggravate problems. An endless series
of problems have been created by outside political leaders. That is why the

objection.

'1'0 another question asked to them whether outs~dcleadcrsh~pof trade

union movement is harmFul to the workers interest, the following replies are

obtained as seen in the table.

Table 6.20

Ontside political leadership is harmfill to the interest of the workers

-
Opinion Nnmber Percentage

Yes 28 56

No 22 44

Total 50 100

Source Pnmarv data

Majority of the managerial personnels (56%) opined that outside

leadership of trade union movement is hannhl to the workers' interest. The

reasons given under table 6.19 are common for this also

To thc qucstion wlictlicr outside leaders exploit ihc workcrs thc

followmg are the opin~onof the managerial personnel.

 Table 6.21

Ontside Political Leadership Exploits the Workers

Opinion Number Percentage

Yes 30 60
-

No 20 40

Total 50 100

Source: Primary data

The above table shows that 60 % of the managerial personnel support the

view that outside leadership exploits the works

To the question whether the trade union leadership indulge in corrupt

practices, the responses of the managerial personnel are tabled below

Table 6.22

Trade Union Leaden Indulge in C o r r ~ ~ p

Practices
t

Opinion Number Percentage

Yes 8 16

No 42 84

Total 50 100
.

Source: Primary data

Although the managerial personnels were against outside leadership,

only 16% of them could cite specific instances of cormpt practices of union
leadership and a high majority (84%) strongly disagree that trade union

leaders are cormpt. This may be fiom their own experience. Minimum basic

principles required for leadership are not lacking in them.

6.2.13 Conclusion

The term leadershp is commonly used for motivation phase of managing.

According to S.K. Chattqee, we strongly prefer "activatingn' role of leadership

for these reasons:

1. Leadership has too many meanings, ranging from being first to initiate a

change to Inspiring bravery on the battle field.

2. Within the management field, leadership deals only with inducing positive

sentiments, where as activating covers a range of actions fiom coercion to

creating congruence.

3 . Activating 1s more directly tied to company goals and plans

Nevertheless, it is in activating that success or failure in dealing wisely

with human considerations becomes most apparent. If gross oversights have

occurred in organising, planning or controlling, they will become painfully

evident when the activating phase is reached: Goals will be missed, morale will

sink and workers will evade instructions or oppose them openly. But even if we
skilfully include human aspects in our organising, planning and controlling, some

loose ends always remain.

Activating is hghly personal. Each human being has his u ~ q u eset of

beliefs, hopes, and needs. These feeling and ideas will be influenced by co-

workers, to be sure, but the leader must think in terms of the willingness of

specific individuals to do specific tasks. Moreover, the leader himself has his

own attitudes, disposition, and skills. All these personalities and behaviour

drives Interact.
References

I . R D. Aggarwal, (Ed.) Ilynamics ofLahour Relatior~sin htdia : A Book of'

l<eadingc,Tata MC Graw- Hill, Bombay - Delhi, 1972, pp.58-82

2. Punekar, and Madhuri, Trade IJnion Leaderships in India, Lalwani

Publishing House, Bombay, 1967. p. 138.

3. Sheth, Indian Labour Lmvs A Supervisor Shotrld Know, New Delhi, A. 1.

M. Association, 1978, p.30.

4. Mathur, J.S. Mathur, Trade IJnion Movement in India, Chandini Publishing

Home, 1962, p.201

5 . Ibid

6 . K. N. Vaid, Growth and ilevelopment of Trade iJnionism- An Area Shrdy,

Sultan Chand & Sons, New Delhi, 1972,?11

7. Lambart, "Labour in India", Economic Ilevelopmen! and (:ttlttrral (:/?ange,

Vol VIII, No.2, January 1960, pp. 206-213.

8. Report of the National Commission on Labour, p.291

9. Report of the National Commission of Labour, p.290.

10. Bogert, Trade IJnioizism in Indian Ports, Lalwani Publishing House, Bombay
1970, pp.95-96.

1 1 . K. N. Vaid, op. cit., pp.] 1 1 - 1 12

12. V. D. Kennedy , IJnions, l<m/~loyee.c

and (;overnmenl, Manaklal, Bombay,
1966, pp. 190-101

13. Punekar, and Madhuri, n.2.

14. Harold Crouch, Trade iJnions andPolilics in India, P.C. Manakalal 8,
Sons, Bombay, 1966, p. 47.

15. Pattabhi Raman, I'olitical Involvement ofIndia Trade {Jnions :A S~rrveyof

/he Anaromy of /he Political Labour Movenzenl in India, Chandini
Publishing Home, 1967, pp. 125-160.

16. R. N. Pandey, Labour Organisers, A.P.H Publishing Corporation, New

Delhi, 1998, p. l 10.

17. Kassalow Everelt K., Trade Unions and Indtisrrial Re1ation.s -An
Inlemational (~omparison, Oxford University Press, London, 1969, p 190

18. Chatterjee, I'ersonnel Management and Ii~dusfrialNelalion ( with Special

Reference to India), Subject Publication, New Delhi, 1983, p.208.