WHAT IS INDUSTRIAL RELATIONS ?

1. WHAT IS INDUSTRIAL RELATIONS ? • AN ACT OR ART OF CONTROLLING HUMAN RESOURCES IN EMPLOYMENT. • ALSO REFERRED AS HUMAN RELATIONS, LABOUR RELATIONS, LEGAL RELATIONS ETC. • ESSENTIALLY : HUMAN RELATIONS – ADJUSTMENT BETWEEN HUMANS. • TWO INSEPARABLE LIMBS. • INTEREST APPARENTLY CONFLICT BUT COMPLIMENTARY.

2. HUMAN BEING PIVOT OF THIS RELATIONSHIP: • EXISTS INDEPENDENTLY • CAPABLE OF INTELLIGENT THINKING & RESPONSIBLE ACTIONS. BROAD DRIVES IN HUMAN NATURE : • MAN’S INNATE SENSE OF DIGNITY, • CONSCIOUS OF RIGHTS,

3. SELF ESTEEM. • COMPLEX EMOTIONS IN SUCCESS. • OPPORTUNITY & SATISFACTION. • SEEKS ESTEEM OF OTHERS • CRAVES RECOGNITION. • WANTS TO BE TRUSTED. • WANTS TO FEEL HIS DIGNITY RESPECTED.

4. 3. INSTINCTS OF SURVIVAL: • CONSCIOUS OF REQUIREMENTS OF MATERIAL NEEDS, • FOOD , CLOTHING, SHELTER AND OTHER NECESSITIES OF SOCIAL EXISTENCE. 4. SECURITY : • ASSURANCE AGAINST HAZARDS OF FUTURE.

5. 5. SOCIAL INSTINCTS : • WANTS TO JOIN OTHERS TO SECURE COMMON INTERESTS. • TEAM WORK. 6.WHEN THESE ARE SATISFIED, HE IS – • HAPPY, • COOPERATIVE AND PRODUCTIVE.

6. OTHERWISE : • MOROSE, • AGGRIEVED, • BITTER.

7. LABOUR : MASTER-SERVANT ILLITERATE NOT CONSCIOUS ILL MOTIVATED HUMAN RELATIONS EDUCATED AWARE, INFORMED WILLING/MOTIVATED TRADITIONAL PRESENT

8. MANAGEMENT : AUTHORITATIVE AUTOCRATIC PATERNALISTIC PREROGATIVE COLLABORATIVE DEMOCRACTIC MUTUALITY RESTRICTIVE

9. WAGES: EXPLOITATIVE REMUNERATATIVE/MOTIVATING

10. LABOUR +CAPITAL: CONFRONTATIONIST FACTORS OF PRODUCTION COOPERATIVE HUMAN

11. WORK ORGANISATION : CENTRALISED RIGID ADJUST TO M/C OPEN FLEXIBLE HUMAN ANGLE

12. GENERAL : TIME AND MOTION STUDY LAISSEZ FAIRE PRODN. BARGAINING PRIVATE ENTERPRISE GREATER FREEDOM STATE WAGE BARGAINING STATE ENTERPRISE-MIXED ECONOMY

13. INSECURE : VIOLENCE SECURE : PSU ROLE SOCIAL LEGISLATIONS

14. GOOD IR : • EFFECTIVE AND WILLING • COOPERATION OF MGMT. & UNIONS • POOR IR : • CONFLICTS • INDISCLIPLINE • STOPPAGE OF WORK • LOW MORALE.

15. BASIS OF IR : • COMMON TASKS • WORK / TASK • GOVERNED BY : • ORGANISATIONAL REQUIREMENT & HUMAN CONSIDERATIONS.

16. THEREFORE , OPTIMUM BALANCE : GOOD IR { EXTERNAL : ENVIRONMENT ALSO}. • IDEALLY CORDIAL IR IS PERFECT HARMONY: • BUT PERFECT UNDERSTANDING FOR ALL TIMES - A MYTH. • HUMANLY IMPOSSIBLE TO SINK CONFLICTS & DIFFERENCES FOR EVER & COMPLETELY. • PEOPLE WILL HAVE GRIEVANCES, CONFLICTS & SOME DIFFERENCES.

17. GOOD AND CORDIAL IR DOES NOT PRE-SUPPOSES TOTAL ABSENCE OF CONFLICTS. • THUS : IMPORTANT : URGE ON THE PART OF BOTH TO SETTLE CONFLICTS BY MUTUAL UNDERSTANDING. IF POOR IR - NONE HAPPY • SEVERAL APPREHENSIONS • FEARS IN MIND • POOR MORALE • TENSION • THEREFORE, SUFFER MENTALLY & PHYSICALLY.

18. ALL DISLIKE TENSION & CONFLICTS. INHERENT DESIRE & URGE TO END CONFLICTS & TENSION. THIS IS IMPORTANT IN HANDLING IR. AT TIMES PEOPLE PROLONG: • POLITICAL MOTIVE • NEGATIVE APPROACH • MANAGEMENT BY CRISIS • LEADERSHIP BY EXHIBITION OF BITTERNESS • ABSENCE OF COLLOBORATIVE DESIRE.

19. INDUSTRIAL RELATIONS: A FRAMEWORK • QUALITY OF NATIONAL POLITY : THEREFORE, NATIONAL ATTITUDE OF CYNICISM. • TO DEVELOP CONSTRUCTIVE WORK ETHOS AS LONG TERM SOLUTION. • TO EXTEND FAMILY RELATION CONCEPT TO CO-WORKER RELATIONS.

20. INDUSTRIAL MANAGERS TO FIND BEST MEANS TO OPERATE IN EXISTING CLIMATE. • TO DISTINGUISH BETWEEN UNION AND EMPLOYEES. • THIS DISTINCTION RELULTS IN: • TU RELATIONS ON INSTITUTIONAL BASIS. • EMPLOYEES TREATED AS CONSTITUENCY THEREFORE, COMPLETE TU’s.

21. 6.THEREFORE, NEED TO ESTABLISH SOCIAL RELATIONSHIP. • WITH TU’s INVOLVES: • ASSESSMENT OF STRENGHT/WEAKNESS; • THEIR CONSCIOUS COUNTERING. 7. INDIVIDUAL RELATIONSHIP : WILL INVOLVE :- • FAIR WAGES/TERMS • GOOD WORKING CONDITIONS • RESPONSIVENESS TO INDIVIDUAL/GROUP PROBLEMS. • CARE & CONCERN FOR EMPLOYEE & FAMILY – FAMILY FEELINGS

22. CATERING SOCIAL NEEDS OF EMPLOYEES THROUGH NON-UNION AGENCIES. • DIRECT COMMUNICAITON WITH EMPLOYEES. 8. THIS MODEL WILL LEAD TO: • STATE OF EQUILIBRIUM BETWEEN MANAGER & TRADE UNION. • WILL MINIMISE SHODOWN BASED ON MISCALCULATION. • RAPPORT BETWEEN MANAGER & WORK FORCE.

23. THIS WILL NEUTRALISE SOUR RELATIONS. • MUTUAL APPRECIATION OF POSITIONS : KINSHIP & DEDICATION DESPITE DIFFERENCES.

24. MECHANISM OF HANDLING & MAINTENANCE OF INDUSTRIAL RELATIONS IN NTPC: • COLLECTIVE BARGAINING RELATED TO POLICY MATTERS OF WORKMEN ARE BEING DISCUSSED & NEGOTIATED WITH THE APEX BODY AT CORPORATE LEVEL I.E. NATIONAL BIPARTITE COMMITTEE. • CONSTITUTION OF NBC:

25. REPRESENTATIVES OF CENTRAL TRADE UNIONS LIKE INTUC, BMS, CITU ETC. AND SOME INDEPENDENT UNION REPRESENTATIVES. MANAGEMENT SIDE – DIRECTOR (HR), GM (HR), REGIONAL HEADS OF HR. PERIODICITY – NO SPECIFIC PERIOD OF CONDUCTING THE MEETING. IT IS NEED BASED. MAINLY AT THE TIME OF REVISION OF WAGE AGREEMENT AND PERKS. • NATIONAL EXECUTIVE FEDERATION OF INDIA (APEX LEVEL) AT CORPORATE LEVEL:

26. ALL THE EXECUTIVE ASSOCIATIONS OF ALL THE PROJECTS / STATIONS / REGIONAL HQ ELECT REPRESENTATIVES FOR NEFI. • NEGOTIATION: SALARY REVISION, PERKS ETC. WITH MANAGEMENT. • SUPERVISOR EMPLOYEES JOINT COUNCIL (SEJC) AT CORPORATE LEVEL. • IT IS NOW NO MORE IN EXISTENCE BECAUSE OF LOW STRENGHT OF SUPERVISORS IN NTPC.

27. COMMUNICATION MEETINGS WITH THE UNION AND ASSOCIATION : • THERE IS 3 TIER SYSTEM: • AT CORPORATE CENTRE LEVEL – NEED BASED NBC. • AT REGIONAL LEVEL – HEADED BY CONCERNED ED- ONCE IN 3 MONTHS. UNION / ASSOCIATION REPRESENTATIVES 2 NO. FROM EACH PROJECT / REGION. • AT PROJECT/ STATION LEVEL – HEADED BY GM – ONCE IN 2 MONTHS. ALL THE HOD’s + UNION/ ASSOCIATIONS OFFICE BEARERS.

28. 4. MEETING WITH HOHR – ONCE IN A MONTH. PARTICIPATIVE FORUMS: THE SCHEME “EMPLOYEES PARTICIPATION IN MANAGEMENT AT NTPC DADRI” AIMS AT: 1. • OBJECTIVE : PROMOTING INCREASED PRODUCTIVITY FOR THE GENERAL BENEFIT OF THE ENTERPRISE, THE EMPLOYEES AND THE COMMUNITY.

29. GIVING EMPLOYEES A BETTER UNDERSTANDING OF THEIR ROLE IN THE WORKING OF THE INDUSTRY AND OF THE PROCESS OF PRODUCTION. • SATISFYING THE EMPLOYEES’ URGE FOR SELF- EXPRESSION, THUS LEADING TO INDUSTRIAL PEACE, BETTER RELATIONS AND INCREASED CO-OPERATION. • NUMBER OF TIERS: THE SCHEME WILL BE IMPLEMENTED AT TWO LEVELS:

30. DEPARTMENTAL COUNCILS. • JOINT PROJECT COUNCIL. • MANAGEMENT & EMPLOYEES REPRESENTATION: • THERE WILL BE EQUAL REPRESENTATION OF EITHER SIDE IN THE COUNCIL. 4. MODE OF REPRESENATION OF WORKERS / EMPLOYES: • ANY MODE ON WHICH THERE IS A CONSENSUS BETWEEN MANAGEMENT AND THE TRADE UNION/ ASSOCIATION.

31. 5.NUMBER OF MANAGEMENT & WORKERS’ / EMPLOYEES REPRESENTATIVES : THE COUNCILS WILL HAVE 4 REPRESENTATIVES FROM EACH SIDE. 6. CONSTITUTION OF COUNCILS. • THE WORKERS’/ EMPLOYEES’ SHOULD BE REPRESENTED IN SUCH A MANNER THAT THEY SHOULD COVER DIFFERENT CATEGORIES OF WORKERS’ AND SUPERVISORY STAFF. IN ORDER TO BROADEN THE BASE OF THE SCHEME BY WAY OF MAXIMISING THE AREA OF PARTICIPATION AND MUTUAL UNDERSTANDING, THERE SHALL BE EIGHT DEPARTMENTAL COUNCIL AND ONE JOINT PROJECT COUNCIL IN THE PROJECT.

32. 7. PERIODICITY OF MEETINGS: • COUNCIL SHALL MEET AS FREQUENTLY AS POSSIBLE DEPENDING ON THE EXIGENCIES OF THE CIRCUMSTANCES. • JPC SHALL MEET ONCE IN EVERY MONTH. • EVERY MEETING SHOULD REVIEW THE ACTION TAKEN ON THE DECISIONS OF EARLIER MEETINGS.

33. 8. NOTICE OF MEETING & LIST OF BUSINESS: ORDINARILY, 7 DAYS NOTICE WILL BE GIVEN TO MEBERS OF THE PROPOSED MEETING ALONGWITH AGENDA FOR A MEETING SHALL BE CONSIDERED AT THE MEETING WITHOUT HAVING THE CONSENSUS OF MEMBERS PRESENT IN THE MEETING. 9. QUORUM: AT LEAST 80% MEMBERS SHALL BE PRESENT IN EACH MEETING FOR DISCUSSIONS.

34. 10. PROCESSING OF DECISION MAKING: • DECISIONS SHALL BE TAKEN BASED ON THE CONSENSUS OF MEMBERS. 11. MONITORING OF IMPLEMENTATION OF DECISIONS TAKEN IN THE MEETING: • THE COUNCIL SHALL DECIDE WHICH MEMBER SHALL BE RESPONSIBLE FOR MONITORING THE IMPLEMENTATION OF THE SPECIFIC DECISION.

35. 12. EVALUATION: YEARLY EVALUATION OF THE ACTIVITIES OF THE COUNCIL SHALL BE MADE AND RECTIFICATION MEASURES TO BE TAKEN NEXT TIME SHALL ALSO BE DECIDED. 13. TENURE: THE TERM OF OFFICE MEMBERS OF EACH COUNCIL SHALL BE TWO YEARS FROM THE DATE OF CONSTITUTION OF THE COUNCIL AND 30% OF THE COUNCIL MEMBERS SHALL RETIRE EVERY YEAR.

36. 14. FUNCTIONS OF DEPARTMENTAL COUNCIL : THE DEPARTMENTAL COUNCIL SHALL, FOR INCREASING PRODUCTION, PRODUCTIVITY, AND OVERALL EFFICIENCY OF THE CONCERNED DEPARTMENT’S/ ATTEND TO THE FOLLOWING : • ASSIST MGMT. IN ACHIEVING MONTHLY / YEARLY GENERATION TARGETS / CONSTRUCTION TARGETS. • IMPROVEMENT OF PRODUCTION, PRODUCTIVITY AND EFFICIENCY INCLUDING ELILMINATION OF WASTAGES AND OPTIMUM UTILISATION OF MACHINE CAPACITY AND MANPOWER.

37. SPECIFICALLY IDENTIFY AREA OF LOW PRODUCTIVITY AND TAKE NECESSARY CORRECTIVE STEPS AT SHOP LEVEL TO ELIMINATE RELEVANT CONTRIBUTORY FACTORS. • TO STUDY ABSENTEEISM IN THE DEPARTMENTS AND RECOMMEND STEPS TO REDUCE THEM. • SAFETY MEASURES. • ASSIST IN MAINTAINING GENERAL DISCIPLINE IN THE DEPARTMENT.

38. PHYSICAL CONDITIONS OF WORKING, SUCH AS LIGHTING, VENTILATION, NOISE, DUST ETC., AND REDUCTION OF FATIGUE. • WELFARE AND HEALTH MEASURES TO BE ADOPTED FOR EFFICIENT RUNNING OF THE DEPARTMENT, AND ENSURE PROPER FLOW OF ADQUATE TWO WAY COMMUNICATION BETWEEN THE MANAGEMENT AND THE WORKERS / EMPLOYEES PARTICULARLY ON MATTER RELATING TO PRODUCTION FIGURES, PRODUCTION SCHEDULES AND PROGRESS IN ACHIEVING THE TARGETS.

39. THANK YOU