Download Anna University MBA Important Question Bank 3rd Sem BA5015 Industrial Relations and Labor Welfare

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DEPARTMENT OF MANAGEMENT STUDIES

QUESTION BANK

III SEMESTER

BA5015 – INDUSTRIAL RELATIONS AND LABOUR WELFARE

Regulation – 2017

Academic Year 2019 - 2020

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Prepared by

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Mr. S.RAJA – Asst. Professor

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SUBJECT: BA5015- Industrial Relations and Labour Welfare

SEM ; III Semester/ II Year

UNIT I INDUSTRIAL RELATIONS

Concepts - Importance – Industrial Relations problems in the Public Sector – Growth of Trade Unions – Codes of conduct.

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Part-C

1. Explain in detail the scope of Industrial relations and discuss the various functional requirements for successful industrial relations Programme.

Case study:

2. Unionism in public services like State Police Force is a hot topic being discussed and debated in India recently. Some of the state Govts Have also encouraged and introduced Unionism in their police force. It has mixed result. Other public services like telecom, Transport and fire services have unions. There were pros and cons of unionism in public services, some of them are given below:
   1. Antagonist: Public services are arteries of public welfare life. Unionism and collective bargaining go against public interest. (7)

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   2. Protagonists: Lack of unionism in public services creates a second class citizenship. Fight against enjoy their rights to protect their interest; employment in public services cannot be a justification of denying this fundamental right to them. (8)

   Questions:

   1. What is your stand on unionism in public services? Justify your stand with reasons with social and psychological aspects. (7)
   2. Do you think unionism be introduced in all public services in the same manner as that of private sector? If not, how does it be tailor made to make it more effective and at the same time minimize the inconvenience to the public life? (8)

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3. Case study:

   Given below is a new excerpt on the riot in the Ceramic Factory in Yanam (near Kakinada in Andhra Pradesh), a small town under the Union territory of Pondicherry but located far away from the Administration Headquarters. The denial of the factory management to accept the formation of a trade union is said to be initial cause of the riot. A strike was announced by the workers and the police interference followed with lati charge resulted in the death of the Union leader. As the tension mounted up, the angry workers collected into a mob and killed a high level official of the factory management. The following is a news report on the incident: What was the provocation for the mayhem at Regency Ceramics Limited factory which led to large- scale destruction and loss of two lives? A combination of political rivalry and irreconcilable differences between the management and the union as also politics of caste and police highhandedness besides the role of vested interests has caused this anarchy in this peaceful Union Territory of Puducherry town, landlocked in East Godavari district. According to sources, the management of Regency, which is a pioneer in ceramic tiles with an annual turnover of Rs 20,678 lakh, was reluctant to entertain any union activity. This caused a lot of heartburn among the workers and employees. The immediate trigger for the violence was the transfer and suspension of some leaders of the union last January.

   Questions:

   1. What is the real problem and who could have stopped it? (8)
   2. How much the interference of Politics and Police is important or unhealthy to the Industry and trade unions?(7)

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4. Case study:

   The personnel office of prashant chemicals Limited informed the middle managers through a circular that a group of consultants would be calling on them later in the week to provide training on team building. The consultants would be emphasizing on how to develop team work and to build inter group relationships throughout the company. The information also contained the approach to be adopted by the consultants and explained the five steps process of team buildings: problem sensing, examining differences, giving and receiving feedback, developing interactive skills, and follow up actions. The circular also included a note on the utility of team building in organizational effectiveness. On receiving the circular, middle managers felt tense as they thought teambuilding as an exercise involving a lot of hocus-pocus as they thought team sensitivity training exercises in which participants used to attack each other and let out their aggression by heaping abuse on those disliked. Therefore, the managers felt that the consultants were not needed for team building. One of the managers commented,” now that we understand what is involved in team building, we can go ahead and conduct session ourselves .All we have to do is to choose a manage who is liked by everyone and put him in the role of change agent/consultant. After all, you really do not need high-priced consultants to do this team building stuff. You just have to have a good feel for human factor". The other managers generally agreed. However, the corporate personnel director turned down their suggestions and proceeded with his original programmed of hiring consultants.

   Questions:

   1. Why did middle managers show resistance to team building approach of organization development? (5)
   2. Do you think the managers had accurate view of team building concept and role of external consultant in that? (5)
   3. Did corporate personnel office sell the concept of team building and its usefulness properly to middle managers? What actions that the department has taken? (5)

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UNIT II INDUSTRIAL CONFLICTS

Disputes - Impact – Causes – Strikes – Prevention – Industrial Peace – Government Machinery – Conciliation – Arbitration – Adjudication.

Part-C

Case study:

1. "But Ms.Richa, this isn't fair I'm away from the conveyor belt for five minutes and your're going to suspend me for two weeks? Aw, come on, Ms.Richa” “listen,” replied Richa, “you know the rules, kiran no one is allowed to leave their work station without permission from their supervisor. I'm your supervisor and you left your job without permission. And don't give me that five minutes crap. I glanced at my watch when you left – it was 10.20. You came back at 10.40" "That's not right," Ms. Richa, retorted kiran."I had to check with my daughter's nursery school. She's been sick for the past few days. I was away less than five minutes without getting permission. This just isn't fair. I've been here for two years and I know I didn't do anything wrong." “look, kiran. That's the whole problem around here. I may have only been a supervisor for a few months, but I'm not stupid. People around here get away with murder. You break the rules and your boss looks the other way. Well, no more we're going to shape up this department" "But why me, Ms.Richa? You know I need this job. I just can't afford two weeks without pay, explained kiran. "well, that's too bad. You should have thought about that before you broke the rule. No, kiran. You knew the rules around here. You left your work station without permission. The dismissal stands."

   Questions:

   1. Has richa treated kiran fairly? (3)

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   2. Comment on richa's disciplinary action with earlier rules.(5)
   3. Has would you have handled this situation?(3)
   4. Reflect upon the legality of the action taken?(4)

2. Case study:

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   In one state, the chief minister was invited to the annual conference of union where union elections were also scheduled. The chief minister inaugurated the conference and observed as follows; ‘I propose that you elect Mr.XYZ as your president and the president in turn elect his team.' Before the members could understand the significance of what the chief minister had said there was a big round of applause from the audience- presumably orchestrated by supporters of the chief minister's nominee for president ship of the union. Before anyone could say anything, quite a few queued up and began to garland Mr.XYZ. Mr.XYZ then rose and announced the names of his nominees. The elections concluded. Those who were elected were happy about the smooth and cordial manner in which the elections had been held. Referring to two cases in the recent past neighbouring factories, they said, in one the rival unions spent a lot of money in elections. From where had the money come? Would the ones who had spent so much money not want to recover it in one form or another? Another elected person was talking about how management manipulated the elections to have a ‘company' union. Some of the people who had aspired to contest the elections were dismayed but could not do much because of the atmosphere in which the whole thing had happened.

   Questions:

   1. Comment on the case and the divergent viewpoints/perceptions of those who won the elections without contesting and those who wanted to contest but could not win. (5)
   2. Discuss the problem of trade union democracy.(5)
   3. What suggestions do you have to make trade unions truly for the members, of the members, and by the members? (5)

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3. Case study:

   Wage and reward system - Grass cutter vs gas cutter In a public sector undertaking with a chequered past, a line manager was appointed as the chief of personnel. Within a year of taking up the assignment, he had to sign a wage agreement with the workers' union. The union at the time was dominated by non-technical staff. The union's charter of demands favoured the interest of its dominant member groups. It asked for a significant revision in the gardeners' pay, was not equally vocal in pressing for increase in the pay scales of workers in certain technical grades. The management conceded these demands because the union cooperated with them in keeping the burden of the pay revision well within the guidelines of the Bureau of public enterprises (BPE). Once the agreement was signed and communicated to the employees/members by the management and the respectively, there was commotion among the technical staff. They walked out of the union, formed a separate technical staff holding placards which read, ‘here grass cutters get more than the gas cutters'. In that engineering assembly unit, till the pay revision occurred, wedding was a highly rated job- now gardeners get than welders

   Question:

   1. What will happen if grass cutters get more than gas cutters? (5)
   2. Evaluate the pros and cons of the approach of both the management and union in this incident. (5)
   3. List the lessons learnt. Suggest a way out for the problem on the hand. (5)

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4. Case study:

   Grievances and disciple handling -Coolers as basins EGL is a professionally managed company with a fair record of labour management relations. Its headquarters are located in Nehru place, New Delhi. Its houses about 500 employees in three floors One day, a senior manager in the human resources department observed that a few woman employees were washing their hands after lunch at the water cooler in the third floor. The manager immediately reported the matter to his supervisor, who got a notice, put up and circulated it to all employees. It reads as follows ‘It was observed that some employees are washing their hands at the water cooler. Water coolers are dispensing drinking water. They are not meant for cleaning hands and utensils. Appropriate action will be taken against any one seen washing their hands/ utensils at the water coolers'. The same evening a few employees barged into the concerned officers' room and told him, ‘with no wash rooms and washing basins in the third floor and no lift in the building, what else do you expect us to do? Use the stationary? Over the next two days, more and more people started making liberal use of the water cooler for the purpose of washing their hands and even utensils. The subject was discussed over the next few days with passion, animation and animosity.

   Questions:

   1. Is the case above one of grievance or of indiscipline? (5)
   2. What is the root cause of the problem? What is the solution? (5)

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   3. What are the rights of a charge- sheeted employee? (5)
   4. What is meant by the 'principle of natural justice'? (5)
   5. Can the presenting officer in domestic enquiry be a witness? (5)

UNIT III LABOUR WELFARE

Concept – Objectives – Scope – Need – Voluntary Welfare Measures – Statutory Welfare Measures – Labour Welfare Funds – Education and Training Schemes.

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