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“REINTEGRATION OF OPERATIONAL
STAFF AND DEVELOPMENT OF
EMPLOYEE SYNERGY”
A case based analysis of union history of OTIS Delhi and the best industry practices so as
to suggest ways for operational reintegration of employees and development of synergy
between them and to formulate future plan of action to reduce other issues arising
between union and Management.
BY
B R UMESH
ROLL NO. 072497028
COURSE CODE: MP
1. To provide growth and opportunity for all employees, in line with the company's
growth depending upon their ability and merit.
2. To encourage fair dealings both within and outside the company, and maintain highest
standards of honesty and integrity in business and personal dealings.
3. To encourage professional and disciplined working at all levels in the company and to
set a personal example for subordinates.
4. To encourage "teamwork" and "team building, so that the fruits of growth can be
shared by all.
Industrial relations has become one of the most delicate and complex problems of
modern industrial society. Industrial progress is impossible without cooperation of labors
and harmonious relationships. Therefore, it is in the interest of all to create and maintain
good relations between employees (labor) and employers (management).
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 explain the relationship between employees and
management which stem directly or indirectly from union-employer relationship.
Industrial relations are the relationships between employees and employers within the
organizational settings. The field of industrial relations looks at the relationship between
management and workers, particularly groups of workers represented by union in the
company. Industrial relations are basically the interactions between employers,
employees and the government, and the institutions and associations through which such
interactions are mediated.
Thus in our case industrial relations have a broad as well as a narrow outlook. Originally,
industrial relations were broadly defined to include the relationships and interactions
between workers and management. From this perspective, industrial relations cover all
aspects of the employment relationship, including human resource management,
employee relations, and union-management (or labor) relations. Now its meaning has
become more specific and restricted. Accordingly, industrial relations pertains to the
study and practice of collective bargaining, trade unionism, and labor-management
relations, while human resource management is a separate, largely distinct field that deals
with non union employment relationships and the personnel practices and policies of
employers. Thus we can say that human relations and industrial relations are two separate
functions. The relationships which arise at and out of the workplace generally include the
relationships between individual workers, the relationships between workers and
management, the relationships employers and workers have within this organization are
formed to promote their respective interests, at all levels. Industrial relations also includes
the processes through which these relationships are expressed (such as, workers’
participation in decision-making, and grievance and dispute settlement), and the
management of conflict between employers, workers and trade unions, when it arises.
2. Employees: Workers seek to improve the terms and conditions of their employment.
The workers exchange their views with management and voice their grievances. They
also want to share decision making powers of management. This sharing in decision
making is strictly related only to safety measures and canteen facilities in the company.
Workers have formed unions against the management and fully support each other on
every issue. .
3. Government: The central and Rajasthan state government influences and regulates
industrial relations through laws, rules, agreements, awards of court etc. It also includes
third parties and labor and tribunal courts.
The disputes between employer and employer both and vitiate the industrial atmosphere
and peace. Whether these tactics are successful or unsuccessful, unpleasantness is created
between both the parties. The worst result ins the loss of production and decline in natural
income. Industrial dispute is defined by Section 2 (x) of the Industrial Disputes Act 1947
as follows:-
Industrial disputes is “Any dispute or difference between the employers and employees,
or between employs workmen, or between workmen and workmen, which is connected
with the employment or unemployment or the terms of employment or with the
conditions of labor of any person.
3. The demands of the workers must have been rejected by the employer.
5. The dispute may be connected with employment or terms of employment or with labor
conditions of any person.
1.2.5.1.3 INSTITUTIONAL
A. Recognition of unions
B. Membership of union
C. Subject of collective bargaining
D. Bargaining unit
E. Union security
1.2.5.1.4 PSYCHOLOGICAL
A. Clash of personalities
B. Behavioral maladjustments
C. Authoritarian administration
1.2.5.1.5 DENIAL OF LEGAL AND CONTACTUAL ROGHTS
A. Non-implementation of labor laws and regulations, standing orders, and so on.
B. Violation of collective bargaining agreements, customer rights and privileges and
so on.
The points of contact between the employer and employees are so numerous that no
exhaustive list can be prepares. Besides, the check list contains the main causes of
industrial disputes but does not indicate their relative importance as causative factors. If
industrial disputes were to be classified on the basis of causes and their relative
importance, it would be found that their relative importance would vary from country to
country and in the same country from time to time. In one country, at one time, wages
may constitute the single main source of industrial disputes, whereas at a different time or
in a different country, the relative importance of wages may decline and some other issue
may become more important. In which country and at what time, which issue will
become predominant will depend upon the importance of the workers attach to their
problems, within the prevailing economic and political climate. In the earlier stages of
industrial development, wages were the most important cause of industrial conflict. In
times of unionization, issues relating to recognition of unions and union security may
figure more often in the industrial disputes.
The state has stipulated certain methods to resolve industrial disputes. They are:
Works Committees are constituted in organizations having more than 100 employees.
They have equal representation of the employers and employees. The employee
representation can be even more than the employer representation in the works
committee. The main objective of the work committee is to promote measures for
preserving good relations among employers and employees.
1. It is a tripartite in nature
3. The conciliating officer would act as a mediator between the two aggrieved parties and
would try to reach an amicable solution between them.
4. On failure of conciliation, the conciliator sends to the industrial relations desk of the
ministry of labor informing it about the failure of conciliation. The state would then refer
the matter to a suitable adjudicator. .
COMPULSORY INVESTIGAION:
Under sec 6 (Industrial Disputes Act 1947), both central and state government may
constitute a ‘court of inquiry’ for ‘enquiring into any matter appearing to be connected
with or relevant to an industrial dispute. The court of inquiry has same powers as are
vested in a civil court under the code of civil procedure.
I.e. the conflicting parties have the option of accepting or rejecting the award given by
the
Adjudicator.
B. VOLUNTARY ARBITRATION
Of these, the earlier occupy a very large part of the market share and offer the
latest in design and safety. They are already using a lot of computer-assisted
tools for design, manufacture, assembly, maintenance and rework of elevators.
After the elevator has been manufactured, it may be installed into the building at the
appropriate time during its construction schedule. This co-ordination is also the
responsibility of the GC who is in contact with the Elevator Contractor. After installation
of the system, the GC will obtain a working permit from a Licensing Inspector so that the
elevator is now ready for use. (Fig. 3)
In this process, there are 2 key areas where flow of information is enormous and multi-
directional:
General Contractor
Manufacturing
Adoption of IT in these sectors results in saving of time, more discreet information flow,
and better communication. The long term benefits include a more economical overall
process and less rework.
The market leader, Otis has successfully implemented high-end graphics and cutting –
edge technologies to become #1 in the world. Apart from having developed design and
modeling tools, they have also employed IT to predict problems and tackle them at an
early stage to save on time later. Avoiding potentially costly elevator problems can be
achieved through early planning. Hoist way modeling algorithms allow anticipation of
complications that might arise from rope sway - a phenomenon that occurs in high-rise
buildings. To facilitate this planning process, Otis has developed a special program called
the OTISPLAN®. A design and evaluation tool, it simulates the actual operation of the
building's vertical transportation system and proposes the optimal traffic handling
solution. (Otis product details, 2009)
Another interesting application developed by Otis is their remote monitoring system.
Developed to optimize performance and minimize downtime, Remote Elevator
Monitoring — REM® — tracks hundreds of system functions on thousands of elevators
around the world. The REM system identifies most problems before they occur. REM
detects deteriorating components and intermittent anomalies, and notes the small
nuisances that might have gone undetected until they caused service disruptions.
Intermittent problems are fixed before they annoy the tenants.
A Diagnostic software monitors elevators continuously and sends data to the REM
unit located in the machine room.
B The REM unit sends this information to the OTISLINE center.
© Indira Gandhi National Open University, New Delhi Page 18
C Data is categorized by urgency and reviewed by OTISLINE
representatives. D An OTISLINE representative alerts the field mechanic, if
necessary.
E The mechanic arrives at the job site with specific information, tools and parts to work
on the elevator. (Otis Innovation, 2010)
1.4.2 SCHINDLER
Schindler is the second largest elevator manufacturer, and among the leaders in elevator
design using computer-based modeling. They are currently working on automation
software that will eliminate actual models, and be able to design and simulate elevators
using a computer. Some such commercial products available are Schindler Draw and
Schindler Spec. The best part about these products is that they work online and can be
customized as per user requirement.
Schindler Draw is the industry's first automated, interactive drawing program for
hydraulic elevators, escalators and moving walks. The program simplifies drawing time
and eliminates time-consuming manual layouts. The drawings are customized to your
particular building. No boilerplate drawings here. The final drawing can be viewed,
printed and inserted into building layouts and other documents, thereby shortening the
approval process. Schindler Draw works online, or can be downloaded to your computer.
It's also available on CD-ROM. Schindler Spec is an interactive architect's tool that
customizes specifications to individual buildings. Like Schindler Draw, it works online,
or can be downloaded to your computer. It is also available on CD-ROM. (schindler
history, 2010)
1.4.3 THYSSENKRUPP
Apart from having developed software and networking for scheduling, production and
fabrication, they are now expanding into remote monitoring of elevators. This will enable
their engineers to gather information about any elevator installed from their mainframe,
which continuously tracks installed elevators worldwide. Thus, the engineer can simply
go to any site, obtain relevant data on his laptop or PDA and even compare with similar
platforms from their database. Particular progress in this area has been made in Germany,
France, Belgium and the USA, where customer-focused service concepts such as Tele-
W@tch, POP or TAC20 utilize the internet, e-mail, text messaging and other IT
technologies. The Tele-W@tch system records the frequency with which individual
elevators are used; customers can view this information on the Internet and use it to plan
service call-outs. POP is a service concept, which records all relevant service and repair
information and presents it clearly to customers in the form of a service history. In the
USA we developed the TAC20 monitoring system for hydraulic elevators, which facility
managers and service engineers can use to continuously check the serviceability and
technical condition of their installations. (Thyssenkrupp Index, 2010)
1.4.4 FUJITEC
1.4.5 KONE
KONE provides innovative and eco-efficient solutions for elevators, escalators and
automatic building doors. We support our customers every step of the way; from design,
manufacturing and installation to maintenance and modernization. KONE is global
leaders in helping the customers manage the smooth flow of people and goods throughout
their buildings.
KONE’S commitment to customers is present in all KONE solutions. This makes them a
reliable partner throughout the life-cycle of the building. They challenge the conventional
wisdom of the industry. They are fast, flexible, and we have a well-deserved reputation as
a technology leader, with such innovations as KONE MonoSpace®, KONE
MaxiSpace™, and KONE InnoTrack™. One can experience these innovations in
architectural landmarks such as the Trump Tower in Chicago, the 30 St Mary Axe
building in London, the Schiphol Airport in Amsterdam and the Beijing National Grand
Theatre in China and Delhi Metro Rail Stations in India.
KONE employs over 32,000 dedicated experts to serve customers globally and locally in
50 countries. (Kone details, 2010)
Elevators are the lifeline of today's high-rise structures, and they're getting smarter, better
looking and more efficient.
As floor space in cities around the world becomes scarcer and dearer, buildings are being
forced to go vertical. If the ground doesn't allow it, the sky is there to be exploited.
Structures are reaching heights one could never imagine and to reach higher, elevators,
the lifeline of any tall building, are getting faster & smarter. The vertical transportation
industry would like us to know: "We move the equivalent of the world's population every
three days." It's no idle boast. Today, elevators are no longer restricted to five-star hotels
or high rise structures. Your favorite departmental store too may have a fancy 'bubble
elevator' - impressive both in terms of looks and utility.
The challenge with the lower-end market segment is to convert it from a dependence on
manual elevators to a desire for fully automatic units. The market is also progressively
shifting from low-mid rise to mid-high rise in the metro cities. This creates a phenomenal
opportunity for the elevator industry to raise quality standards of the units installed and
make operation safer.
Most major global elevator manufacturers have a presence in India. Otis, Kone,
Schindler, ThyssenKrupp- ECE, Mitsubishi, Fujitech, Dong Yang and Hyundai are just
some of the players already here with talk of other big names also entering the market.
The total market size is estimated to be about Rs 2,500 crore annually. Some of these
players have local manufacturing facilities while newer players rely on imports,
particularly at the upper end of the market. Earlier, Otis was the market leader with
Apart from the growth in new construction, where there are many exciting high-rise
building and mall projects coming up in and around metro cities, other sides of the
business driving the market will be the upgrade and replacement of existing lifts and
service contracts. Modernization presents a mammoth opportunity in upgrading the
existing base and consequently most leading elevator companies have established their
own modernization departments to upgrade their existing installed elevator
bases. Overall, upgrading of lifts is expected to generate fresh business worth about Rs 1
billion over the next five years, according to the Economist Intelligence Unit.
Modernization can be classified as an upgrade involving the retention of existing
components, with some new subsystems being incorporated, or a complete replacement
of the existing elevator. It is worth noting that over 40 per cent of these elevators have
either crossed 20 years of age or are likely to reach the same in the near future. These
elevators will either have to be replaced or upgraded to present-day technology, as the
availability of trained hands to maintain such old elevators is becoming scarce.
Lift makers are now offering maintenance contracts with improved customer service.
Most offer tiered service levels ranging from fully comprehensive to a basic periodic oil
and grease service with breakdown call-back service. However, user expectations of
quicker response to breakdowns and emergency situations are yet to be met and the
industry needs to work further towards meeting these. (Construction Update, 2010)
Side by side is a continual process of R&D that is making elevators smarter than ever
before. As a result of the rapid growth of micro-electronics and computer technology,
microprocessors have made inroads into elevator control systems too. In 1979, Otis
unveiled the first high-speed elevator control system using a microprocessor to control
every aspect of elevator operations followed by a sophisticated control system for
© Indira Gandhi National Open University, New Delhi Page 22
gearless elevators in 1990. (Earlier control systems were relay logic-based, which
evolved into solid state control.) This innovation was the ultimate in passenger
communications, with electroluminescent display screens in the car and hall that provide
a complete computer graphics capability including cable TV news, sports and movie
channels.
The demand for better-looking elevators and escalators has been welcomed by the
industry as an opportunity to do things the state-of-the-art way. And thus we see glass
walled elevator cars (bubble lifts) allowing passengers a bird's eye view of the city or a
building's atrium; double-deck elevator systems that improve on service and save space;
sky lobbies that can incorporate restaurants, cafeterias and other small shops; freight
elevators for moving heavy materials; residential elevators; and specialized elevators for
specific applications. Not surprisingly, the owners of new buildings are showing a
preference for more sophisticated and higher technology products and lift systems such as
intelligent or smart lifts. The newer entrants in the market are targeting this premium
segment.
The need for creating excitement and moving more people faster and more efficiently has
resulted in newer forms of dispatching, like destination dispatch control where the user
enters the floor he wishes to go to onto a keypad near the elevator bank and the system
designates the elevator into which he should enter. The elevator doors close and it travels
to the desired floor - there, the doors open and the passenger exits. This minimizes both
waiting time and round-trip time for users, allowing the elevator system to be more
energy-efficient and productive.
With plenty of development in semi-urban and rural areas too, the elevator industry is
confident about its growth prospects. As the value of land increases and the population
grows, demand for multi-storied buildings, and hence elevators in all shapes, sizes and
speeds, will go only one way - up! (Elevator World India Update, 2010)
COMPANY PROFILE
1.6 OTIS ELEVATORS INDIA LIMITED
1.6.1 COMPANY HISTORY (GENERAL)
In early 1953, Otis Elevator Co., New Jersey, U.S.A., the foreign collaborators, were
authorized by the Indian Government to undertake phased manufacture of lifts (elevators)
in India and, for that purpose, allowed to float a subsidiary company.
Otis Elevators India Limited was incorporated on 30th October, 1953 as a private limited
company. It was converted into a public limited company on 11th August, 1972.
The Company manufactures, installs, service repairs and maintains various types of
elevators and their components, escalators and travolators and high speed gearless
elevators operating at a speed of 700 ft. per minute.
• People: It believes the most important assets of the Otis Elevator Company is to
go home at the end of every workday.
• Safety: Millions of people around the world use Otis elevators and escalators
every day without giving safety a second thought. For us, that’s success. We
understand that the safe way is the only way.
• Quality: For more than 150 years, quality has made Otis the most trusted name in
the industry.
• Integrity: We must do the right thing every time, and run our business to the letter
and spirit of the law. By acting ethically and honorably, we win the loyalty of our
customers. (Otis Fact Sheet, 2010)
1. Think safety first. Each employee is responsible for their own safety, the safety of
other workers, and the safety of the riding public. Every employee is empowered
to take any action necessary to eliminate the potential for an accident. At the
beginning of each work session, scan the area for hazards or risk of accident. At
the end of each work session, make sure the job site or workspace is clean, tidy
and safe.
2. Respond to customer requests promptly. Answer telephone calls in a standard way
and before the third ring: "Otis Elevator Company. (Your name.) How may I help
you?" Reply to every customer phone call or e-mail on the same day (leaving a
message or e-mail if the customer is unavailable).
3. Visit your customer every time you are in their building. Convey a sense of
urgency in your work and keep your customer fully updated on your progress.
When possible, check in and check out with them daily, giving a brief overview
of the work you have completed. Remember to ask if there is anything else you
can do for them and, above all, to thank them for their business. If the customer is
not there, leave a card with a note.
4. Deliver what you promise—promptly and unequivocally. By the same token, do
not promise something you know Otis cannot deliver. If circumstances arise that
prevent you from keeping a promise, call the customer immediately.
5. When a customer complains, remain calm. Listen, empathize and respond with a
can-do attitude. Take ownership of the complaint and work to resolve it promptly.
Remember that every complaint contains an opportunity to exceed the customer’s
expectations and transform a negative experience into a positive one.
6. Be prepared when going into a customer meeting. Conclude each meeting with a
summary of action items. Remember: If a customer asks you for something, you
own that request. Keep track of open action items until the request is fulfilled—
and the customer is fully delighted.
7. Think of yourself as an extension of the customer’s staff in every building you
work in. Be your customer’s eyes and ears. Where appropriate, offer suggestions
that will help make them more successful.
OBJECTIVE
The industrial relations in an organization lie in the employer-employee relationships.
The research is undertaken with the objective to evaluate the relationship between
workers and management, to analyze this relationship, to find out the areas where an
issue arises & how to maintain a good relationship between them.
AREAS COVERED
In this project the covered areas are:-
ASSUMPTIONS:
RESEARCH METHODOLOGY
© Indira Gandhi National Open University, New Delhi Page 30
The format of the research is majorly based on secondary data analysis of the similar
problems existent in the elevator industry based on exploratory structure only. An
unstructured interview of Managers and company lawyers was also undertaken as a part
of primary research analysis. Since highly sensitive negotiations for the tri-yearly Union-
Management settlement was underway during the period of internship, we were not privy
to any union leader as it would have had an adverse effect on the ongoing dialog
A research design is the framework of plan for a study which is used as a guide in
collecting and analyzing the data collected. It is the blue print that is followed in
completing the study. The basic objective of research cannot be attained without a proper
research design. It specifies the methods and procedures of acquiring the information
needed to conduct the research effectively. It is the overall operational pattern of the
project that stipulates what information needs to be collected, from which sources and by
what methods.
The research is undertaken with the objective to evaluate the industrial relations
& disputes between workers and management in Otis. Also to find out the main
aspects of existing relations between workers and management and how to
improve them. The research is for workers and management and to analyses their
relations with each other in all respect.
During the research period i had to report at 9 am and leave at 5:30 pm. This is
the general shift in which managers, executives, and officers of different
department’s works in the plant. During this period we also completed a project
i.e. of “REDUCING LITIGATIONS” which is a detailed study in minimizing
litigations of Otis.
In the prominent work by Bush and Folger (1994) on Transformative Mediation the
authors contrast their perspective on the practice of mediation with the more traditional
problem-solving approach and explore the transformative potential of mediation.
According to Bush and Folger the goal of problem-solving mediation is generating a
mutually acceptable settlement of the immediate dispute. They see problem solving
mediators as often highly directive in their attempts to reach this goal - they control not
only the process, but also the substance of the discussion, focusing on areas of consensus
and "resolvable" issues, while avoiding areas of disagreement where consensus is less
likely. According to them although all decisions are, in theory, left in the hands of the
disputants, problem-solving mediators often play a large role in crafting settlement terms
and obtaining the parties' agreement.
The transformative approach to mediation does not seek resolution of the immediate
problem, but rather, seeks the empowerment and mutual recognition of the parties
involved. Empowerment, according to Bush and Folger, means enabling the parties to
define their own issues and to seek solutions on their own. Recognition means enabling
the parties to see and understand the other person's point of view – to understand how
they define the problem and why they seek the solution that they do. Often,
empowerment and recognition pave the way for a mutually-agreeable settlement, but that
is only a secondary effect. The primary goal of transformative mediation is to foster the
parties' empowerment and recognition, thereby enabling them to approach their current
problem, as well as later problems, with a stronger, yet more open view. This approach,
according to Bush and Folger, avoids the problem of mediator directiveness which so
often occurs in problem-solving mediation, putting responsibility for all outcomes
squarely on the disputants.
The narrative approach to managing and mediating conflicts was offered by Winslade
and Monk (2000). This approach attempted to re-examine traditional approaches to
conflict mediation by examining the stories (or discourses) we tell about our conflicts.
The authors introduced theory that challenges assumptions that our interests are “natural”
and argue that what people want does not stem from internal desires or interests. Instead
people construct conflict from narrative descriptions of events and the stories we tell
about these events condition our interests, both socially and culturally. Within the
mediation framework a safe place is set up for disputants to tell their personal stories
about the conflict and their relationship to it. (Travis, 2007)
There has been significant international debate since the publication of “The Promise of
Mediation” (Bush and Folger 1994) and “Narrative Mediation” (Winslade and Monk
2000).These models have been positioned as alternatives to the interest-based approach
that has dominated mediation practice especially in business and legal matters. Many
mediators continue to identify with a particular model in their practice; others have found
that their styles are an amalgam of various models. At Carleton University in Ottawa,
Canada, Insight mediation is the model that is taught and practiced- it draws on the work
of Canadian philosopher Bernard Lonergan and his theory of insight. According to Picard
and Melchin (2007) mediators who practice this type of mediation look for direct insights
(moments of clarity, the “Ah ha!”) and inverse insights (those new insights that a
mediator achieves by displaying curiosity and by challenging assumptions and
expectations) into what the conflict means to each party by discovering what each party
cares about and how that threatens the other party.
The Transformative and Narrative models maintain that probing for information about
the problem keeps parties locked into a conflict and to achieve resolution a shift must be
made away from the problem. In contrast, Picard and Melchin found when they looked at
their own mediation practice they could, by focusing on the problem and by exploring the
parties’ concerns about the conflict, breakthrough to a deeper understanding of the
relational issues of the problem. (Picard.J., June,2005).Using highly developed
questioning and listening skills the mediator works to foster communication among the
disputants to explore the full dimensions of the conflict. Insight mediators work under the
assumption that conflicts are maintained by feelings of threat and the Insight mediator
works to help parties examine and understand their underlying values and threats, both
real and perceived. In comparison to the Transformative model, which the authors
maintain focuses on the interactions between the parties (looking for opportunities to
foster empowerment and recognition), and the Narrative model where the mediator works
to co-construct a new non-conflict story (and spends little time probing the “problem”
story), the Insight model takes parties through an in-depth exploration of the presenting
problem rather than around it.
Whilst the Insight model does share some similarities with the problem-solving model,
the difference between the Insight model and the Interest-based “problem solving” model
is, according to Picard and Melchin, that the Insight model is relationship-centered rather
than problem-centered and assumes that parties must not only explore the problem, but
move through and beyond it to understand “the deeper cares, concerns, values, interests
and feelings that underlie the problem”. In their view this model is well suited to conflicts
where there is an ongoing relationship and, because of the newness of the model, they
invite researchers and practitioners to evaluate its usefulness in a variety of contexts.
Another perspective is offered by Danesh and Danesh (2002) who use the consultative
intervention model to offer a critique of institutionalized mediation. (Danesh.H.B., 2002).
The three defining features of this model are that it is pro-active, unity-centered and
Some recent literature from the USA and the creation of the Harvard Negotiation Insight
Initiative led by Erica Ariel Fox has seen a progressive move towards managing conflict
at a deeper level and encouraging mediators to explore the “spiritual” side of mediation.
Cloke (2002) offers another vision of mediation practice and conflict resolution.
(Cloke.Ferdinand., 2002).The work aims to examine the essence of the process rather
than the procedure and sets out to challenge mediators to question their own assumptions
about how conflict should be handled and notes that mediation is about "respect, honest
and empathetic communication, trusting collaborative relationships, responsibility,
forgiveness and closure." (Cloke: 119). Every conflict and every resolution, says Cloke,
"has a spiritual dimension and energy... Boldness, spirited issues in mediation, it is
necessary to become aware of and cultivate spiritual experience within ourselves, which
means pursuing mediation as a spiritual task." (Cloke: 125).
In the more complex “The Crossroads of Conflict” (2006,) Cloke encourages mediators
and parties in conflict to improve their dispute resolution skills by travelling “the path of
transformation and transcendence of wisdom, spirit and heart” (p1). Cloke does not
address litigated disputes and so the direction that is set out in the book would be more
difficult when disputes have reached court or with people who do not have an ongoing
relationship.
And so within the modern mediation movement there is a variety of models being
practiced and researched. Paleker (2003) remarks that a lack of clear process definition
leads to disparate practices and Alexander (2003) goes on to comment that whilst
disparate practices reflect mediation diversity, they also pose a real problem for quality
control and mediation promotion amongst consumers. (Palekar, 2003).
The available literature points to a future where practitioners and academics are
beginning to understand the need to consolidate and to work collaboratively on
progressing the practice and theory of mediation and ADR, to unify sectored interests and
to ensure that the diversity of society is represented amongst practitioners.
Some of the literature has pointed to the debate about the need for ongoing and
enforceable codes of practice and the NADRAC Report on standards and accreditation
for mediators and those in the ADR industry is closer to home than much of the literature
which emanates from the United States. The message seems to be, regardless of the
context in which the ADR professional practices and regardless of the preferred model of
mediation there is a sense that mediation and ADR needs to look underneath the conflict
and to move into a realm that explores conflict at a deeper level for disputants. The
challenge as Mayer (2004) points out – is that the field of conflict resolution needs to
broaden its role definition and become conflict engagers.
FIG.1
The graph is a product of full scale detailed analysis of OTIS-Delhi union file of North
Region which was provided to us, as well as B ON
the HOMIEfrom the “Minutes of the
inferences
meeting file” along with the first.The red line above represents the rise and fall in the
level of tension which existed between Management and union.The timeline which is
taken in the above study and which was provided SCAbyLEthe
1 mentioned file starts from
November,2006. The tension mentioned above is defined on a 5 point inferential scale
which has been purely defined on the secondary literature review available on Industrial
relations. The basis on which the scale is defined is purely inferential and laden with
researcher’s acumen to understand the historical context & background and as per the
information provided by the testimony of managers who faced these situations. The
whole scale is decreasing in intensity of tension from scale 5 to scale 1.The definition of
scale rating is as follows –
S.NO. .
(TABLE 0.0) SCALE DEFINITION RANGE
1 S5 AGITATION 5<S5<4 & S5=5
2 S4 STALEMATE 4<S4<3 & S4=4
3 S3 NEGOTIATION 3<S3<2 & S3=3
4 S2 DÉTENTE 2<S2<1 & S2=2
5 S1 BONHOMIE 1<S1<0 & S1=1 & 0
The level of tension have been defined on the following five point scale – DÉTENTE
S.NO.(TABLE
1.0) SCALE DEFINITION RANGE
1 S5.a MILITANT 5< S5.a <4.6 & S5.a =5
2 S5.b HOSTILE 4.6< S5.b<4.3 & S5.b=4.6
3 S5.c ASSERTIVE 4.3< S5.c <4 & S5.c=4.3
S.NO. .
(TABLE
2.0) SCALE DEFINITION RANGE
1 S4.a FATIGUE 4<S4.a<3.6 & S4.a=4
2 S4.b STATUS QUO 3.6<S4.b<3.3 & S4.b=3.6
3 S4.c TRANSITION 3.3<S4.c<2 & S4.c=3.3
S.NO. .
(TABLE
4.0) SCALE DEFINITION RANGE
1 S5.1 RELIEF 5<S5<4 & S5=5
2 S5.2 ASSUAGE 4<S4<3 & S4=4
3 S5.3 CONVIVAL 3<S3<2 & S3=3
S.NO. .
(TABLE
5.0) SCALE DEFINITION RANGE
1 S5.1 AMICABLE 5<S5<4 & S5=5
2 S5.2 CORDIAL 4<S4<3 & S4=4
3 S5.3 QUID PRO QUO 3<S3<2 & S3=3
(Mehta.Madhavi., 31-28,July,2008)
The data was collected through questionnaire and following is questionnaire analysis and
interpretation:
How would you rate the relationship between employees and management in this
establishment? (Check only one)
FREQUENCY PERCENTAGE
1 Excellent/Outstanding 4 13.33%
2 Very Satisfactory 23 76.66%
3 Satisfactory 3 10.0%
4 Unsatisfactory No Response 0
ANALYSIS:
In the concern of relationship between employees and management in this establishment
13% of the workers said that relations are excellent, 77% of them said they are very
satisfactory. Only 10% are in favor of satisfactory relations. A good thing is that none of
them are in opinion that relations are unsatisfactory. This once again prove our assertion
that the company is witnessing a period of bonhomie.
1.21.2 Q.2
What factors were taken into account in making the above rating?
(Check as many as applicable)
FREQUENCY PERCENTAGE
1 Number of grievances 13 43.33%
2 Labor turnover No Response 0
3 Number of industrial dispute/strikes 11 36.66%
4 Open communication between workers and No Response 0
management
5 Grade of job done by worker No Response 0
6 Transparency of management 6 20%
7 Others, specify ____________ No Response 0
ANALYSIS:
In the concern of basis of the ratings of relationship between workers and management
the response is as follows:
Whereas 43% are in view that the basis is number of grievances is the basis of
relationship between them, 36% believe lack of visible influence forms satisfaction
levels. A good 20% thinks that transparency of management is the main factor of rating
the relationship between workers and management.
1.21.3 Q.3
ANALYSIS:
In the concern of communication level between workers and management, the response I
get is that 26 workers out of 30 samples accept that there are regular meetings between
senior managers and workers. All 30 workers accept that regular meetings between
workers and supervisors results in good communication level. Almost all workers are in
view that daily walk around of the workplace is an effective measure to improve the
communication level between them. Hence this shows that there is a good
communication level between workers and management.
1.21.4 Q.4
ANALYSIS:
From the above question it is pretty clear that management consults workers
representatives on almost all the issues at regular time period to make a best decision.
1.21.5 Q.5
ANALYSIS:
In the concern of privileges that are provided by the management to union
officers/members, the response received is that the union officers /members cannot enter
or participate in the meeting without prior permission of desired officials. Union
members are not permitted a office or meeting room in the corporate Each and every
worker cannot use this facility without prior permission of the related officer or
executive. Workers are allowed to use phone facility but not the fax facility. Fax facility
is only being provided when it is very urgent and important work, if management thinks
so. There is a separate notice board for union members or the workers, on which latest
notices and information is pasted. This is done to keep the workers update and aware of
the management activities and policies.
1.21.6 Q.6
How often does the union discuss employee relation matters with management?
FREQUENCY PERCENTAGE
1 Once a week 2 6.66%
2 Once a month No Response 0
ANALYSIS:
In the concern of how often does union discusses employee relation matters with
management, the response is that majority of workers i.e.83.33% is in view that they talk
only when an issue arises and only 10% is in view that they talk to management once in 3
months. When ask from management it was found that workers discuss only when an
issue arises. There is no provision of discussion once in three months or once in a week.
1.21.7 Q.7
ANALYSIS:
In the concern of the issues that are frequently raised by the union the response from the
workers and the staff is very good. Wage increases and payment of allowances are most
common issues raised by the workers, but in Otis, the wages and allowances are paid
according to the settlement. Overtime, changes in working time arrangements leave
benefits dispute settlement procedures, Management practices, Revise study of incentive
scheme, Canteen facility, Transportation facility are also commonly raised issues by the
workers. These are most common because maximum workers most required benefits and
facilities for them. Besides these, working condition/environment, Change in work
practices, Introduction of new technology, Dismissal/disciplinary measures are the issues
which are raised by workers rarely.
PAYMENT OF WAGES:*
2. Wages will be paid monthly within 7 days of the completion of the wage
period.
3. Where the services of a workman are terminated unless the wages are paid to him on
the day of his termination, he shall present him in the factory to receive his wages on the
usual pay day
1.21.8 Q.8
1.21.9 Q.9
Please indicate the type of industrial action that occurred in this establishment?
ANALYSIS:
In the concern of industrial actions that were occurred in this establishment, the response
is fantastic and a unexpected result is obtained that since 2004, there were no strikes, no
mass leave, etc. by the workers. But slowdown and overtime ban is a generally occurring
industrial action.
1.21.10 Q.10
1.21.11 Q.11
ANALYSIS:
In the concern of efforts made to recover these above effects, the response is as follows:
The company tends to outsourcing of the services to complete the service cycle
processes. The management occasionally increases the staff by using the housekeeping
and contract labor in production process. Till date there is not even a single non-striking
worker continued working, there is only slowdown of the production process.
1.21.12 Q.12
What method is used in fixing or revising wage and salaries of majority of the
employees? (Check only one)
In this concern the response received from the workers that payment is done on monthly
basis.
1.21.14 Q.14
Allowances, Bonuses
Cost of living allowances YES Not Available
Productivity bonuses Not Available YES
Transportation allowances Not Available YES
Representation allowances Not Available Not Available
Incentive pay Not Available YES
ANALYSIS:
In the concern of granting leaves, bonuses and social security schemes the response
received was that vacation and privilege leaves are only granted and as per according to
the governments act where as no maternity leaves are granted neither by government act
In social security schemes separation/termination pay, life insurance plan (for staff only),
pension plan, retirement pay, accident and sickness insurance plan and medicines (for
staff only) are granted as according to the employer’s decision.
1.21.15 Q.15
In the concern of what management does to improve the relations between superiors and
subordinates in the organization, the response is that the management adopts following
actions to improve the relations and trust of workers on management, which are as
follows:
1.22 INTERPRETATION
These results or survey that about 85% employees are satisfied with the management
activities and these results in a better working environment and building of good relations
between workers and management but rest of the sample had negative attitude towards
the management. This is so they are dissatisfied with the management of Otis. This early
finding is quite similar to the performance of evidence that has since been reported.
The view that is clearly taken is that the majority of gains and management policies and
practices fully employed tend to have good relations in the company. But still there is lot
to do and improve the communication level and overall relations. This survey indicated
that though the workers and management have good understanding and trust on each
other but there is still a long way to go.
1. The finding of the study reveals that the relational level of workers is
significantly associated with need satisfaction. The higher the relational level
greater is the need satisfaction.
2. Management policies play a vital role in smoothing the relations. Better
and liberal management policies improve the relations between workers and
management. Also it increases the trust of workers in management of the
company.
3. An important finding is that satisfaction varies with the jobs one holds and
the level education of the worker. Because due to low education level, their
mentality is also small. This affects the policy and decision making by the
management.
4. It also founded that (by observation and discussions) workers creates
issues willingly, to affect the management functioning, generally in end of the
month when the work load is more both on workers and management to achieve
the production target and make payments of wages and salaries of workers and
staff, respectively.
5. The wages and allowances are according to the settlement; hence they
have no issue of dispute relating to increase in wages and allowances.
6. By observation it was founded that there is a lack of unity among workers
to some extent, and they have to support each other either wrong or right issues,
whether one like it or not, as they are the member of union.
7. Management consults with union leaders or union officers on almost all
the issues to make a best decision.
8. Workers in Otis are from different economic, cultural and social
background. This difference of background has a clear effect over the thinking of
the workers. Hence in Otis controlling workers of different thinking and
background requires a little extra effort.
Industrial relations are the relationship between employees and management or between
workers and management, particularly the groups of workers represented by the union.
As for the proper functioning and continuous production of taps in the plant, management
tries to recruit new laborers and controls them according to the plans to achieve the goals
and objective. The management tries to satisfy the need and utilizes effectively the skills
and knowledge of the workers.
The managers emphasizes on building of good relations with workers. They makes
various policies regarding working conditions, working hours, transport facilities, canteen
facility etc. so that the workers working in the organization cannot leave the plant and the
new candidates should attract and apply for the various jobs. In brief we can say that the
relations between employees and management in this establishment are satisfactory, as
human needs and desired cannot be fully satisfied.
There are two dominant aspects of the industrial relations scene in Otis also as it is
modern industrial society:
2. CONFLICT: - The second aspect of the system of industrial relations in Otis is the
existence of conflict. Conflict, like cooperation, is inherent in the industrial relations set
up of today. It becomes apparent when industrial disputes resulting in strikes and lock-
outs become frequent. The prevailing industrial unrest, the frequency of work –stoppages
resulting either from strikes or lock-outs and the slowing down of production, are the
occasional expressions of the ever-present and latent conflict between workers and
management.
There is frequent walk around of work sites by senior management officials. They look
the proper functioning in the each and every department of the plant. They also seek for
any new change which can be bringing in the production process. The management also
makes various suggestion schemes at regular time period for employees. The main
objective of making these suggestion schemes is to develop the workers and employees
in their all respective fields. The management has put up union notice boards. All notices
concerning workman shall be displayed on the notice board maintained for such purpose
at the entrance or at conspicuous place in the factory. It shall be the responsibility of each
workman always to be acquainted with such orders, notices, instructions or
communications as may be displayed on the notice board of the company from time to
time.
So the communication between the management and workers are presently very
satisfying for both sides. All workers are equally treated by the management, in case
having any problem or grievances. That’s why the good communication between the
management and workers results in smooth functioning of the business. Not only has this
it also built a god personal and organizational relations between them. This collectively
results in achievement of organizational and personal goals and objectives.
Workers and management are like the two tyres of a scooter. Whenever one gets
damaged other gets affected and stops working or when one gets damage other is useless.
So both are needed to work properly and collectively. In the same way, workers and
management is needed to work combined to achieve the goals and objectives of the
company. For this, the management of Otis consults with union officers about the staffing
level of management sometimes. Management always consults union officers about
occupational health and safety. Health and safety is an important issue for management as
well as for workers, because good health have clear effect on production and during
production process precautions are must to be safe from any casualty.
When a new technology is to be introduced in the Otis, the management always consults
the workers about their views regarding that new technology, because they are the first
person who faces the problem and has best knowledge about the machines and
production process. So management always consults with the workers about the
introduction of new technology. Before bringing major changes in products the
management always consults with workers. This is done to know about a rough estimate
of time consumed in production of single piece and material consumed and also a rough
idea of cost incurred on production of that single unit.
As describe earlier in this study report that industrial relations are basically the
interaction between employers, employees and the government and the institutions and
associations through which such interactions are mediated. In this, the relationship that
exists within the industry between the employer and his workmen is studied.
In Otis, the workers and management cooperates with each other in all respect and
activities to achieve the desired goals and objectives. But there is a lack of full support
without any personal objectives. The communication level in Otis is quite good. There is
a two way flow of information among workers and management and both shows a keen
interest in each other as if one works the another will give the same response as he get.
The workers maintain a good level of discipline in the company. Both support each and
every activity. Increasing and maintaining the level of discipline in the working
environment is a very important and basic need to achieve the targets. The management
continuously tries to maintain the discipline in the company and workers co-operates the
management but still there is certain issues on which workers creates indiscipline.
Otis provides number of various facilities like transportation facility, canteen facility, etc.
to the workers and it employees. These facilities are given to maintain the trust of
employees on the company. So that they may not leave the company. Trustworthy ship is
also an important aspect of Otis family, i.e. the workers and staff members. Lack of
trustworthy ship in workers and management leads to downfall of the company. Each and
every organization makes efforts to increase the level of trust in its employees. In the
same way in Otis also workers and management enjoys a good level of trust.
So overall relations in the company are very satisfactory and earlier analysis of
questionnaire proves this.
The OTIS Grievance Procedure identifies the necessary steps for handling
Disputes that have not been resolved through the normal process of reasoned
discussion. The grievance process is intended to define clearly the matters that
are at issue; to assure the staff member that his/her complaint or problem has
been presented to and considered by appropriate company’s officials; and to
assure the Otis’s community that decisions affecting staff members’ work
relationships in the workplace are fully considered.
Any staff member who has a grievance with respect to appointment, promotion,
salary, assignment of duties, academic freedom or working conditions and who
has been unable to resolve the matter with his/her supervisor, or with the project
leader/principal investigator of a grant supporting his/her work, or an officer of
the company, can bring this matter to the attention of the company’s Grievance
Officer or any other OTIS’s officer. The Grievance Officer or company’s officer
The Grievance Officer or other OTIS officer, within seven (7) days after
receiving the complaint, will inform the staff member under which policy or
procedure the complaint should be addressed and how to proceed. If the
allegation falls under the Grievance Procedure, then the staff member will
provide a written summary of the grievance to the Chief Executive Officer or to
the MD, if the grievance is against the action of the Chief Executive Officer or if
the Chief Executive Officer for any other reason is unable to consider the
grievance. If a resolution acceptable to the staff member is not thereby effected,
or if the staff member has not received a response from the Chief Executive
Officer or MD within thirty days after having submitted his/her written
grievance, the staff member may petition to the Grievance Officer for formal
consideration of the grievance. A petition will set forth in detail the nature of the
grievance and will state against whom the grievance is directed. It will contain
any data that the petitioner deems pertinent to the case. The individual or
individuals against whom the grievance is being alleged will also be asked to
provide a written response to the grievance.
Step I : The aggrieved workman in the first instance shall submit his
grievance in writing in person to his immediate supervisor, who would look into
the grievances of the aggrieved workman within 48 hours on receipt thereof and
take suitable action, if felt necessary by him.
Step II : In case the workman is not satisfied with the action taken by his
immediate superior or no action is taken within the above stipulated period, he
shall present his grievances in writing to the Head of the Department within 3
days after the expiry of 48 hours of his grievances having been brought before
his immediate supervisor. The Head of the Department shall investigate and take
suitable action within 7 days of receipt of such grievance. The Labor Welfare
Officer or an Officer of the Personnel Department shall participate actively for
settling the grievance.
Step III : In case the grievance remains unsettled with the Head of the
Department, the grievance shall be bought in the notice of General Manager
whose decision shall be final. In no case, recourse to intimidation, violence,
threat, unauthorized assembly inside / outside the premises, gherao etc. will be
adopted for the redressed of grievances there shall be no slowing down or
interruption of work and no industrial dispute shall be raised before the above
procedure is exhausted.
The causes of industrial disputes can be broadly classified into two categories: economic
and non-economic causes. The economic causes will include issues relating to
compensation like wages, bonus, allowances, and conditions for work, working hours,
leave and holidays without pay, unjust layoffs and retrenchments. The non economic
factors will include victimization of workers, ill treatment by staff members, sympathetic
strikes, political factors, indiscipline etc.
Since the cost of living index is increasing, workers generally bargain for higher wages to
meet the rising cost of living index and to increase their standards of living. In OTIS, the
wages and allowances are fixed as according to the settlements. It was clearly defined in
the settlement about the wages and allowances which are to be given to workers. So
wages and allowances are not major causes of conflict in OTIS, because the wages and
allowances are fixed and cannot be changed till amendment in the settlement. When the
amendments are to be made in the settlements the workers generally opposes the wages
given to them and demands to increase their wages.
1.28.2 INDISCIPLINE
Maintenance of discipline in the plant is one among the main objectives of the
management in OTIS. Managers and supervisors emphasizes on creating and maintaining
a disciplinary environment in the plant. They take various actions to maintain the
discipline. But when the demand or need of the workers is not fulfilled by the
management, which management think is irrelevant, then disputes occurs. But it is solved
before it creates any serious problem for the plant.
1.28.3 OVERTIME
This is also one of the causes of industrial disputes in OTIS. Workers create a scene on overtime
when they know that management will start overtime to achieve the monthly target of production,
for which they ask for overtime.
Leaves and working hours have not been so important causes of industrial disputes in
OTIS. But still it is a cause of industrial disputes. There is a fixed settlement procedure
for leave benefits in OTIS. The plant is working on shift basis. Following are the shift
timings:
G - 09:00 am to 05:30 pm
A - 06:00 am to 02:30 pm
B - 02:30 pm to 11:00 pm
© Indira Gandhi National Open University, New Delhi Page 60
C - 11:00 pm to 06:00 am
Shift working shall be regulated in accordance with the provisions under the Factories
Act. The Management may regulate shift working or other working of workers taking
into consideration the convenience of working. Employees shall not be change their shifts
without prior permission.
When a plant is established, its whole map & layout is first need to be getting registered. It
considers various standards like proper space, ventilation, facilities, emergency exits etc.
generally in OTIS, workers raises issues on ventilation, improper dusting, lighting in certain
departments etc.
1.28.6 MISCELLANEOUS
i. Work load
Today, many organizations are structured very differently from the way they would have
been 10 year ago. There are so many factors for such structural changes like increase in
level of education of the people, performance appraisal, tough competitions, modern
researches etc. In the same way industrial relation also played an important role in
bringing out the changes in the organization. Amendments in various laws time to time,
increasing working area of organization etc. also responsible for these changes.
It can be said that work and behavior forms an essential part of human activity. Work
occupies so much of man’s life span, that the satisfaction or dissatisfaction from it can
affect the individual behavior considerably in all walks of life. This sometimes results in
misunderstanding between management and workers on one or more issues. It becomes
When the co-operation is of very high level between workers and management then they
makes a very healthy working environment but on the other hand if management doesn’t
co-operates with workers and Vic-e-versa then this conditions gives origin to grievances
which results in disputes. Due to this, relations between workers and management gets
disturbed and ultimately the whole process of achieving goals and objectives disturbs.
When this happens the efficiency and effectiveness in workers and management also
affected.
The management can improve the actual relations between workers and management by
utilizing the following tips:
1. Both management and unions should develop constructive attitudes towards each other
2. All basic policies and procedures relating to Industrial Relations should be clear to
everybody in the organization and to the union leader. The personnel manager must make
certain that line people will understand and agree with these policies.
3. The personnel manager should remove any distrust by convincing the union of the
company’s integrity and his own sincerity and honesty. Suspicious, rumors and doubts
should all be put to rest.
4. Management should encourage right kind of union leadership. While it is not for the
management to interfere with union activities, or choose the union leadership, its action
and attitude will go a long way towards developing the right kind of union leadership.
7. Management can also improve the relations by keeping the job interesting. First, it
makes time go faster and second It keeps the employees challenged. If the employees get
bored, they will pay less attention to their duties.
RECOMMENDATIONS &
CONCLUSIONS (ACTION POINTS)
The following industrial best practices in form of recommendations and implementation
on a short and long term basis can play a vital role in solving the primary objective of the
research project.
Phase 1: Organize social welfare activities by the spouses of the two groups separately to
attract attendance. Highlight the activities as CSR for welfare and giving back to the
society, a primary stated aim of the Union who thereby cannot question the motives
without questioning its founding principles.
Phase 2: Integrate social activities of wives from both the factions under female HR
leadership in such a manner so as to be imperceptible on workers front. This can be done
by deliberately bringing together the social activities in the same area/time frame etc.
Phase 3: Organize “Meet the MD” meets for the socially active spouses. The meets will
be strictly “Non-Official Work” types where the top management will involve itself in
Free monthly health checkups like blood pressure and blood sugar monitoring camps in
tandem with other such socially significant programs like yoga and meditation camps will
be undertaken area wise/region wise. This type of programs have the unique advantage
that the feuding factions cannot demand separate time slots as tests like fasting sugar and
blood pressure tests need to be measured in the morning only. Further, these programs are
relatively low cost in the sense that:
-Low fixed cost (Approximately two apparatus namely glucometer and blood pressure
measurement instrument will cost around Rs.5000 and can be used again and again.)
-Low Variable cost (Approximately, each strip/needle of the glucometer costs Rs.10 per
person.)
-No Medical Professional (Doctor) will be required as the tests are simple and can be
easily carried out by internal volunteers.
-Dieticians, Physiotherapists and Yoga experts are available for the proposed health
welfare camps at nominal rates.
These campaigns can also be beneficial long term as not only CSR activities but also as
employee welfare measures.
LIMITATIONS
Any study analyzing human factor in the work setting cannot claim perfection in
view of the nature of the subject itself and present one in no exception to it.
During the study, a number of limitations and constraints were faced and it is
necessary to point them out at the very outset.
It is an industrial study. Its scope is limited and excludes deeper enquiry into
other aspects of industrial relations, such as wage structure, employment, job
security and other personal issues such as promotion, training, absenteeism, labor
turnover etc. The non-availability of adequate and reliable statistical information for
some years and for some vital issues has made it difficult to study all the important issues
in industrial relations in proper perspective. For example, detailed statistics for real wages
and earnings for all the labor and staff are not available; this is due to security issues of
the company. I would like to list the limitations of the study here:
• Considering the fact that nothing is perfect in the world. Every individual bound
to make mistake at some points.
• The Company cannot disclose the data due to security issues.
© Indira Gandhi National Open University, New Delhi Page 66
• Limitations of primary data cannot be ruled out, such as unwillingness to disclose
certain information.
• Limited knowledge of the researchers in the field of research may lead to
interpretational errors.
• The results have not been tested.
• A busy schedule of managers and workers also makes the collection of
information o information a very difficult one.
• The research was based on primary collection of data through voice interview so
there may be chances of human error and biasness.
• The research was conducted during the salary day when all the employees gather
together at the corporate office. As otherwise preoccupied, the sample size was
therefore low.
• The study had time constraints as it had to be submitted in the stipulated period of
time limit given.
• The study had constraints of variety. Though i tried to include a good variety of
Managers from varied departments but still it is not the real representative of the
whole organization.
• The study had the constraint of having missed a vital link in the entire saga – The
perspective of the union due to ongoing settlement negotiations. Thus, non-
availability of union perspective was felt .This is because of lack of access to the
union during the project due to internal compulsions.
• The study had limitations of structure as all the primary data collection was based
on unstructured explicit interviews.
• Most of the respondents who were there were from management so a sufficient
number for the other side was absent.
• The period of the study is during highly sensitive negotiations for the tri-yearly
Union-Management settlement, which may skew the results accordingly but in
absence of all-round perspective there is no measure to adjust its real effects.
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