EXECUTIVE SUMMARY

The Project entitled A STUDY ON INDUSTRIAL RELATIONS has been a good

learning experience for me while doing in organization like INDIAN OIL CORPORATION
LTD. BARAUNI REFINERY.
INDUSTRI! R"!TI#NS nal$sis is a post%mortem of the organization&s Ind'strial
relation s$stem( It meas'res the abilit$ of the organization to meet the re)'irement of both
emplo$ers and emplo$ees( Its helps in 'nderstanding the act'al condition of workers in
*RUNI R"+IN"R,(
In this project- I anal$zed the different aspects of ind'strial relation at *ara'ni Refiner$( .$
prime objecti/e is to interpret the policies and proced'res adopted in maintaining the
ind'strial relation(
The report incl'des the concepts of ind'strial disp'tes- the ca'ses of different grie/ances in
the organization and the methods and proced'res of their redressed with the help of different
laws of Indian 0o/ernment(
So it is great opport'nit$ for me that I had done m$ project in I#1! at the topic of
INDUSTRI! R"!TI#NS(
In m$ project I ha/e also cond'cted a s'r/e$( The s'r/e$ is based on Ind'strial Relations(
The res'lt of the s'r/e$ is that maxim'm n'mbers of emplo$ees are satisfied with compan$&s
policies(
t the time of gathering information I interacted with man$ emplo$ees and managers( In
I#1!- I obser/ed organizational *eha/io'r 2 learned how to work in team and time
management(

3 4 P a g e
CHAPTER- 1
Objectives of Study
5 4 P a g e
PRIMARY OBJECTIVE: -
The primar$ objecti/e of this st'd$ is to determine how to impro/e congenial relations
between emplo$ees and emplo$ers at *ara'ni Refiner$(
SECONDARY OBJECTIVES:-
To st'd$ abo't relation between management and 'nion(
To anal$ze and 'nderstand the methods of collecti/e bargaining(
lso st'd$ related /ario's committees- working conditions- ind'strial disp'tes i(e(
adj'dication ward- strikes- locko't etc(
To find o't how to handle discipline6grie/ance proced're at *ara'ni Refiner$(
To find o't how to helps to incr!"# $r%#&c'i(i') not onl$ helps b'siness b't it can also
lead to a growing econom$- which benefits worker and- 'ltimatel$- the entire
organization(

7ow to impro/e working conditions and to impro/e aspects of social protection s'ch as
better wages- safer working conditions and impro/ements to emplo$ee health and social
sec'rit$(
PURPOSE OF STUDY
The main p'rpose behind the project report is to bridge the gap between theoretical
knowledge 2 practical aspect( *asicall$ it is part 2 parcel of ed'cational c'rric'l'm(
This report is to con/e$ the interested persons the whole res'lt of the st'd$ on Ind'strial
Relations in detail and enable readers to anal$se and determine the concl'sions(
Th's the p'rpose of this report is the dissipation of knowledge so as to ens're their widest
'se(
8 4 P a g e
9 4 P a g e
INDIN #I! 1#PRTI#N !I.IT"D
1 # . P N , P R # + I ! "
Indian #il 1orporation !td( is the sole representati/e in +ort'ne Prestigio's listing of the
world&s :;; largest corporations- ranked 35: for fiscal 5;3; based on fiscal 5;;<%3;
performance( It is also the 3=
th
largest petrole'm compan$ in the world( Indian oil has been
adj'dged the >Second& in petrole'm trading amongst the 3:
th
National #il 1ompanies in the
sia%Pacific region(
In#i!*" F+!,"-i$ N!'i%n!+ Oi+ C%.$!n)
*eginning in 3<:< as Indian #il 1ompan$ !td( was formed in 3<?9 with merger of Indian
Refineries !td( @"st( 3<:AB( s India&s flagship national oil compan$- Indian oil acco'nts for
:?C petrole'm prod'cts market share- 95C national refining capacit$ and ?=C downstream
pipeline thro'ghp't capacit$(
Indian #il controls 3; of the co'ntr$&s 3A refineries with a combined rated capacit$ of 9<(8;
.illion .etric Tones Per nn'm @..TP.B( These incl'de s'bsidiar$ companies 1hennai
Petrole'm 1orporation !td( and *ongaigon Refiner$ and Petrochemicals !td( It owns and
operates the co'ntr$&s largest network of cross%co'ntr$ cr'de oil and prod'ct pipelines of
=3=; Dms( with a combined capacit$ of :5(=: ..TP( Indian #il&s co'ntr$ wide network
of o/er53;;; sales points is backed for s'pplies b$ its extensi/e- well spread o't marketing
infrastr'ct're comprising 3?< b'lk storages terminals- installations and depots- <8 a/iation
f'el stations and =< !P0 bottling plants( Its s'bsidiar$- I*P 1o( !td( is a stand%alone
marketing compan$ with a nationwide retail network of o/er 5;;; sales points( To maintain
strategic edge in the market place- Indian #il has planned in/estments to the t'ne of Rs(
: 4 P a g e
599;; cores- d'ring 3;
th
plan @5;;5%;=B- mainl$ in Refining and pipeline capacit$
expansions- prod'ct )'alit$ 'p gradation- retail operations and di/ersification projects(
Fin!nci!+ Pr/%r.!nc
#il gross t'rno/er @incl'si/e of excise d't$B for the $ear 5;;<%3; reached a new high of Rs%
5-=3-;=9 crore- 'p b$ 3:(8C as compared to Rs%5-9=-9:= crore in the pre/io's $ear( The
profit after tax to'ched a high of Rs%3;-553 crore(

So'rceE"T 0r!$--1
+or the first )'arter of the c'rrent fiscal- I#1! posted a loss of Rs% 8-88A crore as compared
to a profit of Rs% 8-?A8 crore for the same )'arter d'ring the pre/io's $ear(
Indian #il is and Facadem$G compan$ with a score of f'll%fledged training centres across the
co'ntr$( *'ilding competenc$- confidence- and capabilit$ to face the challenges of the market
place( mong these- the Indian #il Instit'te of Petrole'm .anagement- 0'rgaon- Indian #il
.anagement centres for !earning- .'mbai and The Indian #il .anagement cadem$-
7aldia ha/e emerged as world%class training and management academies(
M!-!r!'!n! S'!'&"
Indian #il has been conferred with the >Maharatna& stat's and is one among the fo'r
companies selected b$ the 0o/ernment(
? 4 P a g e
The 1orporation is celebrating the $ear 5;;< as its golden j'bilee $ear(
Maa!e"et
C#ai$"a
B M B!n"!+
1hairman 2 Director @Planning 2 *'siness De/elopmentB
%oa$d of Di$ecto$s
S V N!r!"i.-!n
Director @+inanceB
V C A,r!1!+
Director @7'man Reso'rcesB 2
Director%in%charge @I*P
Di/isionB
0 C D!,!
Director @.arketingB
B N B!n2!$&r
Director @RefineriesB
An!n# 3&.!r
Director @Research 2
De/elopmentB
3 3 J-!
Director @PipelinesB
= 4 P a g e
Fi,&r-1
Corporate Ofce

Fi,&r-4
A 4 P a g e
I&DIA& OI' CORPORATI& 'IMITED
OR(A&I)ATIO& PROFI'E
< 4 P a g e
3; 4 P a g e
*ara'ni Refiner$ is the 5
nd
p'blic sector refiner$ of Indian #il 1orporation( It is located near
the Northern bank of ri/er 0anga- flowing at a distance of ADm in *eg'sarai District of
*ihar- reall$ holds a great histor$( It spreads o/er 3;;;Dm acres(
*ara'ni Refiner$ was formed in collaboration with R'ssia and Romania- sit'ated 35:Dm
from Patna( It was b'ilt with initial cost of Rs( 9<(9; crore( *ara'ni refiner$ was
commissioned in 3<?9 with a refining capacit$ of 3 million metric tonnes per ann'm
@..TPB and it was dedicated to the nation b$ the 'nion .inister for petrole'm- Prof(
7'ma$'n Dabir in Han'ar$ 3<?:( fter de%bottlenecking- re/amping and expansion project-
its capacit$ toda$ is ?(; ..TP( .atching secondar$ processing facilities s'ch Resid
+l'idised 1atal$tic 1racker @R+11B- Diesel h$dro Treating @D7DTB- S'lph'r Reco/er$ 'nit
@SRUB ha/e been added( These state of the art eco%friendl$ technologies ha/e enabled the
refiner$ to prod'ce en/ironment%friendl$ green f'els compl$ing with international standards(
*ara'ni refiner$ was initiall$ designed to process low s'lph'r cr'de oil @Sweet cr'deB of
ssam( fter establishment of other refineries in the northeast-ssam cr'de in 'na/ailable for
*ara'ni( 7ence- sweet cr'de is being so'rced from frican- So'theast sian and .iddle "ast
co'ntries like Nigeria- Ira) 2 .ala$sia( The cr'de is bo'ght 'p to 7aldia b$ /er$ large cr'de
carriers @I!11SB from where it is p'mped thro'gh pipelines to *ara'ni Refiner$- capabilit$
for processing high%s'lph'r cr'de has been added%high%s'lph'r cr'des%thereb$ increasing not
onl$ the capacit$ b't also the profitabilit$ of the refineries(
33 4 P a g e
O%*ECTIVES+ VISIO& , MISSIO& , VA'UES
OF T-E CORPORATIO&
Objectives
To ens're national interest in oil and related sectors in accordance and consistent
with go/ernment policies(
To ens're and maintain contin'o's and smooth s'ppl$ of petrole'm prod'ct b$ wa$
of cr'de refining - transportation and marketing to c'stomer to 'se them more
efficientl$(
To earn reasonable rate of ret'rn on in/estment(
To create a strong R 2 D base in the field of oil refining and stim'lating the
de/elopment of new petrole'm prod'cts form'lation with a /iew to
minimize6eliminate their imports(
To work towards the achie/ements of self%s'fficienc$ in the field of oil refining b$
setting ade)'ate domestic capacit$ and to b'ilt 'p expertise for pipelining for cr'de
petrole'm prod'cts(
VISIO&
The /ision of I#1! is to be a major di/ersified- transnational- integrated energ$
compan$- with national leadership and a strong en/ironment conscience- pla$ing a national
role in oil sec'rit$ 2 p'blic distrib'tion(
35 4 P a g e
Fi!u$e./
MISSIO&
38 4 P a g e
To achie/e international standards of excellence in all aspects of energ$ and
di/ersified b'siness with foc's on c'stomer delight thro'gh /al'e of prod'cts and
ser/ices- and cost red'ction(
To maximize creation of wealth- /al'e and satisfaction for the stakeholders(
To attain leadership in de/eloping- adopting and assimilating state%of%the art
technolog$ for competiti/e ad/antage(
To foster a c'lt're of participation and inno/ation for emplo$ee growth and
contrib'tion(
VA'UES
CARE:
1oncern
"mpath$
Understanding
1o%operation
"mpowerment
INNOVATION:
1reati/it$
bilit$
+lexibilit$
1hange
PASSION:
1ommitment
Dedication
Pride
Inspiration
TRUST:
39 4 P a g e
Deli/ered promises
Reliabilit$
Dependabilit$
Integrit$
Tr'thf'lness
Transparenc$
3: 4 P a g e
'ocatio of %a$aui Re0e$y
*ara'ni Refiner$ is located near the northern bank of ri/er 0anga at *ara'ni in *eg'sarai
district of north *ihar( The ri/er 0anga flows aro'nd A km awa$ from the refiner$( The
refiner$ is strategicall$ located on the crossroads of two important national highwa$s- N7%8;
2 N7%83- and the two important railwa$s- "astern Railwa$s 2 North "astern Railwa$s( The
refiner$ is 35: kms from Patna and abo't A kms from the *eg'sarai town and is s'rro'nded
b$ the /illages like- *ihat- .ahna- etc to name a few( This whole area is known j'st beca'se
of the refiner$(

Fi,&r-5
3? 4 P a g e
PRODUCTS OF IOC'
Indian #il is not onl$ the largest commercial enterprise in the co'ntr$J it is also the flagship
corporate of Indian nation( *esides ha/ing a dominant market share- Indian #il is widel$
recognised as Indian&s dominant energ$ brand and c'stomers percei/e Indian oil as a reliable
s$mbol for high )'alit$ prod'cts and ser/ices(
Indian oil is a heritage and iconic brand at one le/el and a contemporar$- global brand at
another le/el( Khile )'alit$- reliabilit$ and ser/ice remains the core benefits to Indian #il&s
c'stomers- stringent checks are b'ilt into operating s$stem- at e/er$ le/el ens'ring the tr'st of
o/er a billion Indians o/er the last fo'r decades(




Fi,&r-6
3= 4 P a g e
BITUMEN
S3O
ATF
MOTOR
SPIRIT7MS8
NAPHTHA
LP0
HSD
PRODUCTS COMMO&
&AME
USE
Liquefed
Petroleum
Gas(LPG)
LPG Cooking Gas.
SRN(StraigtRu
n Napta)
Nepta !ertili"er #ndustr$.
Po%er Generation.
&S(&otors
Sprit)
Petrol 'tra
Premium
(eicle !uel.
)S*(ig Speed
diesel)
*iesel 'tra &ile+
,uro-... *iesel
(eicular !uel !or &etros/
Select Cities.
L*O(ligt *iesel
Oil)
L*O #rrigation Pump-sets.
!urnace !uel.
LS)S(Lo%
sulpur ea0$
Stock)
LS)S !urnace !uel.
RPC(Ra%
petroleum
Coke)
RPC Production o1 Calcined
Petroleum Coke 2ic is 3sed in
Grapite+ 4atter$+ 5luminium.
Sulpur Sulpur Cemical #ndustr$.
C4S! C4!S Car6on 4lack used in Pigmentation in
t$re manu1acturing and paints.
T!9+-1
In#i!n %i+:" Pr%#&c'" r!n, C%(r":-
.otor Sprit@.SB
7igh Speed Diesel@7SDB
!i)'efied Petrole'm 0as@!P0B
'to !P0
/iation T'rbine +'el @T+B
!'bricants
Straight R'n Naphtha@SRNB
*it'men
Paraffin
3A 4 P a g e
S'per Derosene #il@SD#Bc(
Indian #il&s retail brand template of extra care @UrbanB- Swagat @highwa$B and DisanSe/a
DendraLs @R'ralB are widel$ recognized as pioneering brands in the petrole'm retail segment(
Indian #ils leadership extends to its energ$ brand
Indane !P0
S"RI# !'bricants
'to 0as !P0
Mtrapremi'm *randed Petrol
Mtramile branded diesel
Mtrapower +leet 1ard
Indian oil /iation
'o!os of t#e P$oduct


3< 4 P a g e

Fi,&r-;
DIFFERE&T DIVISIO& OF IOC'
Refiner$ Di/ision
Pipelines Di/ision
.arketing Di/ision
Training Di/ision
Research 2De/elopment Di/ision
Safet$ 2 7ealth Di/ision
In/entions Di/ision
#OCL is di0ided into 7 ma8or di0isions9-
5; 4 P a g e
Fi!u$e.1
DIFFERE&T REFI&ERY DIVISIO&S
The following are the names of the 3; Refineries owned b$ I#1!E%
Digboi Refiner$ @3<;3B
0'wahati Refiner$ @3<?5B
*ara'ni Refiner$ @3<?9B
0'jrat Refiner$ or Do$ali Refiner$ @3<?:B
7aldia Refiner$@3<=:B
.ath'ra Refiner$ @3<A5B
53 4 P a g e
Panipat Refiner$ @3<AAB
1P1!%1hennai
Narimanam
*ongaigaon Refiner$
DIFFERE&T DEPARTME&TS OF %ARAU&I REFI&ERY
The departments which are directl$ concerned with the r'nning of the plant and prod'ction
aspects are directl$ known as Technical Departments( There are se/en s'ch departments in
*ara'ni Refiner$ as followsE
Prod'ction Department
Power 2 Utilit$ Department
.aintenance Ser/ice Department
Technical Ser/ices Department
Project Department
N'alit$ 1ontrol Department
+ire 2 Safet$ Department
Non%technical Department is created with a /iew to discharge some specialized f'nction so
that the objecti/es of the organization ma$ be accomplished efficienc$( S'ch departments are
ten in n'mbers- the$ are as followsE%
Personnel 2 administrati/e Department
7'man Reso'rce Department
Training Department
+inance Department
Internal 'dit Department
.anagement Information S$stem Department
55 4 P a g e
Iigilance Department
.anagement Ser/ices Department
Planning Department
.edical Department
"ach Department is headed b$ chief6senior .anager who is assisted b$ the officers in
/ario's ke$ positions in da$%to%da$ operations of the departments(
PERSO&&E' 2-3R4 A&D ADMI&STRATIVE
DEPARTME&T
:e refneries and pipelines di0ision as a )uman Resource *epartment.
:e$ pla$ a ke$ role like te one te ner0ous s$stem o1 an organi"ation
and as suc in te 4.O.*; one *irector ()R) as 6een speciall$ appointed
to look a1ter te proper 1unction o1 ).R in te corporations.
:e ead quarter is eaded 6$ te cie1 )uman Resource &anager+ %o
reports to te G&()R)/,*()R) and *irector ()R) %o is o0erall in carge o1
)R department eads+ te )R 1unctions in 4arauni Refner$.
:e 6asic o68ecti0e o1 tis 0er$ department is to promote and de0elop co-
operati0e attitude amongst all emplo$ees 6$ 1ostering armonic relations
at all le0el so tat eac indi0idual 1eels like e is contri6uting is 6est in
acie0ing te compan$ o68ecti0es. :e department directs its acti0ities
troug tree cannels.
Ser0ice to %orker.
Ser0ice to super0isor+ sta<
Ser0ice to management
FU&CTIO& A&D RESPO&SI%I'ITY OF P,A -R DEPARTME&T
:e primar$ 1unction at tis le0el is to pro0ide in1ormation and
generall$ assist in te de0elopment o1 social skill o1 management %it
58 4 P a g e
empasis on te uman aspect in industr$. :e responsi6ilit$ o1
Personnel department is to 1ormulate te companies personnel policies
and programs under te o0erall *irection o1 &* as %ell as to assist te
oter departments. #n te personnel management and industrial
relations as suc some o1 te most %ort$ 1unctions o1 personnel
department are as 1ollo%s 9-
Rec$uit"et Se5ectio 6 E"75oy"et Ad"iist$atio
Culti0ation o1 specifc sources o1 supplies o1 la6our and sta<. Selection
prices including application test+ inter0ie%+ medical e=am and
re1erence ceck and 1ollo% up till confrmation.
Placement+ induction.
&aintenance o1 emplo$ee>s record.
Personnel statistics+ compilation ? su6mission.
:raining + :rans1er+ Promotion+ *emotion+ *isciplinar$ action etc.
8a!es Ad"iist$atio
2age rate+ *.5 ? oter monetar$ allo%ances.
Cost o1 li0ing inde=.
Stud$ and re0ie% o1 implications o1 %age programs.
5dministration o1 emplo$ee>s appraisal plan.
I&DUSTRIA' RE'ATIO&S
Settlement o1 Grie0ances.
Negotiations ? dealing %it trade union and la6our departments.
Promotion o1 8oint consultati0e macine at di<erent le0els.
#nterpretation ? dissipations o1 companies policies.
&aintaining communication troug proper cannel.
O6ser0ing emplo$ees moral ? moti0ating tem.
8E'FARE ADMI&STRATIO&
Compensation to %orkers.
59 4 P a g e
Pro0iding cultural+ educational ? recreational 1acilities.
Co-operati0e acti0ities.
&aintaining sports and clu6 1acilities.
Personnel guidance ? counselling negotiating contracts.
TYPES OF COMMITIES E<ISTIN0 IN BARAUNI REFINERY
Hoint management committee
Korkers committee
1anteen management committee
7o'se allotment committee
1able T(I( committee
School ad/isor$ committee
TRADE UNION AND ASSOCIATIONS IN BARAUNI REFINERY
*ara'ni Telsodhak majdoor Union @Recognized UnionB
Shramik Iikash Parishad @Registered UnionB
Indian #il #fficers ssociation @+or #fficers InterestB
A STRUCTURE OF PERSO&&E' DEPARTME&T
S-O8& %Y T-E 8AY OF C-ART9
5: 4 P a g e
B G R
( 0 1 . 0 6 . 0 9 )
C A & T C o m m e r c i a l
C o r p o r a t e
G r o u p s
H u m a n
R e s o u r c e
P r o j e c t s R e i n e r !
V i g i l a n c e
I n t e r n a l
A u d i t
C o n t r a c t s
P r o j e c t
P u r c h a s e
P u r c h a s e
S t o r e &
W a r e H o u s e
P r o j e c t
D i v i s i o n
P r o j e c t
I m p l e m e n t a t i o n
P l a n n i n g &
M o n i t o r i n g
R e i n e r !
" p e r a t i o n s
# ! l e n e
" p e r a t i o n
" M & S
& $ P %
M e c h a n i c a l
M a i n t e n a n c e
M a i n t e n a n c e
P l a n n i n g
P e t r o c h e m i c a l s
" p e r a t i o n s
& C & P A C
' ( i ) r e *
P & A
+ R & W
H R D
C D & S p o r t , " $
& P R & + v e n t M g t
M e d i c a l s
" i n a n c e &
A c c o u n t s
C o r p o r a t e
& A a i r
- e c h n i c a l
S e r v i c e
C D D & V D C
( i r e S e r v i c e
S a e t !
& H e a l t h
+ n v i r o n m e n t
I n s p e c t i o n
& - P M
C o n t r a c t s
" i l A c c o u n t s
C o s t i n g & M I S
C e n t r a l
A c c o u n t s
S a l e s
A c c o u n t s
+ s t a ) l i s h m e n t
& W e l a r e
I S & + D P
$ a ) o r a t o r !
' R e *
M a n a g e m e n t
S ! s t e m
M a r . e t i n g
P u r c h a s e & I -
A c c o u n t s
+ / c i s e
$ e g a l
P o 0 e r P l a n t
" p n & M n t
I n s t r u m e n t a t i o n
M a i n t e n a n c e
+ l e c t r i c a l
M a i n t e n a n c e
- o 0 n s h i p &
1 P C P r o j
D e p o "
M a l 2 1 a m 2 H a s
C r u d e S o u r c i n g
3 a r 2 H a l d i a
0r!$--4
5? 4 P a g e
SI)E A&D COMPOSITIO& OF T-E
8OR:FORCE
#n 4arauni Refner$ tere are nine grades in Ofcers and ,igt grades in
non-ofcers or %orkmen cadre. Grade-5 is te most senior %ere Grade-#
is te 8unior most in ofcers %ile Grade-# is senior in non-e=ecuti0e
categor$.
:e 1ollo%ing are te nine grades in ofcers9
($ad
e
Desi!atio St$e
!t#
(e
3
SC ST O%
C
Fe"a
5e
A ,=ecuti0e *irector @. @. @@ @@ @@ @@
% General &anager @A @A @@ @@ @@ @@
C *eput$ General
&anager
@B @C @@ @@ @@ @.
D Cie1 &anager .7 .. @D @. @@ @@
E Senior &anager A7 D7 @E @D @. @.
F &anager A7 DF @F @7 @@ @@
( *eput$ &anager ED DE .E @B .@ @D
- Sr. Ofcer/Sr. ,ngineer E. DB .7 @7 .7 @.
I Ofcer/,ngineer .FG BB DG @E AA @A
:otal ACE D.A CD DF FB @B
T!9+-47!8
:e !ollo%ing are te eigt grades in Non-ofcers9
5= 4 P a g e
($ad
e
Desi!atio St$e
!t#
(ee$
a5
SC ST O%
C
Fe"
a5e
I Ofce Superintendent+
Ofce Section 5ccountant
.D. EG .@ @D @. AG
II Sr. 5ssistant+ P.5.+ )ead
:ime Heeper+ :ur6ine 4oiler
:ecnician
.B. .DA A. .A @D .D
III Ofce 5ssistant+ :ime
Heeper+ 5ccountant
.CE B7 7@ DA DA @E
IV Sr. :$pist+ Operator-C+
:ecnician-A+Plum6er
.GB G7 AF .. FE @D
V :ecnician-7+ Operator-* .77 C7 DF @B DB @G
VI Operator-,+ Sampler DB .. .. @@ @@ @E
VII Iardman+ )ead Jamadar .B .@ @7 @@ @A @.
VIII &essengers+ 2atc man D. @B @F @A @7 @.
:otal BBC 7CA .E. E@ ..C CE
Grand :otal .DEA EBE DAA BE .CF B7
T!9+-4798
5A 4 P a g e
TPM PO'ICY 2TOTA' PRODUCTIVE MAI&TE&A&CE4
Total prod'cti/e maintenance is one of the essential feat'res of I#1!( *ara'ni Refiner$ has
also followed the TP. polic$ in all the departments to increase there prod'cti/e efficienc$ of
the corporation( The TP. polic$ aims atE
chie/ing zero break defect c'lt're to maximize o/er all plant effecti/eness @#P"B
for safe and efficient operation with in/ol/ement of all indi/id'als thro'gho't the
refiner$ total prod'cti/e maintenance(
De/elopment of e)'ipment- competent persons b$ means of training and m'lti%
skilling to operate and maintain e)'ipment b'ilds with leading "D0" technolog$ and
best prod'ct practices(
The TP. polic$ generall$ s'rro'nds aro'nd the concept of :S( The :S stands for the
following
SOR:E sort o't what is needed and what is not needed(
S,: #N OR*,RE rrange essential things in order for eas$ access(
S:R,NG:),NE Deep machines and work area clean(
S:5N*5R*#K,E make cleaning and checking a ro'tine practices(
S3S:5#NE .ake the :SLs a wa$ of life( This re)'ires discipline(
Fi,&r-=
5< 4 P a g e

8; 4 P a g e
CHAPTER- 4
INTRODUCTION
MEANIN0 > CONCEPT OF INDUSTRIAL RELATIONS
Ind'strial Relations constit'te one of the most delicate and complex problems of
the modern ind'strial societ$ that is characterized b$ rapid change- ind'strial
'nrest and conflicting ideolog$ in the national 2 international spheres( It is a
d$namic concept that depends 'pon the pattern of the societ$ economic s$stem
and political set%'p of a co'ntr$ and changes with the changing economic and
social order(
83 4 P a g e
It is and art of li/ing together for the p'rposes of prod'ction- prod'cti/e
efficienc$- h'man well% being and ind'strial progress( It comprises of a network of
instit'tions- s'ch as - 'r!# &ni%ni".? c%++c'i( B!r,!inin, ?.$+%)r"? '- +!1
?!n# '- "'!'? which are bo'nd together b$ a set of common /al'es and
aspiration ( knowledge of s'ch instit'tions is important if we are to 'nderstand
e/er$ da$ ind'strial relations phenomena( These instit'tions are a social network
of organization - participants- processes and decisionE all of which interact and
inter%relate together within the ind'strial relation en/ironment and e/en be$ond
it(
There is no 'nanimit$ on the meaning and scope of ind'strial relations
since different terms- s'ch as labo'r management relations - emplo$er% emplo$ee
relations- 'nion management relations- personnel relations - h'man relations- are
in 'se and are 'se s$non$mo'sl$( In its stricter sense - the term Find'strial
relations Gmeans relationship between management and workmen in a 'nit or an
ind'str$( In relationships between workers and management- 'nion s and workers-
and the 'nions and managements in an ind'str$( To p't it simpl$ ind'strial
relations is that part of management which is concerned with the manpower of the
enterprise( It is - th's the relation created at different le/els of the organization b$
the di/erse- among the participants( It is a highl$ complex and d$namic process of
relationships in/ol/ing not onl$ emplo$ees and managements - b't also their
collecti/e for'ms and the state( In an organization- these relationships ma$ be
personal and informal at one end- and ma$ be highl$ instit'tional with legall$
prescribed str'ct'res and proced'res- at the other end ( The fo'r main parties who
are acti/el$ associated with an$ ind'strial relations s$stem are the workers- the
managements - the organization of workers and managements - and the state(
+'ndamentall$ - the term ind'strial relations refers to an organized relationship
between two organized parties representing emplo$ers and emplo$ees regarding
matters of collecti/e interest( Kith the growth of professional management(
The representati/e of both the emplo$ers and the emplo$ees are
representing the ind'strial relations scene ( b't the scope of ind'strial relations cannot
merel$ be confined to common labo'r management relations or emplo$er% emplo$ee
relations ( It is a comprehensi/e and total concept embracing the s'm total of
85 4 P a g e
relationships that exists at /ario's le/els of the organizational str'ct're ( .ore
specificall$ - it connotes relations among workers themsel/es within the class of
emplo$ees- relations among the management within the managerial class- and
relations between the two distinct classes of workers and management ( It denotes all
t$pes of inter% gro'p and inters gro'p relations within ind'str$ - both formal and
informal( It consists of a complex networks of relations that arise o't of f'nctional
interdependence between workers and management and between ind'strial
organizations and societ$( Ind'strial relations are a social concept beca'se it deals
with social relationships in different walks of life( It is also a relati/e concept
beca'se it grows and flo'rished or deca$s in accordance with economic- social and
political conditions pre/ailing in a societ$ and the laws made b$ the state to reg'late
the ( The ad/ances made in the field of science and technolog$ also infl'ence the state
of ind'strial relations ( There is greater di/ergence in ind'strial relations s$stems as a
res'lt of the di/ergent economic- social- political and c'lt'ral en/ironments(
INDUSTRIAL RELATIONS @ BAC30ROUND
The present da$ concept of maintaining harmonio's relation in ind'str$ is not a s'dden
phenomenon- b't there is along is long historical backgro'nd of its e/ol'tion(
In the earl$ da$ worker were hire and fired and relationship between management and labo'r
was that of master and ser/ant- as the principle of demand and s'ppl$ go/erned the ind'strial
relations( The emplo$er was in a commanding position and the conditions of emplo$ment and
wages were /er$ poor( Kith starting of small ind'stries - handicraft and b'siness firms the
a/ailabilit$ of re)'ired t$pe of labo'r 'sed to fl'ct'ate and /ariations in demand and s'ppl$
were taking place( Therefore- the /al'e of h'man labo'r was recognized as a commodit$(
88 4 P a g e
M!c-inr) c%nc$'E Since the /al'e of h'man labo'r directl$ /aries with the o'tp't it gi/es-
it was felt that like machiner$ - h'man machiner$ engaging in ind'str$ also re)'ired keep and
maintenance( The labo'r gains some importance and emplo$ers started pa$ing some
attention to their safet$ and h$giene(
C&"'%.r c%nc$' %/ 1%r2r" E D'ring the world war when lot of defence materials was
re)'ired to be prod'ced in the related ind'stries- it was realized that like c'stomers- workers
as hono'red c'stomers(
0%%#1i++ c%nc$' ,%(rnin, '- -&.!n r+!'i%n"E Kith discarding those labo'r ha/ing less
or little 'tilit$ on to resist s'ch arbitrar$ action of the emplo$ers which res'lted in ind'strial
'nrest - low prod'ction and manpower losses ( Therefore - for smooth r'nning of b'siness
and ind'str$ - goodwill relations with emplo$ees were felt( 7owe/er - the goodwill concept
was mainl$ linked with the final aim of higher ret'rns and o'tp't(
H&.!n r+!'i%n c%nc$' E s the goodwill attit'de approach of emplo$ers was not satisf$ing
the basic needs- social needs and recognition need of the working force- s'ch 'nsatisfied need
ca'sed fre)'ent 'nprecedented beha/io'r tense relations res'lting into lowering of
prod'ction( Therefore ind'strialists felt an appreciation of maintaining close h'man relations(
Kith this realization - the 0o/ernment of India framed and enacted /ario's acts- go/erning
the working conditions and ind'strial relations( In the ind'stries- I wo'ld like to mention here
that 5;; $ears ago when labo'r first tried to organize in "ngland 2 merica - the common
law doctrine against c%n"$ir!c) in r"'r!in' %/ 'r!# were 'sed against them( In India
also- the "nglish common law doctrines were followed and 'ntil the enactment of Indian
trade 'nion ct-3<5?- 'nion exec'ti/e and members were s'bject to ci/il 2 criminal liabilit$
for bona%fide Trade Union acti/ities ( *$ enactment of Trade Union ct - 3<5? the rights of
collection 2 *argaining b$ the workers were recognized ( In 3<9? - the ind'strial
"mplo$ment ct @Standing #rder B was passed to reg'late the terms and conditions of
ser/ices after independence - the ind'strial Disp'tes ct - 3<5?- was passed- which pro/ides
permanent machiner$ for the settlement of ind'strial Disp'tes- s'ch as Kork committees -
conciliation officer and ind'strial Trib'nals ( +or maintaining smooth relations go/ernment
also concei/ed for /ario's welfare meas'res to be 'ndertaken b$ the emplo$ers b$ enactment
of the F!c'%ri" !c' ? 1A5= ? '- ESI Ac' 1A5=? '- Mini.&. 1!, Ac'? 1A5= ? '-
C%n'r!c' L!9%&r 7R,&+!'i%n !n# A9%+i'i%n 8 Ac'? 1ABC? '- $!).n' %/ 1!," Ac' ? 1AD;
? '- EPE Ac' ? 1A64? '- M!'rni') Bn/i' Ac' ?1A;1 ? '- $!).n' %/ 9%n&" !c'? 1A;6?
89 4 P a g e
'c. The g'iding principles for which ha s been the establishment of social j'stices (
infl'ence of the I!# can also be seen on the legislations( Iol'ntarism towards sol/ing
ind'strial relations problem was also gi/en emphasis s'ch as - code of discipline - /ol'ntar$
arbitration- etc( Participati/e concept of ind'strial relations E 0rad'all$ it was realized for the
workers participation in management to a/oid ind'strial disp'tes or differences ( This scheme
is considered as a mechanism where workers ha/e a sa$ in the decision making process of an
enterprise( The experiment of *lake- .a$o !ewin 2 !inker showed that if worker are gi/en
opport'nit$ to participate in the management process - therefore - be positi/e gains to the
organizations effecti/eness and moral(
In Indian workers committee- Hoint .anagement 1o'ncils and Hoint 1o'ncils are some
examples of workers participations in management ( bill on workers participations in
management was introd'ction in 3<<; b$ the national front go/ernment - throw it the h'man
relation 2 participati/e concept of ind'strial relations - based on the experiment .a$o-
*lake- !ikert- .c( 0regor stress the factors endogeno's to the work setting which infl'ence
the inter personal relationship 2 in t'rn - condition emplo$ee moti/ation attit'de 2 moral( In
theoretical of ind'strial relations ha/e been gi/en d'e importance b$ Hohan T D'nlop( In the
context of en/ironment(
INDUSTRIAL RELATIONS @ SYSTEM APPROACH
The F")"'. !$$r%!c- F de/eloped b$ J%-n T D&n+%$ examine the impact of the factor 2
forces which form part of the en/ironment external to the ind'strial setting - in shaping 2
changing ind'strial relation(
D'nlop regarded ind'strial relation s$stem as comprising of certain actors - certain context -
and an ideolog$ a bod$ of r'les go/ern the actors at place and work comm'nit$ ( Th's - there
are fo'r broad aspects in the D'nlop model of ind'strial relations s$stem E%
Ac'%r"
C%n'E'
8: 4 P a g e
O&'$&'
I#%+%,)
The actors namel$ - the managers - workers - and go/ernment f'nctions - either
indi/id'all$ or as members of there on association- in a context comprising of technical-
economic b'dgetar$ 2 power relation aiming 2 at form'lating 2 administering r'les which
are the o'tp't of the s$stem ( finall$ - the /erball$ which keeps these often warning actors
according to D'nlop ( Is the ideolog$ - i(e( shared /al'e of all concernedO D'nlop&s /iew can
be presented fig'rati/el$ as *elowE
ACTOR*S CONTE<TS OUTPUT
Korkers Technolog$ r'les
.anager&s b'dgetar$%economics s'bstanti/e
0o/ernment power relation proced'res
Fi,&r-A
In%late 3<?;- KH carriage presented an inp't%o'tp't model of ind'strial relations s$stem(
The main components of which are as 'nder(
8? 4 P a g e
3B The inp't or the goal 2 the /al'e 2 power of the actors(
5B .echanism for the con/ersion of inp't into o't p't (
8B The o'tp't of the s$stem is the financial - ps$chological 2 social reward for the
workers(
9B +eedback thro'gh which the o'tp't flow back into the en/ironmental s'b%s$stem(

MEA&I&( , CO&CEPT OF TRADE
U&IO&2TU49
4e1ore discussing te 6ackground ? gro%t o1 trade unionism in #ndia as
%ell as in 4arauni Refner$+ it is essential to kno% te meaning o1 :rade
3nion (:3). L:3 as defned in te section D() o1 :3 5ct .GDE+ means an$
com6ination %eter temporar$ or permanent 1ormed primaril$ 1or te
purpose o1 regulating te relation 6et%een te %orkmen and emplo$ers or
6et%een te %orkmen ? %orkmen or emplo$er or imposing restricti0e
condition on te conduct o1 an$ trade o1 6usiness and including an$
1ederation o1 t%o or more :rade 3nion.M
($o;t# of T$ade Uiois" i Idia9 :e #ndian trade union mo0ement
ad its reason in te period immediate 1ollo%ing te !irst 2orld 2ar. #t
%as essentiall$ 6orn out o1 gra0e economic difculties created 6$ te %ar.
#n .GD@ te 1ormation o1 5#:3C is said to 6e te pioneer in te organi"ed
trade 3nion. *ue to political ideologies+ 5#:3C %itnessed splits ? a
num6er o1 trade union came into 6eing in te course o1 time. 5t present+
tere are a6out .. trade union 1ederation calming to represent te #ndian.
8= 4 P a g e
2orkers at te national le0els. Some o1 tem+ a0ing di<erent political
afliation are as under 9-
S'
&o3
&a"e of TU Yea$ of
Fo$"atio
Po5itica5
A<5iatios
.. 5#:3S(5ll #ndia
:rade 3nion
Congress)
.GD@ CP#
D. #N:3C(#ndian
National :rade
3nion Congress)
.G7C CONGR,SS
A. )&S()ind
&a"door Sa6a)
.G7B SOC#L#S: P5R:I
7. 4&S(4arti$a
&a"door Sa6a)
.GFF J5NS5NG)(5t
present 4JP)
F. C#:3(Centre o1
#ndian :rade
3nion)
.GC@ CP&
T!9+-D
Th's with changes in the political and trade 'nion profile- the growth 2 de/elopment
of trade 'nionism is not an end itself( Kith starting of constr'cting acti/ities in *ara'ni
Refiner$- two main 'nions- ha/ing following affrications- came into beings E
3( Indian Refiner$ Korkers Union@INTU1B
5( *ara'ni Telshodhak .azdoor Union@ITU1B
D'ring the constr'ction set 'p of *ara'ni Refiner$ when workers were emplo$ed b$ the
contractor for /ario's project works- the prime f'nction of 'nion were to agitate 'pon fair 2
e)'itable wage- reasonable working condition 2 pro/isions of basic amenities( S'ch
demands were- no do'ght$- diffic'lt to reg'late d'e to large no of contractor operating in this
refiner$- which often led to militanc$ in the trade 'nion( Kith commissioning of *ara'ni
Refiner$ in 3<?9 when the workers where re)'ired to posted in this permanent set'p- the
prime acti/it$ of a trade 'nion was to ens're absorption of maxim'm n'mber of workers
from constr'ction set'p on this front there was man$ agitations 2 strikes with the
8A 4 P a g e
management 2 d'ring this phase itself- the trade 'nionism gained strength in *ara'ni
Refiner$ 2 also gi/en to emergence of man$ splinter gro'ps of trade 'nion( 7ow e/er-
*ara'ni Telshodhak .azdoor Union @*T.UB remained the major force in these 'nions
primaril$- beca'se this 'nion is affiliated with ITU1 2 these reason6 area where refiner$ is
located had traditionall$ been a >1omm'nist& stronghold(
RE0ISTERED TRADE UNION IN I.O.C.L? BARAUNI REFINERY:
*efore I researcher proceed abo't the registered Trade Union in *ara'ni Refiner$- I wo'ld
like to mention in brief- the registration process of Trade Union 'nder the Trade Union ct
3<5? as per Section%9 of this act- an$ = or more member of Trade Union and b$ compiling
with the pro/isions with respect to registration(
Section%? re)'ires that no registration can be allowed 'nless certain condition as mentioned
in the section s'ch as name of the Trade Union- objecti/e of Trade Union- lists of the
members of Trade Union - manners of amendment of r'les etc(
The registration of Trade Union- s per Section%=- on being satisfied with information
f'rnished- shall iss'e a certificate of registration in the prescribed form( fter a caref'l
examination of the Trade Union acti/ities in *ara'ni Refiner$- presentl$- there are onl$
following two registered 'nions here E
SL. N%. N!. %/ Tr!# Uni%n R,i"'r!'i%n N%. > #!' %/
/%r.!'i%n
A//i+i!'i%n
3( *ara'ni Telshodhak
.azdoor Sangh @*T.UB
3;A365?(33(3<?8 ITU1
5( Sharmik Iikas Parishad 38=;65;(35(3<?A *.S
T!9+-5
Since some of the abo/e Trade Union was formed onl$ d'e to /ario's political changes in the
co'ntr$- the$ were also short li/ed in *ara'ni Refiner$ and presentl$J onl$ two 'nions are
acti/e in I(#(1( *ara'ni Refiner$(
RECO0NITION OF TRADE UNION
There is no an$ legislation- in /og'e with regarded to the recognition of a trade 'nion( In
order to make collecti/e bargaining effecti/e bipartite or tripartite settlement- a concept of
recognize 'nion came into being with the declaration of code of discipline in ind'str$@3<:AB
8< 4 P a g e
in a tripartite con/ention( Recognised 'nion is the representati/e of the majorit$ of the
workman has negotiating rights to settle the general demand of workman ha/ing long terms
implication the code of discipline pro/ide the following criteria for the recognition of 'nionE%
3( In an ind'str$ where there is onl$ 'nion the )'estion of recognition of the 'nion does
not arise(
5( The membership of 'nion sho'ld co/er at least :;C of the workers in the
establishment(
8( The 'nion ma$ claim to recognized if it has the membership of at least 5:C of the
workers of that ind'str$(
9( fter recognition of trade 'nion the$ sho'ld be in its position for two $ears(
:( Khere there are se/eral 'nions- one with the largest membership sho'ld be
recognized(
?( If 'nion has workers has :;: or more membership of a partic'lar establishment of that
ind'str$ it has right to deal which matters of p'rel$ local interest 2 indi/id'al
grie/ances of its own member onl$(
=( #nl$ the 'nion- which obser/es code of discipline which inter%alias- pro/ides the
obligation of the 'nion 2 the basis of the relationship between 'nion 2 management
is entitled to be recognized(
B!r!&ni T+"-%#-!2 M!F#%%r Uni%n 7BTMU8 - Rc%,niF# Uni%n
*T.U was recognized on 5?(33(3<?8 ha/ing its registration n'mber 3;A3- as per R%
3<=9 the total n'mber of members of this 'nion was 3?89( It is affiliated b$ ITU1( s
per /erification cond'cted b$ the state labo'r department- *ihar( This 'nion commanded
s'pport of the majorit$ of the workman and as s'ch- it was gi/en recognition with effect
form 8(3;(3<?=( It is still a recognized 'nion tho'gh its recognition had been challenge b$
a ri/al 'nion- i(e( the Petrole'm 2 1hemical .azdoor Union( n election for
determining the representati/e character of the 'nion was held on A(3(3<=? b$ sector
ballot( *T.U sec'red A?< /otes were the ri/al 'nion ==? /otes and th's *T.U retained
its recognition tho'gh there ha/e been change in the post of president of 'nion- s'ch as in
3<?A- Shri Indrajeet 0'pta .(P@1PIB- in3<=5(
FUNCTIONS OF BARAUNI TELSHODH3 MAJDOOR UNION
To organize the workers emplo$ed in *ara'ni Refiner$(
Stri/e to impro/e emplo$er%emplo$ee relationship(
9; 4 P a g e
Safeg'ard the rights and interests of members(
Stri/e to impro/e wages and working conditions(
"ndea/o'r to render aid to members d'ring an$ legal strike or locko't(
"ndea/o'r to sec're compensation for the members in case of accidents 'nder
workmen&s compensation act(
"ndea/o'r to pro/ide relief to member of their dependents against sickness- old
age emplo$ment 2 death etc(
STRUCTURE OF BARAUNI TELSHODH3 MAJDOOR UNION 7BTMU8
n$ worker of age of 3A $ears or more emplo$ed in *ara'ni Refiner$- is eligible to
become ordinar$ members of the 'nion pro/ided the agrees to abide b$ the r'les
formed b$ the 'nions( "xec'ti/e committee consists of the following posts E
M.9r P%"' N&.9r %/ M.9r" N!. %/ M.9r
President 3 Shatr'dhan Prasad Singh
D$( President 3 N(P(Singh
Iice President 33 Na/in Prasad Singh
R(P(Singh
1(.(Deo
nil D'mar Singh
!alan D'mar@7RB
.d( $'b
r'n D'mar@PNB
r'n D'mar@TPSB
*ipin D'mar
S((7'ssain
R(D(Pathak@In/iteeB
93 4 P a g e
0eneral Secretar$ 3 Rajendra Prasad Singh
D$( 0eneral Secretar$ 3 li khtar
Secretar$ 35 shok D'mar Rai
sh'tosh D'mar Singh
Sanja$ D'mar
Rajendra .atho
7ari Dishna Singh
Iid$a Nand Paswan
7ari Shankar Rai
Na/in D'mar
.artina ind
Drishna D'mari
Rajniti Singh
7ari !al 1ho'dha$
Treas'rer 3 S(D(Ierma
Special In/itees 5?
"xec'ti/e .ember 9A
*$ Departmental .ember ?;
T!9+-6
ROLE OF OUTSIDER LEADERSHIP IN TRADE UNION OF BARAUNI
REFINERY
To'gh initiall$- prime role of o'tside leader was to g'ide and ed'cate the labo'r force
abo't their right as well as the expansion of political ideolog$ among them- b't with
the emerging trend of ed'cated labo'r force ha/ing primar$ interest of an ind'str$ in
mind rather than ser/ing a political ideolog$- it is seen that slowl$ the o'tside
leadership in trade 'nionism is on decline(
In *ara'ni Refiner$- it is fo'nd that mostl$- all the major 'nion operating for one or
more o'tside leaders as their office barriers( #n disc'ssion with the trade 'nion as
well as management official and from the experience gained while working in this
95 4 P a g e
Refiner$- it is seen that o'tside leaders are not interfering in da$%to%da$ problems of
the ind'stries and normall$ the demand 6iss'es resol/ed b$ the leadership comprising
of the emplo$ees( The role of o'tside leadership is primaril$ to g'ide the internal
leadership on the political ideolog$ of the part$ and to take 'p the iss'es remaining
'nresol/ed at higher le/els tho'gh /er$ sparingl$( +rom the 'nion angle- o'tside
'nion is helpf'l for them to raise their /oice at central go/ernment le/els or in the
parliament when their wage settlement are negotiated( +rom the management side
o'tside leadership act as GD%&9+-#,-"1%r#*( To clarif$ man$ a demand - the
management take help from o'tside leadership to impress 'pon the internal leadership
to be more reasonable and disciplined in the larger nation interest which is more
apprehended b$ o'tside political leader who holds responsible position- where as at
man$ demands- the internal leadership resorts to ind'strial action on iss'es which do
not concern with ind'str$ - b't which are against a political ideolog$ followed b$
o'tside leaders in fight with go/ernment policies and to s'm 'p the role of o'tside
leader can both be constr'cti/e as well as destr'cti/e at times depending 'pon the
sit'ation and t$pe of leadership rendered b$ a o'tside leader(
ROLE OF TRADE UNIONISM IN MAINTAIN0IN0 INDUSTRIAL
RELATIONS
Trade 'nion as an e)'al partner in an ind'str$ pla$s a /er$ /ital role (+or maintaining
ind'strial harmon$ in the ind'str$( Tho'gh the role pla$ed b$ them has been
appreciati/e- b't the$ ha/e so pre%occ'pied with the monetar$ benefit that the$ are
often percei/ed as fight for less work and more pa$( Se/eral maladies ha/e crept into
the Trade Union seen which hinder the mo/e towards ind'strial harmon$E
3( Unchecked m'ltiplicit$ of 'nion hindering workers 'nit$(
5( Inter%'nion ri/alr$ ad/ersel$ affecting the ca'se of workers and known to be
harmf'l to o/erall compan$&s interest(
8( !ack of co'rage to face the facts and 'rge its members to consider the compan$&s
health 2 prod'cti/it$(
9( Showing b'ilt in resistance to change and acting as block to progressi/e change in
technolog$- method- process and s$stem(
I ha/e fo'nd that 'nions operating in I#1! *ara'ni Refiner$ in
obtaining economic benefit for their members and their role in impro/ing prod'cti/it$
and in impro/ing the health and growth of organization are not gi/en its d'e attention(
In order to take the 'nion leadership from its present role to the
de/elopment role- the management proposes to ed'cate the leadership on /ital iss'es
98 4 P a g e
facing the corporation and role the 'nion can pla$ effecti/el$ in impro/ing the
prod'cti/it$ of the organization(
INDUSTRIAL DISPUTE
Ind'strial Disp'te means Disagreement between an emplo$er and its emplo$ees- 's'all$
represented b$ a trade 'nion- o/er some aspect of the terms or conditions of emplo$ment(
Disp'te ma$ be followed b$ ind'strial action- in the form ind'strial action- in the form of a
strike or a work to r'le( disagreement between emplo$ers and workers( Some common
s'bjects for ind'strial disp'tes are wages and conditions- occ'pational- health- safet$ and
'nfair dismissals or en/ironmental iss'es(
Disp'te arise o't of festering conflicts( These conflicts occ'r at /ario's le/el
within a person- within the members of gro'ps and between gro'ps( It has different
implications for indi/id'al beha/io'r and gro'p beha/io'r( 7ere in confine to foc's on inter%
gro'p conflicts between management and workers organisation( Khen e/er there are different
goals- conflict occ'r(
7owe/er - m'ch ind'strial harmon$ ma$ be so'ght as an organise objecti/e-
some conflict is bo'nd to occ'rs as the interest of /ario's gro'p are different and often
antagonistic attit'de is pre/alent( The di/ergence of the interest of the there actor of the
ind'strial relation s$stem /iz( the emplo$ers and their organisations the emplo$ees 6workmen
and their organisation and specialised go/ernment agencies is the root ca'se of
strike6locko'ts(
99 4 P a g e
P'rpose of the ct% The Ind'strial Disp'tes ct 3<9= came into existence in
pril 3<9=( It was enacted to make pro/isions for in/estigation and settlement of ind'strial
disp'tes and for pro/iding certain safeg'ards to the workers(
MENIFESTATION OF CONFLICT
M!ni/"'!'i%n %/ Uni%ni"# 0r%&$ C%n/+ic'" M!ni/"'!'i%n %/ In#i(i#&!+ Un%r,!ni"#
C%n/+ic'
.enifestation of
Union non%co
operation
.endfestation of
.anagement
'nwillingness to
negotiate
Korker 'norganised
witho't holding
.anagement
a'tocratic s'per/isor
rg'ments Termination International waste
and inefficienc$
#/er strict Discipline
7ostilit$ Demotion !abo'r T'rno/er Penalties
Stress and Tension !a$ off bsenteeism Unnecessar$ +iring
Unwillingness to
negotiate
!ock%off Instance of breaking
r'les
Demotion
Resentment Strikes !a$%off !ock%off
T!9+-;
NoteE% Demonstration- Morcha, Gherao, Dharna- 7'nger- Strike- Satyagrah etc(
!oss of prod'ction b$ breaking b$ .achines- Pilferage- lcoholism etc(
S''+.n' %/ Di"$&'
In addition to /ol'ntar$ method of settlement of disp'tes @i(e( Korks 1ommittee 1ode of
Discipline etc(B ID ct 3<9= pro/ides the following disp'te redressed machineriesE
C%nci+i!'i%n O//icrE 1onciliation #fficers the appropriate 0o/ernment ma$- b$ notification
in the official 0azette- appoint s'ch n'mber of persons as it thinks fit- to be conciliation
officers- charged with the d't$ of mediating in and promoting the settlement of ind'strial
disp'tes(
9: 4 P a g e
conciliation officer ma$ be appointed for a specified area or for specified ind'stries
in a specified area or for one or more specified ind'stries and either permanentl$ or for a
limited period (
B%!r# %/ C%nci+i!'i%nE The appropriate 0o/ernment ma$ as occasion arises b$ notification
in the official 0azette constit'te a *oard of conciliation for promoting- the settlement of an
ind'strial disp'te( *oard shall consist of a 1hairman and two or fo'r other members- as the
appropriate 0o/ernment thinks fit( The 1hairman shall be an independent person and the
other members shall be persons appointed in e)'al n'mbers to represent the parties to the
disp'te and an$ person appointed( To represent a part$ shall be appointed of the
recommendation of that part$( Pro/ided that- if an$ part$ fails to make a recommendation as
aforesaid within the prescribed time- the appropriate 0o/ernment shall appointed s'ch
persons as it thinks fit to represent that part$(
C%&r' %/ EnH&ir)E If the appropriate 0o/ernment notifies the *oard that the ser/ices of the
1hairman or of an$ other member ha/e ceased to be a/ailable- the *oard shall not act 'ntil a
new chairman or member- as the case ma$ be has been appointed co'rts of en)'ir$( The
appropriate 0o/ernment ma$ as occasion arises b$ notification in the official 0azette-
constit'te a co'rt of en)'ir$ for en)'iring into an matter appearing to be connected with or
rele/ant to an ind'strial disp'te( co'rt ma$ consists of one independent person or of s'ch
n'mber of independent persons as the appropriate 0o/ernment ma$ think fit and where a
co'rt consists of two or more members- one of them shall be appointed as the chairman(
L!9%&r c%&r'E If the appropriate 0o/ernment notifies the co'rt that the ser/ices of the
chairman ha/e ceased to be a/ailable- the co'rt shall not ct 'ntil a new chairman has been
appointment !abo'r 1o'rts( The appropriate 0o/ernment ma$- b$ notification in the official
0azette- constit'te one or more !abo'r 1o'rts for the adj'dication of ind'strial disp'tes
relating to an$ matter specified in the second sched'le and for performing s'ch other
f'nctions as m$ be assigned to them 'nder this ct( !abo'r 1o'rt shall consist of one
person onl$ to be appointed b$ the appropriated 0o/ernment(
In#&"'ri!+ Tri9&n!+ E The appropriate 0o/ernment ma$- b$ notification in the official
0azette- constit'te one or more ind'strial Trib'nals for the adj'dication of ind'strial disp'tes
relating to na$ matter and for performing s'ch other f'nctions as ma$ be assigned to them
'nder this ct( Trib'nal shall consist of one person onl$ to be appointed b$ the appropriate
9? 4 P a g e
0o/ernment( person shall not be )'alified for appointment as the presiding officer of a
Trib'nal 'nless he has been - a j'dge of a 7igh 1o'rt(
N!'i%n!+ Tri9&n!+"E The central 0o/ernment ma$- b$ notification in the official 0azette-
constit'te one or more National Ind'strial Trib'nals for the adj'dication of ind'strial disp'tes
which- in the opinion of the central 0o/ernment- in/ol/e )'estions of national importance or
are of s'ch a nat're that ind'strial establishments sit'ated in more than one state are likel$ to
be interested in- or affected b$- s'ch disp'tes( national Trib'nal shall consist of one%person
onl$ to be appointed b$ the 1entral 0o/ernment( person shall not be )'alified for
appointed as the presiding officer of a National Trib'nal 'nless he is- or has been- a j'dge of
7igh co'rt(
*efore disc'ssing among conciliation- arbitration- adj'dication- I wo'ld like to
maintain that refineries 2 pipelines of I#1!( 7a/e been declared p'blic 'tilit$ ser/ice 'nder
ID ct- 3<9= for a period of ? months time to time- the recent one starts form 5< H'ne
3<<8-/ide .#!&s notification n'mber 5%33;3=656A9%D%I@B dated 58(?(3<<8 therefore the act
make a comp'lsor$ for the go/ernment to take 'p all disp'te relating to *ara'ni Refiner$ for
conciliation(
In practical sit'ation- in an$ ind'str$- 'nion first rise a disp'te for bilateral in
disc'ssion with the management 2 in case no amicable settlement between the two parties-
either parties can send the disp'te to the labo'r department for conciliation b$ the concern
a'thorities as indicated abo/e( The conciliation officer- on receipt of a disp'te- inter/enes in
the matter and calls both the parties for disc'ssion( 7owe/er- the conciliation officer can onl$
conciliation 'pon the disp'te and his attempts are to narrow down the difference between the
two parties( In case the parities agree to the s'ggestion of the conciliation officers that the
disp'te is resol/ed thro'gh a conciliation settlement( In case the parties do not come to an
agreement- the conciliation officer end the conciliation in a fail're and fail're report is then
sent b$ the conciliation officer to the appropriate go/ernment( #n receipt of the fail're report-
the case is considered b$ the appropriate go/ernment and if the appropriate go/ernment is the
opinion that an$ ind'strial disp'te exists or apprehended- the go/ernment ma$ refer the
disp'te 'nder section 3; of the ID ct- either to a board of conciliation- or to labo'r co'rt6
ind'strial trib'nal as the case ma$ be for adj'dication separate sched'les ha/e been pro/ide
in the act for the matter gi/ing j'dicator for the labo'r or ind'strial trib'nal(
9= 4 P a g e
There is also a pro/ision in corporate in the ind'strial disp'te act for /ol'ntar$
reference of disp'te to arbitration ( Section 3;% of the act state that where an$ ind'strial
disp'te exists or is apprehended and the emplo$er and the workman agree to refer the disp'te
to arbitration the$ ma$- at an$ time- before the disp'te has been referred to '6s 3; the labo'r
co'rt or ind'strial trib'nal- b$ a written agreement refer the disp'te to arbitration(
S'ri2 !n# L%c2%&'": *efore I anal$ze the strikes and locko'ts in *ara'ni Refiner$- it wo'ld
be essential to know as to what strikes and locko'ts stand for and what are the laws to
reg'late the strikes and locko'ts in an ind'str$(
S'ri2: s define 'nder section 5@NB of the Ind'strial disp'te act- 3<9=- means a cessation of
work b$ a bod$ of person emplo$ed in an$ ind'str$ acting in combination or a concerted
ref'sal 'nder a common 'nderstanding of an$ n'mber of persons who are or ha/e been so
emplo$ed to contin'e to work or to accept emplo$ment(
L%c2%&': !ocko't can be described as the anti thesis of strike( In the str'ggle between capital
and labo'r - the weapon of strike is a/ailable to labo'r and is often 'sed b$ itJ so is the
weapon of locko't a/ailable to the emplo$ers and can be 'sed b$ them(
s defined in section 5@3B of ind'strial disp'te act- 3<9= - locko't means the
temporar$ closing of a place of emplo$ment or the s'spension of work or the ref'sal b$ an
emplo$ers to contin'e to emplo$ an$ n'mber of people emplo$ed b$ him(
L,!+ P%"i'i%n:
1hapter%I of ID ct- 3<9= deals with strikes and locko'ts( s mentioned earlier that *ara'ni
Refiner$ falls in p'blic 'tilit$ ser/ice- I wo'ld like to disc'ss strikes and locko'ts in p'blic
'tilit$ ser/ice(
Sc'i%n-44 $r%-i9i'i%n %/ "'ri2 !n# +%c2%&'
3( No person emplo$ed in a p'blic 'tilit$ ser/ice shall go on strike in *reach of contract(
5( Kitho't gi/ing to the emplo$er notice of strike within six weeks before striking or
8( Kitho't 39 da$s of s'ch notice or before the expir$ of the da$ strike specified in an$
s'ch notice as stated abo/e or
9A 4 P a g e
9( D'ring the tendenc$ of an$ conciliation proceeding before a conciliation officer and =
da$s after the conciliation of s'ch proceeding(
Similar restriction are placed on the right of the emplo$er to locko't an$ of his workmen(
S'ri2 !n# +%c2%&' in B!r!&ni R/inr):
t the o'tset it ma$ be stated that since the inspection of *ara'ni
Refiner$- the management has not resorted to an$ locko't in the ind'str$( *efore I disc'ss
ca'ses and anal$sis of strike taken place in *ara'ni Refiner$( I wo'ld like to mention the
proced're followed b$ the 'nion as well as management in the e/ent of strike(
Normall$ in all cases- the 'nion ga/e the notice in the form of >!& - which was prescribed
in 'nder ID ct-3<9= along with its charter of demands( The 'nion while gi/ing the cop$
to the management endorses a cop$ each to the labo'r a'thorities and other concerned
a'thorities - both inside as well as o'tside the organization( The management - on its part-
immediatel$ swings into action on receipt of the strike notice( cop$ of the strike notice
is immediatel$ send to the labo'r department with a re)'est to inter/ene in the matter- as
per pro/ision of ID ct( Normall$- it has been fo'nd that labo'r a'thorities immediatel$
start the conciliation proceedings and call both the parties for disc'ssion on the charter of
demands s'bmitted b$ 'nion(
Now- I shall disc'ss the case- anal$sis and res'lt of strikes taken place from 3<<;(
3( S'ri2 #!'# %n C6.C6.1AAC E% The recognized 'nion mainl$- *ara'ni Telsodhak
.azdoor Union had gi/en a strike call for a one da$ strikes on ;9(;:(3<<; to be
followed b$ indefinite strike form 3=(;:(3<<; for f'lfilment of their fo'r point
charter of demand(
5( C!&" !n# An!+)"i" E% The demand for which strike call was gi/en- were all local
demands b't ha/ing its implication in other 'nit of the corporation the demand were
conciliated 'pon b$ the labo'r a'thorities- both at local le/el as well as central le/el(
The conciliation proceeding - howe/er ended in fail're and strike was resorted to on
;9(;:(3<<; and for one da$ on 3=(;:(3<<;( #n 3=(;:(3<<; itself- an 'nderstanding at
the le/el of chairman I#1! - was reached on all the main iss'e and the strike was
withdrawn- to'gh all the demands where 'ltimatel$ settled b$ some gi/en and take - it
9< 4 P a g e
is felt that 'nion didn&t gain m'ch b$ wa$ of resorting to the strike( R"&+' E D'ring
the strike on both da$s- loss of abo't <;C was reported(
In addition to abo/e strike- following three strikes ha/e been taken place in *ara'ni
Refiner$ against the new ind'strial and economic polic$- go/ernment polic$ and
pri/atization- anno'nced b$ the go/ernment of India to liberalisation6globalization the
Indian econom$E
1. On #!) "'ri2 %n 4A.11.1AA1
4. On #!) "'ri2 %n 1;.C;.1AA4
D. On #!) "'ri2 %n CA.CA.1AAD
5. On #!) "'ri2 %n 4C.C=.4CC6
6. On #!) "'ri2 %n 15.14.4CC;
?( On #!) "'ri2 %n 4C.C=.4CC=
ll s'ch se/en strikes call were gi/en b$ *ara'ni Telsodhak .azdoor Union
@ITU1B- the reognize 'nion( .anagements stand was that this demand does not pertain
to an ind'str$- b't it is a national polic$ and has no comments to offer conciliation
proceeding ended in fail're and strike took place( It ma$ be maintain here that all the
strikes maintain abo/e were preceded b$ ind'strial action s'ch as gate meetings-
demonstration- Dharna etc(
In all the abo/e strikes- the principle of >No work no pa$& was adopted(
:; 4 P a g e
COLLECTION BAR0ANIN0
M!nin, %/ C%++c'i%n B!r,!inin,
1ollection *argaining is a method b$ which problem of wage and condition of emplo$ment
are resol/ed amicabl$- peacef'll$ and /ol'ntaril$ between labo'r and management(
1ollection *argaining- in fact is a process to reach a certain goal and it is- therefore important
to make s're that it is reall$ a common goal( There m'st be common objecti/e of maintaining
peace and discipline and impro/ing work method and working condition- increasing earning
of emplo$ee as well as profit of the 'nder taking( That the management has the right to
manage and the 'nion has the right to organised itself and fight for j'stice that this right
implies( 1ertain basic obligation m'st also be f'll$ recognized and accepted b$ the both side(
Unless there are these basic amities of /iew- collecti/e bargaining is mere trail of strength(
"ffecti/e 1ollection *argaining re)'ires the following essential pre%re)'isites(
3( "xistence of strong representati/e trade 'nion that belie/e in constit'tional mean(
5( "xistence of strong and enlightened management(
8( greement of the basis objecti/e(
9( "xistence of a fact%finding approach and willingness to 'se new method s'ch as
ind'strial engineering for sol'tion of ind'strial problem(
Thro'gh 1ollection *argaining- negotiating parties sho'ld not onl$ tr$ to bargaining for
gains- b't also tr$ to e/ol/e wa$s and means for sol/ing ind'strial problem in the most
:3 4 P a g e
satisfactoril$ manner( The approach at the bargaining table is- therefore essentiall$- not a
fighting b't a problem sol/ing approach(
PROCESS OF COLLECTION BAR0AININ0:-

:5 4 P a g e
)a0e demands to 2orkers
)a0e demands to 2orkers
Preparation o1 carter o1
demands
Preparation o1 carter o1
demands
Selection o1 representati0e
(4ot union and
management)
()S<sd1s1sd1s
()
Selection o1 representati0e
(4ot union and
management)
()S<sd1s1sd1s
()
Negotiation
Negotiation
Consent Point
Consent Point

Fi,&r-1C
Bri/ -i"'%r) %/ '- c%++c'i%n 9!r,!inin, in '- c%ncrn:-
*ara'ni Refiner$ falls 'nder the refineries and pipelines di/ision of I#1!- which has =
refineries and = cross%co'ntr$ pipelines( ll these refiner$ and pipeline ha/e one each
recognised 'nion- th's - making a total of 38 'nions( *esides- the 'nion of research 2
de/elopment centre has also been combining for the p'rpose of collecti/e bargaining(
Khile the local iss'e and demands are disc'ss at local 'nit itself with the local
management- the demands ha/ing financial and of polic$ nat're ha/ing wide implication are
also disc'ss at the corporate le/el( The long%term settlement @!TSB ha/ing periodicit$ of 8 to
9 $ears is signed b$ the corporate management( Separatel$ with the di/ision- which contains
the financial demand- raised b$ the 'nion its charter of demands(
Detail of the < !TS arri/ed at between management and the 'nion with there periodicit$ is
gi/en belowE%
LTS Si,n# %n P E R I O D
1. DC.C6.1A;B C1.C5.1A;; 1A.C6.1ABC
4. 45.C1.1AB1 DC.C6.1ABC D1.14.1ABC
D. 4;.C5.1AB6 C1.C1.1AB5 46.C5.1AB=
5. CB.14.1ABA 4;.C5.1AB= 46.C5.1A=4
6. 46.CD.1A=D C1.C6.1A=4 DC.C5.1A=;
;. 44.C4.1A=A C1.C6.1A=; DC.C;.1AAC
B. 14.C1.1AAD C1.CB.1AAC D1.14.1AA1
=. 11.1C.1AA5 C1.C1.1AA4 D1.14.1AA;
A. C;.C4.4CC1 C1.C1.1AAB D1.14.4CC;
:8 4 P a g e
Sign 6e1ore Conciliation
Ofcer
Sign 6e1ore Conciliation
Ofcer
&emorandum
Settlement
&emorandum
Settlement
7owe/er- the last !TS maintain at S!( No( % < abo/e as ha/e been extended 'p to 83(35(5;;?
with certain modification form 83(35(3<<?( charter of demand for the fresh !TS has alread$
been s'bmitted b$ the 39 'nions of refiner$ and pipeline di/ision to the management-
disc'ssion for which are in progress(
Sc%$ !n# c%n'n'" %/ '- c%++c'i( 9!r,!inin,:
#n going thro'gh the /ario's !TS signed between the management and the 'nion- it has been
obser/ed that the following s'bject ha/e been co/ered in these settlement(
3( Pa$ scale(
5( Dearness allowance @+ixed D as well as /ariable DB(
8( #ther allowance incl'de shift allowance- washing allowance- tea allowance- patrolling
allowance- lea/e tra/el- concession- ho'se rent allowance6ho'se rent s'bsid$- festi/al
allowance- medical allowance- working ho'r allowance(
The growth of benefits as well as amenities- form first !TS to the last !TS has been anal$ze
and tab'lated which are appended to this chapter(
In order to achie/e objecti/e of accelerated career progression on 8(=(3<<;- an agreement on
cl'ster based promotion polic$ was arri/ed at between the management and 'nion(
#n 33(;:(3<<5 another agreement was signed b$ management and 'nion with a /iew to
increasing prod'cti/it$ and impro/e the o/erall performance of the organization with the aid
of comp'ters6modern technolog$6other prod'cti/it$ meas'res- according to which the
management has agree to pa$ to all the workmen existing on role as on 33(;5(3<<3 a special
allowance called GR!'i%n!+iF!'i%n A#I&"'.n'* as gi/en below effecti/e from ;3(33(3<A= or
emplo$ees respecti/e dates of joining the corporation which e/er is laterE
Pri%# %/ Sr(ic R". Pr M%n'-
3( !ess than : $rs( of ser/ices :;;6%
5( :$rs( and below 3;$rs( :?:6%
8( 3;$rs( and below 3:$rs( ?=:6%
9( 3:$rs( or 5:$rs =A;6%
:( bo/e 5:$rs( A5;6%
:9 4 P a g e
F!c'%r" /%r ,r%1'- %/ c%++c'i( 9!r,!inin, in '- c%ncrn:
Khile examining the histor$ of collecti/e bargaining and conse)'ent the !TS arri/ed at
between the 'nion and the management- it has been obser/e that there has been tremendo's
growth in the facilities and amenities to the emplo$ee of the corporation- which pro/e that
there is a health$ collecti/e bargaining en/ironment- pre/ent in the corporation( In m$
anal$sis- I ha/e fo'nd the following factor responsible for growth of collecti/e bargaining in
this operation(
3( I#1! ha/ing the large t'rno/er has been generating amo'nt of profit- which can be
said to be a major factor in the growth of benefit6amenities to the emplo$ee(
5( "xistence of progressi/e and strong management(
8( "xistence of strong trade 'nion ha/ing good bargaining power(
9( The 'nanimit$ between both the parties on the basic objecti/e of the corporation and
recognition of m't'al rights and obligation(
Di"ci$+inJ0ri(!nc $r%c#&r
To maintain discipline in ind'str$ is of great importance( Standing order is the
pro/ision for determining conditions 'nder reach the worker is emplo$ed and the r'les of the
discipline are expected to follow(
The 'nion shall nominate where there is a recognized 'nion the workers
representati/e on the grie/ance committee- if both the representati/e on the grie/ance
committee shall be emplo$ees of the compan$( In case where there is no recognized 'nion-
the grie/ance committee shall consist of two representati/es of the workers on the works
committee to be selected b$ the works committee(
Khere a worker has taken 'p grie/ances for a redressed 'nder this proced're-
inter/ention of the conciliation machiner$ shall not be so'ght 'ntil all steps in the proced're
are exha'sted( The grie/ance shall be pres'med to ass'me the form of a disp'te onl$ when
the final decision of the management in respect of the grie/ances is not acceptable to worker(
In calc'lating the time inter/als 'nder the abo/e cla'ses- holida$s shall not be reckoned( The
management shall pro/ide the re)'isite clerical and other assistance for the smooth
:: 4 P a g e
f'nctioning of the grie/ance committee( If it is necessar$ for workers to lea/e the department
or work spot d'ring working ho'rs to call on an$ a'thorit$ pro/ided 'nder the proced're he
shall obtain the pre/io's permission of his s'perior to appear before the a'thorit$ concerned(
If the workers are absent with s'ch permission- he sho'ld not s'ffer an$ loss of wages for the
work time lost in this connection( No grie/ance- which is more than two months old- is taken
'p 'nder this proced're( The management reser/es the right to amend these r'les form time
to time( If the grie/ance arises o't of an order shall gi/e in b$ the management- the said order
shall be complied with before the workman concerned in/okes the proced'res laid down for
redressed of grie/ances( If howe/er- there is a time lag between the iss'es of order and its
compliance- the ne/ertheless m'st be complied within d'e date- e/en if all the steps in the
grie/ance proced're ha/e not been exha'sted( If there be an$ indi/id'al member of the staff
who is nominated b$ the management to handle grie/ances at the lowest le/el- the workman
ma$ take 'p his grie/ance at the next higher stage(
ll appeals b$ the aggrie/ed emplo$ee sho'ld be made within a period of three da$s failing
which it will be pres'med that the decision has been accepted( 7a/ing standing order in an
ind'strial establishment is a stat'tor$ re)'irement( Section 8@3B of the ind'strial emplo$er
@standing orderB act- 3<?9( !a$s down that within six months form the date on which the act
become applicable to an ind'strial establishment- the emplo$er will s'bmit draft Gstanding
orderG to the certif$ing officer to the certification(
In line with the matter set o't in the sched'le to act and in conformit$ with the model
standing order *ara'ni Refiner$- since ;:(35(3<?9 has its on standing order d'l$ certified b$
the certif$ing officer 'nder section :@5B of the ind'strial emplo$ment @standing orderB
act-3<?9( The certified standing order operates as condition of ser/ice and are binding on the
parties in as m'ch as the action properl$ taken in accordance with the standing order can not
be interfered with on general condition(
Khile taken disciplinar$ action against an$ worker *ara'ni Refiner$ act within the frame of
its certified standing order and follow the principle of nat'ral j'stice( I wo'ld like to mention
a case st'd$ regarding disciplinar$ preceding that co'ld be seen from table%i appended to the
chapter of ind'strial disp'tes(
Discipline amongst "xec'ti/e categor$ emplo$ees is maintained on the basis
of pro/isions mentioned in 1ode- Discipline and ppeal R'les-3<A;(
:? 4 P a g e
Details of charge sheet6charge sheet%c'm%s'spension orders iss'ed for
miscond'ct d'ring 5;;?%5;;< are appended to this chapter as table%i(
0ri(!nc Sc%$:
1omplaints affecting one or more indi/id'al workman in respect of their wage pa$ments-
o/ertime- lea/e- transfer- promotion @where a person or persons possessing the )'alifications
prescribed b$ the management and ade)'ate seniorit$ has6ha/e not been promotedB seniorit$-
work assignment or working condition will constit'te grie/ance which will come 'nder the
scope of the grie/ance proced're(
0rie/ance arising o't of p'nishment- discharge or dismissal of workmen will not be s'bject
to the proced're mentioned herein( workman who has been p'nished- discharged or
dismissed will ha/e the right to appeal to a'thorit$ prescribed in the certified standing order6
model standing orders as ma$ be applicable to him(
Points of disp'te- which are of a general applicabilit$ or of a considerable magnit'de- will
fall o'tside the scope of this proced're(
0ri(!nc $r%c#&r:
1. Fir"' "'!,:
The aggrie/ed workman shall first present his grie/ance /erball$ to his immediate
s'per/isor( The concerned s'per/isor shall en)'ire into the matter and gi/e his answer
/erball$ to the aggrie/ed workman within a period of fo'r workings da$s after
cons'lting his respecti/e sectional head- where necessar$( The immediate s'per/isor
will maintain a record of the grie/ance represented to him and the answer there too(
4. Sc%n# "'!,:
If the aggrie/ed workman is not satisfied with the decision of his immediate
s'per/isor or does not recei/e answer to his grie/ance within the stip'lated period of
fo'r da$s- he shall present his grie/ance in writing in the prescribed form to the head
of the department @7#DB thro'gh his immediate s'per/isor who will send the form to
the head of the 7#D within two da$s of recei/ing the same after recording his own
findings( 7#D will examine all the facts relating to the complaint and if necessar$-
hold disc'ssion with the workman- the first line s'per/isor and the sectional head and
:= 4 P a g e
tr$ to find o't satisfactor$ sol'tion of the grie/ance( 7e ma$ seek the ad/ice of
personnel officer( 7e has to record his decision on a grie/ance form and comm'nicate
his decision in writing to the workman thro'gh the sectional head within a period
se/en da$s( The grie/ance form thereafter shall be sent to the personnel department
for record(
D. T-ir# "'!,:
If the decision of the head of the department is not acceptable to the workman- the
workman ma$ re)'est the 7#D to forward the grie/ance to the secretar$ of the
grie/ance committee shall place the same before the committee at its meeting( The
committee shall en)'ire the matter and make its recommendations to the 0eneral
.anger @0.B within ten working da$s of the receipt of the workman&s grie/ance(
If the recommendation cannot be made within this stip'lated time- the reason
of the dela$ sho'ld be recorded( In the e/ent of a different of opinion among the
members of the committee- the /iew of the members along with the rele/ant papers
shall be placed before the 0. for final decisions( In either case- the final decision of
0. shall be comm'nicated to the workmen concerned b$ the secretar$ of the
grie/ance committee within one week from the receipt of the committee&s
recommendation(
CONSTITUTION OF THE 0RIEVANCE COMMITTEE:
The grie/ance committee shall consist of fo'r and two members representing the
management and other two- the workers( The senior personnel officer shall act as the
secretar$ of the committee and his role will be of ad/isor$ nat're( The representati/e of the
workers sho'ld be selected as followsE
The 'nion shall nominate where there is a recognized 'nion the workers
representati/es on the grie/ance committee- if both the representati/e on the grie/ance
committee shall be emplo$ees of the compan$(
In case where there is no recognized 'nion- the grie/ance committee shall consist of
two representati/es of the workers on the works committee to be selected b$ the works
committee(
:A 4 P a g e
Khere a worker has taken 'p grie/ances for a redressed 'nder this proced're- inter/ention of
the conciliation machiner$ shall not be so'ght 'ntil all steps in the proced're are exha'sted(
The grie/ance shall be pres'med to ass'me the form of a disp'te onl$ when the final decision
of the management in respect of the grie/ance is not acceptable to worker( In calc'lating the
time inter/als 'nder the abo/e cla'ses- holida$s shall not be reckoned( The management shall
pro/ide the re)'isite clerical and other assistance for the smooth f'nctioning of the grie/ance
committee( If it is necessar$ for workers to lea/e the department or work spot d'ring working
ho'rs to call on an$ a'thorit$ pro/ided 'nder the proced're he shall obtain the pre/io's
permission of his s'perior to appear before the a'thorit$ concerned(
If the worker is absent with s'ch permission- he sho'ld not s'ffer an$ loss of wages
for the work time lost in this connection( No grie/ance- which is more than two months old-
is taken 'p 'nder this proced're( The management reser/es the right to amend these r'les
from time to time(
The management shall pro/ide the re)'isite clerical and other assistance for the
smooth f'nctioning of the grie/ance committee( If it is necessar$ for workers to lea/e the
department or work spot d'ring working ho'rs to call on an$ a'thorit$ pro/ided 'nder the
proced're he shall obtain the pre/io's permission of his s'perior to appear before the
a'thorit$ concerned( If the worker is absent with s'ch permission- he sho'ld not s'ffer an$
loss of wages for the work time lost in this connection(
No grie/ance - which is more than two months old- is taken 'p 'nder this proced're(
The management reser/es the right to amend these r'les from time to time(
If the grie/ance arise o't of an order gi/en b$ the management- the said order shall
be complied with before the workman concerned in/okes the proced'res laid down for
redressed of grie/ance( If howe/er- there is a time lag between the iss'es of order and its
compliance- the ne/ertheless m'st be compiled within d'e date- e/en if all the steps in the
grie/ance proced're ha/e not been exha'sted(
If there be an$ indi/id'al member of the staff who is nominated b$ the management
to handle grie/ances at the lowest le/el- the workman ma$ take 'p his grie/ance at the next
higher stage(
:< 4 P a g e
The abo/e grie/ances proced're adopted b$ I#1!- *ara'ni Refiner$ of are largel$
model on the grie/ance proced'res in/ol/ed b$ the Indian labo'r conference to g'ide the
parties in drawing of there proced'res- the need for which was f'rther re%affirmed at third
meeting of the heads of p'blic sector 'ndertaking 3<?9(

N%. %/ c-!r, "-' J c-!r, "-'-c&.-"&"$n"i%n %r#r /%r !c'" %/ .i"c%n#&c' &n#r
'- cr'i/i# "'!n#in, %r#r" %/ B!r!&ni R/inr) #&rin, 4CC;-4CCA.
YEAR N%. %/ c-!r, "-' Jc-!r,
"-'-c-!r," -c&.
"&"$n"i%n %r#r i""&#

C-!r,"

5;;?
5
Negligence in testing of
Sample - ca'stic soda !ie
sample(
Una'thorized absence(
5;;=

5
Una'thorized absence(
Disorderl$ beha/io'r(
5;;A 3 Una'thorized absence(
5;;< 5
Disorderl$ beha/io'r(
0ratification(
T!9+-B
L!9%&r M!n!,.n' c%-%$r!'i%n !n# c%..i''
#ne of the major ca'ses for deteriorating ind'strial growth can be attrib'ted to the inherent
conflict between the approaches and attit'des of the traditional management and trade 'nions(
Therefore- there has been need for effort to be mad to imbibe a c'lt're within the
organization which wo'ld res'lt in minimizing or eradicating the conflict sit'ation and which
wo'ld facilitate the management and the labo'r to the work in close consonants( It is towards
this end of general in organizational c'lt're with scheme for cons'ltati/e and participati/e
st$le of management that are j'stifiable and are re)'ired(
?; 4 P a g e
The origin of the ides of worker&s participation in management in India can be traced to the
report of the ro$al commission on labo'r- 3<83- which the recommended the setting of a joint
cons'ltation bodies( fter the war and near abo't India&s independence- the ind'strial
emplo$ment @standing orderB act-3<9? and the ind'strial disp'te act-3<9= formall$ placed the
idea of worker&s participation( The histor$ of worker&s participation in management in India
makes three instit'tional landmarks(
I( The works committee@3<9=B
II( The joint management co'ncil@3<:AB
III( The shop co'ncils and the joint co'ncil@3<=:B
K%r2" C%..i''7KC8E Section 8 of ID ct- 3<9=- in case of an$ ind'strial establishment
in which one h'ndred or more workmen are emplo$ed or ha/e been emplo$ed on an$ da$ in
the preceding twel/e months- the emplo$er is re)'ired to constit'ted in the prescribed manner
a >Kork 1ommittee& consisting of representati/es of emplo$ers and workmen engaged in the
establishment and the n'mber of representati/es of workmen on the committee shall not be
less than the n'mber of representati/es of the emplo$ers(
It is the d't$ of the >Kork 1ommittee& to promote meas'rer for sec'ring and preser/ing amit$
and good relation to comment 'pon matters of their common interest or concern(
The works committee has been reconstit'ted in pril- 5;3; for two $ears as per the following
membersE
M!n!,.n' R$r"n'!'i(" !rE
Shri 1(D(Tiwar$ D0.@P2UB C-!ir.!n
Shri P .ishra S"S. M.9r
Shri S 1ho'dhar$ D.@2KB Scr'!r)
Uni%n R$r"n'!'i(" :
Shri Ranjeet Singh
.d( Ta$ab
Shri Rajee/ D'mar
O//icr" A""%ci!'i%n R$r"n'!'i( E
?3 4 P a g e
Shri Iinod D'mar @.N."IB
F&nc'i%n" %/ K%r2 C%..i''E
The distrib'tion of working ho'rs i(e( fixation of shift(
.ethod of pa$ment of wages(
N'estion of ph$sical welfare(
N'estion of discipline and cond'ct as between the management and workmen(
Ka$s and means of increasing efficienc$(
Settlement of terms and condition of emplo$ment of the workmen in da$%to%da$
working(
S'ggestion for impro/ement in methods and in organization of an$ wa$ to interfere
with the satisfactor$ working of the ind'str$(
n$ other steps that ma$ be cond'ci/e to harmonio's relation between the workmen
and the management(
N'mber of meeting held d'ring the half $earl$(
J%in' M!n!,.n' C%&nci+7JMC8E These committees consist of the representati/es on
both the workers and emplo$ees( These committees are set 'p to disc'ss /ario's matters
relating to workers( The decision of s'ch committee is not binding 'pon the management(
7owe/er- the management implements these decision to hono'r the o'tcome of the
deliberations between the representati/e of emplo$ees and management( The matters that
are disc'ssed and settled at canteens- rest rooms- facilities of ed'cation etc( Pro/ision of
safet$ and sec'rit$- facilities of ed'cation and training re/ision work r'les(
1C ..9r"
6 /r%. .!n!,.n'
6 /r%. 1%r2.n
The primar$ objecti/e of H.1 in I#1! at *ara'ni Refiner$ was to promote harmonio's
relation between labo'r and management( The other objecti/es were to increase
?5 4 P a g e
prod'ction( Sec're better welfare facilities for worker help and trained workers to
'nderstand their responsibilities and that of management( The f'nctions of H.1 as
en'nciated b$ the 3:
th
session of I!1- 3<:= relate to impro/ement of working conditions
of workers- prod'cti/it$(
In addition- act as liaison between labo'r and management and take responsibilit$ with
regard to administration of /ario's welfare schemes and to act as cons'ltati/e bod$ to
management in matters like changes in methods of prod'ction contin'ation clos're of
operation etc(
D'ring emergenc$ @3<=:B anew proposal was p't forwarded with regard to worker&s
participation in management( This scheme en/isaged the setting 'p of "-%$ c%&nci+? I%in'
$+!n' c%&nci+ !n# r$r"n'!'i%n %/ 1%r2.!n %n '- 9%!r# %/ .!n!,.n'( It was
left to instit'te an$ s'itable form of worker&s participation depending 'pon the nat're of
the 'nits(
P!r'ici$!'i( /%r ! 1%r2in, in B!r!&ni R/inr)
3( K%r2" C%..i''E s prescribed 'nder the ID act- is f'nctioning in *ara'ni
Refiner$- ha/ing fi/e n'mbers of management representati/e and e)'al n'mber of
'nion representati/e( "/er$ month- one month- one meeting of this committee takes
place to deal with f'nctions as mentioned abo/e( The committee is f'nctioning
satisfactoril$ and is prod'cing the desired res'lt(
5( C!n'n M!n!,in, C%..i''7CMC8E The canteen managing committee has been
constit'ted with following f'nctionE
F&nc'i%n %/ c!n'n c%..i''E "xercise general s'per/ision o/er the
r'nning and management of the canteen and ad/ice the manager for s'ch
impro/ement and charges as ma$ be necessar$( *ring the notice of the
manager an$ male and practices or an$ defect that ma$ be obser/ed( To
maintain the )'alit$ and )'antit$ of food- tea- snack and other items ser/ed in
the canteen( The arrangement of men' and item of meals and the method and
men's of ser/ing and distrib'ting articles ser/e in the canteen( .ake s'ch
other s'ggestions and recommendation as in the opinion of the committee ma$
be necessar$ for proper f'nctioning of or for impro/ement in the canteen( In
?8 4 P a g e
the 1.1 ha/e- nine member comprising fi/e form the management and fo'r
from the *ara'ni Telsodhak .azdoor Union@*T.UB side( This committee
meets once in month to re/iew the f'nctioning of the canteen( The
committee&s f'nctioning has been fo'nd to be satisfactor$ and effecti/e(
8( Sc-%%+ A#(i"%r) C%..i''7SAC8E *ara'ni Refiner$ has three departmentall$ r'n
schools namel$E
I *R(D((I P'blic School % managed b$ D((I managing committee(
II *R(D((I P'blic School @7indi .edi'mB P managed b$ D((I managing
1ommittee(
III Dendri$a Iid$ala$a P managed b$ Dendri$a Iid$ala$a Sanasthan(
d/isor$ committee consists of representati/e from school- management and parents(
1hairman of the committee with respect to *R( D((I P'blic School- is 0.@TB of *R(
Khereas "D is the chairman of Dendri$a Iid$ala$a(
T- "c%$ !n# /&nc'i%n %/ '- SAC i" ,i(n -r &n#rE%
To exercise general s'per/ision o/er the proper r'nning and f'nctioning of the school
incl'ding maintenance of discipline among st'dents as well as the members of staff( To
decide abo't the addition6 classes6 sections for rationalizing the ed'cational facilities( To
render g'idelines for impro/ement of ph$sical conditions of school i(e( b'ilding- f'rnit're-
fitting etc( To take stock of the problems and constraints of refiner$ schools at present with a
/ies to finding a sol'tion to them and also for de/eloping them to f't're plans for school
facilities at *ara'ni Refiner$(
9( S-%$ C%&nci+E There is some shop co'ncil&s operating in *ara'ni Refiner$ in
accordance with the go/ernment schemes( The meetings of the shop co'ncils takes
place once in two months( The str'ct're of the co'ncil as well as constit'tion of the
co'ncil is the same as prescribed in the go/ernment scheme(
:( D$!r'.n'!+ C%&nci+E Tho'gh this stage of participation has not been pro/ided in
the go/ernment scheme- b't taking into consideration the profile of the refiner$- this
intermediaries stage has been created at the departmental le/el( It has e)'al
representation of management and worker(
?9 4 P a g e
?( P+!n' L(+ C%&nci+E #ne plant le/el committee has also been set 'p in line with the
go/ernment scheme( This co'ncil consists of top management and top 'nion leaders(
Tho'gh str'ct'rall$- this co'ncil has been constit'ted and meetings also take
place- the effecti/eness of the co'ncil is far from satisfactor$( It appears- both the
management as well as the 'nion ha/e not take this participati/e for'm serio'sl$ and
therefore- the end res'lts ha/e not been achie/ed( #n disc'ssion with some of the
co'ncil member from both the management and the 'nion side- it has transpired that
both p't blame on one another for the relati/e fail're of the said participati/e
scheme( The management representati/e ha/e made this for'm also a grie/ance
handling for'm or collecti/e bargaining for'm- which is not in line of the
philosoph$ of the scheme( #n the other hand- the representati/e of workers stated
that management is not serio's in implementing the scheme and f'rther onl$ the
areas of interest of the management are being disc'ssed in this co'ncil and not areas
where the workman&s interest is in/ol/ed(
?: 4 P a g e

CHAPTER- D
RESEARC-
MET-ODO'O(Y
?? 4 P a g e
M!nin, %/ R"!rc-
ccording to the d/anced !earner&s Dictionar$ of 1'rrent "nglish F caref'l in/estigation or
in)'ir$ speciall$ thro'gh search for new facts in an$ branch of knowledge(G
FResearch in common parlance refers to a search for knowledgeG( Research can be explained as a
mo/ement- a mo/ement from known to 'nknown( It is act'all$ a /o$age of disco/er$(
Research alwa$s starts with a )'estion or problem(
Its p'rpose is to find answers to )'estions thro'gh the application to the scientific
method(
It is a s$stematic and intensi/e st'd$ directed towards a more complete knowledge of the
s'bject st'died(
So Research is scientific and s$stematic search for gaining information and knowledge on a
specific topic or phenomena(
M!nin, %/ R"!rc- M'-%#%+%,)
research methodolog$ is a sample framework or a plan for st'd$ that is 'sed as
a g'ide for cond'cting research ( It is a bl'eprint that is followed in processing
research work( Th's in good research methodolog$ the line of action has to be chosen
caref'll$ from /ario's alternati/es(
RESEARCH PROCESS AND DESI0N
?= 4 P a g e
R"!rc- D"i,n
F research design is the arrangement of conditions for collection and anal$sis of data in a
manner that aims to combine rele/ance to the research p'rpose with econom$ in proced'reG
N!'&r %/ R"!rc-
D"cri$'i( and An!+)'ic!+ R"!rc- design is 'sed for this st'd$(
Descripti/e research incl'des s'r/e$s and fact%finding en)'ires of different kinds( s the name
s'ggests is designed to describe something P for example the characteristics of 'sers of a gi/en
prod'ct J the degree to which prod'ct 'se /aries with income- age- sex or other characteristicsJ or
the n'mber who saw a specific tele/ision commercial(
The methods of research 'tilized in descripti/e research are s'r/e$ methods of all kinds-
incl'ding comparati/e and co relational methods( In !n!+)'ic!+ r"!rc-- on the other hand- the
researcher has to 'se facts or information alread$ a/ailable- and anal$ze these to make a critical
e/al'ation of the material(
To be of maxim'm benefit- a descripti/e st'd$ m'st onl$ collect data for a definite p'rpose(
T-E SOURCES OF DATA CO''ECTIO&
T,P"S #+ DT
PRI.R, DT S"1#NDR, DT
5) P$i"a$y Data Sou$ces9
aB N'estionnaire .ethod(
bB Inter/iew .ethod(
?A 4 P a g e
The information collected was based on str'ct'red :%point !ikert Scale )'estionnaire( The
N'estionnaire was distrib'ted among 3;; respondents 2 feedback was collected(
4) Secoda$y Data Sou$ces9
Information was collected from /ario's books on Ind'strial Relationship- Personnel
.anagement man'al and also collects data from 'nion office( 1ompan$&s polic$ books and
broch'res were also 'sed(
C) Resea$c# Ist$u"et9
In this project- >N'estionnaire& is 'sed as the research instr'ment( This )'estionnaire deals
with /ario's aspects concerning the st'd$ to be 'ndertaken( The )'estionnaire was objecti/e
in nat're and was able to get the maxim'm information( fter the data was collected- it was
anal$sed(
SAMP'I&( TEC-&I=UES9
3( Sampling .ethodE Random sampling and con/enience Sampling(
5( Sample SizeE 3;; "mplo$ees are selected as sample from different departments(
A&A'YSIS OF DATA
I ha/e tab'lated the responses of emplo$ees and represented them in the form of PI"
17RT- 0RP7S so that whole data becomes assessable and eas$ to 'nderstand( fter
tab'lation- I ha/e anal$sed the data i(e( responses of emplo$ees and their respecti/e
percentages for most appropriate answers(
SURVEY PERIOD
S'r/e$ period is of few weeks from H'ne 3:
th
- 5;3; to 'g'st 35
th
- 5;3;( It is not eno'gh periods
for the st'd$ to get the acc'rate a specific res'lt of the st'd$(
SAMPLIN0 PLAN
?< 4 P a g e
T!9+ N%.-=

CHAPTER- 5
ANALYSIS
>
INTERPRETATION
=; 4 P a g e
T$pe of Uni/erse 5:5= @#nl$ Non%officerB
Sample Size 3;; emplo$ees
Sample 'nit Indian #il 1orp( !td(
.ethod of sampling Random 2 con/enience Sampling
.ethod of data collection Primar$ 2 secondar$
Research design Descripti/e 2 nal$tical Design
33 T#e $e5atios#i7 bet;ee e"75oye$s ad e"75oyees >ee7 o
c#a!i! i vie; of
t#e fast c#a!i! idust$ia5 scea$io of t#e cout$y?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
Scale Strongl
$
5gree
5gre
e
50erag
e
*isagr
ee
Strongl
$
*isagre
e
No idea
Num6er
o1
Responde
nts
AD 7. .D 7 . .@
=3 4 P a g e

($a7#./
Ite$7$etatio9 . 85 C of respondent are strongl$ agree with the abo/e
statement( 93C of the respondent agrees with the statement that the fast changing ind'strial
scenario of the co'ntr$( Remaining 5=C respondent are a/erage answer and some are no idea
regarding this statement(
@3 T#e $eco!iAed t$ade uio of $e75ays a i"7o$tat $o5e fo$
e#aci!
7$oductivity+ 7$o0tabi5ity ad cost savi! fo$ t#e futu$e !$o;t#
of t#e co"7ay?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
=5 4 P a g e
($a7#.B
Ite$7$etatio9. :9C of respondent are strongl$ agree with the abo/e
statement( 5<C of the respondent agrees with the statement that the important role of the
recognize trade 'nion(33C of respondent are a/erage answer of the role of trade 'nion(
Remaining respondent are disagree and strongl$ disagree with the statement(
/3 T#e ;o$>s co""ittee of Re0e$y 2%R4 cu$tai5s t#e co55ective
ba$!aii!
ca7acity of $eco!iAe uio?
a( Strongl$ agree
b( gree
=8 4 P a g e
Scale Strongl
$
5gree
5gre
e
50erag
e
*isagr
ee
Strongl
$
*isagre
e
No idea
Num6er
o1
Responde
nts
F7 DG .. . F -
c( /erage
d( Disagree
e( Strongl$ disagrees
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl$
*isagree
No idea
Num6er
o1
Responde
nts
F AD AE C C .A

($a7#.C
Ite$7$etatio9. In the abo/e statement- 8?C of respondent are a/erage answer
beca'se the 'nion doesn&t strongl$ present the /iew of worker- alwa$s 'nion agreed with
management( nd also 85C of respondent are agrees with the statement(38C of respondent
are not aware abo't collection bargaining- Remaining respondents are disagree with the
abo/e statement(
B3 I a77$eciate t#e "easu$es ta>e by t#e o$!aiAatio i
"aitaii! disci75ie?
a( Strongl$ agree
=9 4 P a g e
b( gree
c( /erage
d( Disagree
e( Strongl$ disagrees
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl$
*isagree
No idea
Num6er
o1
Responde
nts
A@ AE DA C 7 -

($a7#.D
Ite$7$etatio9. 83C of respondent are strongl$ agree with the abo/e
statement( 99C of the respondent agrees with the statement that the o/erall en/ironment of
refiner$ camp's is good and discipline is maintained b$ management( 3:C of respondent has
ab't this matter( Remaining 3;C respondent are disagree with the statement(
C3 T#e !$ievace #ad5i! 7$ocedu$e of Re0e$y "eets t#e
eE7ectatio of
=: 4 P a g e
;o$>"e?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagrees
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl$
*isagree
No idea
Num6er
o1
Responde
nts
DC AD DG C F -

($a7#.1
Ite$7$etatio9.
5=of respondent are strongl$ agree with the abo/e statement( 85C of the respondent agrees
with the statement and 5<C respondent /erage abo't the abo/e statement( =C of respondent
are disagree with the abo/e statement beca'se of the proced're of grie/ance handling is /er$
length$ and time taken process(
=? 4 P a g e
D3 Co"7esatio 7ac>a!e ic5udi! ;a!e6sa5a$y ad icetive
7$ovided by t#e
o$!aiAatio e#aces t#e Fua5ity of 5ife?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagrees
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl$
*isagree
No idea
Num6er
o1
Responde
nts
DA FC .D A F -


($a7#.G
Ite$7$etatio9.
.ostl$ :=C of respondent agrees with the statement and 58C of respondent strongl$ agrees
with the statement beca'se wage and salar$ are re/ised time to time( *'t less emplo$ee&s
response is a/erage and disagrees(
== 4 P a g e
13 T#e ;e5fa$e faci5ities eEteded by t#e co"7ay e#ace t#e
Fua5ity of 5ife?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagrees
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl$
*isagree
No idea
Num6er
o1
Responde
nts
AC FD B D . -


($a7#.H
Ite$7$etatioE% +rom horizontal chart- it is clear that :5C of the respondent
agrees with the statement and 8=C of the respondent strongl$ agrees with the enhance the
)'alit$ of life( Remaining AC of respondent are a/erage response and some are disagree with
the abo/e statement(
=A 4 P a g e
G3 T#e$e is o ite$$i! uio $iva5$y at %a$aui Re0e$y?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagrees
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl
$
*isagre
e
No idea
Num6er
o1
Responde
nts
D7 AC C A@ D -
($a7#.IJ
Ite$7$etatio9. Percentages of both @8=C- 8;B respondents agree and disagree
are /er$ close( *'t strongl$ agreed emplo$ees 59C are also said abo't statement- there is no
an$ ri/al at *ara'ni Refiner$- it is free of ri/alr$( *'t a/erage and strongl$ disagreed
respondent are m'ch less than agree and strongl$ agreed respondent(
=< 4 P a g e
H3 Re0e$y 2%R4 "aa!e"et is fu55y a;a$e of its socia5 ob5i!atio
to;a$d
society?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl$
*isagree
No
idea
Num6er
o1
Responde
nts
.B 7C DB C @ -


($a7#.II
A; 4 P a g e
Ite$7$etatio9.,es- most of respondents @9=CB are agree the abo/e statement
and 5AC respondents are also gi/en a/erage answer and said *R is aware and f'lfilment of
social responsibilit$( !ess percentage of respondent gi/en negati/e answer(
IJ3 Ufai$ 5abou$ 7$actices a$e st$ict5y 7$o#ibited at Re0e$y?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strong
l$
*isagr
ee
No
idea
Num6er o1
Respondents
EF A@ F @ @ -
A3 4 P a g e
($a7#.I@
Ite$7$etatio9.EFN respondents are strongl$ agreed and A@N
respondents are also agreed. :e$ said all are agree and so tat ere is
onl$ one registered and one is recogni"ed union and te$ are per1orming
%ell.
II3 T#e $e5atios#i7 bet;ee "aa!e"et ad ;o$>e$s at
Re0e$y is
eEce55et?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl
$
*isagre
e
No
idea
Num6er
o1
Responde
nts
.E A7 D. D@ G -
A5 4 P a g e
($a7#. I/
Ite$7$etatio9 . ccording to respondent- 89C are agree and 3?C are strongl$
agree with the abo/e statement( .ost of people are not agreed that management is excellent
b't some said that is good(
I@3 I a" a;a$e of t#e fuctio of Coci5iatio O<ce$+ Cou$t of
iFui$y+ 'abou$
Cou$t+ Idust$ia5 T$ibua5 ad &atioa5 T$ibua5?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl
$
*isagr
ee
No
idea
A8 4 P a g e
Num6er
o1
Responde
nts
B AC A@ .A .@ D

($a7#. IB
Ite$7$etatio9. .ostl$ respondent are 'nknown abo't these terms beca'se
the$ ha/e not more in/ol/e in internal politics b't some @8=CB agreed and well known these
term and some respondent @8;CB known little abo't this.
I/3 Maa!e"et of IOC' ta>e ca$e of t#e ca$ee$ 7$o!$essio of its
;o$>"e?
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
A9 4 P a g e
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagr
ee
Strongl
$
*isagre
e
No
idea
Num6er
o1
Responde
nts
.A 7D A. .@ 7 -
($a7#. IC
Ite$7$etatio9 . 95C respondents are agreed and 38C strongl$ agreed beca'se
the$ ha/e pro/ided time%to%time training and co'nselling session b$ the organization( *'t
some are disagree and their answer so%so(
IB3 T#e 7o5icy of ;o$>e$s 7a$tici7atio i "aa!e"et is bei!
fo55o;ed at
%a$aui Re0e$y 2%R4?
a( Strongl$ agree
b( gree
c( /erage
A: 4 P a g e
d( Disagree
e( Strongl$ disagree
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl
$
*isagr
ee
No
idea
Num6er
o1
Responde
nts
G DD A@ D. .B -


($a7#.ID
Ite$7$etatio9. 55C and <C respondent are agree and strongl$ agreed
respecti/el$ that management f'lfil their policies toward worker participation b't o/erall
8<C respondent gi/en negati/e answer( Some percentage @8;CB ga/e diplomatic answer that
means a/erage(
IC3 Du$i! iFui$es 7$oceedi! t#e c#a$!ed e"75oyees a$e !ive
fu55 o77o$tuity to
7$ove t#e iocece?
A? 4 P a g e
a( Strongl$ agree
b( gree
c( /erage
d( Disagree
e( Strongl$ disagree
f( No idea
Scale Strongl
$ 5gree
5gre
e
50erag
e
*isagre
e
Strongl
$
*isagre
e
No
idea
Num6er
o1
Responde
nts
F D@ .D 7@ D@ A

($a7#. I1
Ite$7$etatio9 . .ost of respondents- abo/e half that means 9;C and 5;C
respondents are disagree and strongl$ agreed respecti/el$ the abo/e statement beca'se the$
ha/e not gi/en m'ch more time and said internal politics are also in/ol/e in the in)'ir$ and
length$ time taken process 8C ha/e not idea regarding abo/e statement(
S&..!r) %/ .!I%r O9"r(!'i%n"
A= 4 P a g e
I ha/e attempted to st'd$ the ind'strial relationship concept- practices and s$stems in the
backdrop of *ara'ni Refiner$( In this process- in order to 'nderstand and appreciated the
ind'strial relation scenario in *ara'ni Refiner$ in abetter wa$- I ha/e deal with the
theoretical inp'ts@the legal as well as the textB s'ch as Trade 'nion- 1ollecti/e *argaining-
Ind'strial Disp'te@incl'ding adj'dication award- strike and locko'tB- discipline6grie/ance
proced're and emplo$ees participation in management relating all these to *ara'ni
Refiner$(
Khile st'd$ing the ind'strial relation scenario of *ara'ni Refiner$- I ha/e also
tried to diagnose it with the help of ind'strial relation s$stem of Hohn( T( D'nlop as
disc'ssed in the introd'ctor$ chapter( In the process- the following elements at the le/el of
management- 'nion and emplo$ees ha/e been the$ areE%
3( t the le/el of management E
Inade)'ate teamwork between personal and lineJ
Inade)'ate direct comm'nication with emplo$eesJ
Poor man%management- lacking contact with emplo$ees in pre/enting
grie/ancesJ
!ack of long term strategies in impro/ing working c'lt're and
Inconsistenc$ in implementation of agreements and management practices
5( t the le/el of 'nions
Inade)'ate concern abo't performance- image and f't're of the compan$J
Pre dominantl$ concerned with increases in pa$- promotion and benefitsJ
Tendenc$ to get short%term benefit witho't long%term /iewJ
d/ocac$ of 'ndeser/ing cases leading to decline in s$stem- discipline-
prod'cti/it$- safet$ etc(
8( t the le/el of emplo$ees
Self interest predominant o/er organization interestJ
Poor work c'lt're as seen in the form of absenteeism- late coming etcJ
"ngaging in /ario's kinds of gro'pies and ri/alr$(

FI&DI&(S
This st'd$ is aimed at to finding the impro/e congenial relations between emplo$ees and
emplo$ers(
AA 4 P a g e
+irstl$- respondent&s s'ggestions are slightl$ /ar$ing from each other(
8=(:C "mplo$ees are satisfied- and ?5(:C dissatisfied with the working condition
pro/ided b$ the I#1 !td(
+rom s'r/e$- it appears that majorit$ of respondents are not aware of Conciliation
Ofcer+ Court o1 inquir$+ La6our Court+ #ndustrial :ri6unal and
National :ri6unal (
.ajorit$ of "mplo$ees are satisfied with their job profile(
95(:C of "mplo$ees are satisfied- :=(:C are dissatisfied with the compensation
pro/ided b$ the I#1 !td(
.ajorit$ of "mplo$ees are dissatisfied with the election pattern of Trade 'nion(
.ost of emplo$ees are not participate in Union election beca'se of local politic
in/ol/e in it(
.ajorit$ of emplo$ees are dissatisfied with the retirement benefits pro/ided b$ the
I#1 !td(
.ajorit$ of emplo$ees are dissatisfied with the recreation facilities pro/ided b$ the
I#1 !td(
9;C are dissatisfied with the grie/ance handling proced're of the compan$(
LIMITATIONS
The sample collected is /er$ small compared to the pop'lation of the compan$( Th's
it ma$ not bring o't the exact anal$sis(
A< 4 P a g e
Some of the respondents do not react fa/o'rabl$ to the )'estionnaires(
It is possible that respondents might ha/e tried to maintain consistenc$ in terms of
their responses(
Restriction to enter in the plant area(
Scarcit$ of monetar$ f'nd(
The /ast- /ag'e and contro/ersial topic of the st'd$- i(e( ind'strial relation(
Pa'cit$ of time(
<; 4 P a g e
CONCLUSION
The information from )'estionnaire tells 's that most of the emplo$ees of I#1!- *ara'ni
agree that the relationship between emplo$ees and emplo$ers are changing with liberalization
polices of the go/ernment and the role of trade 'nion is changing from workers oriented to
corporation oriented ( The$ think more abo't the prod'cti/it$- profitabilit$ and cost sa/ing
for the growth of the compan$ ( Now the$ are more inclined towards the compan$&s
profitabilit$(
In pre/enti/e meas'res- the highest score was gi/en to wages6 salar$ and
incenti/e pro/ided b$ the officers in personal inter/iew that Indian #il 1orporation !td( is
the best of pa$master( The data also tell 's that emplo$ees are satisfied with the welfare
facilities pro/ided b$ the compan$( "mplo$ees are /er$ satisfied with disciplinar$ meas'res (
The least score was gi/en b$ emplo$ees to the )'estion n'mber 3; and 33( The$ are not
aware of 'nfair labo'r practices FInd'strial Disp'te ct 3<9=G @on the part of management
and on the pare f labo'rB /er$ well( The$ tr'st trade 'nion6emplo$ee association reasonabl$-
the$ tr'st the collecti/e bargaining process of the organization(
Ier$ few people are aware of !abo'r 1o'rt- Ind'strial Trib'nal and Notional
Trib'nal (+ew people are arg'e on some points i(e( welfare related )'estion( !astl$ data
sa$s that emplo$ees want more participation in decision%making (
In the s'ggestion col'mn most of the emplo$ees wrote that altho'gh ind'strial
relations of I#1! is /er$ health e/en then more transparenc$ is needed( The$ s'ggested that
there sho'ld be more participation in decision%making( The main goal of both sho'ld be
same( "mplo$ees sho'ld be made more responsible( Tr'st sho'ld be b'ilt 'p among
emplo$ees and there sho'ld not be an$ dissent agenda of the management( Unbiased
<3 4 P a g e
appraisal s$stem sho'ld be there( Reg'lar monthl$ meetings of emplo$ee association and
management and trade 'nion sho'ld be held(


Refe$eces9
M!n&!+ !n# B%%2":-
<5 4 P a g e
H)5NH5+ S.S.+ -UMA& RESOURCE MA&A(EME&T
RO44#NS+ S:,P),N .P. + PERSO&&E' MA&A(EME&T
SIN7- SIN7- SD7"R- INDUSTRIAL RELATIONS? TRADE UNIONS
AND LABOUR LE0ISLATIONS- P"RS#N
5S25:)5P5+ H.+ -UMA& RESOURCE
.#NPP- . INDUSTRIAL RELATIONS- TT .10RK 7I!!- N"K
D"!7I
SR#(S:5(5+ S.C.+ I&DUSTRIA' RE'ATIO& , 'A%OUR 'A8
(!O3R:) ,*#:#ON)
G3P:5+ S.H.+ PERSO&&E' MA&A(EME&T
#C!5# 3N#(,RS#:I+ I&TRODUCTIO& TO -UMA& RESOURCE
MA&A(EME&T
D#T7RI- 1(R(- RESEARCH METHODOLO0Y N"K D"!7I-
N"K 0" INT"RNTI#N! @PB(!TD(
PERSO&&E' MA&UA' %Y I3O3C3'+ 45R53N# R,!#N,RI
JOURNALS > NEKSPAPER9.
Co$7o$ate -ouse *ou$a5 o1 #ndian Oil Corporation Ltd.+Ne%
*eli+(ol'L(## No. E June D@.@
T- Ec%n%.ic Ti."- Page No(%38- 55 September 5;3;


8E%SITES9.
<8 4 P a g e
ttp9//%%%.iocl.com
ttp9//%%%.ask.com
ttp9//%%%.google.com
ttp9//%ereisdoc.com
ttp9//esnips.com
ttp9//%ikipidia.com
Local #ntranet o1 4arauni Refner$
<9 4 P a g e
PP"NDI1"S
=UESTIO&&ARIES
EMP'OYEE &AME OOOOOOOOOOOOOOOOO.
EMP'OYEE &UM%EROOOOOOOOOOOOOOOO
DEPARTME&TOOOOOOOOOOOOOOOOOOOO DESI(&ATIO&
OOOOOOOOOOOOO.
<: 4 P a g e
B) &"in, '- /%++%1in, r!'in, "c!+ r!':
1. The relationship between emplo$ers and emplo$ees keep on changing in
/iew of the fast changing ind'strial scenario of the co'ntr$(
4.
The recognize trade 'nion of repla$s an important role for enhancing
prod'cti/it$- profitabilit$ and cost sa/ing for the f't're growth of the
compan$(


D. The works committee of *ara'ni Refiner$ @*RB c'rtails the collecti/e
bargaining capacit$ of recognize 'nion(
5.
I
appreciate the meas'res taken b$ the organization in maintaining
discipline(

6.
The grie/ance handling proced're of *R( meets the expectation of workmen(

<? 4 P a g e
STRON0LY
A0REE
A0REE AVERA0E DISA0REE STRON0LY
DISA0REE
NO IDEA
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(

;.
1ompensation package incl'ding wage6salar$ and incenti/e pro/ided b$ the
organization enhances the )'alit$ of life(

B. The welfare facilities extended b$ the compan$ enhance the )'alit$ of
life(

=.
There is no interring 'nion ri/alr$ at *R(

A.
*R( management is f'll$ aware of its social obligation towards societ$(

1C.
Unfair labo'r practices are strictl$ prohibited at *R(

11.
The relationship between management and workers at *R( is "xcellent(
<= 4 P a g e
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(

14.
I am aware of the f'nctions of conciliation officer- co'rt of in)'ir$
labo'r co'rt- ind'strial trib'nal and National trib'nal(


1D.
.anagement of I#1! takes care of the career progression of its workmen(

15.
The polic$ of workers participation in management is being followed at *R(
16.
D'ring in)'iries proceeding the charged emplo$ees are gi/en f'll
opport'nit$ to pro/e the innocence(


0IVE YOUR SU00ESTION
<A 4 P a g e
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
STR#N0!,
0R""
0R"" I"R0" DIS0R"" STR#N0!,
DIS0R""
N# ID"
3( 5( 8( 9( :( ?(
DATE: SI0NATURE
A P P E D I X
FORM
<< 4 P a g e
KSee Stadi! O$de$ 2ii4 L
( Notice o1 discontinuance/restarting o1 a si1t %orking to 6e gi0en 6$ an
emplo$er.)
Name o1 emplo$er
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
5ddress
OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO
OOOO.
*ated te OOOOOOOOOOOOOOOOOOO.. *a$ o1
OOOOOOOOOOOOOOOOOOOO
#n accordance %it Standing Order No. G(ii) o1 te Standing Orders
certifed and appro0e in respect o1 m$ our industrial esta6lisment+ #/%e ere6$
gi0e notice to all concerned tat it is m$/our intention to discontinue/restart te
si1t %orking specifed in te 5nne=ure+ %it e<ect
1romOOOOOOOOOOOOOOOOO
Signature
*esignation
A & & E S U R E
(Here specify the particulars of change in the shift working proposed to be
efected. )
Cop$ 1or%arded to 9
.. :e Secretar$ o1 registered :rade 3nion+ i1 an$.
D. Conciliation Ofcer ( ere enter ofce address o1 te Conciliation Ofcer in
te local are concerned).
A. Regional La6our Commissioner (C).
7. C.L.C.+ Ne% *eli.
.............
3;; 4 P a g e
Li"'" %/ 0r!$-
S3&o3 Tit5e Pa!e &o3
.. !inancial Per1ormance E
D. Structure o1 Personnel
*epartment
D7
A. Puestion No..to.F C@-B7
Li"'" %/ Fi,&r


3;3 4 P a g e
S3&o3 Tit5e Pa!e &o3
.. He$s o1 &anagement C
D. Corporate Ofce B
A. (isions o1 Compan$ .D
7. Location o1 Compan$ .F
F. Products o1 #.O.C.L. .E
E. Logos o1 Product .B
C. *i<erent *i0ision o1
#.O.C.L.
.G
B. Pillars o1 :P& DB
G. Parties o1 #R AF
.@. Process o1 Collection
4argaining
F.

Li"'" %/ T!9+

3;5 4 P a g e
S3&o3 Tit5e Pa!e &o3
.. Prod'cts Table .C
D. Si"e ? Composition o1
te %ork1orce
DF(a)+
DE(6)
A. Gro%t o1 :rade
3nionism in #ndia
AE
7. Registered :rade 3nion
in #.O.C.L.
AB
F. Structure o1 4:&3 7@-7.
E. &ani1estation o1
ConQict
7A-77
C. No. o1 Carge seets FB-FG
B. Sample Plan EB
:)5NH IO3
3;8 4 P a g e