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A PROJECT REPORT ON A STUDY ON INDUSTRIAL RELATION SYSTEM AT CENTRAL COALFIELDS LIMITED (A SUBSIDIARY OF COAL INDIA LIMITED

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A Project Submitted in partial fulfilment of the requirements For the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION
By

PRIYA GUPTA RADHA KRISHNA

(MBA/40002/12) (MBA/40010/12)

ARCHANA KUMARI (MBA/40062/12)

DEPARTMENT OF MANAGEMENT BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RANCHI !"#21#

(LALPUR E$TENSION CENTRE, RANCHI) 2014

DECLARATION CERTIFICATE

This is to certify that the work presented in the project entitled %A S&'() *+ I+(',&-./0 R10/&.*+ S),&12 /& C1+&-/0 C*/03.10(, L.2.&1(4 in partial fulfillment of the requirement for the award of Degree of M/,&1-, *3 B',.+1,, A(2.+.,&-/&.*+ of Birla Institute of Technology Mesra, Lalpur E tension !entre, "anchi is an authentic work carried out under my super#ision and guidance$ To the %est of my knowledge, the content of this project does not form a %asis for the award of any pre#ious Degree to anyone else$

Date

&Dr$ '"()(* +,M("Department of Management Birla Institute of Technology, Lalpur E tension !entre

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CERTIFICATE OF APPRO5AL

The foregoing project entitled %A S&'() *+ I+(',&-./0 R10/&.*+ S),&12 /& C1+&-/0 C*/03.10(, L.2.&1(4 is here%y appro#ed as a credita%le study of research topic and has %een presented in satisfactory manner to warrant its acceptance as prerequisite to the degree for which it has %een su%mitted$ It is understood that %y this appro#al, the undersigned do not necessarily endorse any conclusion drawn or opinion e pressed therein, %ut appro#e the project for the purpose for which it is su%mitted$

(I+&1-+/0 E6/2.+1-)

(E6&1-+/0 E6/2.+1-)

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ACKNO7LEDGEMENT The satisfaction and Euphoria that accompany the successful completion of the work would %e incomplete unless we mention the people. as an e pression of gratitude.ur sincere thanks to our /uide D-8 PRANA5 KUMAR 3*. encouragement and patience has made possi%le the successful completion of this project$ Last %ut not the least we e tend our sincere thanks to the entire team for pro#iding us their time and acti#e co0operation and all who ha#e helped us directly or indirectly in this project$ PRIYA GUPTA MBA/40002/12 RADHA KRISHNA MBA/40010/12 ARCHANA KUMARI 4 MBA/40062/12 . who made it possi%le and whose constant guidance and encouragement ser#ed as a %eacon of light and crowned our efforts with success$ This report would ha#e %een impossi%le %ut for the support and guidance that we recei#ed from #arious people at different stages of the project$ .his e cellent guidance.

CONTENTS 1r$ ).3 1T.)1 5 '(/E ).3 I" '("TIE1 .)I.BLEM .3 1T.0 2< ()D 6<22026 CHAPTER48 RESEARCH METHODOLOGY CHAPTER#8 RESULTS AND DISCUSSION ?$2 ()(L41I1 ?$63I)DI)/1 1.)1=I' 8$@ L. 1T"I+E 3.) 3E(T.$ T.M'()4 '".3 I" . I" CHAPTER "8INDUSTRIAL RELATIONS AT CCL 8$2 I)D.) M()(/EME)T "EL(TI.B7E!TI*E1 .3 I" 6$8L(91 ()D "E/.1T"4 '".) (T !!L 8$? .B7E!TI*E .E T.3 I" 6$6T"E)D1 I) I" ("E(1 .3ILE 8$8 I" 141TEM (T !!L 8$> T"(DE .'E ()D 1I/)I3I!()!E CHAPTER 28 INDUSTRIAL RELATIONS 6$2 () .086 8608? 8?085 8: 8.D4 2$6 .)1 "EL(TED T. ><0@6 @8 @> 6$ 8$ >$ ?$ .D4 2$8 1!.)I.$ 5 5 5 : : ." T=E 4E(" 6<<.3ILE 8$6 !.L(TI."E1 .'I! 2$ CHAPTER 1$ INTRODUCTION 2$2 '".//E1TI.*E"*IE9 DE3I)ITI.11E1 D. 2< 22 22 22026 28 2> 2?06@ 6506: 6.3 I" !=("(!TE"I1TI!1 .

3 1T.nion and management and also to enhance the co0operation and mutual understanding %etween the employees and employers working in the organiAation which in turn helps to increase the producti#ity of the organiAation in an efficient and effecti#e manner$ 6 .'E ()D 1I/)I3I!()!E It e tends to the whole of India$ It is significant in the following waysB 0 0 Its strengths the relation %etween the employer and employee$ . CHAPTER 1 2$2 '".B7E!TI*E .D4 To understand the working en#ironment at !!L and deterioration le#el at !!L with respect to trade unions and management 2$6 .D4 To study and analyAe the relationship %etween employer and employee To study and analyAe the relation %etween the employee and employee$ To study and analyAe the relation %etween union and employer$ 2$8 1!.@$ 5$ ANNE$URE BIBLIOGRAPHY @?0@: @.BLEM .3 1T.

%etween discipline and freedomC %etween authority and general well %eing of society. transport. agriculture. mining. Industrial "elation attempts to arri#e at solutions %etween the conflicting o%jecti#es and #alues.1: D13.CHAPTER 2 INDUSTRIAL RELATIONS 281 A+ O91-9.*+ Industrial "elations is the process %y which the people and their organiAation interact at the work place to esta%lish the terms and condition of employment$ Industrial "elation is concerned with the relationship %etween management and workers and the role of regulatory mechanism in resol#ing any industrial disputes$ The term Industrial "elation e plains the relationship %etween employees and the management which stem directly or indirectly from union0employer relationship$ (ccording to (listair McMillan. and other acti#ities$ (ccording to Lester. go#ernment has a major role through the regulation of the economy and the relationship %etween employers and trade unions$ 'rof$ Dale 4oder defines I" as the whole field of relation that e ists %ecause of the necessary colla%oration of men and women in the employment process in industry$ It is the relations of all associated in producti#e work including industry.&. interaction %etween the employer. %etween profit moti#e and social gain. finance. employees. %etween %argaining and co0operation and %etween the conflicting interest of the indi#idual. and the go#ernmentC and the institution and associations through which such interaction are mediated$ /o#ernment has a direct in#ol#ement in industrial relations. industrial democracy. commerce.+. through its role as an employerC one that is particularly prominent in states where there are high le#el nationaliAation$ Indirectly. the group and the community$ The scope of Industrial "elation is quite #ast$ The main issues in#ol#ed in I" include the followingB 7 .

practices and procedures de#eloped %y the contending parties to resol#e or at least minimiAe conflict$  I" also includes #ital en#ironment issues like technology of the work place. they are %orn out of Demployment relationshipE in an industrial setting$ 9ithout the e istence of the two parties i$e$ la%our and management. relationships. workers and employers and impact of the new wa#e of glo%al market. glo%al supply. management cooperation as well as the practices and procedures required to elicit the desired cooperation from %oth parties$  I" also focuses on the maintenance of industrial peace and a#oidance of industrial strife$  I" helps in de#eloping of industrial democracy. attitude of Trade . !ollecti#e Bargaining  Machinery for settlement of industrial dispute  1tanding orders  9orkers participation in management  . countryEs socio economic and political en#ironment. nationEs la%our policy.nfair la%our practices FEATURES OF INDUSTRIAL RELATION  I" do not emerge in #acuum. this relationship cannot e ist$  I" is characteriAed %y %oth conflict and co0operation$ 1o the focus of I" is on the study of the attitude.nions. which means the la%our should ha#e the right to %e associated with the management of an industry$  I" makes an in0depth analysis of the interference patterns of the e ecuti#es and judiciary in the regulation of la%our management relations$ 8 . demand and economy$  I" also in#ol#es the study of conditions conducti#e to the la%our.

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nion influence and shape the Industrial "elation through collecti#e %argaining$ • • • 10 . workplace and working community$ Industrial "elations are the relations mainly %etween employees and employers$ Industrial relation emphasiAes on accommodating interest. countryEs socio0economic condition. employer.nion is another important institution in the industrial relation$ Trade . #alues needs of the same$ Trade . and nationEs la%or policy. attitude of trade unions. workers and employers$ Industrial "elation is go#erned %y the system of rules and regulations concerning work. political en#ironment. so industrial relation also includes #ital en#ironment issues like technology of the workplace.'("TIE1 .3 I" CHARACTERISTICS OF IR • • • The implementation of ="M policies results in ="$ There are four important parties namelyB employees. trade unions and go#ernment$ (s the la%or and management do not operate in isolation %ut are parts of large systems.

other institutions and the pu%lic-$ 1uccessful I" may mean promotion and de#elopment ofB • • • =ealthy la%our0management relations Industrial peace &%y a#oiding conflictsIndustrial democracy 11 .• The main purpose is to maintain harmonious relation %etween employers and employees %y sol#ing their pro%lem through grie#ance handling procedure and collecti#e %argaining$ OBJECTI5ES OF IR To safeguard the interest of workmen and management %y securing the highest le#el of mutual understanding and goodwill among all those section in the industry which participates in the process of production$ • • • • • • To a#oid industrial conflict and de#elop harmonious relations. local %odies. maintenance of relation %etween la%our unions and management. lockouts and gheraos %y pro#iding reasona%le wages. impro#ed li#ing and working conditions$ To esta%lish go#ernment control o#er plants and units that are running at a loss or in which production has to %e regulated in the pu%lic interest$ Impro#ement in the economic condition of the workers in the e isting state of industrial management and political go#ernment$ *esting of a proprietary interest of the workers in the industries in which they are employed$ Besides maintenance of employer employee relationship. I" also in#ol#es #arious group of employees and also the relationship %etween the industry and society &go#ernment. which are an essential factor in the producti#ity of workers$ To raise producti#ity to higher le#el in an era of full employment %y lessening the tendency of high turn0o#er and frequent a%senteeism$ To eliminate as far as possi%le strikes.

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2$ Many strikes took place in the two decades following 2::< in all industrial cities$ These strikes taught workers to understand the power of united action e#en though there was no union in real terms$ 1mall associations like Bom%ay Mill0=ands (ssociation came up %y this time.68.3.nion 3ederation &(IT.nion !ongress.was esta%lished$ In 2. under guidance of Mahatma /andhi. %ecause of greater de#elopment of industrial unitsC unduly low wages and consequent dissatisfaction of the working classC growing indiscipline among the workersC strained relations %etween workmen and management in India ga#e %irth to T"(DE . employment of child la%our was prohi%ited$ The growth rate of trade union mo#ement was slow in this phase and later on the Indian 3actory (ct of 2::2 was amended in 2:. occupational unions like spinnersE unions and wea#ersE unions were formed$ These unions federated into industrial unions known as Te tile La%our (ssociation in 2.)I1M during early 2:?<Es$ The trade unionism in India de#eloped quite slowly as compared to the western nations$ Indian trade union can %e di#ided into three phase$ The 3irst 'hase&2:?<02.was formed$ The Third 'hase B The third phase %egan with the emergence of independent India in 2.>6 %y Dr$B$"$(m%edkar.<<-B In this phase. the inception of trade unions took place$ The working and li#ing condition of the workmen were poor and their working hours were long$ !apitalist were only interested in their producti#ity and profita%ility$ In addition.rganiAation &The (ll India Trade .65$ During 2.nion .282 TRENDS IN INDUSTRIAL RELATION Deterioration in working conditions. the first )ational Trade .nion Law came up with the effort of Mr$)$)$7oshi that %ecame effecti#e from 2.6<.6:.>5$ The %eginning of industrial relation dynamics can %e traced %ack to the inception of the Indian La%our !onference as far as 2. (ll India Trade . when the policy of %ringing together 13 . the wages were also low and general economic conditions were poor in industries$ In order to regulate the working hours and other ser#ice conditions$ The Indian 3actories (ct was enacted in 2::2$ (s a result.6@. The 1econd 'hase: This phase was characteriAed %y the de#elopment of organiAed trade unions and political mo#ement of the working class$ Between 2. Trade . many trade unions came into e istence in the country$ (t (hmada%ad.6<$ In 2.2: to 2.)I.

2.nion is the trade arm of !ongress party$ The (IT. "ole of management.three parties namely.nion !ongress The Indian )ational Trade . iii. or %etween employers and workmen or %etween workmen and workmen.>.nion !ongress The working class mo#ement was politiciAed along the lines of political parties$ The Indian )ational Trade . go#ernment. which is connected with the employment or non employment or terms of employment or with the condition of la%our or any personG$ ii. union and go#ernmentB They play a #ital role in achie#ing the common o%jecti#es and focus on production and producti#ity$ /enerally a meeting is conducted %etween union0 management i$e$ 7oint Bipartite !ommittee for the coal industry$ In the meeting . white collar employees.>5 section &k-. Industrial dispute: (ccording to the Industrial Dispute (ct. four central trade union organiAations were functioning in the countryB • • • • The (ll India Trade . management and workmen on a common platform as consultati#e tripartite forum for all matter of la%our policy and industrial relations was accepted$ The partition of the country affected the trade union mo#ement particularly in Bengal and 'unja%$ By 2.nited Trade .nion "epresentati#es and Management "epresentati#es of !IL&!oal India Ltd$. !ollecti#e %argaining: !ollecti#e %argaining refers to process %y which employers on one hand and representati#es of the employees on the other hand attempt to arri#e at agreements co#ering the conditions under which employees will contri%ute and %e compensated for their ser#ices .are there to discuss the )ational 9age (greement in the inter#al of fi#e years$ 14 .nion !ongress The =ind MaAdoor 1angh The . super#isors and managers are also organiAed %y the trade unions$ AREAS OF INDUSTRIAL RELATION I" co#ers the following areasB i. FIndustrial Dispute means any disputes or difference %etween the employers and employers..! is the trade union arm of the communist party of India$ Besides workers.

>: The 'ayment of Bonus (ct.Lack of properly drawn rules and regulations or the e istence of rules and regulations which are not practically implemented$ c. 2.@? 15 .6@ The Industrial Employment (ct.)on0placement of the right person on the right jo% which is suita%le for his qualifications. 2. e perience and training$ %. Employee discipline: Discipline is a force that prompts indi#idual or groups to o%ser#e the rules. creed. regulations and procedure which are needed to %e necessary for the effecti#e functioning of the organiAation$ !auses of indiscipline includes followingB a. feelings and issues of employees cannot %e con#eyed to top management$ vi.nions (ct. 2. language and place in matter of selection .>: Trade .Bad working condition d.iv.Discrimination %ased on caste.Lack of proper communication from %ottom le#el of hierarchy to top management as a result of which thoughts. usually a worker or trade union protest against an act or omission of management that is considered to #iolate workerEs right$ v. promotion. transfer. /rie#ance handling: /rie#ance means any real or imaginary feeling of dissatisfaction or injustice in connection with ones employment situation that is %rought to attention of the management$ /rie#ance generally arise from day to day working relation in an undertaking. 2. color.>@ The 'ayment of 9age (ct. 2. placement and discrimination in imposing penalties and handling out rewards$ e. se . Laws and legislation related to I": a%cdefThe 3actories (ct.8@ The Minimum 9age (ct. 2.

$?I of the total worldwide production in 6<22-..gh- The Mines (ct.nited 1tates . as per KIIth plan documents$ 16 . it continues as one of the most important source for meeting the domestic energy needs and will continue to %e the mainstay of its future energy supply$ It pro#ides most #ital input for accelerating the growth of Indian economy$ ?6$>I of IndiaEs total Energy needs are met %y !oal. 2.68 vii.6$: MT &2>$>I of the worldwide production in 6<22-$ !oal %eing the most a%undant fossil fuel in India till date. 2. 9orkers participation in management : The concept of workers participation I management crystalliAes the concept of industrial democracy and indicates an attempt on the part of the employer to %uild his employees into a team which work towards the realiAation of common o%jecti#es$ In fine it can %e said that the workers participation as a system of communication and consultation either formal or informal %y which employees of an organiAation are kept informed a%out the affairs of the undertaking and through which they e press their opinion and contri%ute to management decision$ CHAPTER " INDUSTRIAL RELATIONS AT CCL "81 INDUSTRY PROFILE !oal H 'rimary 1ource of Energy !. whereas >2$@I of energy requirement is met %y .(L is one of the prime fuels in India$ !oal constitutes :2I of the total generation and will continue to %e crucial to the !ountryEs future power needs$ India now rank 8 rd amongst the coal producing countries in the world$ !hina is the largest producer of !oal with 8?6< Million Tonne &>. in the terminal year of KIIth plan$ The projection of coal production from !IL during the terminal year of KIIth plan of @2? Mt.?6 9orkerEs !ompensation (ct. followed %y .il J )atural /as$ The indigenous all India !oal production assessed in the terminal year of KIIth 'lan is projected to %e 526 Mt$ %y working group of KIIth plan.

!hattisgarh and some areas of Maharashtra$ During 6<<.+1.>< crore$ "ecently !!L has N'2.#er#iew !entral !oalfields Limited is a Mini0"atna !ompany since .&1( .1. 7harkhand$ It is a 'ri#ate Limited !ompany which has its 2<<I shares with !IL The total electricity production capacity of India is 2.2.pencast mines- 17 .perati#e Mines &62 . with net worth amounting to "s 6@>> crore against a paid0up capital of "s$ .cto%er 6<<5$ It is one of the eight su%sidiaries of !IL &!oal India Limited.10(. L.*3 M.nderground J 85 .disha.C1+&-/0 C*/03.02<. coal production of the company reached its highest0e#er figure of >5$<: million tonnes.<<< M9 out of which 5<I of electricity is generated using coal$ The coal production %y !IL accounts for appro :@I of total coal production in India$ The major states ha#ing #ast coal deposits are 7harkhand.@<. .operating in India$ The %asic function of !!L is the production and dispatch of coal$ Its headquarter lies in "anchi. ?: .

02<.at 7arandih.?@ as /o#ernment0owned !ompany in pursuance of the Industrial 'olicy "esolutions of 2. )orth +aranpura.. coal production of the company reached itEs highest0e#er figure of >5$<: million tones. Dakra. !!L &formerly )ational !oal De#elopment !orporation Ltd.2.<*=.cto%er. /iridih J Bhurkunda O=1-/&.was set up in .+? C*/03. . "ajrappa. +edla J 1awang0 throughput capacity of .-/7*->.cto%er 6<<5$ During 6<<.was one of the fi#e su%sidiaries of !oal India Ltd$ )ational !oal De#elopment !orporation Ltd$ &)!D!. with net worth amounting to "s$ 6@>> crore against a paid0up capital of "s$ .10(.&1( The =istorical march !entral !oalfields Limited is a !ategory0I Mini0"atna !ompany since .1.at Barkakana ? "egional "epairL9orkshops &8 wLs are I1. million tonnes of coal$ C1+&-/0 C*/03.5?.<<2.$8? MT'( 8 )on0!oking !oal 9asheries &'iparwar. 2. @ !oalfields &East Bokaro. 5 9asheries > !oaking !oal 9asheries &+athara.>: and 2.&*-) 3ormed on 2st )o#em%er 2. L. Tapin )orth. !!L &formerly )ational !oal De#elopment !orporation Ltd.<<2. "amgarh J /iridih- H. +argali J /idi0 throughput capacity of 22$56 MT'( 2 !entral 9orkshop &I1. .was one of the fi#e su%sidiaries of !oal India Ltd$ which was the first holding company for coal in the country &!IL now has : su%sidiaries-$ 18 .?@ of the /o#ernment of India$ It was started with a nucleus of 22 old state collieries &owned %y the "ailwaysha#ing a total annual production of 6$.<1-. 9est Bokaro.5?.7/.>< crore$ 3ormed on 2st )o#em%er 2. R1=/.10(.

5>-.>: and 2.and a part of Madhya 'radesh &now !hattishgarh alsoand . the contri%ution of )!D! to the nationEs coal production &@5$56 million tonesincreased to around .$@ million tones$ 9ith gradual rise in the demand of coal due to commissioning of new power plants and de#elopment of other coal0%ased industries during 3ourth 3i#e 4ear 'lan &2. 2.56$ ( state owned company. therefore. coal mining in India was largely confined to the "aniganj coal %elt in 9est Bengal and the 7haria coalfields in Bihar &now in 7harkhand-. it heralded the %eginning of nationaliAation of coal mines in India$ )ational !oal De#elopment !orporation Ltd$ &)!D!.@202. million tonnes of coal$ .)!D! was called upon to increase its production from new collieries.5805>$ )ationaliAation of !oal MinesB In the first phase.@.rissa$ 3rom its #ery %eginning.?@02. %esides introducing modern and scientific technique of coal mining$ In the 1econd 3i#e 4ear 'lan &2. though the !orporation had %uilt up a much larger production capacity.?@ of the /o#ernment of India$ It was started with a nucleus of 22 old state collieries &owned %y the "ailways.cto%er. had to %e suspended$ By this time.ha#ing a total annual production of 6$. %esides a few other areas in Bihar &now in 7harkhand. to %e pegged down and the de#elopment of se#eral collieries undertaken from the early part of the 'lan period. )!D!Es production increased to 2?$?? million tonnes %y the terminal year of 3ourth 3i#e 4ear 'lan. )!D! addressed itself to the task of increasing coal production and de#eloping new coal resources in the outlying areas. i$e. the management of coking coal mines was taken o#er %y the /o#ernment of India on 25th . Bharat !oking !oal Ltd$ was formed for 19 . 2. to %e opened mainly in areas away from the already de#eloped "aniganj and 7haria coalfields$ Eight new collieries were opened during this period and the production increased to :$<? million tones %y the end of 1econd 'lan$ During Third 3i#e 4ear 'lan &2.@@-.02.Early =istoryH3ormation of )!D! &'re0nationaliAation- !!L had a proud past$ (s )!D!.was set up in .@2.52 and nationaliAation was effecti#e from ?th 7anuary 2.ntil the formation of )!D!.?@ as /o#ernment0owned !ompany in pursuance of the Industrial 'olicy "esolutions of 2.cto%er 2. it could not %e utiliAed due to a sluggish domestic coal market$ 'roduction had.

. in stages to B!!L$ In the second phase of nationaliAation. one %y0product coke o#en plat.following the decision of /o#t$ of India to restructure the coal industry$ The !entral Di#ision of !M(L came to %e known as !entral !oalfields Limited and %ecame a separate company with the status of a su%sidiary of !IL. 9estern. 1udamdih and Moonidih deep shaft mines were handed o#er. on %ee0hi#e coke plant and one central workshop at Barkakana &7harkhand. )orth +aranpura. one %y0product coke o#en plant. namely. #ia. Madhya 'radesh and Maharashtra.were transferred to )!D!.22. !oal Mines (uthority Ltd$ &!M(L. which %ecame the holding company *ision 20 .58 and another state0owned company. four coal washeries.58$ These mines were su%sequently nationaliAed with effect from 2st May 2.rissa &now . keeping in #iew the geographical location of the collieries$ • )!D! units located in the 1tates of Maharashtra and Madhya 'radesh. e cepting the capti#e coal mines of the two steel plants. B!!L collieries in the East Bokaro coalfields in Bihar &now 7harkhand. East Bokaro.<<<$ The formation of !M(L witnessed regrouping of the coal mines into three di#isions. =utar J Daltongunj !oalfields in Bihar$ The !entral Di#ision consisted of @> collieries. in this process.came into %eing with headquarters at !alcutta &now +olkata.managing coking coal mines$ 3or con#enience of management. %esides four coal washeries.5? when it was renamed as !oal India Limited &!IL. 1outh +aranpura. was taken o#er %y the /o#ernment on 82st 7anuary 2. and its projects in !entral 7haria region #iA$.rissa and Bihar &e cept 1udamdih and Moonidih which had %een handed o#er to B!!Land those acquired %y !M(L after take0o#er in /iridih. 9est Bokaro. with its three di#isions continued upto 2st )o#em%er 2. . and II1!. %ecame a di#ision of !M(L which owned 8@ collieries under commercial production in Bihar. with the e ception of 1ingrauli coalfields.ha#ing a manpower of 2. !entral and Eastern$ The regrouping had to %e done for the con#enience of management. TI1!.disha-.to manage and de#elop )!D! collieries and other newly nationaliAed units$ )!D! itself.?<<$ • • The !M(L. two large central workshops and manpower of a%out 52. the management of non0coking coal mines in the country. %ecame a part of the 9estern Di#ision$ The !entral Di#ision consisted of all the old collieries of )!D! in .

Dhan%ad Major coal %uyer of !!LB 'ower =ousesB 'unja% 1tate Electricity Board =aryana 1tate Electricity %oard 7harkhand 1tate electricity Board 21 Delhi *idyut Board D*! T*)L . !hatara." . "amgarh. Competitive & Profitable Coal Mining Operation to achieve C stomer !atisfaction as top priority. #alue addition and %eneficiation to the satisfaction of the customers$ Marketing of coal as main product • 'laces from where !oal is currently %eing e tracted in 7harkhandB DistrictsB "anchi. conser#ation and quality$ The main thrust of !!L in the present conte t is to orient its operations towards market requirements maintaining at the same time financial #ia%ility to meet the resource needs$ • Mission "To become a World class. =aAari%agh.%jecti#es • • !oal mining through efficiently operated mines$ Besides fulfilling coal needs of the customer in terms of quantity.. focus on quality. /iridih. Bokaro. Daltonganj. Innovative."Committed to create eco-friendly mining" • The Mission of !!L is to produce and market the planned quantity of coal and coal products efficiently and economically with due regard to safety.

'"*.)L 1teel /iantsB 1(IL &1teel (uthority of India Limited.)T'! .'lants at "aurkela.thersB "ashtriya Ispaat )igam Limited. Durgapur and Bokaro . . 22 . Bhilai.

mostly through sho#el0dumper com%ination$ 1ome of the large opencast mines &producing more than 6 MT4.!' 'iparwar .! mines used to %e worked with manual la%our in the past$ 3uture 'rojects !!L has a definite plan of growth$ It has en#isaged commissioning of a num%er of greenfield and e pansion projects.!' 'eak !apacity &MT46<$< 26$< 8$?< 8$?< 23 .!' +alyani .!' produces coal %y adopting Dsurface minerE technology$ The technological growth has %een phenomenal considering the fact that a num%er of .M1?/ P-*@1A&. is its large opencast mines with mechaniAed coal production.!' +D= .!' (shok .!' +aro . e$g$B 1l$ )o$ 2$ 6$ 8$ >$ )ame of 'roject Magadh . %oth opencast and underground.!' +onar .!' (mlo .!' (mrapali . 2$ 6$ 8$ >$ ?$ @$ 'iparwar .!' Tarmi .<s and is equipped with a unique Din0pit coal crushing and con#eying systemE H the only unit of its kind engaged in the coal production in India$ (shok . during KI 'lan with state0of0the0art technologies$ The process of land acquisition and o%taining #arious appro#alsLclearances has started in mines.are. The main strength of !!L.!' was commissioned with (ustralian colla%oration in early . so far as coal production is concerned.

/' 'arej East ./' 8$<< <$:2 <$?2 24 .rimari .!' !huri Benti .?$ @$ 5$ )orth .

L! 1irka .L! +arkatta .L/ 1aru%aera .rimari .L/ (rgada .L! 'indra .rimariL Birsa .L/ (shoka .L/ Dakra Buk%uka .L! +$ D$ =$ .L! /idi 0 ! .L/ 1aunda0D ./ 1irka .L/ /iddi 9ashery !huri .L/ 'indra .L! Bhurkunda .rimari .L/ .L! +uju .L/ 1ayal HD .L! "eligara .L! "ay0%achra .L! 25 .L/ .L/ 1aunda .L/ Topa .L/ Topa .L! 'iparwar .L/ !entral 1aunda .L! "ajrappa 9ashery 1aru%era .!L.(rea 'rojects Bhurkunda .L! 'urnadih .L! (ra .L! 'iparwar !='L!'' "ajrappa .L! "ajhara .L! )orth .L! /idi 0 ( .L! "ohini .L! Tetariakhar .

26

27

8$6 Company Profile
Date of incorporation !oal India Limited was formed as holding !ompany with ? su%sidiaries on 62$2<$2;5? The company is incorporated under the !ompanies (ct, 2;?@ and is wholly owned %y the /o#ernment of India &/.I-$ Engaged in the mining of coal, coal %ased products and mining consultancy$
Eastern Coalfields Ltd. Bharat Coking Coal Ltd. Central Coalfields Ltd. Northern Coalfields Ltd. Western Coalfields Ltd$ South Eastern Coalfields Ltd$ Mahanadi Coalfields Ltd$

!orporate 1tatus B

Business B

9holly .wned 1u%sidiaries

and

Central Mine Planning & Design Institute Ltd$ North Eastern Coalfields

is directly under !oal India Ltd$

"egistered .ffice B

Coal Bhavan, ! Neta"i Su#has $oad, %olkata & '!! !! West Bengal, India.

28

..(".1.i#iari/.3 !IL COMPANY ECL CCL CCL %CL NCL SECL MCL NEC CMPDI HEADQUARTERS Sanctoria D!an"a# Ranc!i Na&'(r Sin&ra()i i)a. 29 .aRanc!i YEAR OF CORPORATION 1975 197$ 1975 1975 19*+ 19*+ 199.B1IDI("4 !.M'()IE1 .'(r Sa-"!a)'(r A. 1975 1975 Coa) In#ia an# it.

outside leadership pre#ails in the trade unions and somehow or most of the trade unions are ha#ing leaders from ha#ing different political parties$ . safety statutory and non statutory welfare measures$ .!. when all firms were nationaliAed !ILL!!L put more stress towards the impro#ement of misera%le la%our condition$ Better I" policies were introduced in the organiAation$ The !!L management %elie#es that its success in achie#ing the organiAational goal largely depends on effecti#e participationLin#ol#ement of the workers$ 3or this !!L management has introduced workers participation scheme at collieryLproject tLarea and company le#els to deal with the matter concerning to production.nion . functioning in !!L ha#e only %een associated$ In !!L. they were not pro#ided withB a%c'roper wages for their work Employees welfare 'roper working hours Thus in 2.58.. producti#ity cost control. BM1."8" INDUSTRIAL REALTION SYSTEM AT CCL If we talk a%out coal industry %efore nationaliAation. (IT. there are more than 8? registered trade unions as well as associations$ The trade unions are affiliated with different central trade organiAation like I)T.nder the a%o#e schemes different %ipartite committees are functioning at unit. =M1 plays an important role in industrial relation scenario in !!L$ (ll together eight trade unions are functional in !!L$ (part from these trade unions. if failing with the pur#iew of the e isting policy. !IT. procedures and guidelines of the company$ 30 .!.nder the I" system regular periodic meetings are held with these unions with the #iew to sort out the grie#ances of the employees.nion ha#e affiliation with the !entral Trade . craft unions and associations are also functional in !!L which are affiliated to some central trade union organiAation$ Mostly. the !!L management has introduced an I" system under which the Trade .rganiAation. area and company le#el in which the workers are represented through their representati#e of trade union functioning in the company$ This not only helps in resol#ing the day to day grie#ances of the works and maintaining cordial industrial relation$ To maintain a harmonious industrial relationship in the company. these were run %y pri#ate firmsC hence no proper I" systems was present at that time$ 9orkers were e ploited %y the mines owners.

Meetings are held time to time with the trade unionsLassociations that are not co#ered under I" system on resol#ing the grie#ances of the workers at all possi%le le#els$ Majorities of the workers are mem%er of one or the other trade unions$ The "!M1.!9.  =M10000000000007M1.. a calendar plan for structural meeting with the trade union co#ered under I" system is prepared during each calendar year$ .!9.!M.!+1.7M1 and "+M.  BM1000000000000!!L."+M..nit le#elB This stage is headed %y project officer$ This is the %ase of grie#ance redressal system$ 'ro%lems not sol#ed at this stage is forwarded to the ne t le#el i$e$ (rea$ (rea le#elB This stage is headed %y /eneral Manager of the area$ (ny pro%lem not sol#ed here is forwarded to the ne t le#el i$e$ corporate le#el$ !orporate le#el or =eadquarterB This is the supreme %ody of the organiAation which is headed %y !hairman0cum0Managing Director &!MD.000000000000)!.!00000000"!M1  (IT.3i#e central trade unions which are %eing operati#e in the company and their affiliation are as followsB  I)T.!+1  !IT.E(JB!+. . a three tier grie#ance redressal system is part of !!LB a. ha#e opted for check0off system through which the mem%ership su%scription are deducted from the salary of the employee after getting an option from the concerned employee in writing while other trade unions collect their mem%ership fees through cash receipt.!!L.nder this system the representati#es of trade unions on 31 %c- .!000000000. GREI5ANCE HANDLING THROUGH MUTUAL DISCUSSION 3or amica%le settlement of grie#ancesLdisputes raised %y #arious trade unions and workers.for the final decision and I" related issues are dealt %y director &personnel-$ 3or the smooth functioning of this system.

!!+ ha#e FEmployee 1upport 1chemeG like F=um (pke 1aathG w$e$f <2$<>$6<<. interpretations including the issue of general nature are referred to corporate le#el through a jointly signed agenda from the management and the union representati#e$ Employee 1upport 1chemeB In addition. and Director &'ersonnel. and F1amadhanG w$e$f <2$<>$6<26 for redressal of grie#ance of workers$ OBJECTI5ES OF ESSB a%cdTo pro#ide single window redressal of grie#ances of the employeesLe 0 employees$ To esta%lish direct communication channel %etween e ecuti#e and functional departments with employees at grass root$ To impart a sense of !ompany !are for its employees$ To sensitiAe all layers of management on employees issues$ FEATURES OF ESSB • • EmployeesLe 0employees are encouraged to send their grie#ances that are not %eing sorted out in normal course or otherwise directly to the top management$ !)D.ther functional departments can also join depending on their a#aila%ility$ EmployeesLe 0employees may send their grie#ances in any one of the following mannerB • 32 .%ehalf of workers first raise their grie#ances at unit le#el so that grie#ances which can %e sol#ed at unit le#el could %e resol#ed at lowest le#el$ The issues which are %eyond the pur#iew of unit le#el are referred to the area with the joint consent of union and the management representati#es$ (t area le#el discussion are held with the representati#e trade union and after discussion only those issues which require any policy decision.!!L will hold grie#ance redressal session once a month in the office of !MD. !!L$ . !!L.

!!L and other functional directors on the prescri%ed date and time which will %e gi#en in !!L we%sitesLnotice %oard of areas and head quarters. BJ+ (rea. details and grie#ance$ Employee&s. Barka 1ayal (rea.sect$ %y informing their name.nion$ 33 . =aAari%agh and the jurisdiction is =aAari%agh (rea. 'iparwar (rea. when we say unions we generally refer to employees$ 3ollowing are the criteria to recogniAe the Trade union in !!LB • • 1trength of mem%ers$ (ffiliation from operati#e !entral Trade . +uju (rea. Dhori J kahthra (rea$ (ssistant La%our !ommissioner. !!L =eadquarter$ (ssistant La%our !ommissioner. "anchi and the jurisdiction of said authority is related with )$+$ (rea.is still not satisfied and he thinks his grie#ance is not sol#ed then he can opt for !onciliation proceedings$ The !ommand le#el of !!L is looked %y different !onciliation officersB • • • "egional La%our !ommissioner. 'atna and the jurisdiction is "ajhara (rea$ TRADE UNIONS AT CCL Trade unionB Trade unions are #oluntary organiAation of employees or employers formed to promote and protect their interest through collecti#e action$ Though the term employee and employers are used.may register their grie#ances through a toll free num%er installed in Director &personnel. !!L$ Employees may meet !MD and Director &personnel-.may send their grie#ance to Director &personnel-Es 1ect$ through e0 mail at the address dpcclMrediffmail$com $ Employee may send their grie#ance with details in writing through the letter %y courier or post addressed to Tech$ 1ecretary to Director &personnel-. newspapers$ If the aggrie#ed employee&s.• • • • Employee&s. (rgada (rea. "ajrappa (rea.

-$ =ind MaAdoor 1a%ha &=M1-$ =ind MaAdoor +isan 'anchayat &=M+'-$ Indian 3ederation of 3ree Trade .nion recogniAed %y !ILL!!L areB • • • • • Indian )ational Trade .rganiAation &)L.-$ Trade .nions &!IT.perating in a particular area for more than three years$ Merit of concerned Trade .!!entre of Indian Trade .-$ )ational La%our .nion under I" system of !!LB • "ashtriya !olliery MaAdoor 1angh &"!M1- 34 .nions .!!-$ .nited Trade .T.!-$ )ational 3ront of Indian Trade .T.rganiAation in IndiaB • • • • • • • • • • • • (ll India Trade .!-$ Bhartiya MaAdoor 1angh &BM1-$ !entre of Indian Trade .!-$ .!(ll India Trade .nited Trade .nion !ongress &(IT.!0L1- 3i#e !entral Trade .• • .nion !ongress0Lenin 1arani &.=ind MaAdoor 1a%ha &=M1Bhartiya MaAdoor 1angh &BM1- )ame of registered and recogniAed operati#e Trade .nion is also taken into consideration$ 3ollowing are the !entral Trade .nion !ongress &I)T.nion !ongress &.nion !o0ordination !entre &T.nion &)3IT.nions &!IT.nion !ongress &I)T.nion !ongress &(IT.-$ Indian )ational Trade .nion &I33T.

T=E !E)T"(L T"(DE .)I.• • • • • • • .E( B!+.@1A&.3 .! !IT.E(Bihar !olliery +amgar .!entral !oalfields Limited0 !olliery +armachari 1angh &!!L0!+1(33ILI(TED T.nion &.T 1'E!I3IED B7' )(ME .nion &!M.LITI!(L '("T4 !.' 3".T 1'E!I3IED ). *3 T-/(1 U+.!9.!9.rganiAation Employees (ssociation &)!.)I.)/"E11 !'I !'M !'M ). !M.91.nited !oal 9orkers .*+.!oalfields MaAdoor .)ationaliAed !oal .nion &"+M. )!. like some work in underground mine while other work at open cast mines$ . !!L!+1 O.T 1'E!I3IED ). !IT. 7M1 "+M.M '.) I)T.nion leader emphasiAe on %etter working condition of e#ery employees$ 35 . /& CCL: • • 9ages and salariesB Timely payment of wages and salary to different categories of employees after implementation of )ational !oal 9age (greement &)!9(-$ 9orking !onditionB Different workers at !!L ha#e different working conditions.) "!M1 .! (IT.7anta MaAdoor 1angh &7M1"ashtriya +oyla MaAdoor . =M1 =M1 =M1 BM1 B(!+0.nion &B!+.

36 . town administration.nion leader acts as a %ridge %etween employee and employer in order to resol#e the issues of employees and maintaining a harmonious relationship$ .nion representati#e takes the grie#ances to the management which cannot %e placed directly or may take time in redressal$ 1afeguarding organiAational health and interest of the industryB union representati#e take care of production and producti#ity of company.• 9elfareB !!L offers a lot of welfare facilities to its employees like that of housing. with safety of workers in mind$ • • FUNCTIONS OF TRADE UNIONS AT CCLB • • • • • • • • To achie#e higher wages and %etter working condition$ To raise the status of workers as a part of industry$ To protect la%our against #ictimiAation and injustice$ To take up welfare measures for impro#ing the morale of workers$ To generate self confidence among workers$ To encourage sincerity and discipline among workers$ To pro#ide opportunities for promotion and growth$ To protect women workers against discrimination$ REASONS FOR LABOUR JOINING TRADE UNIONB • • • • MinimiAation of discrimination$ 1ense of participation in company$ 'latform for self e pression$ Betterment of relationship %etween management. medical facilities etc$ union representati#e focus on implementation of all the facilities offered on time$ Employee0Employer relationB . water supply.

whate#er hum%les it may %e$ "ecognition of the rights of all men to equal opportunities$ 1ense of commitment towards work ethics reflected in achie#ement of taskLtarget. as defined %y laws and agreement arri#ed at all le#el from time to time$ "ecognition of the innate dignity of man and his work. • A". with quality and cost$ (cceptance of discipline and disposition of quality of conduct$ • • • • 37 .nion and the Management$ • To maintain discipline Hproper recognition %y employerLmanagement and employerLTrade . UNION MANAGEMENT RELATIONSHIP 9hile most of the organiAations percei#e the union and management relationship to %e ad#ersial in nature.)E of sound industrial relation is %ased on %ipartism.(). • Int/r Union ri0a)r1 • I))it/rac1 a-on& 2or3/r./nc/ o4 o44ic/ "/ar/r. the following principles go#ern the relationship %etween the Trade .• /reater Bargaining 'ower$ PROBLEM FACED BY TRADE UNIONSB • Intra Union ri0a)r1 • M()ti')/ Union.nions of the rights and responsi%ilities of either party. the reality is that %oth ha#e a common set of desired goals$ !!L is well respected for its a%ility to enhance working relationship %etween the workforce and the management0working towards a common set of goals$ 1ince the D1I/) N.

pay fi ation$ 9orking hour shift$ INDUSTRIAL ACTION TAKEN BY TRADE UNIONB Meeting is conducted %etween Management representati#es and the representati#e of Trade union leaders at different date J as per set %y the management to discuss on fi ed agenda$ In this meeting .nion "epresentati#e discusses all the issues with management representati#e$ Management representati#es try to redress all the genuine demand of union representati#e through mutual negotiation$ 1till if the demands of Trade . differences and grie#ances %y mutual negotiation. #ictimiAation. conciliation and #oluntary ar%itration$ !ommitment for welfare and de#elopment of employees$ =umaniAation of the process of work with mutual respect to create industrial harmony$ !ommitment to work jointly for achie#ement of organiAational goals$ There shall %e no #iolence.nion are 38 . coercion.• (ffirmation of faith in democratic principles and settlement of disputes. allowances. or personal #ilification in the process and arising out of resol#ing disputes. differences or grie#ances$ • • • • SUBJECTS OF UNION MANAGEMANT DECISIONS : • • • • • • • • • 'romotion and transfer of workers$ (ge disputes$ "egulariAation of workers$ TerminationLdismissalLreinstatement of workers$ Long a%senteeism$ !ompensation %eing pro#ided to the worker$ Land related pro%lems of #illagers$ 9agesLsalaries. intimidation.

not redressed they are free to ser#e #er%alLwritten notice for to pressuriAe the management in form of following steps of agitation0B • • • • • • • • • Demonstrations Dharnas =unger strike 9ork to rule 1toppage of production 1toppage of transportation /herao Bandh 1trike MAIN CAUSES OF STRIKESB • • • • • • • • • • Dissatisfaction with company policy$ 1alary and incenti#e pro%lems$ Increment of salary not up to the mark$ 9rongful discharge and dismissal of workmen$ 9ithdrawal of any concession or pri#ilege$ =ours of work and rest inter#al$ Lea#e with wages and holidays$ Bonus. profit sharing. pro#ident fund and gratuity$ "etrenchment of workmen and closure of esta%lishment$ Dispute connected with minimum wages$ TYPES OF STRIKESB • Economic strike 39 .

&<1 )1/..• • • • • • 1ympathetic strike /eneral strike 1it down strike 1low down strike 1ick out. ('1 &* .200CD10 &* 2011D12 40 .>1 3*.&-. sick in strike 9ild cat strikes L*.1.

I)T. (gainst policy of /o#t$ of India (gainst policy of /o#t$ of India (gainst disin#estment of 2<I share of !IL (gainst policy of /o#t$ of India 5$.:5 6>>62?62$<@ 2:$2<$6<2< 28><? Te 2662 688>5:>$.!. !IT.0 2< 6<2<0 22 0 0 8 ?$5$6<2< 565@ Te 6>25 865?.8$?.@ !IT.5@ 0 0 68:<2 8>2< >?@2 >. BM1.5$.< 26?>>?.@ I)T. (IT.$6<2< ?6<<.4ear )o$ of 1trikes 0 Date 'roduction Loss &MT0 Man days Loss 0 9age loss &in "s$lakh0 )ame of Trade . =M1 J !IT. 41 . Te 2:. =M(.! (IT.!. !!L!+1 6<220 26 6 2<$2<$6<22 28$6$6<26 6:$6$6<26 226.nions 0 Demands 6<<.?>??@@$82 2>><><$..!.

/+( &1A<+.E'1.*+ 21&<*(B 3or collection of primary data sur#ey method was used$ The sur#ey was carried out %y a structured questionnaire$ 1econdary data was collected from we%sites for the purpose of study$ Below is gi#en the analysis part of the data collection through questionnaire method$ )um%er of response in each scale is con#erted into percentage respecti#ely to pro#ide a clear picture of the response$ T**0.CHAPTER 4 RESEARCH METHODOLOGY D/&/ A*001A&.B In the study percentage analysis ha#e %een used as tools and techniques for analysis$ 42 .

CHAPTER # RESULTS AND DISCUSSIONS #81 ANALYSIS Data collection methodB 3or collection of primary data sur#ey method was used$ The sur#ey was carried out %y a structured questionnaire$ 1econdary data was collected from we%sites for the purpose of study$ Below is gi#en the analysis part of the data collection through questionnaire method$ )um%er of response in each scale is con#erted into percentage respecti#ely to pro#ide a clear picture of the response$ Tools and techniquesB In the study percentage analysis ha#e %een used as tools and techniques for analysis$ 43 .

!anEt say Most &@< I.4es %.of the workers are satisfied with the with working condition pro#ided %y !$!$L$ 3ew&86I.)o c.think they can pro#ide with %etter condition while minor population &:I.Nuestionnaire 3ormat and data analysisB 2$ (re you satisfied with working condition pro#ided %y !$!$LO a.is confused a%out it$ 44 .

of the employees of the company is satisfied with the salary %eing pro#ided to them and some of them &6>I.are confused a%out the question$ 45 .employees are not satisfied with the salary %eing pro#ided to them %ut few of them&>I.4es c.!anEt say %.6$ (re you satisfied with your salaryO a.)o Most &56I.

8$ Does your salary complement your workO a.)o Most of the employees &56I.!anEt say %.feel their salary complement their work which is a major chunk$ But there is small population &:I.which is confused a%out their salary and work$ 1till we can say that workers in the organiAation are satisfied with their wages$ 46 .4es c.

6>I complained a%out the work schedule$ 3ew of the workers are not satisfied with the grie#ance handling procedure and other pro%lem$ 9orkers %asically donEt face the pro%lem with 47 .Disciplinary action %./rie#ance handling procedures f.9ork schedules c."elationship with su%ordinates e.9orking culture d.others >< I of the workers are not comforta%le with the working culture.>$ 9hat is the usual pro%lem faced %y you at !$!$LO a.

?$ Does your pro%lem or grie#ances reach to managementO a.canEt say ?@I of workers feel that their grie#ances reaches to the management sometimes only and they should reach more often$ 'ortions of worker &6>I.though think their grie#ances reach to the management always while &:I.)e#er %.are not sure if their grie#ances reach to the management. 48 .their su%ordinates and they are almost satisfied with disciplinary action taken %y the management.1ometimes d.(lways c.

of workers are satisfied with the grie#ance system$ 49 .are not sure$ But only &6@I.!anEt say %.4es c.are not satisfied with the grie#ance handling system at !$!$L$ while a small portion of workers &6>I.)o ( major portion of workers &?@I.@$ (re you satisfied with the grie#ance handling system at !$!$LO a.

.of workers think that their grie#ances are sol#ed at area le#el$ But a large portion of workers &@.I.5$ /enerally at what le#el grie#ances are sol#edO a.!orporate le#el %.think that their grie#ances are sol#ed at corporate le#el$ 50 .I.(rea le#el =ere 66I of the workers feel that their grie#ances are sol#ed at unit le#el while &.nit le#el c.

Lea#e policy d.improper moti#ation to employees Most of the workers are not satisfied with their promotional schemes and want to change them$ ( chunk of workers feel that there is disparity %etween skills of employees and the jo% responsi%ility and moti#ation gi#en to employees are not up to the mark$ 51 .nsatisfactory promotional scheme e.Improper career planning %.1alary c..:$ 9hat are the factors leading to grie#ances from managementO a.

Through grie#ance handling 6>I of the employees feel that their preference for su%mission of grie#ances directly to the management head while few of them &6>I.Direct contact to management head c.$ 9hat is your preference for su%mission of grie#ancesO a.(lso workers think that career planning and lea#e policy in the company is not impressi#e$ 9orkers didnEt complaint a%out their salary$ .Through super#isor d.feel that su%mit them through 52 .Through trade unions system cell %.

super#isor$ 1ome of them feel &6:I.)o Most of the employees &.4es c.feel that grie#ances should %e su%mitted through grie#ance handling system cell$ 2<$ (re you aware a%out the trade unions that e ist in !$!$LO a.that their grie#ances should %e su%mitted %y trade unions %ut few of them &6>I.!anEt say %.are aware a%out the trade unions e ists in !$!$L while ?I of employees do not know a%out that and few of them 2I are confused a%out it$ 53 .>I.

e.?I."!M1 c.(ll of a%o#e %."+M..are aware a%out the trade unions accessi%le in !$!$L$ 54 .!9.22$ 9ho are the operati#e and recogniAed central trade unions in !$!$LO a. Most of all employees &. d.!M.

4es c.26$ Does the e ternal trade union e ist in !$!$LO a.are said no e ternal trade union e ists in !!L$ But few of them are confused a%out it$ 55 .!anEt say %.)o 1ome of employees are know a%out the e ternal e istence of trade unions in !$!$L while most of them &?<I.

)e#er Most of the employees &><I.are satisfied sometimes$ But 6<I of the employees satisfied most of the time while 2<I of them ne#er satisfied$ 56 .Most of the time %.always satisfied their grie#ances during trade union meetings while some of them &8<I.28$ Does the employees satisfy their grie#ances during trade union meetingsO a.(lways c.1ometimes d.

(lways c.2>$ (re you satisfied with your welfare facilities pro#ided %y !$!$LO a.)e#er @@I of the employees are always satisfied with the facilities pro#ided %y !$!$L$ while 65I of them are sometime satisfied$ But 6I are satisfied most of the time while ?I ne#er satisfied facilities pro#ided to them %y !$!$L$ 57 .1ometimes d.Most of the time %.

> years c.? years d.5 years 58 .@ years %.2?$ 9hat is the duration of )!9( IKO a.

)ational coal wage agreement %.none of these Most of the employees feel that full form of )!9( IK is national coal wage act %ut 2I.1ome of the employees feel that the duration of )!9( IK is > years while :8I of them feel that the duration is ? years$ But ?I feel that @ years and 2I feel that 5 years$ 2@$ 9hat is the full form of )!9(O a. 8I and ?I feel that are different from the original$ 59 .)ational coal welfare agreement d.)ational coal wage assignment c.

3luctuating %.=armonious c.!old and distant 60 .!onflicting d.25$ 9hat mutual relation do union and management shareO a.

?6I of the employees feel that the union and management share mutual relation harmoniously while ><I of them feel that they are sharing conflicting relation %etween union and management$ >I of them feel that are fluctuating and >I of them feel that the relation should %e cold and distant$ 2:$ Does union leaders cooperate with management to sol#e la%our issuesO a.(lways c.Most of the time d.)e#er 61 .1ometimes %.

>>I of the employees feel that the union leaders cooperate with the management to sol#e la%our issues always while 8@I of them feel that they cooperates most of the time$ But few of them 6<I feel that they cooperates sometimes$ 2.$ 9hat are the common issues taken %y trade unionsO a.9orking condition c.all of these 62 .wage payment d.9elfare acti#ities %.

I of the employees feel that the all of these are the common issues taken %y the trade unions.feel that the all a%o#e reasons should %e results in conflict %etween unions and management$ 63 .1toppage of production c.1trike e./herao %. 6<$ !onflict %etween union and management results inO a.1toppage of transportation d.Dharna f.>I of the employees feel that the common issue taken %y trade unions is working condition while few of them 28I feel that the common issues are wage payment$ But 5.(ll of these Most of the employees &:>I.

(lways c.are satisfied most of the time %y management decisions$ 64 .1ometimes d.62$ (re worker satisfied with the management decisionsO a.Most of the time %.)e#er 2< I of the employees feel that they are always satisfied with the management decisions while 6>I of them feel sometimes they satisfied with management decisions$ But most of the employees &@<I.

65 .

n their own c.9ith unions %..66$ =ow management try to resol#e pro%lems arising from trade unionsO a.By consulting management head d.feel that the management try to resol#e the pro%lem arising %y trade unions with unions while 6@I of them feel that they try to resol#e %y consulting management head$ #82 FINDINGS 66 .(ll of these Most of the employees &@8I.

we found that o#erall !$!$L$ is successful enough to satisfy its employees$ 9orkers are generally satisfied with conditions and salary %eing pro#ided to them$ .nions to strengthen the workers and they support trade unions$ Basically they are of the opinions that harmonious relationship e ists %etween unions and management$ Mostly union leaderEs cooperates with management to sol#e la%our issues$ !onflicts %etween unions and management lead to strikes$ Most of the time production target is hampered due to strikes$ Management try to sol#e them with the help of management head and union leaders$ 67 .sual pro%lem faced %y them are working culture and a %it work schedule$ 9orkers are also not satisfied with their promotional schemes$ 9orkers feel that most of the time their grie#ances reach to management %ut they are not satisfied with their grie#ance handling system$ /rie#ances are mostly resol#ed at corporate le#el$ There are #ery few times when workers are satisfied with management decisions$ 9orkers at !$!$L$ are well aware of trade unions e isting in the company$ They feel that it is necessary to ha#e Trade .(fter studying the Industrial "elation 1ystem of !$!$L$ and analyAing the opinions of workers.

#8" SUGGESTIONS 3ollowing are the suggestion to impro#e the Industrial "elation 1ystem at !$!$LB  /rie#ance handling system should %e speedy and correct$ More power should %e gi#en to . 68 .nion and management$  9orkers should %e in#ol#ed in decision making process for %etter and effecti#e outcome$  3le i%le work schedule and more impro#ed working culture should %e pro#ided to the workers$  Discipline action should %e impro#ed among employees$  Trade .nit le#el for speedy reco#ery of grie#ances$  =igher authorities should interact with employees directly regarding their grie#ances$  Mushrooming of Trade . regular meetings %etween union and management representati#e should %e conducted to redress the grie#ances and impro#e the relation %etween .nions must %e limited and trained properly$  Transparency must %e maintained at all le#els .nions should %e discouraged$  Better welfare acti#ities.

9ork schedules c.Disciplinary action ?$ Does your pro%lem or grie#ances reach to managementO a.!anEt say 8$ Does your salary complement your workO a.4es %.)o %."elationship with su%ordinates e.)o @$ (re you satisfied with the grie#ance handling system at !$!$LO 69 .4es c./rie#ance handling procedures %.9orking culture d.4es c.1ometimes d.canEt say %.!anEt say 6$ (re you satisfied with your salaryO a.!anEt say >$ 9hat is the usual pro%lem faced %y you at !$!$LO a.)e#er %.(lways c.ANNE$URE 2$ (re you satisfied with working condition pro#ided %y !$!$LO a.)o c.

4es c.Through super#isor d.Through trade unions system cell %.Improper moti#ation to employees 2<$ (re you aware a%out the trade unions that e ist in !$!$LO a.!anEt say 5$ /enerally at what le#el grie#ances are sol#edO a.nit le#el c.. %. e.(rea le#el :$ 9hat are the factors leading to grie#ances from managementO a.Improper career planning .!anEt say 22$ 9ho are the operati#e and recogniAed central trade unions in !$!$LO a. d.!orporate le#el %.Lea#e policy d.nsatisfactory promotional scheme e.Through grie#ance handling %.a.)o %...!9.Direct contact to management head c.)o %.)o 70 ."+M.1alary c.!M.4es c.!anEt say 28$ Does the employees satisfy their grie#ances during trade union meetingsO %.$ 9hat is your preference for su%mission of grie#ancesO a."!M1 c.4es c.(ll of a%o#e 26$ Does the e ternal trade union e ist in !$!$LO a.

(lways c.1ometimes d.1ometimes d.all of these 6<$ !onflict %etween union and management results inO a.1toppage of transportation d.$ 9hat are the common issues taken %y trade unionsO a.(lways c.!onflicting d.3luctuating %.Most of the time %.)e#er 2?$ 9hat is the duration of )!9( IKO a.)ational coal wage agreement %.9orking condition c.!old and distant 2:$ Does union leaders cooperate with management to sol#e la%our issuesO a-(lways c.1ometimes %-Most of the time d./herao 71 %.5 years 25$ 9hat mutual relation do union and management shareO a.Dharna f.@ years 2@$ 9hat is the full form of )!9(O a.)e#er 2.)ational coal welfare agreement d.none of these %.wage payment d.)e#er 2>$ (re you satisfied with your welfare facilities pro#ided %y !$!$LO a.? years d.1toppage of production c.9elfare acti#ities %.> years c.a.(ll of these .1trike e.=armonious c.Most of the time %.)ational coal wage assignment c.

Most of the time %.n their own c..(lways c.62$ (re worker satisfied with the management decisionsO a.(ll of these 68$ (ny suggestion for the impro#ement of Industrial relation system at !!LO 'lease prioritiAe them in orderO a-PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP$ %-PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP c-PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP$ 72 .)e#er 66$ =ow management try to resol#e pro%lems arising from trade unionsO a.1ometimes d.9ith unions %.By consulting management head d.

(iki+edia.in  (((.gov.in  (((..google.))l.BIBLIOGRAPHY 9EB1ITE1B  (((.)o* B.)oalindia.)o*  (((.+1B  'ersonal Management %y !$B$Memoria  Dynamics of Industrial "elation %y !$B$Memoria  !$!$L$ manual 73 .