Professional Documents
Culture Documents
CHAPTER 5
Sawtell defined participation as any or all the processes by which the employees other
than managers contribute positively towards the reaching of managerial decisions which
affect their work.
Workers participation is a system where the workers get the rights to participate in
decisions on issues which are of concern to the workers like wages, working conditions,
safety, welfare, sharing of gain, production related aspects, incentives and allowances
were considered to be legitimate areas of workers concern and therefore workers should
be consulted when these are determined.
consultation either formal or informal by which employees can express their opinions and
ideas and contribute to managements decisions. Workers participation is a method of
providing opportunities for all the members of the organisation to contribute his mental
ideas along with his physical efforts towards the improvement of organisational
effectiveness as well as enhancing his own economic welfare. Better participation and
greater responsibility in the decision making process on part of the general workers will
perhaps develop their organisational loyalty, confidence, trust involvement and a sense of
responsibility towards supervisors, managers and the organisations in general.
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I. WORKS COMMITTEE
The works committee started in India because of the Industrial Dispute Act 1947. It was
this act which stated that “in case of any industrial establishment in which 100 or more
workers are employed or have been employed on any day in the preceding twelve months
the appropriate government may by general or special order require the employer to
constitute in the prescribed manner a Works Committee consisting of representatives of
employers and workman”. The objective of the works committee is to create cordial
relations between the management and the workers. The Works Committee does not
perform any administrative function it is an advisory body. It is not expected to deal with
matters relating to wages, allowances, bonus, etc.
Joint Management Council can discuss issues related to lighting, ventilation, temperature,
sanitation, drinking water, canteens, dinning and rest rooms, medical and health services,
safe working conditions, administration of welfare fiinds and recreational activities.
The governments Industrial Policy resolution of 1956 stated that in a socialist democracy
labour is a partner in a common task of development and should participate in it with
enthusiasm, there should be joint consultation and workers and technicians should
wherever possible be associated with management.
The objective of the Joint Management Council were to promote cordial relations
between management and labour to build trust and understanding and also to increase
productivity, secure effective welfare and other facilities to train workers and share
responsibilities and in general to fiinction as a consultative body. The Third Five year
Plan desired that the Joint Management Council’s become a normal feature of the
industrial system, and integrate private enterprises into a socialist order.
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The Joint councils are concerned with matters related to the unit councils. The joint
councils shall review and settle issues which are not settled by the unit councils. The
work of the joint councils shall also be related to the development of the skills of the
workers, improvement of working conditions, preparation of schedules of working hours
and holidays, recognition and appreciation of suggestions received from the workers and
discuss any matter related to the improvement of performance of the organisation.
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V) UNIT COUNCILS
Motivated by the success of the Joint Councils in the manufacturing and mining units a
new scheme of worker’s participation in management in commercial and service
organisations in the public sector, having large scale dealings with public was announced
on 5“* January 1977, for units employing at least 100 people. The organizations include
hotels, hospitals, sea transport, road transport, air transport railways ports, docks,
research institutions banks, insurance companies, post and telegraph offices, food
corporation. State Electricity Boards, State Trading Corporation, Mines, and Minerals
Trading Corporation and Irrigation systems.
The unit council shall have representatives of workers and management for organisations
having employed 100 or more workers. These unit councils are formed to discuss day to
day problems and find solutions. Unit council shall consists of equal number of
representatives of the management and workers. The actual number of members shall be
decided by the management in consultation with the recognized trade union. The total
number of members shall not exceed 12. Every decision of the unit council shall be
implemented by the parties concerned within a month, unless otherwise stated in the
decisions itself. A unit council once formed shall function for a period of three years. The
council shall meet at least once a month.
The Plant Council normally deals with operational areas. Economic matters. Financial
aspects. Personnel matters, Welfare and Environmental aspects.
employ 1000 or more persons. (Does not include casual or badli workers). If 51% of the
workers vote through secret ballot in favour of participation, the company is under legal
binding to introduce this scheme. However any company can voluntarily introduce this
participation scheme. In this scheme the worker Director will be elected by all the
workers of the company through secret ballot. The workers who gets elected as a director
is given training in the various important aspects of business. The workers director
participates in all the functions of the board. They may also review the working of the
shop and plant councils and take decisions on matters not settled by the council. It has
been observed that this scheme has failed to develop good relations based on faith, trust,
understanding and cooperation. This scheme has also not helped much in decision
making.
the employers and the problems of the employees. So that it can give better solutions
to the scheme and improve participation.
3. For effective working of the scheme there should be proper and quick implementation
of policies and decisions made by the councils and forums. Any delay may lead to
loss of interest of the employees, loss of faith, dissatisfaction and frustration. This
will only lead to the failure of the scheme.
5. There should be maximum faith and trust between the employer and the employee
and both should have faith in the scheme of workers participation, in management.
Faith and trust between employer and employee develops a bond between each other
and good relations are developed. Faith and trust improves communication which is
very essential for good industrial relations. The management and the workers should
not implement the scheme for the sake of implementation of workers participation
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they should have confidence in the scheme and should accept it in total. Participation
in the scheme should be real and the goals and targets set should not be unrealistically
high.
8. Management and workers should have a constructive attitude towards the schemes of
workers participation. They should assume that workers participation schemes as
highly valuable and powerllil tool for increasing productivity, removing differences,
educating workers and for increasing labour management co-operation.
The Royal Commission observed that the working of the works committee was very
disappointing and the same was with the working of the joint committees which were
present in the railway. The Commission found out some reasons for the poor performance
of committees and councils. The main reasons were unorganized labour unions, poor
quality of labour and poor education of workers. The management also felt that these
committees would interfere with the rights and responsibilities of the management and so
did not accepted this easily. Even the trade unions felt that these committees and councils
were working against them.
The first most important step taken in this direction was the Industrial Dispute Act 1947
which gave importance to works committee. The Industrial Policy of 1948 had suggested
that the labour should be involved in all matters related to industrial production. The First
Five Year Plan of 1951 also called for the constitution of joint committees at all levels. It
also gave importance to works committee for the settlement of differences between
workers and management on the spot for improving industrial relations.
The Second Five Year Plan had given more details of the philosophy of worker-
management relationship. It stated that in the socialist society it is important that the
workers should be made to feel that he is helping to build a progressive state. The
creation of industrial democracy is therefore important for the establishment of a socialist
society. This plan also gave importance to the formation of councils of management
consisting of representatives of the management and workers as it increases the
association of labour and management. It should be the responsibility of the management
to supply information to the employees, for them to work effectively. The council should
discuss and make suggestions for improvement in the working of the establishment.
The Industrial Policy Resolution of 1956 also gave importance to the need for workers
participation in management. It also stated the importance of joint consultation between
workers, technicians and management and expected that the public sector enterprises
should set example in this respect. The aim of the government in giving importance to
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Workers Participation was to create a socialist society where workers can share
managerial powers.
A study group on workers participation in management was also set up in 1956. The
study group consisted of members representing the government, employers and workers.
The study group examined the system of workers participation in various countries like
U.K., France, Germany, Belgium, Sweden and Yugoslavia. The study groups was in
favour of the joint management councils and gave a report in May 1957. The
recommendations were also discussed at a seminar on Labour Management Co-operation
in New Delhi in 1958 which gave a Model Agreement between management and labour
for the establishment of joint management council for three important functions. First to
fulfill its function as an advisory body. Second to receive information. Third to flilfill
administrative responsibility.
The Third Five Year Plan also gave importance to Workers Participation for the
establishment of industrial democracy.
The Fourth Five Year Plan urged the extension of workers participation to public sector
undertakings and emphasized its importance as an essential fimctional link in the
development of industrial relations.
2. The participation at the Board level should be introduced if atleast 51% of the
workers vote in favour of such participation. However any company can voluntarily
introduce this participation scheme.
3. The Worker Directors will be elected by the workers through secret ballot at the
companies premises.
4. The Workers Director must be from amongst the workers employed by the company
and not an outsider.
5. For the success of this scheme training is a must and it shall be the responsibility of
the government to organize training programmes.
6. The pressure of Workers Directors on Board would not lead to any breach in the
confidentiality of the information.
7. The committee did not favour a two-tier representation that is Supervisory Board and
the Smaller Management Board
Bihar and Orissa), and the Rashtriya Chemicals and Fertilizer Ltd., have trade union
leaders on the Boards of Directors of these undertakings.
Due to lack of proper research it is difficult to comment. In the absence of healthy labour
management relations, schemes such as the Joint Management Councils, Work Councils
and Shops Councils have failed miserably, it is futile to think of the scheme for the
representation of workers on the Board of Management of an enterprise which needs
more participation. A study of the scheme in the nationalized banks conducted by the
National Labour Institute has shown that it has not succeeded in fostering a congenial
relationship based on mutual trust, respect, understanding and co-operation.
“The workers” representatives are more concerned with the enlargement of their
amenities and facilities. Many factors that are responsible to the failure of the scheme as
under
1. Failure to imbibe the spirit of participation by the parties: One of the major
factors responsible for its failure is the inability of the parties to imbibe the spirit of
participation. The employer looks upon bipartite bodies the shop council, plant
council and joint management councils as substitute for trade unions, while
employees consider it as their rival. The attitude has generated hostility, apathy, and
at times even jealously, among them, with the result that the spirit of participation has
suffered death ab initio.
2. Ideological Differences between Employees and Employers Regarding the
Degree of Participation: There is basic difference between employees and
employers regarding the level of participation by workers. The workers’ participation
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at the Board level should be introduced gradually in stages, while the employees feel
that the scheme should be simultaneously introduced at all levels. The various
schemes have been accepted but not whole heartedly.
3. More number of Participative Forms: The existence of many joint bodies - the
works committee, joint-management council, shop council, unit council, plant
councils, canteen committee, safety committee, suggestion committee, etc..., each
with an ill defined role and fiinctions. It has many times created confLision,
duplication of efforts and resulted in a waste of time and energy. The resultant effect
has been the improper functioning of the scheme.
4. Unhappy Industrial Relations: The economic history of the country has shown that
the industrial climate has not been free from labour unrest. The government has
imposed participative schemes on industries in such a climate when, its out come has
been a total failure.
5. Weak Trade Unionism: Compared to strong trade unionism in developed countries
like the USA, UK, Germany, .Tapan etc., the trade union movement in India is
fragmented, poorly organized, riven by intense inter-union rivalry, and run by various
political philosophies. In such a state of affairs, it is fijtile to think of effective
workers’ participation in management through their own elected representatives.
6. Workers illiteracy: The workers’ representatives on various participative bodies are
by and large, illiterate. In the absence of adequate knowledge on their part of the
concept, rationale and benefit of the participative schemes, they cannot actively
participate meaningfiilly in their working. The result is that either they fail to arrive at
any decision or bank on outsiders for guidance who invariably persuade them not to
except that forum to solve their problems. This fact is reflected in workers’ inability
to accept the scheme.
7. Delays in the implementation of the decisions of participative bodies: One of the
major difficulties in the effective working of the participative scheme is that there are
tremendous delays in the implementation of the decision taken by the various
participative forums. This many times generates apathy or dissatisfaction and
frustration among the workers. This leads to their loss interest in the participative
scheme.
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5. The participation should be real. The issues related to major strategies, product
diversification, the evaluation of costs, the human resources development and the
expansion of markets should also be brought under the jurisdiction of the
participating bodies. These bodies should meet frequently and their decisions should
be strictly adhered to and implemented in time.
6. The system of participation must be complementary to the collective bargaining
process.
7. The form, coverage, extent and levels of participation should be in the interest of the
parties concerned.
8. The objective to be achieved should not be unrealistically high, vague or ambiguous
but be achievable, clear and taught to all participants.
9. The participative schemes should be evolutionary: Therefore, to begin with, each
should be introduced at the shop floor and plant levels. Till these schemes get going
and become successful the scheme of workers’ involvement at the Board level should
be avoided.
10. For the effectiveness of workers participation scheme, participation must be based on
mutual trust and confidence. Hence attempts to enforce it by law or compulsion
would defeat its basic purpose.
11. The programmes for training and education should be developed comprehensively for
this purpose, “labour education should be concerned with not the head alone, not the
heart alone, not the hands alone, but with all the three, it should make workers think,
feel and act.” Labour is to be educated for enabling them to think, clearly, rationally
and logically, to enable them to feel deeply and emotionally, and to act in a
responsible way. The management at different levels is also required to be trained and
oriented to give it a fresh thinking on the issues concerned.
12. Development of trade union on proper lines: The trade union movement should be
developed on sound lines, so that the workers may enjoy real involvement in the
different participative forums. By legislative means the proliferation of unions in
industries should be restricted.
13. As distrust and suspension, may create obstacle in the effective working of the
participative scheme, will go by the board.
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14. There must be a free flow of information between labour and management throughout
the enterprise. This will help both labour and management to work co-operatively and
constructively, in attaining the goals of the enterprise.
15. The decision taken at different participatory forums must be sincerely done in a
stipulated period of time so as to get faith in the utility of the scheme.
16. The management should design a proper system so that the effectiveness of the
schemes may be assessed periodically, and, if required, the changes may be made to
make the scheme more advantageous for all the parties.
CONCLUSION
The scheme of workers’ participation in management although has not indicated proper
results, it should be made to work at least in increasing the production and productivity of
labour by giving the workers a warm feeling that the worker is an integral and important
part of the organisation and so creating a climate in which he may get proper
opportunities to show his value in contributing his share to the production targets. Joint
consultation should form a part of labour management decisions on important issues
affecting production as well as the very working lives of the employees. Management
should develop a constructive attitude and should regard trade unions not as an obstacle
to be overcome but as very valuable and powerflil instrument which, if properly handled,
it increase the production and productivity. Both employers and unions should
continuously make the experiment in proper spirit. The government should take
responsibility for the provision of a satisfactorily workers’ education programme so that
they can be equipped properly for their tasks. The scheme has bright prospects.
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