2024__4th Semester: Paper —I: INDUSTRIAL SOCIAL WORK ASSIGNMENT - 2

1. Explain the benefits under Employees state Insurance act, 1948.

Benefits
(1) Subject to the provisions of this Act, the insured persons, their dependants or the persons
hereinafter mentioned, as the case may be, shall be entitled to the following benefits, namely :
1 Sickness benefit
The qualification of a person to claim sickness benefit, the conditions subject to which
such benefit may be given, the rate and period thereof shall be such as may be prescribed
by the Central Government.
2 Maternity Benefit
The qualification of an insured woman to claim maternity benefit, the conditions subject
to which such benefit may be given, the rates and period thereof shall be such as may be
prescribed by the Central Government.
3 Disablement benefit.
Subject to the provisions of this Act 4
(a) a person who sustains temporary disablement for not less than three days excluding
the day of accident shall be entitled to periodical payment at such rates and for such
periods and subject to such conditions as may be prescribed by the Central
Government;
(b) a person who sustains permanent disablement, whether total or partial, shall be
entitled to periodical payment 6 at such rates and for such periods and subject to such
conditions as may be prescribed by the Central Government. Presumption as to accident
arising in course of employment.
4 Dependants’ benefit
(1) If an insured person dies as a result of an employment injury sustained as an
employee under this Act whether or not he was in receipt of any periodical
payment for temporary disablement in respect of the injury dependants’ benefit
shall be payable at such rates and for such periods and subject to such conditions as
may be prescribed by the Central Government to his dependants specified in subclause (i), sub-clause (i-a) and
subclause (ii) of clause (6-A) of section 2.
(2) In case the insured person dies without leaving behind him the dependants as
aforesaid, the dependants’ benefit shall be paid to the other dependants of the
deceased at such rates and for such periods and subject to such conditions as may
be prescribed by the Central Government
5 Occupational disease
(1) If an employee employed in any establishment specified in Part A of the Third
Schedule contracts any disease specified therein as an occupational disease peculiar
to that employment, or if an employee employed in the employment specified in
Part B of that Schedule for a continuous period of not less than six months
contracts any disease specified therein as an occupational disease peculiar to that
employment or if an employee employed in any employment specified in Part C of
that Schedule for such continuous period as the Corporation may specify in respect
of each such employment, contracts any disease specified therein as an
occupational disease peculiar to that employment, the contracting of the disease
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shall, unless the contrary is proved, be deemed to be an “ employment injury ”

arising out of and in the course of employment.
6 Medical Benefit.
(1) An insured person or where such medical benefit is extended to his family a member
of his family whose condition requires medical treatment and attendance shall be
entitled to receive medical benefit.
(2) Such medical benefit may be given either in the form of out-patient treatment and
attendance in a hospital or dispensary, clinic or other institution or by visits to the
home of the insured person or treatment as in-patient in a hospital or other institution.
(3) A person shall be entitled to medical benefit during any period for which
contributions are payable in respect of him or in which he is qualified to claim
sickness benefit or maternity benefit or is in receipt of such disablement benefit as
does not disentitle him to medical benefit under the regulations:
Provided that a person in respect of whom contribution ceases to be payable
under this Act may be allowed medical benefit for such period and of such nature as
may be provided under the regulations:
Provided further that an insured person who ceases to be in insurable
employment on account of permanent disablement shall continue, subject to payment
of contribution and such other conditions as may be prescribed by the Central
Government, to receive medical benefit till the date on which he would have vacated
the employment on attaining the age of superannuation had he not sustained such
permanent disablement.

2. Define labour welfare, discuss the principles of labour welfare.

Social welfare
"Social Welfare is the organised system of social services and institutions designed to
aid individuals and groups to attain satisfying standard of life and health and personal and
social relationships which permit them to develop their full capacity and to promote their well
being in harmony with the needs of their families and the community" (Friedlander). In a
broad sense it is well being of larger member of people in the society including their physical,
mental emotional, spiritual and economic needs.
Principles of Labour Welfare
The success of welfare administration of the organisation depends on the extent to which certain basic principles
are observed. Here an attempt is made to discuss certain principles of welfare work, which must be kept in mind
and properly followed for successful implementation of welfare programmes.
14.8.1 Principle of Social Responsibility
According to the principle of social responsibility, the orgaisation has social obligation to
provide welfare facilities to its employees. The constitution of India particularly, the
Directive Principles of State Policy emphasises the social responsibility of the industry
towards labour welfare by directing the state policy towards enactment of suitable legislation
for the welfare of workers.
14.8.2 Principle of Adequacy of Wages
According to this principle, welfare work is not a substitute for wages. Wages should
be paid as per the policy and procedures and the trade Unions have the right to demand

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adequate wages., The workers should be paid reasonable and fair wages which consumerate
their qualifications, service and the efforts they putin.Welfare programmes should be
desinged and implemented keeping in view the welfare of workers and their familymembers
but not on the basis of wages.What the workers get apart from this, there should not be any
wage reduction simply on the ground that more welfare activites are undertaken by the
organisations.
14.8.3. Principle of Efficiency
According to this principle, welfare work is a means of securing, preserving and
increasing the effiency of workers. Efficiency results in increased production and the
productivity which ultimately benefits the organisation, the workers and the society. Hence
the organisation has to provide welfare facilities to the workers to secure, preserve and
increase the efficiency of the workers. While designing and administrating the welfare
programmes at the organisationsl level this particular principle also must be kept in mind.
14.8.4. Principle of Represonalisation
According to the principle of re-presonalisation, the aim of the labour welfare should
be counteracting the baneful effects of industrial system. Therefore, it is necessary to plan
and administrate labour welfare programmes both inside and outside the factory which are
helpful to the workers in repersonalisation.
14.8.5. Principle of Totality of Welfare
Labour welfare is a total concept. It is a desirable state of existence comprehending
physical, mental, moral and emotional well being to the employees, Therefore, labour welfare
programmes must aim at total well being of the employees. According to this, while plannig
and implementing the welfare programmes at the plant level, total concept of the employee
welfare must be taken into consideration.
14.8.6. Principle of Totality of Employees
Employees are spread in the organisation at different levels, One can see a human
hierarchy in the organisation right from shop floor wokers to chief executive. According to
the principle of totality of employees, the labour welfare activities should pervade the entire
hierarchy of the organisation. The planning and administration of welfare programmes and
services must accommodate all employees of the organisation.
14.8.7. Principle of Social Concept of Welfare
According to the Principles of social concept of labour welfare, in planning and
implementing labour welfare programmes and services, the idividual alone should not be
taken into consideration. A man is a member of his family and a family is related to other
families and to a community. As such the welfare of the employees not only depends upon
welfare work undertaken for the individual alone. but also upon the welfare of his family and
community. Hence besides the employee, his family and his neighborhood also must be taken
into consideration in organising the welfare work.
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14.8.8. Principle of Timeliness
According to the principle of timeliness, when a need is felt for a particular type of
welfare work, then that should be done. The timeliness of any welfare work helps its success,
Discovering what kind of help is required to the workers and providing this help are
necessary in planning and implementing labour welfare progremmes.
14.8.9. Principle of Authority
Authoritymeans a legitimate right to do or assigning some one else to do the work. It
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implies delegation of authority.According to the principle of authority, in the structure of

welfare administration the officers concerned should have legitimate right to do welfare work
and to delegate their authority in the welfare filed to the persons and committees connencted
to labour welfare. There should be adequate resources made available for the authorised
people of welfare
14.8.10. Principle of Responsibility
Responsiblity is one’s obligation to do the particular work. According to this principle, the welfare
administration at plant level should make certain officers responsible for certain welfare programmes. For
instance one of the welfare officermay be given the responsibility of running industrial canteen. Responsibility
succeeds when it is combined with authority and resources. Further when responsibility is shared by different
groups labour welfar work becomes simple and easier. Therefore various committees such as canteen committee
etc, are constituted with the groups of workers representative and management representatives and the related
authority and responsibilities are given to them.
14.8.11. Principle of Accountability
Accountability refers to one’s answerability for his performance relating to his assigned work. According to this
principles, in the administration of welfare activities, certain persons or groups must be made answerable to the
management on their work. The persons or groups who are given authority and responsiblity of certain welfare
programmes are answerable to the higher authority of the organisation.
14.8.12. Principle of Participation
According to this principle employees should have a say in planning and administering of welfare activities.
Work with the individual is the motto of this principle. Welfare work aimed at the time work workers and if it is
for the workers or in other words to ensure the success of welfare programmes, they are to be designed and
administered in consultation, collaboration and association of the workers,. This implies that woerks thourgh
their representatives should be informed and taken into confidence at various stages regarding the welfare
programmes and their implementaiton. The basic aim of constituting joing committee such as housing committee
canteen managing committee, workers to participate in planning and adminstering of welfare programmes and
services.
14.8.13. Principles of Coordination
As you know labour welfare is a total concept and social concept. Keeping this view in the mind management
has to plan various welfare, programmes and implement them. Welfare work should not be a piecemeal one.
Theremust be proper coordinatiuon among various welfare activities and theymust be integrated with one and
another keeping inmind the total concept and social concept of welfare. The highest authority of the plant must
make suitable arragements in the structure of labour welfare administration to coordinate all the welfare
programmes and services. Generally the head of the welfare personnel department is entrusted with the
responsiblity of coordination and integration of welfare work.
14.8.14. Principle of Self-Help
According to the principle of selfhelp the welfare programmes and services of an organization must aimat
helping the employees to help themselves in the long run. Taking into conisderation of this principle certain
werlfare programmes may be provided to the employees by themselves. The organisation and implementation of
these welfare programmes shall be the responsibility of employees themselves this principle enables the workers
to become more responsible and more efficient.
14.8.15. Principle of Evaluation and Assessment
According to this principle, it is necessary to perodically look back and evaluate the welfare measures in terms of
their utilisation and satisfaction levels of employees. This evaluation and assessment gives the required feedback
about the welfare work to the management. Based on this feedback, the welfare programmes and services may be
altered or deleted or added to suit the requirements of the target group i.e., the workers and their family members
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3. Explain the statutory labour welfare programmes.

Labour welfare programmes can be classified as:
• Statutory welfare measures include which are undertaken to implement the specific laws. For instance,
according to Factories Act, 1948, canteen should be provided by the occupier of the factory if it employed
250 or more number of workers. The provision of canteen in a factory comes under this category.
• Non-statutory welfare measures include all those activities which are undertaken for the welfare of
workers on voluntary basis without any statutory compulsion.

Statutory Labour Welfare Programmes:

Factories Act 1948, Plantation Labour Act 1951, Mines Act 1952, Motor/Transport workers Act etc., include
certain provisions for the welfare of the workers. The following are the statutory welfare facilities under the
factories Act, 1948.
1) Washing Facilities: The management has to provide washing facilities for the workers. Separate facility must
be provided for the male and female workers. Such facilities must be situated in the easily accessible places.
2) Facilities for storing and drying of clothes: Under the Factories Act, Section - 416, the occupier of the
factory must provide facility for storing of cloths not worn during working hours. Facilities for drying cloth are
also to be provided.
3) Facilities for sitting: Section 44 of the Factories Act Stipulates that where the workers have a chance for
sitting while doing, they must be provided sitting facilities. For the workers whose work requires to stand, sitting
facilities must be provided to the workers to sit during the intervals.
4) First Aid Appliances: Section -45 of the factories Act stipulates that in every factory first aid boxes must be
provided for the workers. The first aid box must consist of prescribed contents. These boxes shall be under the in
charge of a trained person in first aid. Ambulance Room with qualified medical personnel must be provided if
there are 500 or more workers.
5) Canteen (Section - 46): The occupier of the factory has to provide canteen, where in more than 250 workers
are employed. The State Government may make rules regarding canteen constructions, constitution of canteen
committee and the items of expenditure in running of the canteen.
6) Shelters, Rest Rooms and Lunch Rooms (Section - 47): In every factory where 150 workers are employed
adequate and suitable rest shelters or rest rooms and lunch rooms with provision of drinking water shall be
provided. They shall be sufficiently lighted and ventilated and be maintained in clean condition.
7) Creche (Section - 48): In every factory where in 160 women workers are employed they shall be provided
and maintained creche for use of children under the age of 6 years of such women. The creche shall be
adequately lighted and ventilated and maintained in a clean and sanitary condition and shall be under the charge
of women trained in child care.
8) Welfare Officer: (Section - 49): In every factory where in 500 or more workers are employed the
management shall appoint a welfare officer. The State government makes rules regarding qualifications, duties
and employment conditions of the welfare officer. The above are the statutory welfare provisions under the
factories Act 1948. Besides the above, educational facilities for children, housing facilities and recreational
facilities are statutory welfare provisions under the Plantation Labour Act, 1951. However these facilities are
non- statutory facilities in factories and mines.

4. Define the term industrial relations, discuss its scope and Dunlop’s approach to
Industrial relations.
Concept of Industrial Relations:

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• To understand the objectives and key aspects of Industrial Relations

• To Know the scope of Industrial Relations
• To Learn the Forms of Industrial Relations
• To Study the Determinants of Industrial Relations
• To Identify the Perspectives of Industrial Relations
Let us examine the concept of industrial relations with the help of some definitions so as to understand better the
dimensions of the subjects.
In a work setting, those who offer their services are workers and those who utilize these are the employers.
Between them, there are interpersonal or individual relationships, and also the relations between the two groups.
Their economic interest primarily brings workers to work for wages, and the employers hire their services as a
factor contributing to production. Industrial relations in any work situation go beyond these economic aspects
and involve several elements of human relationships in which one individual interacts and adjusts with the other,
and one group understands and cooperates with the other. It is equally likely that the relationship may give rise to
friction and conflict of interests.

Scope and Approaches:

Given these overall goals and objectives, it is not surprising that the field is engaged in a
number of policy and operations-oriented activities. Some of this focus on the relationships
between the employer and individual employees, while others deal with management and other
organized labour groups. Still another area to which industrial relations activities contribute
significantly is that of overall industrial goals such as productivity, labour peace and industrial
democracy. Now, let us draw our attention to some of these:
18.3.1 Employer to Individual Employee Relationships
This relates to the focus areas of management in relation to policies and practices that
ultimately affect the productivity and well-being of their employees as individuals. With a view
to optimizing the interests of theemployer and those of employees, these comprise fields such as:
1. Wages and salary administration
2. Career prospects inclusive of planning and promotion
3. Retirement benefits and medical benefits
4. Discipline and redress of grievances
5. Training and Development
6. Counselling
7. Workers’ compensation, connected and related issues such as insurance
18.3.2 Labour Management Relations
Distinct from Employer-Employee relations in this area, which relates to relations
between the employer as a management body and its workers as a recognized group or set of
groups, Labour Management Relations covers rights, protocols and practices, often regulated by
a legal structure, related to –
1. Management (with concepts like ‘management rights’)
2. Formation and recognition of unions which represent the interests of the employees
3. Collective agreements
4. The settling of industrial disputes
Through these bodies, management and labour negotiate and enforce the establishment of

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welfare measures and benefit schemes. Another focus of labour-management relations is health
and safety regulations and programmes at work.
18.3.3 Industrial Peace and Productivity
One of the most important aspects of IR is to maintain industrial peace and, thereby,
increase productivity. It depends on the quality of the union management relations at workplaces.
In fact, proactive labour administrations of some countries have changed their focus from being a
law enforcer to a facilitator to maintain industrial peace. Rather than resolving strikes by union,
good IR means averting strikes through proactive interaction. Productivity is another important
area in which IR becomes significant. In the highly competitive area of global business,
maintaining high productivity is important for the survival of organizations. A few other areas of
focus for Industrial Relations are:
1. Upgrading technology and production methods
2. Securing employee commitment and cooperation in improving productivity
3. Minimizing ‘man days lost’ per year
4. The restraining and redevelopment of surplus labour
18.3.4 Industrial Democracy
The nature of the relationship between employees and management in the organization’s
decision-making process is central to the character and conduct of the industrial relations system
at the organizational level. Industrial democracy is also known as worker’s control (Salamon,
18998, p. 353). According to Salamon, this is a socio-political concept to philosophy of
industrial organization, which focuses on the introduction of democratic procedures to
restructure the industrial power and authority relationship within organizations. He further argues
that thereby it creates a system which involves‘ determination by the whole labour force of the
nature, methods and indeed purpose of production’. Salamon elaborates that the central objective
of industrial democracy is the establishment of employee self-management within an
organization, whose ownership is vested in either the employees or the state and whose
managerial function is exercise ultimately through a group, elected by the employees themselves.
This group has the authority over all decisions of the organization, including the allocation of
‘profits’ between extra wages and reinvestment.
18.3.5 Liaison Functions
In addition to the above, the IR function has also a liaison role within it. Those who are
responsible for the IR function in an organization have to play a key and central role in the
formulation of the industrial relations policy of the organization. This is at a conceptual and
policy level but there are other activities which take IR personnel out of the organization in the
likes of liaison with Government and Local Government authorities such as labour
officers/inspectors etc. participation in judicial and semi-judicial disputes settlements,
participation in labour conferences and so on.

5. What is collective bargaining? Explain its importance in industrial.

Collective bargaining is specifically an industrial relations mechanism or tool, and is
an aspect of negotiation, applicable to the employment relationship. In collective bargaining
the union always has a collective interest since the negotiations are for the benefit of several
employees. Where collective bargaining is not for one employer but for several, collective
interests become a feature for both parties to the bargaining process. In negotiations in non-employment
situations, collective interests are less, or non-existent, except when states

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negotiate with each other. Further, in labour relations, negotiations involve the public interest
such as where negotiations are on wages which can impact on prices. This is implicitly
recognized when a party or the parties seek the support of the public, especially where
negotiations have failed and work disruptions follow. Governments intervene when necessary
in collective bargaining because the negotiations are of interest to those beyond the parties
themselves.
Collective bargaining is a process of negotiations between employers and a group of employees aimed at
reaching agreements that regulate working conditions. The interests of the employees are commonly presented
by representatives of a trade union to which the employees belong. The collective agreements reached by these
negotiations usually set out wage scales, working hours, training, health and safety, overtime, grievance
mechanisms, and rights to participate in workplace or company affairs.
For Successful Collective Bargaining
• Pluralism and the Freedom of Association: A pluralistic outlook involves the
acceptance within a political system of pressure groups (e.g. religious groups, unions,
business associations, political parties) with specific interests with which a government
has dialogue, with a view to effecting compromises by making concessions. Pluralism
implies a process of bargaining between these groups, and between one and more of them
on the one hand and the government on the other. It therefore recognises these groups as
the checks and balances, which guarantee democracy. It is natural that in labour relations
in a pluralist society, collective bargaining is recognised as a fundamental tool through
which stability is maintained, while the freedom of association is the sine qua non
because without the right of association the interest groups in a society would be unable
to function effectively. There can, therefore, be no meaningful collective bargaining
without the freedom of association accorded to both employers and workers.
• Trade Union Recognition: The existence of the freedom of association does not
necessarily mean that there would automatically be recognition of unions for bargaining
purposes. Especially in systems where there is a multiplicity of trade unions, there should
be some pre-determined objective criteria operative within the industrial relations system
to decide when and how a union should be recognised for collective bargaining purposes.
The accepted principle is to recognise the most representative union, but what criteria is
used to decide it and by whom may differ from system to system. In some systems the
issue would be determined by requiring the union to have not less than a stipulated
percentage of the workers in the enterprise or category in its membership. The
representativeness may be decided by a referendum in the workplace or by an outside
certifying authority (such as a labour department or an independent statutory body). There
could be a condition that once certified as the bargaining agent, there cannot be a change
of agent for a prescribed period (e.g. one or two years) in order to ensure the stability of
the process.
• Observance of Agreements: Especially in developing countries where there is a
multiplicity of unions, unions are sometimes unable to secure observance of agreements
by their members. Where a labour law system provides for sanctions for breaches of
agreements, the labour administration authorities may be reluctant to impose sanctions on
workers. Where there is frequent non-observance of agreements or understandings
reached through the collective bargaining process, the party not in default would lose
faith in the process.

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• Support of Labour Administration Authorities: Support by the labour administration

authorities is necessary for successful collective bargaining. This implies that they will:
provide the necessary climate for it. For instance, they should provide effective
conciliation services in the event of a breakdown in the process, and even provide the
necessary legal framework for it to operate in where necessary, e.g. provision for the
registration of agreements. Will not support a party in breach of agreements concluded
consequent to collective bargaining. As far as is practicable, secure observance of
collective bargaining agreements. Provide methods for the settlement of disputes arising
out of collective bargaining if the parties themselves have not so provided.
• Good Faith: Collective bargaining is workable only if the parties bargain in good faith. If
not, there will be only the process of bargaining without a result viz. an agreement. Good
faith is more likely where certain attitudes are shared among employers, workers and their
organizations e.g. a belief and faith in the value of compromise through dialogue, in the
process of collective bargaining, and in the productive nature of the relationship
collective bargaining requires and develops. Strong organizations of workers and
employers contribute to bargaining in good faith, because there would be some parity in
the bargaining strength of the two parties.
• Proper Internal Communication: Both the management and union should keep their
managers and members respectively well informed, as a lack of proper communication
and information can lead to misunderstandings and even to strikes. Sometimes managers
and supervisors who are ill-informed may inadvertently mislead workers who work under
them about the current state of negotiations, the management’s objectives and so on. In
fact, it is necessary to involve managers in deciding on objectives and solutions, and such
participation is likely to ensure greater acceptance - and therefore better implementation -
by them.Strikes/ lockouts: Strikes and lockouts should be resorted to as last measure.
Before taking any decision, both the union and management should conduct periodic
discussions to avoid strikes and lockouts.

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