A PROJECT REPORT ON A STUDY ON INDUSTRIAL RELATION SYSTEM AT CENTRAL COALFIELDS LIMITED

(A SUBSIDIARY OF COAL INDIA LIMITED)

A ProjectSubmitted in partial fulfilment of the requirements

For the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

By

PRIYA GUPTA (MBA/40002/12)

RADHA KRISHNA (MBA/40010/12)

ARCHANA KUMARI (MBA/40062/12)

DEPARTMENT OF MANAGEMENTBIRLA INSTITUTE OF TECHNOLOGY,

MESRA, RANCHI – 835215(LALPUR EXTENSION CENTRE, RANCHI)

2014

DECLARATION CERTIFICATE

This is to certify that the work presented in the project entitled “A Study on Industrial Relation System at Central Coalfields Limited” in partial

fulfillment of the requirement for the award of Degree of Masters of Business Administration of Birla Institute of Technology Mesra, Lalpur

Extension Centre, Ranchi is an authentic work carried out under my

supervision and guidance.

To the best of my knowledge, the content of this project does not

form a basis for the award of any previous Degree to anyone else.

Date (Dr. PRANAV KUMAR)

Department of Management

Birla Institute of Technology,

Lalpur Extension Centre

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CERTIFICATE OF APPROVAL

The foregoing project entitled “A Study on Industrial Relation System at Central Coalfields Limited” is hereby approved as a creditable study of

research topic and has been presented in satisfactory manner to warrant its

acceptance as prerequisite to the degree for which it has been submitted.

It is understood that by this approval, the undersigned do not necessarily

endorse any conclusion drawn or opinion expressed therein, but approve

the project for the purpose for which it is submitted.

(Internal Examiner) (External Examiner)

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ACKNOWLEDGEMENT

The satisfaction and Euphoria that accompany the successful completion of

the work would be incomplete unless we mention the people, as an

expression of gratitude, who made it possible and whose constant

guidance and encouragement served as a beacon of light and crowned our

efforts with success. This report would have been impossible but for the

support and guidance that we received from various people at different

stages of the project.

Our sincere thanks to our Guide Dr. PRANAV KUMAR for his excellent

guidance, encouragement and patience has made possible the successful

completion of this project.

Last but not the least we extend our sincere thanks to the entire team for

providing us their time and active co-operation and all who have helped us

directly or indirectly in this project.

PRIYA GUPTA MBA/40002/12

RADHA KRISHNA MBA/40010/12

ARCHANA KUMARI MBA/40062/12

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CONTENTS

Sr. NO. TOPIC PAGE NO.

1. CHAPTER 1. INTRODUCTION1.1 PROBLEM OF STUDY 71.2 OBJECTIVE OF STUDY 71.3 SCOPE AND SIGNIFICANCE 7

2. CHAPTER 2. INDUSTRIAL RELATIONS2.1 AN OVERVIEW 8 DEFINITION 8 FEATURES OF IR 9 PARTIES OF IR 10 CHARACTERISTICS OF IR 11 OBJECTIVES OF IR 112.2TRENDS IN IR 11-12AREAS OF IR 132.3LAWS AND REGULATIONS RELATED TO IR 14

3. CHAPTER 3.INDUSTRIAL RELATIONS AT CCL3.1 INDUSTRY PROFILE 15-263.2 COMPANY PROFILE 27-283.3 IR SYSTEM AT CCL 29-323.4 TRADE UNION AT CCL 32-353.5 UNION MANAGEMENT RELATIONSHIP 35-373.6 LOSSES DUE TO STRIKE FOR THE YEAR 2009-10 AND 2011-12

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4. CHAPTER4. RESEARCH METHODOLOGY 395. CHAPTER5. RESULTS AND DISCUSSION

5.1 ANALYSIS 40-625.2FINDINGS 63SUGGESTIONS 64

6.7.

ANNEXUREBIBLIOGRAPHY

65-6869

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CHAPTER 1

1.1 PROBLEM OF STUDY

To understand the working environment at CCL and deterioration level at CCL with respect to trade unions and management

1.2 OBJECTIVE OF STUDY

To study and analyze the relationship between employer and employee

To study and analyze the relation between the employee and employee.

To study and analyze the relation between union and employer.

1.3 SCOPE AND SIGNIFICANCE

It extends to the whole of India.

It is significant in the following ways:

- Its strengths the relation between the employer and employee.- Union and management and also to enhance the co-operation and mutual

understanding between the employees and employers working in the organization which in turn helps to increase the productivity of the organization in an efficient and effective manner.

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CHAPTER 2

INDUSTRIAL RELATIONS

2.1 An Overview

Definition

Industrial Relations is the process by which the people and their organization interact at the work place to establish the terms and condition of employment. Industrial Relation is concerned with the relationship between management and workers and the role of regulatory mechanism in resolving any industrial disputes.

The term Industrial Relation explains the relationship between employees and the management which stem directly or indirectly from union-employer relationship.

According to Alistair McMillan, interaction between the employer, employees, and the government; and the institution and associations through which such interaction are mediated. Government has a direct involvement in industrial relations, through its role as an employer; one that is particularly prominent in states where there are high level nationalization. Indirectly, government has a major role through the regulation of the economy and the relationship between employers and trade unions.

Prof. Dale Yoder defines IR as the whole field of relation that exists because of the necessary collaboration of men and women in the employment process in industry. It is the relations of all associated in productive work including industry, agriculture, mining, commerce, finance, transport, and other activities.

According to Lester, Industrial Relation attempts to arrive at solutions between the conflicting objectives and values, between profit motive and social gain, between discipline and freedom; between authority and general well being of society, industrial democracy, between bargaining and co-operation and between the conflicting interest of the individual, the group and the community.

The scope of Industrial Relation is quite vast. The main issues involved in IR include the following:

Collective Bargaining Machinery for settlement of industrial dispute Standing orders Workers participation in management Unfair labour practices

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FEATURES OF INDUSTRIAL RELATION

IR do not emerge in vacuum, they are born out of ‘employment relationship’ in an industrial setting. Without the existence of the two parties i.e. labour and management, this relationship cannot exist.

IR is characterized by both conflict and co-operation. So the focus of IR is on the study of the attitude, relationships, practices and procedures developed by the contending parties to resolve or at least minimize conflict.

IR also includes vital environment issues like technology of the work place, country’s socio economic and political environment, nation’s labour policy, attitude of Trade Unions, workers and employers and impact of the new wave of global market, global supply, demand and economy.

IR also involves the study of conditions conductive to the labour, management cooperation as well as the practices and procedures required to elicit the desired cooperation from both parties.

IR also focuses on the maintenance of industrial peace and avoidance of industrial strife.

IR helps in developing of industrial democracy, which means the labour should have the right to be associated with the management of an industry.

IR makes an in-depth analysis of the interference patterns of the executives and judiciary in the regulation of labour management relations.

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PARTIES OF IR

CHARACTERISTICS OF IR

The implementation of HRM policies results in HR. There are four important parties namely: employees, employer, trade unions and

government. As the labor and management do not operate in isolation but are parts of large

systems, so industrial relation also includes vital environment issues like technology of the workplace, country’s socio-economic condition, political environment, and nation’s labor policy, attitude of trade unions, workers and employers.

Industrial Relation is governed by the system of rules and regulations concerning work, workplace and working community.

Industrial Relations are the relations mainly between employees and employers. Industrial relation emphasizes on accommodating interest, values needs of the same.

Trade Union is another important institution in the industrial relation. Trade Union influence and shape the Industrial Relation through collective bargaining.

The main purpose is to maintain harmonious relation between employers and employees by solving their problem through grievance handling procedure and collective bargaining.

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OBJECTIVES OF IR

To safeguard the interest of workmen and management by securing the highest level of mutual understanding and goodwill among all those section in the industry which participates in the process of production.

To avoid industrial conflict and develop harmonious relations, which are an essential factor in the productivity of workers.

To raise productivity to higher level in an era of full employment by lessening the tendency of high turn-over and frequent absenteeism.

To eliminate as far as possible strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions.

To establish government control over plants and units that are running at a loss or in which production has to be regulated in the public interest.

Improvement in the economic condition of the workers in the existing state of industrial management and political government.

Vesting of a proprietary interest of the workers in the industries in which they are employed.

Besides maintenance of employer employee relationship, maintenance of relation between labour unions and management, IR also involves various group of employees and also the relationship between the industry and society (government, local bodies, other institutions and the public).

Successful IR may mean promotion and development of:

Healthy labour-management relations Industrial peace (by avoiding conflicts) Industrial democracy

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2.2 TRENDS IN INDUSTRIAL RELATIONDeterioration in working conditions, because of greater development of industrial units; unduly low wages and consequent dissatisfaction of the working class; growing indiscipline among the workers; strained relations between workmen and management in India gave birth to TRADE UNIONISM during early 1850’s. The trade unionism in India developed quite slowly as compared to the western nations. Indian trade union can be divided into three phase.

The First Phase(1850-1900):

In this phase, the inception of trade unions took place. The working and living condition of the workmen were poor and their working hours were long. Capitalist were only interested in their productivity and profitability. In addition, the wages were also low and general economic conditions were poor in industries. In order to regulate the working hours and other service conditions. The Indian Factories Act was enacted in 1881. As a result, employment of child labour was prohibited.

The growth rate of trade union movement was slow in this phase and later on the Indian Factory Act of 1881 was amended in 1891. Many strikes took place in the two decades following 1880 in all industrial cities. These strikes taught workers to understand the power of united action even though there was no union in real terms. Small associations like Bombay Mill-Hands Association came up by this time.

The Second Phase :

This phase was characterized by the development of organized trade unions and political movement of the working class. Between 1918 to 1923, many trade unions came into existence in the country. At Ahmadabad, under guidance of Mahatma Gandhi, occupational unions like spinners’ unions and weavers’ unions were formed. These unions federated into industrial unions known as Textile Labour Association in 1920. In 1920, the first National Trade Union Organization (The All India Trade Union Congress) was established. In 1926, Trade Union Law came up with the effort of Mr.N.N.Joshi that became effective from 1927. During 1928, All India Trade Union Federation (AITUF) was formed.

The Third Phase :

The third phase began with the emergence of independent India in 1947. The beginning of industrial relation dynamics can be traced back to the inception of the Indian Labour Conference as far as 1942 by Dr.B.R.Ambedkar, when the policy of bringing together

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three parties namely, government, management and workmen on a common platform as consultative tripartite forum for all matter of labour policy and industrial relations was accepted.

The partition of the country affected the trade union movement particularly in Bengal and Punjab. By 1949, four central trade union organizations were functioning in the country:

The All India Trade Union Congress The Indian National Trade Union Congress The Hind Mazdoor Sangh The United Trade Union Congress

The working class movement was politicized along the lines of political parties. The Indian National Trade Union is the trade arm of Congress party. The AITUC is the trade union arm of the communist party of India. Besides workers, white collar employees, supervisors and managers are also organized by the trade unions.

AREAS OF INDUSTRIAL RELATION

IR covers the following areas:

i. Industrial dispute : According to the Industrial Dispute Act, 1947 section (k), “Industrial Dispute means any disputes or difference between the employers and employers, or between employers and workmen or between workmen and workmen, which is connected with the employment or non employment or terms of employment or with the condition of labour or any person”.

ii. Collective bargaining : Collective bargaining refers to process by which employers on one hand and representatives of the employees on the other hand attempt to arrive at agreements covering the conditions under which employees will contribute and be compensated for their services.

iii. Role of management, union and government: They play a vital role in achieving the common objectives and focus on production and productivity. Generally a meeting is conducted between union- management i.e. Joint Bipartite Committee for the coal industry. In the meeting Union Representatives and Management Representatives of CIL(Coal India Ltd.) are there to discuss the National Wage Agreement in the interval of five years.

iv. Grievance handling : Grievance means any real or imaginary feeling of dissatisfaction or injustice in connection with ones employment situation that is brought to attention of the management. Grievance generally arise from day to day working relation in an undertaking, usually a worker or trade union protest

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against an act or omission of management that is considered to violate worker’s right.

v. Employee discipline : Discipline is a force that prompts individual or groups to observe the rules, regulations and procedure which are needed to be necessary for the effective functioning of the organization. Causes of indiscipline includes following:

a) Non-placement of the right person on the right job which is suitable for his qualifications, experience and training.b) Lack of properly drawn rules and regulations or the existence of rules and regulations which are not practically implemented.c) Bad working conditiond) Discrimination based on caste, creed, color, sex, language and place in matter of selection , promotion, transfer, placement and discrimination in imposing penalties and handling out rewards.e) Lack of proper communication from bottom level of hierarchy to top management as a result of which thoughts, feelings and issues of employees cannot be conveyed to top management.

vi. Laws and legislation related to IR : a) The Factories Act, 1948b) Trade Unions Act, 1926c) The Industrial Employment Act, 1946d) The Payment of Wage Act, 1936e) The Minimum Wage Act, 1948f) The Payment of Bonus Act, 1965g) The Mines Act, 1952h) Worker’s Compensation Act, 1923

vii. Workers participation in management : The concept of workers participation I management crystallizes the concept of industrial democracy and indicates an attempt on the part of the employer to build his employees into a team which work towards the realization of common objectives. In fine it can be said that the workers participation as a system of communication and consultation either formal or informal by which employees of an organization are kept informed about the affairs of the undertaking and through which they express their opinion and contribute to management decision.

CHAPTER 313

INDUSTRIAL RELATIONS AT CCL

3.1 INDUSTRY PROFILE

Coal – Primary Source of Energy

COAL is one of the prime fuels in India. Coal constitutes 81% of the total generation and will continue to be crucial to the Country’s future power needs. India now rank 3 rd

amongst the coal producing countries in the world. China is the largest producer of Coal with 3520 Million Tonne (49.5% of the total worldwide production in 2011), followed by United States 992.8 MT (14.4% of the worldwide production in 2011).

Coal being the most abundant fossil fuel in India till date, it continues as one of the most important source for meeting the domestic energy needs and will continue to be the mainstay of its future energy supply. It provides most vital input for accelerating the growth of Indian economy. 52.4% of India’s total Energy needs are met by Coal, whereas 41.6% of energy requirement is met by Oil & Natural Gas.

The indigenous all India Coal production assessed in the terminal year of XIIth Plan is projected to be 712 Mt. by working group of XIIth plan, in the terminal year of XIIth plan. The projection of coal production from CIL during the terminal year of XIIth plan of 615 Mt, as per XIIth plan documents.

Central Coalfields Limited

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Overview

Central Coalfields Limited is a Mini-Ratna Company since October 2007. It is one of the eight subsidiaries of CIL (Coal India Limited) operating in India. The basic function of CCL is the production and dispatch of coal. Its headquarter lies in Ranchi, Jharkhand. It is a Private Limited Company which has its 100% shares with CIL

The total electricity production capacity of India is 1,60,000 MW out of which 70% of electricity is generated using coal. The coal production by CIL accounts for approx 86% of total coal production in India.

The major states having vast coal deposits are Jharkhand, Odisha, Chattisgarh and some areas of Maharashtra. During 2009-10, coal production of the company reached its highest-ever figure of 47.08 million tonnes, with net worth amounting to Rs 2644 crore against a paid-up capital of Rs. 940 crore.

Recently CCL has

Number of Mines 58 Operative Mines(21 Underground & 37 Opencast mines)

Washeries

7 Washeries4 Coaking Coal Washeries (Kathara, Rajrappa, Kedla & Sawang)- throughput capacity of 9.35 MTPA3 Non-Coking Coal Washeries (Piparwar, Kargali & Gidi) - throughput capacity of 11.72 MTPA

Repair/Workshops

1 Central Workshop (ISO 9001) at Barkakana5 Regional Repair/Workshops (3 w/s are ISO 9001) at Jarandih, Tapin North, Dakra, Giridih & Bhurkunda

Operating Coalfields 

6 Coalfields(East Bokaro, West Bokaro, North Karanpura, Ramgarh & Giridih)

History

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Formed on 1st November 1975, CCL (formerly National Coal Development Corporation Ltd) was one of the five subsidiaries of Coal India Ltd. National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as Government-owned Company in pursuance of the Industrial Policy Resolutions of 1948 and 1956 of the Government of India. It was started with a nucleus of 11 old state collieries (owned by the Railways) having a total annual production of 2.9 million tonnes of coal. 

Central Coalfields Limited –

The Historical marchCentral Coalfields Limited is a Category-I Mini-Ratna Company since October 2007. During 2009-10, coal production of the company reached it’s highest-ever figure of 47.08 million tones, with net worth amounting to Rs. 2644 crore against a paid-up capital of Rs. 940 crore.

Formed on 1st November 1975, CCL (formerly National Coal Development Corporation Ltd) was one of the five subsidiaries of Coal India Ltd. which was the first holding company for coal in the country (CIL now has 8 subsidiaries).

Early History–Formation of NCDC (Pre-nationalization)

CCL had a proud past. As NCDC, it heralded the beginning of nationalization of coal mines in India.

National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as Government-owned Company in pursuance of the Industrial Policy Resolutions of 1948 and 1956 of the Government of India. It was started with a nucleus of 11 old state collieries (owned by the Railways) having a total annual production of 2.9 million tonnes of coal.

Until the formation of NCDC, coal mining in India was largely confined to the Raniganj coal belt in West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a few other areas in Bihar (now in Jharkhand) and a part of Madhya Pradesh (now Chattishgarh also) and Orissa.

From its very beginning, NCDC addressed itself to the task of increasing coal production and developing new coal resources in the outlying areas, besides introducing modern and scientific technique of coal mining.

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In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its production from new collieries, to be opened mainly in areas away from the already developed Raniganj and Jharia coalfields. Eight new collieries were opened during this period and the production increased to 8.05 million tones by the end of Second Plan.During Third Five Year Plan (1961-1966), though the Corporation had built up a much larger production capacity, it could not be utilized due to a sluggish domestic coal market. Production had, therefore, to be pegged down and the development of several collieries undertaken from the early part of the Plan period, had to be suspended. By this time, the contribution of NCDC to the nation’s coal production (67.72 million tones) increased to around 9.6 million tones.

With gradual rise in the demand of coal due to commissioning of new power plants and development of other coal-based industries during Fourth Five Year Plan (1969-1974), NCDC’s production increased to 15.55 million tonnes by the terminal year of Fourth Five Year Plan, i.e, 1973-74.

Nationalization of Coal Mines:

In the first phase, the management of coking coal mines was taken over by the Government of India on 17th October 1971 and nationalization was effective from 5th January 1972. A state owned company, Bharat Coking Coal Ltd. was formed for managing coking coal mines. For convenience of management, BCCL collieries in the East Bokaro coalfields in Bihar (now Jharkhand) were transferred to NCDC, and its projects in Central Jharia region viz., Sudamdih and Moonidih deep shaft mines were handed over, in stages to BCCL.

In the second phase of nationalization, the management of non-coking coal mines in the country, excepting the captive coal mines of the two steel plants, via, TISCO and IISCO, was taken over by the Government on 31st January 1973. These mines were subsequently nationalized with effect from 1st May 1973 and another state-owned company, Coal Mines Authority Ltd. (CMAL) came into being with headquarters at Calcutta (now Kolkata) to manage and develop NCDC collieries and other newly nationalized units. NCDC itself, in this process, became a division of CMAL which owned 36 collieries under commercial production in Bihar, Orissa (now Odisha), Madhya Pradesh and Maharashtra, besides four coal washeries, one by-product coke oven plant, two large central workshops and manpower of about 71,000. 

The formation of CMAL witnessed regrouping of the coal mines into three divisions, namely, Western, Central and Eastern. The regrouping had to be done for the convenience of management, keeping in view the geographical location of the collieries.

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NCDC units located in the States of Maharashtra and Madhya Pradesh, with the exception of Singrauli coalfields, became a part of the Western Division.  

The Central Division consisted of all the old collieries of NCDC in Orissa and Bihar (except Sudamdih and Moonidih which had been handed over to BCCL) and those acquired by CMAL after take-over in Giridih, East Bokaro, West Bokaro, South Karanpura, North Karanpura, Hutar & Daltongunj Coalfields in Bihar. The Central Division consisted of 64 collieries, four coal washeries, one by-product coke oven plat, on bee-hive coke plant and one central workshop at Barkakana (Jharkhand) having a manpower of 1,11,500.

The CMAL, with its three divisions continued upto 1st November 1975 when it was renamed as Coal India Limited (CIL) following the decision of Govt. of India to restructure the coal industry. The Central Division of CMAL came to be known as Central Coalfields Limited and became a separate company with the status of a subsidiary of CIL, which became the holding company

Vision  

"Committed to create eco-friendly mining"

The Mission of CCL is to produce and market the planned quantity of coal and coal products efficiently and economically with due regard to safety, conservation and quality. 

The main thrust of CCL in the present context is to orient its operations towards market requirements maintaining at the same time financial viability to meet the resource needs. 

Mission

"To become a World class, Innovative, Competitive & Profitable Coal Mining Operation to achieve Customer Satisfaction

as top priority."

Objectives

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Coal mining through efficiently operated mines. Besides fulfilling coal needs of the customer in terms of quantity, focus on quality,

value addition and beneficiation to the satisfaction of the customers.

Marketing of coal as main product

Places from where Coal is currently being extracted in Jharkhand:

Districts: Ranchi, Chatara,, Daltonganj, Ramgarh, Hazaribagh, Giridih, Bokaro, Dhanbad

Major coal buyer of CCL:

Power Houses:

Punjab State Electricity Board Delhi Vidyut Board

Haryana State Electricity board DVC

Jharkhand State electricity Board TVNL

NTPC UPRVUNL

Steel Giants:

SAIL (Steel Authority of India Limited) Plants at Raurkela, Bhilai, Durgapur and Bokaro.

Others: Rashtriya Ispaat Nigam Limited.

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Mega Projects

The main strength of CCL, so far as coal production is concerned, is its large opencast mines with mechanized coal production, mostly through shovel-dumper combination. Some of the large opencast mines (producing more than 2 MTY) are,

1. Piparwar OCP

2. Ashok OCP

3. KDH OCP

4. Amlo OCP

5. Kalyani OCP

6. Tarmi OCP

Piparwar OCP was commissioned with Australian collaboration in early 90s and is equipped with a unique ‘in-pit coal crushing and conveying system’ – the only unit of its kind engaged in the coal production in India. Ashok OCP produces coal by adopting ‘surface miner’ technology. The technological growth has been phenomenal considering the fact that a number of OC mines used to be worked with manual labour in the past.

Future Projects

CCL has a definite plan of growth. It has envisaged commissioning of a number of greenfield and expansion projects, both opencast and underground, during XI Plan with state-of-the-art technologies. The process of land acquisition and obtaining various approvals/clearances has started in mines, e.g.:

Sl. No. Name of Project Peak Capacity (MTY)

1. Magadh OCP 20.0

2. Amrapali OCP 12.0

3. Karo OCP 3.50

4. Konar OCP 3.50

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5. North Urimari OCP 3.00

6. Churi Benti UGP 0.81

7. Parej East UGP 0.51

Area        Projects

 Sri Sumit Ghosh)BARKA SAYAL (C.G.M)

Bhurkunda U/GCentral Saunda U/GSaunda-D U/G Saunda U/G Sayal –D U/G Urimari U/GUrimari O/CNorth Urimari/ Birsa O/CBhurkunda O/C

 Sri A. K. Jha ARGADA (G.M)

Gidi - A O/CGidi - C O/CReligara OC/UG Sirka O/C Sirka U/GArgada U/GGiddi Washery

 Sri  B. R. ReddyNORTH KARANPURA (G.M)

Churi U/GDakra Bukbuka O/C K. D. H. O/C Karkatta O/CRohini O/CPurnadih O/C

Sri M. K. Mishra   RAJHARA (G.M)

Rajhara O/CTetariakhar O/C

 Sri Prabhakar Chawki PIPARWAR (G.M)

Piparwar O/CRay-bachra U/GAshoka O/CPiparwar CHP/CPP

 Sri A. K. ChoudharyRAJRAPPA (G.M)

Rajrappa O/CRajrappa Washery

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Sri R. B. SharmaKUJU (G.M)

Sarubera U/GSarubaera O/CAra O/CKuju U/GTopa U/GTopa O/CPindra U/GPindra O/CPundi O/CKarmaO/C

 Sri Prakash ChandraHAZARIBAG (G.M)

Parej East O/CKedla U/GKedla O/C Laiyo U/GTapin O/CJharkhand O/CKedla Washery

Sri Anurag KumarG.M   BOKARO & KARGALI

Bokaro O/C Kargali O/CKargali U/GKaro O/CKaro U/GKhas Mahal O/CKhas Mahal U/G Karo Spl. U/G Giridih O/CKabribad O/CKargali Washery

 Sri Charan Singh) DHORI (G.M)

Amlo O/CDhori O/CSelected Dhori Q No-I O/C Selected Dhori Q No-III O/CNew Selected Dhori U/GDhori Khas U/G

 

Sri K. K. Mishra

Kathara O/CJarangdih O/CJarangdih U/GSawang OC/ UG

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KATHARA(G.M)

Govindpur U/GKathara Washery Swang Washery

 Sri A.K. ThakurMAGADH AMRAPALI (G.M)

Magadh O/CAmrapali O/CPachraSanghmitra

 Sri Sumit Pal)CRS (G.M) CRS Barkakana

MINES RESCUE STATION (G.M.-- Sri B. B. Sood)

MRS, NaisaraiRRRT, ChuriRRRT, KatharaRR, UrimariRR, DhoriRR, Kedla

N.B.

O/C Open Cast

U/G Under Ground

MRS Mines Rescue Station

RRRT Rescue Room & Refresher Training

RR Rescue Room

CWS Central Work Shop

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3.2 Company Profile

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Date of incorporation

Coal India Limited  was formed as holding Company with 5 subsidiaries on 21.10.1975

Corporate Status : The company is incorporated under the Companies Act, 1956 and is wholly owned by the Government of India (GOI).

Business : Engaged in the mining of coal, coal based products and mining consultancy.

Wholly OwnedSubsidiaries

Eastern Coalfields Ltd.Bharat Coking Coal Ltd.Central Coalfields Ltd.Northern Coalfields Ltd. Western Coalfields Ltd. South Eastern Coalfields Ltd.Mahanadi Coalfields Ltd. and Central Mine Planning & Design Institute Ltd.

North Eastern Coalfields is directly under Coal India Ltd.

Registered Office : Coal Bhavan,10 Netaji Subhas Road,Kolkata - 700 001   West Bengal, India.

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SUBSIDIARY COMPANIES OF CIL

COMPANY HEADQUARTERS YEAR OF CORPORATIONECL Sanctoria 1975BCCL Dhanbad 1973CCL Ranchi 1975WCL Nagpur 1975NCL Singrauli 1986SECL Bilaspur 1986MCL Sambhalpur 1992NEC Assam 1975CMPDI Ranchi 1975

Coal India and its subsidiaries

3.3 INDUSTRIAL REALTION SYSTEM AT CCL

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If we talk about coal industry before nationalization, these were run by private firms; hence no proper IR systems was present at that time. Workers were exploited by the mines owners, they were not provided with:

a) Proper wages for their workb) Employees welfarec) Proper working hours

Thus in 1973, when all firms were nationalized CIL/CCL put more stress towards the improvement of miserable labour condition. Better IR policies were introduced in the organization.

The CCL management believes that its success in achieving the organizational goal largely depends on effective participation/involvement of the workers. For this CCL management has introduced workers participation scheme at colliery/project t/area and company levels to deal with the matter concerning to production, productivity cost control, safety statutory and non statutory welfare measures.

Under the above schemes different bipartite committees are functioning at unit, area and company level in which the workers are represented through their representative of trade union functioning in the company. This not only helps in resolving the day to day grievances of the works and maintaining cordial industrial relation.

To maintain a harmonious industrial relationship in the company, the CCL management has introduced an IR system under which the Trade Union have affiliation with the Central Trade Union Organization, functioning in CCL have only been associated. In CCL, there are more than 35 registered trade unions as well as associations. The trade unions are affiliated with different central trade organization like INTUC, BMS, CITU, AITUC, HMS plays an important role in industrial relation scenario in CCL. All together eight trade unions are functional in CCL. Apart from these trade unions, craft unions and associations are also functional in CCL which are affiliated to some central trade union organization. Mostly, outside leadership prevails in the trade unions and somehow or most of the trade unions are having leaders from having different political parties. Under the IR system regular periodic meetings are held with these unions with the view to sort out the grievances of the employees, if failing with the purview of the existing policy, procedures and guidelines of the company.

Five central trade unions which are being operative in the company and their affiliation are as follows:

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INTUC--------RCMS AITUC---------UCWU HMS------------JMS,RKMU,CMU BMS------------CCL,CKS CITU------------NCOEA&BCKU

Meetings are held time to time with the trade unions/associations that are not covered under IR system on resolving the grievances of the workers at all possible levels.

Majorities of the workers are member of one or the other trade unions. The RCMS, UCWU,CCL,CKS,JMS and RKMU have opted for check-off system through which the membership subscription are deducted from the salary of the employee after getting an option from the concerned employee in writing while other trade unions collect their membership fees through cash receipt.

GREIVANCE HANDLING THROUGH MUTUAL DISCUSSION

For amicable settlement of grievances/disputes raised by various trade unions and workers, a three tier grievance redressal system is part of CCL:

a) Unit level: This stage is headed by project officer. This is the base of grievance redressal system. Problems not solved at this stage is forwarded to the next level i.e. Area.

b) Area level: This stage is headed by General Manager of the area. Any problem not solved here is forwarded to the next level i.e. corporate level.

c) Corporate level or Headquarter: This is the supreme body of the organization which is headed by Chairman-cum-Managing Director (CMD) for the final decision and IR related issues are dealt by director (personnel).For the smooth functioning of this system, a calendar plan for structural meeting with the trade union covered under IR system is prepared during each calendar year. Under this system the representatives of trade unions on behalf of workers first raise their grievances at unit level so that grievances which can be solved at unit level could be resolved at lowest level. The issues which are beyond the purview of unit level are referred to the area with the joint consent of union and the management representatives. At area level discussion are held with the representative trade union and after discussion only those issues which require any policy decision, interpretations including the issue of general nature are referred to corporate level through a jointly signed agenda from the management and the union representative.

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Employee Support Scheme:In addition, CCK have “Employee Support Scheme” like “Hum Apke Saath” w.e.f 01.04.2009 and “Samadhan” w.e.f 01.04.2012 for redressal of grievance of workers.

OBJECTIVES OF ESS:

a) To provide single window redressal of grievances of the employees/ex-employees.

b) To establish direct communication channel between executive and functional departments with employees at grass root.

c) To impart a sense of Company Care for its employees.d) To sensitize all layers of management on employees issues.

FEATURES OF ESS:

Employees/ex-employees are encouraged to send their grievances that are not being sorted out in normal course or otherwise directly to the top management.

CND, CCL, and Director (Personnel) CCL will hold grievance redressal session once a month in the office of CMD, CCL. Other functional departments can also join depending on their availability.

Employees/ex-employees may send their grievances in any one of the following manner:

Employee(s) may register their grievances through a toll free number installed in Director (personnel) sect. by informing their name, details and grievance.

Employee(s) may send their grievance to Director (personnel)’s Sect. through e-mail at the address dpccl@rediffmail.com .

Employee may send their grievance with details in writing through the letter by courier or post addressed to Tech. Secretary to Director (personnel), CCL.

Employees may meet CMD and Director (personnel), CCL and other functional directors on the prescribed date and time which will be given in CCL websites/notice board of areas and head quarters, newspapers.

If the aggrieved employee(s) is still not satisfied and he thinks his grievance is not solved then he can opt for Conciliation proceedings.

The Command level of CCL is looked by different Conciliation officers:

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Regional Labour Commissioner, Ranchi and the jurisdiction of said authority is related with N.K. Area, Piparwar Area, Barka Sayal Area, CCL Headquarter.

Assistant Labour Commissioner, Hazaribagh and the jurisdiction is Hazaribagh Area, Kuju Area, Argada Area, Rajrappa Area, B&K Area, Dhori & kahthra Area.

Assistant Labour Commissioner, Patna and the jurisdiction is Rajhara Area.

TRADE UNIONS AT CCL

Trade union: Trade unions are voluntary organization of employees or employers formed to promote and protect their interest through collective action. Though the term employee and employers are used, when we say unions we generally refer to employees.

Following are the criteria to recognize the Trade union in CCL:

Strength of members. Affiliation from operative Central Trade Union. Operating in a particular area for more than three years. Merit of concerned Trade Union is also taken into consideration.

Following are the Central Trade Unions Organization in India:

All India Trade Union Congress (AITUC). Bhartiya Mazdoor Sangh (BMS). Centre of Indian Trade Unions (CITU). Hind Mazdoor Sabha (HMS). Hind Mazdoor Kisan Panchayat (HMKP). Indian Federation of Free Trade Union (IFFTU). Indian National Trade Union Congress (INTUC). National Front of Indian Trade Union (NFITU). National Labour Organization (NLO). Trade Union Co-ordination Centre (TUCC). United Trade Union Congress (UTUC). United Trade Union Congress-Lenin Sarani (UTUC-LS)

Five Central Trade Union recognized by CIL/CCL are:

Indian National Trade Union Congress (INTUC) All India Trade Union Congress (AITUC) Centre of Indian Trade Unions (CITU)

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Hind Mazdoor Sabha (HMS) Bhartiya Mazdoor Sangh (BMS)

Name of registered and recognized operative Trade Union under IR system of CCL:

Rashtriya Colliery Mazdoor Sangh (RCMS) United Coal Workers Union (UCWU) Nationalized Coal Organization Employees Association (NCOEA) Bihar Colliery Kamgar Union (BCKU) Janta Mazdoor Sangh (JMS) Rashtriya Koyla Mazdoor Union (RKMU) Coalfields Mazdoor Union (CMU) Central Coalfields Limited- Colliery Karmachari Sangh (CCL-CKS)

NAME OF UNION AFFILIATED TO THE CENTRAL TRADE UNION

BACK-UP FROM POLITICAL PARTY

RCMS INTUC CONGRESSUCWU AITUC CPINCOEA CITU CPMBCKU CITU CPMJMS HMS NOT SPECIFIEDRKMU HMS NOT SPECIFIED

CMU HMS NOT SPECIFIEDCCLCKS BMS BJP

Objectives of Trade Unions at CCL: Wages and salaries : Timely payment of wages and salary to different categories

of employees after implementation of National Coal Wage Agreement (NCWA). Working Condition: Different workers at CCL have different working conditions,

like some work in underground mine while other work at open cast mines. Union leader emphasize on better working condition of every employees.

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Welfare: CCL offers a lot of welfare facilities to its employees like that of housing, town administration, water supply, medical facilities etc. union representative focus on implementation of all the facilities offered on time.

Employee-Employer relation: Union leader acts as a bridge between employee and employer in order to resolve the issues of employees and maintaining a harmonious relationship. Union representative takes the grievances to the management which cannot be placed directly or may take time in redressal.

Safeguarding organizational health and interest of the industry: union representative take care of production and productivity of company, with safety of workers in mind.

FUNCTIONS OF TRADE UNIONS AT CCL:

To achieve higher wages and better working condition. To raise the status of workers as a part of industry. To protect labour against victimization and injustice. To take up welfare measures for improving the morale of workers. To generate self confidence among workers. To encourage sincerity and discipline among workers. To provide opportunities for promotion and growth. To protect women workers against discrimination.

REASONS FOR LABOUR JOINING TRADE UNION:

Minimization of discrimination. Sense of participation in company. Platform for self expression. Betterment of relationship between management. Greater Bargaining Power.

PROBLEM FACED BY TRADE UNIONS:

Intra Union rivalry Multiple Unions Inter Union rivalry Illiteracy among workers Absence of office bearers

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UNION MANAGEMENT RELATIONSHIP

While most of the organizations perceive the union and management relationship to be adversial in nature, the reality is that both have a common set of desired goals. CCL is well respected for its ability to enhance working relationship between the workforce and the management-working towards a common set of goals.

Since the ‘SIGN QUANON’ of sound industrial relation is based on bipartism, the following principles govern the relationship between the Trade Union and the Management.

To maintain discipline –proper recognition by employer/management and employer/Trade Unions of the rights and responsibilities of either party, as defined by laws and agreement arrived at all level from time to time.

Recognition of the innate dignity of man and his work, whatever humbles it may be.

Recognition of the rights of all men to equal opportunities. Sense of commitment towards work ethics reflected in achievement of

task/target, with quality and cost. Acceptance of discipline and disposition of quality of conduct. Affirmation of faith in democratic principles and settlement of disputes,

differences and grievances by mutual negotiation, conciliation and voluntary arbitration.

Commitment for welfare and development of employees. Humanization of the process of work with mutual respect to create industrial

harmony. Commitment to work jointly for achievement of organizational goals. There shall be no violence, coercion, intimidation, victimization, or personal

vilification in the process and arising out of resolving disputes, differences or grievances.

SUBJECTS OF UNION MANAGEMANT DECISIONS: Promotion and transfer of workers. Age disputes. Regularization of workers. Termination/dismissal/reinstatement of workers. Long absenteeism. Compensation being provided to the worker. Land related problems of villagers.

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Wages/salaries, allowances, pay fixation. Working hour shift.

INDUSTRIAL ACTION TAKEN BY TRADE UNION:

Meeting is conducted between Management representatives and the representative of Trade union leaders at different date & as per set by the management to discuss on fixed agenda.

In this meeting Union Representative discusses all the issues with management representative. Management representatives try to redress all the genuine demand of union representative through mutual negotiation. Still if the demands of Trade Union are not redressed they are free to serve verbal/written notice for to pressurize the management in form of following steps of agitation-:

Demonstrations Dharnas Hunger strike Work to rule Stoppage of production Stoppage of transportation Gherao Bandh Strike

MAIN CAUSES OF STRIKES:

Dissatisfaction with company policy. Salary and incentive problems. Increment of salary not up to the mark. Wrongful discharge and dismissal of workmen. Withdrawal of any concession or privilege. Hours of work and rest interval. Leave with wages and holidays. Bonus, profit sharing, provident fund and gratuity. Retrenchment of workmen and closure of establishment. Dispute connected with minimum wages.

TYPES OF STRIKES:

Economic strike Sympathetic strike General strike

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Sit down strike Slow down strike Sick out, sick in strike Wild cat strikes

Losses due to strike for the year 2009-10 to 2011-12

Year No. ofStrikes

Date ProductionLoss(MT)

Man daysLoss

Wage loss(in Rs.lakh)

Name ofTradeUnions

Demands

2009-10

- - - - - - -

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2010-11

3 5.7.2010 7276 Te 2417 3275997.96 CITU Against policy of Govt. of

India

7.9.2010 52009 Te 18987 24421521.06 INTUCAITUC, HMS

& CITU

Against policy of Govt. of

India

18.10.2010 13405 Te 1221 2334784.96 CCLCKS Against disinvestment of 10% share

of CIL2011-

122 10.10.2011

13.2.2012

28.2.2012

112976

-

-

23801

3410

4561

49545566.31

144040.90

12544593.59

INTUC, BMS,

AITUC, HMA, CITU

Against policy of Govt. of

India

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CHAPTER 4

RESEARCH METHODOLOGY

Data collection method: For collection of primary data survey method was used. The survey was carried out by a structured questionnaire. Secondary data was collected from websites for the purpose of study.

Below is given the analysis part of the data collection through questionnaire method.

Number of response in each scale is converted into percentage respectively to provide a clear picture of the response.

Tools and techniques: In the study percentage analysis have been used as tools and techniques for analysis.

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CHAPTER 5

RESULTS AND DISCUSSIONS

5.1 ANALYSIS

Data collection method: For collection of primary data survey method was used. The survey was carried out by a structured questionnaire. Secondary data was collected from websites for the purpose of study.

Below is given the analysis part of the data collection through questionnaire method.

Number of response in each scale is converted into percentage respectively to provide a clear picture of the response.

Tools and techniques: In the study percentage analysis have been used as tools and techniques for analysis.

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Questionnaire Format and data analysis:

1. Are you satisfied with working condition provided by C.C.L?a) Yes b) No

c) Can’t say

Most (60 %) of the workers are satisfied with the with working condition provided by C.C.L. Few(32%) think they can provide with better condition while minor population (8%) is confused about it.

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2. Are you satisfied with your salary?a) Yes b) No

c) Can’t say

Most (72%) of the employees of the company is satisfied with the salary being provided to them and some of them (24%) employees are not satisfied with the salary being provided to them but few of them(4%) are confused about the question.

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3. Does your salary complement your work?

a) Yes b) No

c) Can’t say

Most of the employees (72%) feel their salary complement their work which is a major chunk. But there is small population (8%) which is confused about their salary and work. Still we can say that workers in the organization are satisfied with their wages.

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4. What is the usual problem faced by you at C.C.L?

a) Work schedules b) Working culture

c) Relationship with subordinates d) Grievance handling procedures

e) Disciplinary action f) others

40 % of the workers are not comfortable with the working culture, 24% complained about the work schedule. Few of the workers are not satisfied with the grievance handling procedure and other problem. Workers basically don’t face the problem with their subordinates and they are almost satisfied with disciplinary action taken by the management.

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5. Does your problem or grievances reach to management?

a) Always b) Sometimes

c) Never d) can’t say

56% of workers feel that their grievances reaches to the management sometimes only and they should reach more often. Portions of worker (24%) though think their grievances reach to the management always while (8%) are not sure if their grievances reach to the management.

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6. Are you satisfied with the grievance handling system at C.C.L?

a) Yes b) No

c) Can’t say

A major portion of workers (56%) are not satisfied with the grievance handling system at C.C.L. while a small portion of workers (24%) are not sure. But only (26%) of workers are satisfied with the grievance system.

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7. Generally at what level grievances are solved?

a) Unit level b) Area level

c) Corporate level

Here 22% of the workers feel that their grievances are solved at unit level while (9%) of workers think that their grievances are solved at area level. But a large portion of

workers (69%) think that their grievances are solved at corporate level.

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8. What are the factors leading to grievances from management?

a) Salary b) Leave policy

c) Unsatisfactory promotional scheme d) improper motivation to employees

e) Improper career planning

Most of the workers are not satisfied with their promotional schemes and want to change them. A chunk of workers feel that there is disparity between skills of employees and the job responsibility and motivation given to employees are not up to the mark. Also workers think that career planning and leave policy in the company is not impressive. Workers didn’t complaint about their salary.

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9. What is your preference for submission of grievances?

a) Direct contact to management head b) Through supervisor

c) Through trade unions d) Through grievance handling system cell

24% of the employees feel that their preference for submission of grievances directly to the management head while few of them (24%) feel that submit them through supervisor. Some of them feel (28%) that their grievances should be submitted by trade unions but few of them (24%) feel that grievances should be submitted through grievance handling system cell.

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10. Are you aware about the trade unions that exist in C.C.L?

a) Yes b) No

c) Can’t say

Most of the employees (94%) are aware about the trade unions exists in C.C.L while 5% of employees do not know about that and few of them 1% are confused about it.

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11. Who are the operative and recognized central trade unions in C.C.L?

a) RCMS b) UCWU

c) CMU d) RKMU

e) All of above

Most of all employees (95%) are aware about the trade unions accessible in C.C.L.

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12. Does the external trade union exist in C.C.L?

a) Yes b) No

c) Can’t say

Some of employees are know about the external existence of trade unions in C.C.L while most of them (50%) are said no external trade union exists in CCL. But few of them are confused about it.

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13. Does the employees satisfy their grievances during trade union meetings?

a) Always b) Sometimes

c) Most of the time d) Never

Most of the employees (40%) always satisfied their grievances during trade union meetings while some of them (30%) are satisfied sometimes. But 20% of the employees satisfied most of the time while 10% of them never satisfied.

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14. Are you satisfied with your welfare facilities provided by C.C.L?

a) Always b) Sometimes

c) Most of the time d) Never

66% of the employees are always satisfied with the facilities provided by C.C.L. while 27% of them are sometime satisfied. But 2% are satisfied most of the time while 5% never satisfied facilities provided to them by C.C.L.

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15. What is the duration of NCWA IX?

a) 4 years b) 5 years

c) 6 years d) 7 years

Some of the employees feel that the duration of NCWA IX is 4 years while 83% of them feel that the duration is 5 years. But 5% feel that 6 years and 1% feel that 7 years.

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16. What is the full form of NCWA?

a) National coal wage assignment b) National coal welfare agreement

c) National coal wage agreement d) none of these

Most of the employees feel that full form of NCWA IX is national coal wage act but 1%, 3% and 5% feel that are different from the original.

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17. What mutual relation do union and management share?

a) Harmonious b) Conflicting

c) Fluctuating d) Cold and distant

52% of the employees feel that the union and management share mutual relation harmoniously while 40% of them feel that they are sharing conflicting relation between union and management. 4% of them feel that are fluctuating and 4% of them feel that the relation should be cold and distant.

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18. Does union leaders cooperate with management to solve labour issues?

a) Always b) Most of the time

c) Sometimes d) Never

44% of the employees feel that the union leaders cooperate with the management to solve labour issues always while 36% of them feel that they cooperates most of the time. But few of them 20% feel that they cooperates sometimes.

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19. What are the common issues taken by trade unions?

a) Working condition b) wage payment

c) Welfare activities d) all of these

4% of the employees feel that the common issue taken by trade unions is working condition while few of them 13% feel that the common issues are wage payment. But 79% of the employees feel that the all of these are the common issues taken by the trade unions.

20. Conflict between union and management results in?

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a) Stoppage of production b) Stoppage of transportation

c) Strike d) Dharna

e) Gherao f) All of these

Most of the employees (84%) feel that the all above reasons should be results in conflict between unions and management.

21. Are worker satisfied with the management decisions?

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a) Always b) Sometimes

c) Most of the time d) Never

10 % of the employees feel that they are always satisfied with the management decisions while 24% of them feel sometimes they satisfied with management decisions. But most of the employees (60%) are satisfied most of the time by management decisions.

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22. How management try to resolve problems arising from trade unions?

a) On their own b) By consulting management head

c) With unions d) All of these

Most of the employees (63%) feel that the management try to resolve the problem arising by trade unions with unions while 26% of them feel that they try to resolve by consulting management head.

5.2 FINDINGS60

After studying the Industrial Relation System of C.C.L. and analyzing the opinions of workers, we found that overall C.C.L. is successful enough to satisfy its employees.

Workers are generally satisfied with conditions and salary being provided to them. Usual problem faced by them are working culture and a bit work schedule. Workers are also not satisfied with their promotional schemes.

Workers feel that most of the time their grievances reach to management but they are not satisfied with their grievance handling system. Grievances are mostly resolved at corporate level. There are very few times when workers are satisfied with management decisions.

Workers at C.C.L. are well aware of trade unions existing in the company. They feel that it is necessary to have Trade Unions to strengthen the workers and they support trade unions. Basically they are of the opinions that harmonious relationship exists between unions and management. Mostly union leader’s cooperates with management to solve labour issues. Conflicts between unions and management lead to strikes. Most of the time production target is hampered due to strikes. Management try to solve them with the help of management head and union leaders.

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5.3 SUGGESTIONS

Following are the suggestion to improve the Industrial Relation System at C.C.L:

Grievance handling system should be speedy and correct. More power should be given to Unit level for speedy recovery of grievances.

Higher authorities should interact with employees directly regarding their grievances.

Mushrooming of Trade Unions should be discouraged. Better welfare activities, regular meetings between union and management

representative should be conducted to redress the grievances and improve the relation between Union and management.

Workers should be involved in decision making process for better and effective outcome.

Flexible work schedule and more improved working culture should be provided to the workers.

Discipline action should be improved among employees. Trade Unions must be limited and trained properly. Transparency must be maintained at all levels.

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ANNEXURE

1. Are you satisfied with working condition provided by C.C.L?a) Yes b) No

c) Can’t say

2. Are you satisfied with your salary?a) Yes b) No

c) Can’t say

3. Does your salary complement your work?

a) Yes b) No

c) Can’t say

4. What is the usual problem faced by you at C.C.L?

a) Work schedules b) Working culture

c) Relationship with subordinates d) Grievance handling procedures

e) Disciplinary action

5. Does your problem or grievances reach to management?

a) Always b) Sometimes

c) Never d) can’t say

6. Are you satisfied with the grievance handling system at C.C.L?

a) Yes b) No

c) Can’t say

7. Generally at what level grievances are solved?

a) Unit level b) Area level

c) Corporate level

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8. What are the factors leading to grievances from management?

a) Salary b) Leave policy

c) Unsatisfactory promotional scheme d) Improper motivation to employees

e) Improper career planning

9. What is your preference for submission of grievances?

a) Direct contact to management head b) Through supervisor

c) Through trade unions d) Through grievance handling system cell

10. Are you aware about the trade unions that exist in C.C.L?

a) Yes b) No

c) Can’t say

11. Who are the operative and recognized central trade unions in C.C.L?

a) RCMS b) UCWU

c) CMU d) RKMU

e) All of above

12. Does the external trade union exist in C.C.L?

a) Yes b) No

c) Can’t say

13. Does the employees satisfy their grievances during trade union meetings?

a) Always b) Sometimes

c) Most of the time d) Never

14. Are you satisfied with your welfare facilities provided by C.C.L?

a) Always b) Sometimes

c) Most of the time d) Never

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15. What is the duration of NCWA IX?

a) 4 years b) 5 years

c) 6 years d) 7 years

16. What is the full form of NCWA?

a) National coal wage assignment b) National coal welfare agreement

c) National coal wage agreement d) none of these

17. What mutual relation do union and management share?

a) Harmonious b) Conflicting

c) Fluctuating d) Cold and distant

18. Does union leaders cooperate with management to solve labour issues?

a)Always b)Most of the time

c) Sometimes d) Never

19. What are the common issues taken by trade unions?

a) Working condition b) wage payment

c) Welfare activities d) all of these

20. Conflict between union and management results in?

a) Stoppage of production b) Stoppage of transportation

c) Strike d) Dharna

e) Gherao f) All of these

21. Are worker satisfied with the management decisions?

a) Always b) Sometimes

c) Most of the time d) Never

22. How management try to resolve problems arising from trade unions?

a) On their own b) By consulting management head

c) With unions d) All of these

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23. Any suggestion for the improvement of Industrial relation system at CCL? Please prioritize them in order?

a)………………………………………………………………………………………….

b)…………………………………………………………………………………………

c)………………………………………………………………………………………….

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BIBLIOGRAPHY

WEBSITES:

www.coalindia.in www.ccl.gov.in www.google.com www.wikipedia.com

BOOKS:

Personal Management by C.B.Memoria Dynamics of Industrial Relation by C.B.Memoria C.C.L. manual

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