CHAPTER III
CAUSES OF INDUSTRIAL DISPUTES
3.1 Introduction
3.2 Industrial Disputes-Causes
3.3 Wages and Bonus
3.4 Personnel and Retrenchment
3.5 Leave and Hours of Work
3.6 Violence and Indiscipline
3.7 Others
3.8 Incidence of Disputes throughEconomic and Non-economic CI-uses
3.9 Issues of Disputes Raisedby Trade Unions
3.10 A Comparative Perception-Causes of Industrial Disputes
3.11 Results and Discussion
3.12 Ranking by the Workers
3.13 Ranking by the Employers
3.14 Ranking by the Trade Union Leaders
3.15 Ranking by the Labour Officials
3.16 Ranking by All Categories
3.17 Causes of Industrial Disputes-Inter Group Perception
75
3.1 INTRODUCTION
Disputes between labour and Management is a universal
phenomenon in developed and developing countries. There are
various causes for industrial disputes. There is no one
single cause. Disputes arise out of terms and conditions
relating to employment, wages, bonus, rising cost of living
and so on. As early as in 1931, the Royal Commission on
Labour observed: "Although workers may have been influenced
qby persons with nationalist, communist or commercial ends to
serve, we believe that there has rarely been a strike of any
importance which has not been due entirely or largely to1
economic reasons." Low wages or wage-cuts in spite of
rising prices and intolerable conditions of work have
provoked a number of strikes in the country. Un-deserved
punishments, mass discharges, assaults, abuses and
misbehaviour have also led to several strikes in India,
although instances have been found when workers had stopped
work on petty quarrels or humiliations, as an excuse for
respite from an unbearable situation. Other important causes
are the absence of adequate machinery for collective
1. C.B. Namori.a & S. Mamoria, D ynamic of Industrial Relationsin India, Himalaya Publishing House,New Delhi, 1991, p.297.
76
bargaining and the absence of close contact and understanding
between employers and workers. All these give rise to
industrial disputes. This chapter deals with the various
causes of disputes in the Cotton Textile Industry in the
study area.
3.2 INDUSTRIAL DISPUTES-CAUSES
Though there are many causes, industrial disputes can be
classified under six major heads, according to Indian Labour
Statistics. 1. Wages, 2. BonUs, 3. Personnel and
retrenchment, 4. Leave and hours of work, 5. Violence and
Indiscipline and 6. Others.
3.3 WAGES AND BONUS
The most important cause for industrial dispute is the
demand for higher wages. The workers and union leaders feel
that the money-wage paid to the workers is not enough to
ensure a decent living. Therefore they demand more wages to
meet the increase in the cost of living.
The importance of a need-based minimum--wage (NBMW) was
discussed and approved in 1957 by all the major industrial
relation participants, including the Government. The present
PA
wage levels are well below the agreed minimum. The
Government wage-fixing machinery as well as private employers2
now regard the NBMW as largely irrelevant. As the
Government and employers do not accept the NBMW and only
offer lower wages, the workers' demand for higher wages
becomes relevant.
Also in recent years, the real wage in the Indian
industry has declined or stagnated making employees and
Unions demand more. The employers in turn have resisted the
employees' demand because they want "to keep wages down in
order to increase the competitiveness of their products in3
international and domestic markets."
Although India has a well-established system for linking
pay increases to the cost of living and the system of
dearness allowance, the effect of inflation is neutralised at
below 100 per cent. So in order to get higher wages at the
time of inflation, the workers resort to strikes and other
methods, if their demands fail.
2. S. Venkata Ratnam, "Collective Bargaining Status andProspectus in India", Indian Industrial Relations,(National Instute of Personal Management, India, 1981),pp. 137-142.
3. V. Venkatachalam, and R. Singh, The Political andEconomic and Labour Climate in India, (The Wharton SchoolIndustrial Research Unit, University of Pennsylvania,1982) 1 p.61 and pp.57-62.
78
The demand for bonus or for increase in bonus is another
major reason for labour unrest. When an industry makes
profit, the workers demand a greater share of the profit.
The issue of awarding bonus to workers must be viewed as
related to the wage scene, since the annual bonus could
provide a vehicle for maintaining or improving the real wage.
The 1965 Payment of Bonus Act regulates the awarding of
bonus-incomes in India. This legislation was amended several
times over the years. It introduced the notion of a
mandatory guaranteed minimum of bonus at 8.33 per cent in
1981. A ceiling of 20 per cent is also included in the law.
Now in the year 1994 bonus is fixed as ranging from 16.50 per
cent to 35 per cent including ex-gratia, while the quantum of
bonus was fixed as per the provision of the Bonus Act with a4
minimum of 8.33 per cent and a maximum of 20 per cent.
A major goal in providing a statutory bonus payment was
to eliminate or reduce conflicts that grow out of the failure
by Union and employers to reach agreement on the bonus issue.
However the bonus conflicts have not been totally eliminated.
Whenever settlement could not be arrived on the quantum of
bonus, the workers resort to strikes.
Table 3.1 shows the total number of disputes based on
Wages and Bonus.
4. The Hindu, Tuesday, December 14, 1993.
79
TABLE 3.1
Disputes Due to Wages and Bonus
Disputes due to Disputes due to Bonus an
Total Wage Bonus Wages
Year Number of ----------------------------------- PercentagDisputes Total Percentage Total Percentage to total
to total to total
1982 240 37 15.42 68 28.33 43.75
1983 334 45 13.47 66 19.76 33.23
1984 483 50 10.35 62 12.84 23.19
1985 293 29 9.90 58 19.80 29.70
1986 434 26 5.99 70 16.13 22.12
1987 393 16 4.07 51 12.98 17.05
1988 258 19 7.36 36 13.95 21.31
1989 249 34 13.65 39 15.66 29.31
1990 256 61 23.83 53 20.70 44.53
1991 183 35 19.13 27 14.75 33.88
Source: Compiled from the Complaint Register in the Office of tAssistant Commissioner of Labour, (ConciliatioTextiles), Madurai.
80
Disputes relating to wages and bonus formed 43.75 per
cent in 1982 and 33.88 per cent in 1991. Except in the last
two years bonus accounts for more disputes than wages.
The above findings confirm the findings of earlier
studies like,
1. Mrs.P. Chakraborthy, Strikes and Morale in India
Her Principal States, Calcutta, 1969, pp.141-148.
2. S. Nagaraju, Industrial Relation System in India,
Chugh Publications, Allahabad, 1981, pp.184-188.
3. Dayal Sahah, Industrial Relations System in India-
Study of vital issue, Sterling Publishers (F) Ltd., New
Delhi, 1980, pp.208-209.
4. T. Sahapathy, Industrial Disputes in post-war years
with reference to Madras •State, An unpublished Ph.D., Thesis,
Chidambaram, Annamalai University.
5. Verma Pramod, Industrial Conflict-A Statistical
Analysis, Macmillan Company of India Limited, New Delhi,
1978, pp.198-214.
6. Asdhir Vijay, Settlement of Industrial Disputes in
Cotton Textile Industry, with special reference to Punjab
An Unpublished Ph.D., Thesis submitted to the Punjab
University, 1980.
81
3.4 PERSONNEL AND RETRENCHMENT
When the employers dismiss or demote any worker or group
of workers, all the workers of the establishment join
together against the employer and so dispute erupts. Table
3.2 shows the industrial disputes relating to personnel and
retrenchment.
TABLE 3.2
Industrial Disputes Due to Personnel and Retrenchment
Total Disputes due to PercentageYear Number of Personnel and to total
Disptues RetrenchmentC
1982 240 92 38.33
1983
334
171
51.20
1984
483
284
58.80
1985
293
156
53.24
1986
434
265
61.06
1987
393
282
71.76
1988
258
157
60.85
1989
249
131
52.61
1990
256
120
46.88
1991
183
92
50.27
Source: Compiled from the Complaint Register in Office ofthe Assistant Commissioner of Labour, (Conciliation,Textiles), Madurai.
Table 3.2 shows that the number of industrial disputes,
due to "personnel and retrenchment" cause is almost large.
It has fluctuated between 38.33 per cent of the total in 1982
and 50.27 per cent in 1991. These disputes are mostly backed
by egoistic' motives, fellow--feelings and team spirit.
These causes are an indication of the fact that proper and
effective labour--Management relations do not exist even now
to the extent desirable.
3.5 LEAVE AND HOURS OF WORK
Industrial disputes relating to leave and hours of work
occur either for getting the number of hours of work reduced
or for getting a holiday on some special or religious
occasion. Sometimes, the workers go on strike because of the
refusal of their leave or as a protest against keeping the
factory open on holidays. Table 3.3 shows the industrial
disputes relating to leave and hours of work in the study
area.
83
TABLE 3.3
Industrial Disputes Relating to Leave and Hours of Work
Total Disputes due to PercentageYear Number of Leave and Hours to total
Disptues of Work
1982
240
3
1.25
1983
334
4
1.20
1984
483
6
1.24
1985
293
1
0.34
1986
434
3
0.69
1987
393
4
1.02
1988
258
7
2.71
1989
249
3
1.20
1990
256
1991
183
1
0.55
Source: Compiled from the Complaint Register in the Officeof the Assistant Commissioner of Labour,(Conciliation, Textiles), Madurai.
The issues relating to "leave and hours of work" also
account for a fair proportion of industrial disputes,
although the proportion of these disputes to the total
declined from 1.25 per cent in 1982 to 0.55 per cent in 1991.
Only in the year 1988, it went above 2 per cent. It may be
said that since the factories are required to observe
84
regulations regarding hours of work and leave under the
Factories Act, 1948, industrial disputes on this score are
rather very few.
3.6 VIOLENCE AND INDISCIPILNE
Frustrated in achieving their goal through legitimate
means the workers or their organiations may resort to acts
of violence, verbal or physical. The former includes raising
Slogans, demonstrating, using filthy language, and so on.The latter includes throwing bricks and stones, murderous
assault, rioting, causing damage or loss to property and
sometimes endangering human lives.
In the study area, violence and indiscipline' is not
considered a cause for industrial disputes. It has occurred
only in the years 1984, 1985 and 1991. It was very rare
(Below 1%).
3.7 OTHERS
Causes like absence of close contact and understanding
between the employer and the workers, misbehaviour, mass
assaults, and abuse or petty quarrels, can be included under
this list. Table 3.4 shows the industrial disputes due to
"Others".
85
TABLE 3.4
Industrial Disputes Due to "OTHERS"
Total Disputes due to Percentage
Year Number of Others' to totalDisptues
1982 240 40 16.67
1983 334 48 14.37
1984 483 80 16.56
1985 293 47 16.04
1986 434 70 16.13
1987 393 40 10.18
1988 258 39 15.12
1989 249 42. 16.87
1990 256 22 8.59
1991 183 27 14.75
Source: Compiled from the Complaint:. Register in the Office
of the Assistant Commissioner of Labour,(Conciliation, Textiles), Madurai.
Industrial disputes under "Others" fluctuated between
16.67 per cent in 1982 and 8.59 per cent in 1990. The term
"Others" conveys the impression of being a residual category.
It is revealed from the fact that between 8.59 per cent. and
16.87 per cent of the disputes have always been due to
"Others". These causes are manifestations of deep-seated
frustrations of workers.
86
3.8 INCIDENCE OF DISPUTES THROUGH ECONOMIC AND NON-ECONOMICCAUSES
So far the causes for industrial disputes have been
analysed on the basis of Wages, Bonus, Personnel and
Retrenchment, Leave and Hours of work, Violence and in
discipline, and others. Among the above mentioned causes for
disputes, the first two namely Wages, and Bonus, can very
well be stated as Economic Causes'. The remaining can be
grouped under 'Non-economic Causes'.
Table 3.5 shows the incidence of disputes through
Economic and Non-economic causes.
87
TABLE 3.5
Economic and Non-economic Causes
Year Economic Causes Non-Economic Causes Total Number(% to total) (% to total) of Disputes
1982
43.75
56. 25
240
1983
33.23
66. 77
334
1984
23.19
76.81
483
1985
29.70
70.30
293
1986
22.12
77.88
434
197 17.05 82.95 393
1988 21.31 78.69 258
1989 29.31 70.69 249
1990 44.53 55.47 256
1991 33.88 66.12 183
Source: Compiled from the Complaint Register in the Officeof the Assistant Commissioner of Labour,(Conciliation, Textiles), Madurai.
Non-economic causes have led to more disputes than
economic ones. Under Non-economic Causes 'Personnel &
Retrenchment' has led to more disputes. Mainly because of
more number of disputes under 'Personnel & Retrenchment',
Non-economic causes are the dominating ones as far as
disputes are concerned.
3.9 ISSUES OF DISPUTES RAISED BY TRADE UNIONS
Table 3.6 shows the percentage distribution of disputes
raised by Trade Union in the study area.
88
TABLE 3.6
Issues of Disputes Raised by Trade Unions
Union Wages Bonus Leave Personal Violence Others Totaland and and in-
hours of Retren- disciplineWork chment
All Unions
INTUC
C I TU
HMS
AITUC
TNTUC
L PF
Other Union
2.00(50)
0.85(25)
0.34(25)
26.63 26.63 3.80 15.22(13.92) (9.25) (23.33) (5.1)
18.00 14.00 1.00 30.00
(5.11) (2.64) (3.33) (5.45)
18.80 38.28 1.24 24.80
(47.17) (63.78) (36.68) (39.82)
14.40 10.17 2.54 40.68
(4.83) (2.26) (10) (8.73)
18.93 10.81 1.35 21.62
(3.98) (1.6) (3.33) (2.90)
17.85 23.56 0.34 31.65
(15.05) (13.2) (3.33) (17.09)
13.06 15.77 2.70 40.54
(8.24) (6.6) (20) (16.36)
13.95 9.30 - 58.14
(1.7) (0.75) (4.56)
27.72 184(11.20)
35.00 100(7.7)
16.88 884(32.75)
31.36 118(8.13)
47.30 74(7.7)
26.26 297(17.14)
27.93 222(13.63)
18.61 45(1.76)
TotalNumber ofDisputes 352 530 32 551 4 455 124
Source: Compiled from the complaint Register in the office of the AssistantCommissioner of Labour,(Conciljatjan, Textiles), Madurai.
Note: Figures in brackets indicate percentage to vertical total and othersto horizontal total.
89
It is seen from the Table 3.6 that out of 1924 disputes
raised by Trade Unions, 551 disputes were due to personnel
and retrenchment, 530 disputes were due to Bonus, 455
disputes were on other issue, 352 disputes were on wages, 32
disputes were on leave and hours of:7 work and 4 disputes were
on violence and indiscipline.
A. DISTRIBUTION OF WAGE DISPUTES
Out of 352 wage disputes raised by Trade Unions, 47.17
per cent of the wage disputes were raised by CITU followed by
TNTUC (15.05%), All Unions (13.92%), LPF (8.24%), INTUC
(5.11%), HMS (4.83%), AITUC (3.98%), and Other Unions (1.7%).
B. DISTRIBUTION OF BONUS DISPUTES
Out of 530 Bonus disputes ra:ised by Trade Unions,
63.78 per cent were raised by CITU followed by TNTUC (13.2%),
All Unions (9.25%), LPF (6.6 0/0'), INTUC (2.64%), HMS (2.26%),
AITUC (1.6%) and Other Unions (0.75%).
C. DISTRIBUTION OF DISPUTES ON LEAVE AND HOURS-OF-WORK ISSUES
Out of the 32 "Leave and Hours-of-work" disputes, 36.68
per cent of disputes were raised by CITU, 23.33 per cent by
All Unions, 20 per cent by LPF, 10 per cent by HMS, 3.33 per
cent by INTUC, AITUC and TNTUC.
90
D. DISTRIBUTION OF DISPUTES ON PERSONNEL AND RETRENCHMENTISSUES
Out of 551 personnel and retrenchment disputes raised,
39.82 per cent were raised by CITU, followed by 17.09 per
cent by TNTUC, 16.36 per cent by LPF, 8.73 per cent by HMS,
5.45 per cent by INTUC, 5.1 per cent: by All Unions, 4.56 per
cent by Other Unions and 2.90 per cent by AITUC.
E. DISTRIBUTION OF DISPUTES ON VIOLENCE AND INDISCIPLINEISSUES
Out of 4 disputes raised by Trade Unions on violence and
indiscipline issues, 2 disputes were raised by INTUC, one by
HMS and the other by TNTUC.
F. DISTRIBUTION OF DISPUTES ON "OTHERS"
Out of 455 disputes raised on other issues, 32.75 per
cent were raised by CITU, 17.14 per cent by TNTUC, 13.63 per
cent by LPF, 11.20 per cent by All Unions, 8.13 per cent by
HMS 7.7 per cent by INTUC, AITUC each, and 1.70 per cent by
Other Unions.
It is found that the common causes of industrial
disputes raised by Trade Unions were based on "Personnel and
Retrenchment" issues. The issue of wages, allowances and
91
bonus, which relate to earnings and levels of living account
for almost 882 disputes, 45.87 per cent of the total number
of disputes raised by Trade Unions. The personnel and
retrenchment account for 551 disputes. it is also found that
almost All Unions have raised more number of disputes on
wage, bonus and personnel and retrenchment issues when
compared with other issues. It is also found that most of
the wage disputes, bonus disputes, leave and hours of work
disputes, personnel and retrenchment disputes and other
disputes were raised by CITU followed by TNTUC (Except leave
and hours-of--work) followed by All Unions. Most of the
violence and indiscipline disputes were raised by INTUC.
3.10 A COMPARATIVE PERCEPTION CAUSES OF INDUSTRIAL DISPUTES
The causes of conflict between Labour and Management
usually remain the same wherever capitalist economy prevails.
Dr. Mukerjee observes, "The development of capitalistic
industry which means the control of the tools of production
by a small entrepreneur class has brought to the fore the
actual problem of friction between Management and Labour5
throughout the world." When people sell their services and
spend their wor.king lives on the premises of the purchaser of
those services, varying amounts of dissatisfaction,
discontent and industrial unrest are likely to occur.
5. R. Mukerjee, Indian Working Class, Hind Kitabs, Bombay,1951, p.372.
92
Employees are specially interested in higher wages, healthy
working conditions,opportunity to advance, work-satisfaction,
some voice in industrial affairs and protection against loss6
of wages, over-work and arbitrary treatment. But when such
things are denied they are forced to exercise their rights
and stop working to make the employers understand their
grievances and redress them. Often many causes, blended
together, lead to a strike. But there is no single cause for
an industrial dispute. The Labour Bureau has listed these
causes as 1. Wages and Allowance, 2. Bonus, 3. Personnel and
Retrenchment, 4. Leave and Hours of work 5. Viloence and
Indiscipline and 6. Others.
But this classification is not exhaustive. Hence to
have a clear understanding of the causes of labour disputes
in the Cotton Textile Industry in the study area, the
researcher has made an attempt to identify the possible
causes. Twelve causes have been identified. Here the
perception of the workers, their Union leaders, the
Management and Labour Officials were examined based on 12
possible causes of labour unrest.
6. R.A. Lester, Economics of Labour, Macmillan Company, NewYork, 1964, p.3.
93
3.11 RESULTS AND DISCUSSION
In order to identify the imi:ortant causes of industrial
disputes in the study area, a list: of 12 most probable causes
was drawn up and the respondents were asked to mark four
causes in order of priority. The ranked results of theresponses by workers, Trade Union Leaders, Management. and
Labour Officials and all the categories combined together are
presented in the ensuing Tables.
3.12 RANKING BY THE WORKERS
Table 3.7 exhibits the ranks assigned by workers to
causes of industrial disputes.
94TABLE 3.7
Ranking by Workers of the Causes of Industrial Disputes
Frequency of PriorityCauses ---------------------------- - ------ -----Total Rank
First Second Third Fourth Score*Priority Priority Priority Priority
1. Wage 209 317 242 53 2324 2(26.62)
2. Allowances 46 132 114 256 1064 4(12.19)
3. Bonus 48 101 337 234 1403 3(16.07)
4. Retrenchment 505 188 92 88 2856 1(32.71)
5. Personnel 23 64 70 165 589 5(6.75)
6. Leave and Hoursof-work - - - - - 12
7. Non-implementationof awards andagreement 12 50 6 31 241 6
(2.76)
8. Unfair LabourPractices 20 8 4 20 132 7
(1.51
9. Non-implementationof Labour Laws 2 7 3 4 39 9
.( 0.45)
10.Inferior treatment - - 2 2 6 10(0.07)
11. Inadequate socialsecurity measures 8 6 3 17 73 8
(0.84)
12.Vio]ence andIndiscipline - - 0 3 3 11
(0.03)
*The first priority was given the score of four and the second, third andfourth the scores of three, two and one respectively. Ranking was workedout on the basis of total score. (Figures In parenthesis indicate thepercentage of each item to the total score of column 6).
95
The four important factors as viewed by the workers,
according to their ranks are 1) Retrenchment 2) Wages 3)
Bonus and 4) Allowances. 5th rank is given to personnel.
Leave and hours-of ...-work and violence and indiscipline are not
perceived to be the causes of industrial disputes.
3.13 RANKING BY THE EMPLOYERS
Table 3.8 shows the ranks assigned by employers to
causes of industrial disputes.
96
TABLE 3.8Ranking by Management of the Causes of Industrial Disputes
Frequency of PriorityCauses ---------------------------- ------------Total Rank
First Second Third Fourth Score*Priority Priority Priority Priority
1. Wages 14 18 6 it 125 2(26.04)
2. Allowances 6 11 20 4 101 3(21.04)
3. Bonus 22 10 7 7 139 1(28.96)
4. Retrenchment 3 4 5 10 44 . 4(9.17)
5. Personnel 1 3 2 4 21 6(4.38)
6. Leave and Hours - - 1 2 4 9of-work (0.83)
7. Non-implementation - - - 1 1 12of awards and (0.21)agreement
8. Unfair Labour 2 1 2 8 23 5Practices (4.79)
9. Non-implementation - 1 2 4 11 7of Labour Laws (2.29)
10. Inferior treatment - - - 2 2 11(0.42)
11. Inadequate social - - 2 2 6 8security measures (1.25)
12. Violence and - - 1 1 3 10Indiscipline (0.63)
*The first priority was given the score of four and the second, third and fourtithe scores of three, two and one respectively. Ranking was worked out on thibasis of total score. (Figures in parenthesis indicate the percentage of eaciitem to the total score of column 6).
97
The Management perceives Bonus, Wages, Allowances and
Retrenchment as four major causes of industrial disputes.
They consider Non-implementation of awards and agreement,
Inferior treatment, Violence and indiscipline and Leave and
hours-of-work as the least important causes of industrial
disputes.
3.14 RANKING BY THE TRADE UNION LEADERS
Table 3.9 shows the ranks assigned by the Trade Union
Leaders to causes of industrial diputes.
98
TABLE 3.9Ranking by the Trade Union Leaders of the Causes of Industrial Disputes
Frequency of PriorityCauses ------------------------------------------
Total RankFirst Second Third Fourth Score*
Priority Priority Priority Priority
I. Wages 8 12 20 8 116 3(16.57)
2. Allowances 6 8 IC) 15 83 4(11.86)
3. Bonus 17 23 12 9 170 2(24.29)
4. Retrenchment 34 16 10 7 211 1(30.14)
5. Personnel 3 5 8 8 51 5(7.29)
6. Leave and Hours - - I 2 4 11of-work(0.57)
7. Non-implementation - 2 1 5 13 7of awards and(1.86)agreement
8. Unfair Labour 2 3 4 6 31 6Practices(4.43)
9. Non-implementation - 1 1 3 8 8of Labour Laws(1.14)
10. Inferior treatment - - 1 3 5 10(0.71)
11. Inadequate social - - 2 2 6 9security measures(0.86)
12. Violence and - -2 2 12Indiscipline(0.29)
*The first priority was given the score of four and the second, third and fourththe scores of three, two and one respectively. Ranking was worked out on thebasis of total score. (Figures in parenthesis indicate the percentage of eachitem to the total score of column 6).
The four important factors as perceived by the Trade
Union Leaders are Retrenchment, Boiitis, Wages and Allowances.
It is similar to the views of workers. Violence and
indiscipline and Leave and hours-of ..-work are considered as
the least important causes of industrial disputes.
315 RANKING BY THE LABOUR OFFICIALS
Table 3.10 exhibits the ranks assigned by the labour
officials to causes of industrial disputes.
100
TABLE 3.10
Ranking by the Labour Officials of the CdLISE?S of Industrial Disputes
Frequency of PriorityCauses ---.--••• -----Total Rank
First Second Third Fourth Score*Priority Priority Priority Priority
1. Wages 5 2 - - 26 1(37.14)
2. Allowances - 2 2 2 12 3(17.14)
3. Bonus 2 3 - - 17 2(24.29)
4. Retrenchment - - - -- 0
5. Personnel -
6. Leave and Hours - - - -- 0of-work
7. Non-implementation - - -- 0of awards and
agreement8. Unfair Labour - -
- 0Practices
9. Non-implementation - - -- 0of Labour Laws
10. Inferior treatment - - :3 3 9 4(12.96)
11. Inadequate social - - 2 2 6 5security measures(8.58)
12. Violence and - - -- 0Indiscipline
*The first priority was given the score of four and the second, third and fourththe scores of three, two and one respectively. Ranking was worked out on thebasis of total score. (Figures in parenthesis indicate the percentage of eachitem to the total score of column 6).
1031
The labour officials consider Wages, Bonus, Allowance,
and Inferior treatment as the four important causes of
idustrial disputes.
3.16 RANKING BY ALL CATEGORIES
Table 3.11 exhibits the ranks assigned by all the
categories to various causes of Industrial disputes.
102
TABLE 3.11
Ranking by the Respondents of All Categories
Percentage obtained In the case ofCauses ----------------------------------------------
Total RankWorkers Manage Trade Labour Percentagement Union Officials
Leaders
I. Wages 26.62 26.04 16.57 37.14 106.37' 12. Allowances 12.19 21.04 11.86 17.14 62.23 43. Bonus 16.07 28.96 24.29 24.29 93.61 24. Retrenchment 32.71 9.17 30.14 - 72.02 35. Personnel 6.75 4.38 7.29 - 18.42 56. Leave and Hours -0.83 0.57 - 1.40 11of Work7. Non-implementation 2.76 0.21 1.86 - 4.83 9of awards and
agreement8. Unfair Labour 1.51 4.79 4.43 - 10.73 8Practices9. Non-implementation 0.45 2.29 1.14 -of Labour Laws 3.88 1010. Inferior treatment 0.07 0.42 0.71 12.86 14.06 611. Inadequate social
security measures 0.84 1.25 0.86 8.58 11.53 712. Violence and
Indiscipline 0.03 0.63 0.29 - 0.95 12
*The Table aims at standardising the priorities of all invetervlewees,percefltage
obtained for each reason in all four categories i.e.,Workers, Management, TradeUnion Leaders, and Labour Officials were added and totals in all respect of alltwelve causes were ranked.
103
Table 3.11 reveals that "Wages", "Bonus", "Retrenhment:",
"Allowances", "Personnel" and "Inferior Treatment", got the
"first", "Second". "third", "fourth", "fifth" and "sixth"
ranks respectively. The other causes "Inadequate social
security measures", "unfair labour Practices", "Non-
implementation of awards and agreement", "Non-implementation
of labour Laws", "Leave and hours-of-work" and "Violence and
indiscipline" got lower rankings.
3.17 CAUSES OF INDUSTRIAL DISPUTES - INTER-GROUP PERCEPTION
The rank correlation co-efficient of causes of
industrial disputes between workers and Trade Union Leaders,
workers and Management, Management and Trade Union Leaders
are calculated and they are presented in Table 3.12.
TABLE 3.12
Causes of Industrial. Disputes - Inter-Group Perception
Inter group
Rank Correlation . 'R'Co-efficient
Between workers and Trade Union Leaders 0.972*
Between workers and Management 0.755*
Between Management and Trade UnionLeaders 0.825*
*Significant beyond 0.05 level.
104
The value of correlation co-efficient (R = 0.972)
between the workers and Trade Union Leaders shows significant
and positive correspondence as to the causes of industrial
disputes. The degree of importance of certain items, however
varied, both Union and workers gave first preferece to
Retrenchment. Workers ranked 'Wages' as the second important
factor while the Union Leaders considered it third. They
considered Bonus the second important: factor.
CI
The value of correlation co-efficient (R = 0.755)
between the responses of workers and Management shows a
significant and positive relationship. Both the parties
perceive Wages, Allowances, Bonus and Retrenchment as
constituting some of the important causes of industrial
disputes.
The value of correlation co-efficient (R = 0.825) beween
the replies of Trade Union Leaders and Management also
indicates a significant and po:dtIve correspondence. The
Management attached more importance to bonus (1st rank),
whereas Trade Union Leaders attached more importance to
Retrenchment, as is evident from the rank assigned.
105
The results of this study reflect the fact that the
Retrenchment and economic factors are given supreme
importance by workers, Unions and Management. Other
important factors are Personnel, Non-implementation of awards
and agreements, Unfair laabour practices and Inadequate
social security measures. Leave and hours of work, Violence
and Indiscipline, Inferior treatment are assigned relatively
much less importance. Thus this analysis reveals the
difference and similarities in perception of labour disputes
among Management, Unions, worker; and Labour Officials.