In company Training Report

On

WORKERS PARTICIPATION IN MANAGEMENT

Completed in CENTRAL COALFIELDS LIMITED

Submitted in partial fulfillment of requirement of Bachelor of Business

Administration (BBA), Guru Nanak Dev University

Training Supervisor Submitted by-

Mr. S. Jamal Roneet Kumar
Manager (P & IR), CCL, Ranchi Enrolment No. -
10541202202

Session 2014-15 (Batch : 2012-15)

Guru Nanak Dev University, Amritsar
 CERTIFICATE FROM THE GUIDE

This is to certify that Mr. / Ms. --------------------------------------------- of

Jagannath Institute of Management Sciences, New Delhi, has
successfully completed the project work titled ---------------------------------
---------------------- under the guidance of Prof. ---------------------------------
for the partial fulfillment of requirement for the completion of BBA
course as prescribed by the Guru Nanak Dev University, Amritsar.

This project report is the record of authentic work carried out by

him/her during the period from ------------------ to ------------------ .
He/She has worked under my guidance.

Signature
Mr. S. Jamal
Manager (P & IR), CCL, Ranchi
Project Guide

Date :
 STUDENTS DECLARATION

This Project Report is submitted at Guru Nanak Dev University, Amritsar towards In-
Company Training & Project Report (BBA 6th Semester) for the partial fulfillment of
Degree of Bachelor of Business Administration (BBA).

I, hereby declare that this is the original work done and the information provided in the
Project Report is authentic and not copied from anywhere and neither submitted in any
other degree / diploma programme.

Signature of Student
 EXECUTIVE SUMMARY

Project starts with a brief description about Coal India Limited and its subsidiary
companies with a special focus on Central Coalfields Limited. I have done research on
the topic Study of Workers Participation in Management at Central Coalfields
Limited. Main objective of my study is to know the role of Non-managerial employees
in management of organization. Project involved Primary data which was collected by
distribution of questionnaire amongst the employees of the organization and Secondary
data was collected by viewing companys website and analyzing companys IR reports of
3 financial years.

Project report then contains interpretations of the questions, which was done by preparing
the chart. Through these interpretations positive and negative findings were bifurcated
and then necessary recommendations were made depending upon the negative findings.

Through the conclusion I gave idea on how the participation of non-managerial

employees effect the decision making of company.
 ACKNOWLEDGEMENT

I express my sincere thanks to my internal project guide Prof. Richa Dabas for guiding
me right from the inception till the successful completion of the project. I sincerely
acknowledge her for extending her valuable guidance, support for literature, critical
reviews of the project. I thank her

for the much needed timely advice and suggestion that she has provided. She has also
helped me to understand the theories of Human Resource.

I consider it a pleasant duty and take the opportunity to express my heartfelt appreciation,
gratitude and indebtedness to S. Jamal Manager (Personnel and Industrial Relation) for
his keen interest, invaluable pains taking & excellent guidance, patience, endurance,
encouragement & thoughtful advice for the project work. He has been instrumental in
making me understand the procedures and policies of Central Coalfields Limited. His
kind support and guidance throughout the course of this project has helped me to
complete my work effectively and efficiently.

I feel gratitude for my family members for their moral support and help which they
provided me during the course of project work. I am also thankful to my friends who
gave me continuous inspiration to complete this project successfully.

Roneet Kumar
 TABLE OF CONTENTS

Chapter No. Title Page No.

1. Introduction
1.1 Coal India
1.2 Corporate Structure
2. Profile & Org. Structure of the Company
2.1 Central Coalfields Limited
2.2 Administrative Setup
2.3 Organizational Setup
2.4 SWOT Analysis of CCL
3. Theoretical Background
3.1 Industrial Relations System
4. Objectives of Study
5. Methodology Adopted
6. Analysis of the Problem Under Study
7. Interpretation of Results
8. Management Learning
9. Findings
10. Recommendations
11. Conclusions

Annexure

Bibliography
 Chapter I
INTRODUCTION
I.1 INTRODUCTION OF COAL INDIA

INDIAS ENERGY SCENARIO AT A GLANCE

India is among the top three fastest growing economies of the world. As a natural
consequence Indias energy needs too are expanding with increased industrialization and
capacity addition in Power generation. This is where coal steps in. In India coal is the
critical input for major Infrastructure industries like Power, Steel, Cement and Railway.
Coal contributes to 60% of electricity production and rest 40% is produced by Hydro
Thermal Plants.

Important points to be noted:

Coal is the most dominant energy source in Indias energy scenario.

Coal meets around 52% of primary commercial energy needs in India against
29% of the world.
India ranks 3rd largest coal producing country in the world after China and USA.
Coal reserves in India is one of the largest in the world. As on April 1, 2012, India
had 293.5 billion metric tons (323.5 billion short tons) of the resource.

EMERGENCE OF COAL INDIA LIMITED

Coal India Limited (CIL) is an Indian state-controlled coal mining company
headquartered in Kolkata, West Bengal, India. It came into being in November 1975 with
the government taking over private coal mines. It is the largest coal producer company in
the world and contributes around 81% of the coal production in India. Operating through
81 mining areas in eight states in India with 8 wholly owned coal subsidiaries and 1 mine
planning Consultancy Company. It produced 452 million tonnes of coal during FY 2012
13 and earned a revenue of INR 882.81 billion from sale of coal in the same financial
year. Union Government of India owns 90% of the shares in CIL and controls the
operations of CIL through Ministry of Coal. In April 2011, CIL was conferred the
Maharatna status by the Union Government of India.
 VISION

To emerge as a global player in the primary energy sector committed to provide energy
security to the country by attaining environmentally and socially sustainable growth
through best practices from mine to market.

MISSION

To produce and market the planned quantity of coal and coal products efficiently and
economically in the eco-friendly manner with due regard to safety, conservation and
quality. At present CIL produces 450 million tons coal. Today nation has 76,000 MW
power requirement for uninterrupted power supply for which 900 million tons of coal is
required.

OBJECTIVES

Acts as a National Think Tank for all aspects of Coal Industry in India.
Serves as Voice at National and International forum on issues related to Indian
Coal Industry.
Makes suggestions in framing of Indias Coal policy legal framework and Coal
development plans.
Remain in regular touch with Technical and Research Institutes, Management
Development and Statutory organizations for exchange of ideas, collection and
disseminating of information for mutual benefits and improvements in the
curriculum of the educational institutions to match the needs of the Coal Industry.
Collaborate with national bodies like MGMI, TERI, CMRI etc. and International
bodies like World Coal Institute, UNDP, World Bank, Asian Development Bank,
UNIDO, World Energy Council with objectives to help the Indian Coal Industry.
Develop a sense of total dedication and professionalism amongst all persons
engaged in Indian Coal Industry by promoting ethical vision, and to inculcate
system development with emphasis on the value based approach.
 CORPORATE STRUCTURE

1. Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand

2. Central Coalfields Limited (CCL), Ranchi, Jharkhand
3. Eastern Coalfields Limited (ECL), Sanctoria, West Bengal
4. South Eastern Coalfields Limited (SECL), Bilaspur, Chhattisgarh
5. Western Coalfields Limited (WCL), Nagpur, Maharashtra
6. Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh
7. Mahanadi Coalfields Limited (MCL), Sambalpur, Orissa
8. Coal India Africana Limitada, Mozambique
9. The consultancy company is central Mine Planning and Design Institute
Limited (CMPDIL), Ranchi, Jharkhand

North Eastern Coalfields (NEC), a small coal producing unit operating is under
operational control of CIL and government of Andhra Pradesh.
 PRODUCTS

POLICIES

1) CILs Policy for Corporate Social Responsibility (CSR)

Mines of coal India are located in isolated areas with little contact to outside society.
Mining of coal has profound impact on the people living in and around areas where the
mines are established. Introduction of any activity will have a great impact on the
change of traditional lifestyle of the inhabitants and socio-economic profile of the area.

Therefore primary beneficiaries of CSR are as follows:

Education
Water supply including drinking water
Generation of employment anl setting up co-operative society.
Development of smokeless fuel out of coal and distribution of efficient stove (Chula)
to the villagers.
Social empowerment
Infrastructure for villagers like electricity, road, house, etc.
2) CILs Policy for Safety

Operations and systems will be planned and designed to eliminate or materially

reduce mining hazards.
To bring about improvement in working conditions by suitable changes in
technology.
Provide material and monetary resources needed for the smooth and efficient
execution of Safety Plans.
Deploy safety personnel wholly for accident for accident prevention work.
Organize appropriate forums with employees representatives for Joint
consultations on safety matters and secure their motivation and commitment in
Safety Management.
Set up a frame work for execution of the Safety Policy and Plans through the
General Managers of Areas, Agents, Managers and other safety personnel of the
units.
Multi-level monitoring of the implementation of the Safety Plans through Internal
Safety Organization at the company headquarters and Area Safety Officers at area
level.

3) CILs Corporate Environmental Policy

CIL affirms its commitment for environment friendly mining with right mitigation of
pollution, reclamation of the degraded land, preservation of biodiversity and proper
disposal of waste following the best environmental practices including judicious use of
the non-renewal energy on the path of continual improvement.

HUMAN RESOURCE DEVELOPMENT IN CIL

Human Resource Development emphasis has been set up to deal with the development of
Human Resources as well as looking ahead to technological advances and growth of
manpower to fulfill demand of production vis--vis-technology. HRD of CIL provides
four types of training to its employees.
 I. Technical Training

Technical Training is provided for technology being used in each subsidiary or being
conceived at corporate level for which preparedness is necessary to meet current shortage
of skilled manpower.

II. Management Training

Executives at each level and at the time of assuming the charge at the new position i.e.
entry to the higher level, a need based training is imparted at the Management Training
Centre of each subsidiary companies for the level from E.1 to E.5 and at the apex training
Centre, Indian Institute of Coal Management, Ranchi, for higher level, i.e. from M.1 to
M.3 level executives.

III. Transformation Training

An attempt to help who joins CCL as part of management policy and for workmen who
are required to acquire skill for movement from conventional to semi-mechanized mines
with intermediate technology. These trainees are used as source of supply of manpower
in critical and non-critical areas of skills for the technology specific to the subsidiary
company.
IV. General Development Training

Change in scenario of mines of subsidiaries the vision of the company, health of

organization - profit & loss, criteria for raising productivity, cost parameters and criteria
for excellence in performance for survival of the company is propagated through intra -
organizational communication and face to face interface with workers and supervisors in
a planned way by sharing the reality of business.
 Chapter II
PROFILE & ORGANIZATION
STRUCTURE OF THE COMPANY
 ABOUT C.C.L

Central Coalfields Limited (CCL) is a Category-I Mini-Ratna Company since October

2007. Formed on 1st November 1975, formerly known as National Coal Development
Corporation Ltd. (NCDC). It is one of the eight subsidiaries of Coal India Ltd. The first
holding company for coal in the country.

CCLs target of year 2013-2014 was to produce 53 MT but because of being unable to
start their 2 new projects they succeeded in producing only 50.124 MT. CCLs target for
year 20 14-2015 is to produce 56 MT, while to dispatch is 62 MT. which means 6 MT
CCL have in stock.

FORMATION OF NCDC (PRE-NATIONALIZATION)

National Coal Development Corporation Ltd (NCDC) played a pioneering role in Indias
coal industry by introducing large-scale mechanization and modern and scientific
methods of coal mining for promoting conservation of high grades of coal and exploiting
deep coking coal seams necessitating heavy capital investment and sophisticated
technical skill.

NCDC went in for foreign collaboration with countries such as Poland and the USSR
besides limited collaboration with Japan, West Germany and France. The opening of new
mines in Madhya Pradesh, Orissa and Maharashtra brought about a significant change in
these regions by creating new opportunities of industrialization and employment.
Development of the Singrauli coalfields has brought coal almost to the door steps of
northern India.

NCDC 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 tons 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 Chhattisgarh) and
Orissa.

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 tons 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 nations coal production (67.72 million tons)
increased to around 9.6 million tons.

NATIONALIZATION OF COAL MINES

Major event in the history of Indian coal industry during Fourth Plan Period (1969-74)
was the nationalization of privately owned coal mines in two phases. In first phase, the
management of coking coal mines was taken over by the Government of India on 17th
Oct. 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) was transferred to NCDC, and its projects in Central Jharia region viz.,
Sudamdih and Moonidih deep shaft mines were handed over, in stages to BCL.

In 2nd phase of nationalization, management of non-coking coal mines of country,

excepting the captive coal mines of the two steel plants, TISCO and IISCO, was taken
over by the Government on 3 1St January 1973. These mines were nationalized with
effect from 1St May 1973. 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 became a division of
CMAL which owned 36 collieries under commercial 4 production in Bihar, Orissa,
Madhya Pradesh and Maharashtra, besides four coal washeries, one coke oven plant, two
large central workshops and manpower of about 71,000. of CMAL witnessed regrouping
of 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. As a result, 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, and Hutar & Daltanganj 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 having a manpower of 1, 11,500.

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

Coal mining through efficiently operated mines.

Besides fulfilling coal needs of customers in terms of quantity, focus on quality, value
addition and beneficiation to the satisfaction of customers.

Marketing of coal as main product.

Administrative Setup
Organizational Setup
 INFRASTRUCTURE

1. MINES : Company has 63 Operative mines comprising 26 underground mines and 37

opencast mines.

2.WASHERIES : CCL has 4 Coking Coal Washeries and 3 Non-Coking Coal

Washeries.

Coking Coal Non-Coking Coal

Washeries Washeries
Kathara Piparwar
Sawang Gidi
Rajrappa Kargil
Kedi
3. WORKSHOPS

Fig : 3-tier workshop infrastructure is in place for the OC Coal Mining Projects as
Briefed below

a). 1 Central Workshop (ISO 9001) located at Barkakana with full infrastructure facilities
to refurbish equipments of various mines under planned capital repair.

b). 5 Regional Workshop at Jarangdih, Tapin North and Dakra, Giridih and Bhurkunda
for System repairs of equipment and other major repairs beyond the scope of projects /
units workshops.

4. RAILWAY SIDINGS

we have 26 Railway Sidings from which coal is dispatched to various customers located
all over India.
5. POWER SUPPLY

DVC is main source of power supply.

Rajrappa, Piparwar, N.K., Kathara, Dhori, hazaribagh and Kuju (through BSEB)
are setting power from DVC.
Average energy consumption is 575 million KWH.
Adequate power supply availability is ensured for uniterrupted production.

6. MEDICAL

Two central hospitals at Ranchi and Nai Sarai equipped with all modern facilities
for testing, Diagnosis and treatment.
Regional hospitals at Kargali, Dhori, Katahara, Daltanganj, Dakra and Kedia.
Hospitals/Dispensaries for immediate medical aid at each Project.
 INITIATIVES

1. Safety

CCL has formulated a Safety Policy for ensuring safety in mines which are as
follows:

Detection of fire in coal seam in existing and old mines in consultation with
CIMFR, CMPDIL.
Installation of Man locator in Churi U/G mine.
Regular analysis of mine gasses at CMPDIL.

2. Environment & Forest

CCL has accorded the high priority to ecology development and pollution control.

Planned afforestation Programmes and reclamation of degraded land to

improve the environment.
Continuous monitoring in respect of ambient air quality, water and noise.
Importance is given to pollution control, reclaiming land and maintaining
ecological balance which is monitored by air monitoring stations through
CMPDI, Ranchi.

Major activities for environment up gradation in CCL are as follows:

a). Management of land resources

b). Management of Air Quality (Dust control in open cast mines)

c). Management of Water Quality

3. Health

Central CoalfieldsLimited (CCL), had established three-tier system of healthcare.

Dispensaries for each project as primary healthcare; colliery and regional hospital as
secondary health care and for tertiary care there are well equipped modern Central
Hospitals to provide better and specialized medical facilities to its employees as part
of its welfare activities.
4. Corporate Social Responsibility (CSR)
 SWOT ANALYSIS OF CCL

Strengths: -

Monopoly in market regarding its products i.e., coal in country for Steel &
Power Sector.
Huge reserve at shallow depth of coal (66% of CCL command area reserve is
within 300m).
Skilled, Trained and Motivated manpower.
Good corporate governance & work culture.
Favorable age profile of equipment and presence in adequate numbers.
Strong track record of growth in terms of coal production, profitability from
last 10 years.
Application of advanced technique of mining.
Weakness:-

Technology is yet to play a bigger role and is still under minimum requirement in
the command areas.
Extremists activity & poor law and order condition in CCL commands areas.
Frequent Bandh called by extremist group adversely affects the coal production.
Rehabilitation & Resettlement issues.
Opencast mines will lead to land degradation, environment pollution.
Poor road and Rail infrastructure in NK Coalfields which is a major coal
producing area of CCL.
Inadequacy of Railways in coal transportation & majority of consumers are far
away from Coalfields resulting in high landed cost to consumers.

Opportunities:-

Increase demand of CCL coal.

It is subsidiary of largest coal producing company in the world so has to face
negligible competition.
Mega coal projects in NK Coalfields.
Capacity addition by Indian railways in the coal producing region will cater- the
demands of consumer at reduced cost.

Threats:-

Theft problem due to transportation by the means of Road.

Lack of advanced methods of inventory management.
Dominant extremists in the command areas.
Over burden on the CCL resources in the command area due to outside peoples
staying in the command areas illegally.
Increasing difficulty in acquisition of land and social displacement.
Mounting aspiration of the village people with regards to Rehabilitation &
Resettlement.
Delay in Environmental & Forestry clearance.
 Chapter III

THEORETICAL BACKGROUND
 INDUSTRIAL RELATIONS SYSTEM

Industrial relations is used to denote the collective relationships between management

and the workers. In a broad sense, Industrial Relations also means the relationship
between the various unions, between the state and the unions as well as those between the
various employers and the government. Relations of all those associated in an industry
may be called Industrial Relations.

Traditionally, the term industrial relations is used to cover such aspects of industrial life
as trade unionism, collective bargaining, workers participation in management, discipline
and grievance handling, industrial disputes and interpretation of labor laws and rules and
code of conduct.

According to International Labour Organization, Industrial relations comprise

relationships between the state on one hand and the employers and employees
organization on the other, and the relationship among the occupational organizations
themselves.

Concept of Industrial Relations

The term Industrial Relations comprises of two terms: Industry and Relations.
Industry refers to any productive activity in which an individual (or a group of
individuals) is (are) engaged. By Relations we mean the relationships that exist within
the industry between the employer and his workmen. The term industrial relations
explains the relationship between employees and management which stem directly or
indirectly from union-employer relationship.

Employees Employer's
Associations

Employers Industrial relations Trade unions

Industrial relations covers all aspects of the employment relationship, including human
resource management, employee relations, and union-management (or labor) relations.
Accordingly, industrial relations pertains to the study and practice of collective
bargaining, trade unionism, and labor-management relations, while human resource
management is a separate, largely distinct field that deals with nonunion employment
relationships and the personnel practices and policies of employers. Figure below shows
the Pictorial Representation of Industrial Relations System.

Features of Industrial Relations

1. Industrial relations are outcomes of employment relationships in an industrial

enterprise. These relations cannot exist without the two parties namely employers and
employees.
2. Industrial relations system creates rules and regulations to maintain harmonious
relations.
3. The government intervenes to shape the industrial relations through laws, rules,
agreements, terms, charters etc.
4. Parties involved in Industrial relations system are employers and their associations,
employees and their unions and the government. These three parties interact within
economic and social environment to shape the Industrial relations structure.

Objectives of Industrial Relations

1. To maintain industrial democracy based on participation of labour in the management

and gains of industry.
2. To raise productivity by reducing tendency of high labour turnover and absenteeism.
3. To ensure workers participation in management of the company by giving them a
fair say in decision-making and framing policies.
4. To establish a proper channel of communication.
5. To increase the morale and discipline of the employees.
6. To safeguard the interests of the labour as well as management by securing the
highest level of mutual understanding and goodwill between all sections in an
industry.

Importance of Industrial Relations

1) Uninterrupted Production
2) Reduction in Industrial disputes
3) High morale
4) Mental Revolution
5) Reduced Wastage

Causes of poor Industrial Relations

1) Economic Causes: - Poor wages, Poor working conditions, unauthorized deductions

from wages, Lack of fringe benefits, Absence of promotion opportunities.
2) Organizational Causes: - Faulty communications system, Unfair practices, Non-
recognition of trade unions and Labour laws.
3) Social Causes: - Uninteresting nature of work, Dissatisfaction with job.
4) Physiological Causes: - Lack of job security, Non-recognition of merit and
performance, Poor interpersonal relations.
5) Political Causes: - Multiple unions, Inter-union rivalry weaken the trade unions.

Suggestions to improve Industrial Relations

1) All policies and rules relating to Industrial relations should be fair and transparent to
everybody in the enterprise and to the union leaders.
2) Employees should associate workers and unions in the formulation and
implementation of HR policies and practices.
3) A strong trade union is an asset to the employer. Trade unions should adopt a
responsible rather than political approach to industrial relations.
4) Management should have a genuine concern for the welfare and betterment of the
working class. They must ensure reasonable wages, satisfactory working conditions,
and other necessary facilities for Labour.
5) On-Spot decision making to redress Grievances.
6) Create a proper communication channel to avoid grievances and misunderstandings
among employees.

III. 1 TRADE UNIONISM

Trade Unions are voluntary organization of workers as well as employers formed to

protect and promote the interest of their members. It is a combination of temporary and
permanent workers, formed primarily for the purpose of regulating the relations between
workmen and employers or between workmen and workmen, or between employers and
employers, or for imposing restrictive conditions on the conduct of any trade or business,
and includes any federation of two or more Trade Unions.

Trade Disputes

It means any dispute between employers and workmen or between workmen and
workmen, or between employers and employers which is connected with the employment
or non-employment, or the terms of employment or the conditions of Labour, of any
person, where Workmen means all persons employed in trade or industry whether or not
in the employment of the employer with whom the trade dispute arises.

Emergence of Trade Union Act

Indian Trade Unions Bill, 1925 having been passed by the Legislature received its assent
on 25th March, 1926. It came into force on 1St June, 1927 as the Indian Trade Unions
Act, 1926.
Section 2(h) of the Trade Unions Act, 1926 has defined a trade union as

Any combination, whether temporary or permanent, formed primarily for the purpose of
regulating the relations between workmen and employers, or between workmen and
workmen, or between employers and employers, or for imposing restrictive conditions on
the conduct of any trade or business, and includes any federation of two or more trade
unions.

Objectives of Trade Union

Workers organize themselves in the form of a union to achieve the following goals:

To improve the economic lot of employees by securing for them better wages.
To secure better working conditions for the workers by securing their
organizational stability, growth, and leadership.
To resist schemes of the management which reduce employment, e.g.,
rationalization and automation.
To protect the interests of employees by taking active participation in the
management.

Levels of Indian Trade Unions

The structure of unions in India relates to their pattern of relationship between national
level, regional level, local level and plant level unions.

Trade unions in India are affiliate with two types of organizations: National federation,
and Federation of Unions.

The National Federation of trade unions is an organization comprising of all trade unions
in a region irrespective of their industrial area. The Federation of Unions has the function
of creating new unions and strengthening the relationships between the existing unions
and workers.
There are various Trade Unions in India. Few of them are listed below: -

1) The Indian National Trade Union Congress (INTUC). The Congress Party and the
top congress leaders formed the INTUC like Nehru and Patel were associated with it.
Every union affiliated to INTUC has to submit its dispute to arbitration after exhausting
other means of settlement of disputes.

2) The All India Trade Union Congress (AITUC). This union serves as the labour
forum of Communist Party of India at present. It is considered as the second largest union
in India.

3) The Hind Mazdoor Sabha (HMS). It was formed in Calcutta by the socialists who
neither approved INTUC nor AITUC. The HMS was organized with a view to keeping its
members free from any political or other outside interference.

4) The United Trade Union Congress (UTUC). Those persons who were dissident
socialist formed it. It functions mainly in Kerala and West Bengal.

5) Centre for Indian Trade Unions (CITU). The Marxists separated from the AITUC in
May 1970 and formed the ITU.

6) Bhartiya Mazdoor Sangh (BMS). Largest central trade union organization in India.
Founded by Dattopantji Thengdi on July 23, 1955.

7) Hind Mazdoor Kisan Panchayat (HMPK). Hind Mazdoor Kisan Panchayat (India
Workers Peasants Council), is a national trade union confederation in India. Its national
president is George Fernandez.

8) National Front of Indian Trade Unions (NFFU). Apex body founded in the year
1969 for representation, policy making and affiliation of Trade Unions at the national
forum. Achieved status of Central Trade Union Organization in the year 2008 by
Ministry of Labour and Employment Government of India.
9) Labour Progressive Federation (LPF). A trade union federation in the South Indian
state of Tamil Nadu. All India President of LPF - Shri. Perur A.Natarajan, Ex.M.L.A. -
All India General Secretary Shri. Shanmugam All India Treasurer Shri. k.Natarajan

10) Centre for Indian Trade Unions (CITU). CITU is a National level Trade Union in
India politically attached to the Communist Party of India (Marxist). The Centre of Indian
Trade Unions is today one of biggest assembly of workers and classes of India. It has
strong unchallengeable presence in the Indian state of Tripura besides a good presence in
West Bengal and Kerala.

Problems of Indian Trade Unions

1) Uneven growth of Trade Unions both industry wise and area wise. Trade union
activities are concentrated in a few states and in bigger industrial centers mainly due to
concentration of industries in those places.

2) Increasing Trade Unions in India led to the declining membership per union. This is
due to the reason that any seven workers can form a union under the Trade Unions Act,
1926 and get it registered. Secondly, the rivalry among the leaders of trade unions has
resulted multiplicity of unions, thereby reducing the average size of membership per
union.

3) The lack of necessary Thnds prevent trade unions from offering support for welfare
activities for labour, support strikes, and hire paid staff.

4) Most trade unions have developed inter-union rivalries and groups that are in constant
competition against each other. Multiple trade unions are a necessary evil.

5) Unions are man aged by the educated class: doctors, lawyers, politicians, etc., who
have no experience or work history with the corresponding union. This type of foreign
leadership creates barriers between lower-end workers and upper management, and is
disadvantageous to the proper development and management of the union.
III.2 WORKERS PARTICIPATION IN MANAGEMENT

Any form of work organizations involves interaction between Employees and

Management. This interactions is done through collective bargaining, wherein groups
representing different sides negotiate to find common grounds for solutions to issues of
conflict. Another means of finding solutions is through Cooperation between the two.
This can happen if both parties, employees and management, cooperate and jointly
manage issues. When such cooperation is for managing the enterprise, it is called
Worker& Participation in Management (WPM) where Participation basically means
sharing the decision-making power with the lower ranks of the organization in an
appropriate manner.

Workers participation in management is an essential ingredient of Industrial democracy.

Traditionally the concept of Workers Participation in Management (WPM) refers to

participation of non-managerial employees in the decision-making process of the
organization.

An important aim of WPM is to enable both sides to come together in order to increase
productivity and to inculcate a sense of responsibility among the employees. Another aim
is that of having peaceful industrial relations. However, participation in management
does not mean that employees have to be consulted for taking day to day decisions.

Importance of Workers Participation in Management

Peace and harmony between workers and management.

Workers get to see how Their actions would contribute to the overall growth of the
company.
They tend to view the decisions as their own and are more enthusiastic in their
implementation.
They become more willing to take initiative and come out with cost-saving
suggestions and growth oriented ideas.
International Institute of Labour Studies, defines WPM is the participation resulting
from the practices which increase the scope for employees share of influence in
decision-making at different tiers of organizational hierarchy with concomitant (related)
assumption of responsibility.

According to International Labour Organization (ILO), Workers participation, may

broadly be taken to cover all terms of association of workers and their representatives
with the decision- making process, ranging from exchange of information, consultations,
decisions and negotiations, to more institutionalized forms such as the presence of
workers member on management or supervisory boards or even management by workers
themselves.

Objectives of Workers Participation in Management

To establish Industrial Democracy.

To build the most dynamic Human Resources.
To satisfy the workers social and esteem needs.
To act on a device to counter-balance powers of managers.
To raise level of motivation of workers by closer involvement.
Its psychological objective is to secure full recognition of the workers.
To develop ties of understanding leading to better effort and harmony.
To act on a panacea for solving industrial relation problems.
To provide opportunity for expression and to provide a sense of importance to
workers.
To strengthen labour-management co-operation and thus maintain Industrial
peace and harmony.
To promote increased productivity for the advantage of the organization, workers
and the society at large.
To improve the Quality of Working Life (QWL) by allowing the workers greater
influence and involvement in work and satisfaction obtained from work.
 Prerequisites for Successful Participation

Management and operatives/employees should not work at cross-purposes i.e. they

must have clearly defined and complementary objectives.
Free flow of communication and information.
Participation of outside trade union leaders to be avoided.
Strong and effective trade unionism.
Workers education and training. Trade unions aRd government needs to work in this
area.
Trust between both the parties.
Workers should be associated at all levels of decision-making.
Employees cannot spend all their time in participation to the exclusion of all other
work.

Limitations of Participation

Technology and organizations today are so complex that specialized work-roles are
required. This means employees will not be able to participate effectively in matters
beyond their particular environment.
Everybody need not want participation.
The role of trade unions in promoting participative management has been far from
satisfactory.
Employers are unwilling to share power with the workers representatives.
Managers consider participative management a fraud.

Forms of Participation

The forms of workers participation in management vary from industry to industry and
country to country depending upon the political system, pattern of management relations
and subject or area of participation. The forms of workers participation followed in India
are as follows:
1) COLLECTIVE BARGAINING

Collective bargaining is a process of negotiation between employers and a group of

employees aimed at reaching agreements to regulate working conditions. The interests of
the employees are commonly presented by representatives of a trade union to which the
employees belong.

International Labour Organizations defines Collective bargaining, as negotiations

about working conditions and terms of employment between an employer, or a group of
employers, or one or more employers organizations, on the one hand, and one or more
representative workers organization on the other with a view to reaching agreement.

Importance of Collective Bargaining

1) It helps increase the economic strength of both the parties at the same time protecting
their interests.
2) It helps establish uniform conditions of employment with a view to avoid occurrence
of industrial disputes.
3) It helps resolve disputes when they occur.
4) It lays down rules and norms for dealing with labour.
5) It helps usher in democratic principles into the industrial world.

2) JOINT CONSULTATION

A joint consultative committee is a formal system of communication between the

management of a company or organization and the representatives of the employees. The
purpose of the committee is to tackle decisions affecting the employees of the
organization.

These committees are made up of managers and employee representatives who come
together on a regular basis to discuss issues of mutual concern. When setting up a JCC, a
constitution should be agreed with employee representatives, including where appropriate
recognized trade unions, which lays down the rules and procedures that will govern the
committees operation.

Meetings of JCC

Meetings of the consultative committee should be held regularly. In addition to regular

meetings it is also helpful to provide for ad hoc meetings to be held as and when a
particular need arises. Every meeting should have a well prepared agenda and all
members of the committee should be given the opportunity of contributing items to the
agenda before it is circulated. The agenda should be sent out at least five working days in
advance of the meeting so that representatives have an opportunity of consulting with
their constituents prior to the committee meeting.

As with all meetings, the JCC needs to be well chaired if it is to run efficiently. The
person selected to take the chair should ensure that all parties have an opportunity to
express their opinion and that discussion is not allowed to wander from the subject under
consideration. The chairperson should also allocate tasks to particular people to ensure
that the views of the committee are taken into account by the decision makers.

3) WORKS COUNCIL

Works councils may be defined as: Permanent elected bodies of workforce

representatives, setup on the basis of law or collective agreements ith the overall task of
promoting cooperation within the enterprise for the benefit of the enterprise itself and
employees by creating and maintaining good and stable employment conditions,
increasing welfare and security of employees and their understanding of enterprise
operations, finance and competitiveness.

Works councils can also be formed in companies where neither the employer nor the
employees are organized. Works council representatives may also be appointed to the
Board of Directors. As with co-determination, there are three main views about why
works councils primarily exist:
 To increase bargaining power of workers at the expense of owners by means of
legislation;
To reduce workplace conflict by improving and systematizing communication
channels;
To correct market failures by means of public policy.

Benefits of Works Council

Better flow of information between management and labor.

More say for workers in corporate decisions.
Decreased labor-management conflict.
Potentially higher productivity and profitability when labors interests are aligned
with managements.

4) JOINT MANAGEMENT COUNCILS & COMMITTEES

Joint councils are bodies comprising representatives of employers and employees. This
method sees a very loose form of participation, as these councils are mostly consultative
bodies. Work committees are a legal requirement in industrial establishments employing
100 or more workers. Such committees discuss a wide range of topics connected t labour
welfare. Examples of such committees are welfare committee, safety committee, etc.

Section 53 of the Labour Relations Code requires employers and unions to establish joint
consultation committees to promote the cooperative resolution of workplace issues. The
Mediation Division of the Labour Relations Board offers assistance to employers and
unions in meeting this obligation by helping them establish joint consultation committees.
Mediators work with the parties to arrive at a common understanding of the committees
mandate and specific terms of reference for their operation.
Benefits of Effective Joint Consultation Committees

For management

The establishment of the means for improved communication with the union.
An opportunity to discuss operational issues in a problem-solving manner.
A more positive labour-management relationship.
An opportunity to respond to constructive suggestions and valid complaints.

For the Union

An opportunity for ongoing communication with management.

An opportunity to provide constructive input into operational problems.
An avenue to express employee and union concerns.
An opportunity to resolve ongoing issues.

Such committees have not proven to be too effective in promoting industrial democracy,
increasing productivity and reducing labour unrest.

5) BOARD REPRESENTATION

Board-level representation of employees may be defined in terms of rights to attend and

participate in boardroom decisions as full or consultative members. Employee
representation can be considered an institutionalized national characteristic to the
extent that such rights are guaranteed by law or through tri-partite and other collective
agreements.

Board-level employee representation involves employees representatives who sit on the

supervisory board, board of directors, or similar structures, in companies. Employee
representatives are directly elected by the workforce. They are employees of the
companies, officials of organizations representing those employees, or individuals
considered to represent the employees interests in some way.
The presence of employee representatives in the board-level structures of a company is
an indirect, or representational, form of participation. It involves the expression of
employees collective interest through the intermediary of representatives and differs
from direct participation in a number of ways:

It focuses on the workforce as a whole rather than individual employees or

workgroups;
Its fundamental aim is the achievement of democratic input into company
decision-making rather than fostering employee motivation and commitment.
It is in general regulated by legislation or collective agreements, rather than being
a unilateral management initiative.

The role of a worker representative in the board of directors is essentially one of

negotiating the workers interest with the other members of the board. At times, this may
result in tension and friction inside the board room. The effectiveness of workers
representative at the board depend upon his ability to participate in decision-making, his
knowledge of the company affairs, his educational background, his level of
understanding and also on the number of worker representatives in the Board.

6) SUGGESTION SCHEMES

A Suggestion scheme can be defined as a management tool, which encourages employees

to contribute ideas for improvement 4lnd innovation in the organization. It is based on the
rationale that creative talent exists in each employee and that they have the ability and are
well placed to make suggestions to improve the way their job is being done.

Under this method workers are invited and encouraged to offer suggestions for improving
the working of the enterprise. A suggestion box is installed and any worker can write his
suggestions and drop them in the box. Periodically all the suggestions are scrutinized by
the suggestion committee or suggestion screening committee.
The committee is constituted by equal representation from the management and the
workers. The committee screens various suggestions received from the workers. Out of
various suggestions, those accepted could provide marginal to substantial benefits to the
company. Good suggestions are accepted for implementation and suitable awards are
given to the concerned workers. The rewards given to the employees are in line with the
benefits derived from the suggestions.

Elements of Successful Suggestion System

1) Management Support

2) Program Structure

3) Program Visibility

4) Recognition and Rewards

LEVELS OF PARTICIPATION

Workers participation is possible at all levels of management; the only difference is that
of degree and nature of application. For instance, it may be vigorous at lower level and
faint at top level. Broadly speaking there is following five levels of participation:

1) Information participation: It ensures that employees are able to receive information

and express their views pertaining to the matters of general economic importance. Here
employees are not allowed to exercise any influence over managerial decision making,
but it does give them right to know about the affairs of industry in which they are
employed.

2) Consultative participation: These type of participation entitles workers to be

consulted by the management on certain matters before decisions are taken but the
management has the right to accept or reject the advice. Here workers are consulted on
the matters of employee welfare such as work, safety and health.
3) Associative participation: It is extension of consultative participation as management
here is under moral obligation to accept and implement the unanimous decisions of
employees.

4) Administrative participation: It ensure greater share of works ip discharge of

managerial functions. Here, decision already taken by the management come to
employees, preferably with alternatives for administration and employees have to select
the best from those for implementation.

5) Decisive participation: Highest level of participation where decisions are jointly

taken on the matters relation to production, welfare etc. is called decisive participation.

III.3 INDUSTRIAL DISPUTES

For a dispute to become an industrial dispute, the following parameters have to be met:

l) The dispute must be between:

Employers and Employers;

Employers and Labor.
Labor and Labor.

2) It should be in relation to employment, non-employment, terms of employment, with

the conditions of labor (except managers and supervisors), or must pertain to any
industrial matter.

3) The workman shouldnt have an income over Rs 1600 per month.

4) There should be a valid and contractual relation between the employer and the
employee. Furthermore, the employee must be employee at the time of the dispute.
 Causes of Industrial Dispute

Disputes may result from various causes: psychological, potential, and economic. The
Labor Bureau of Shimla has observed causes such as: wages and allowances, bonus,
personnel, vacation and work timings, violence (added in 1971), etc.

Indian Industrial Dispute Act of 1947

The Industrial Dispute Act of 1947 has been described as the latest milestone in the
industrial development in India. The Act has seen new additions in the past few years.
However, the principal objectives of the Industrial Dispute Act of 1947 are:

Objectives of Indian Industrial Dispute Act

1) To encourage good relations between labor and industries, and provide a medium of
settling disputes through adjudicator authorities.
2) To provide a committee for dispute settlement between industry and labor with the
right of representation by a registered trade union or by an association of employers.
3) Prevent unauthorized strikes and lockouts.
4) Reach out to labor that has been laid-off, unrightfully dismissed, etc.
5) Provide labor the right to collective bargaining and promote conciliation.

Authorities under Indian Industrial Dispute Act

1) Works committee.
2) Conciliation officer.
3) Boards of conciliation.
4) Courts of inquiry.
5) Labor courts.
6) Industrial tribunals.
7) National tribunals.
 Chapter IV
OBJECTIVES OF STUDY
1. OBJECTIVE OF THE STUDY

To study the process of workers Participation in Management implemented at

Central Coalfields Limited (CCL).
To collect and analyze the Non-executive employees feedback on Workers
Participation in Management, at Central Coalfields Limited (CCL).
Based on this feedback, provided appropriate suggestions if any.

2. LIMITATIONS OF THE STUDY

Interpretation and recommendation confirmed applicable only to this cooperative.

Study was conducted on the assumption that the information given by respondents
are correct.
Sample size is restricted to 52 respondents.
Time constraint.
Unable to go fields for survey.
 Chapter V

METHODOLOGY ADOPTED
4.1 RESEARCH DESIGN

Descriptive : It is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred.
Rather it addresses the what question (What are the characteristics of the population
studied?)

4.2 SAMPLE DESIGN

The sampling type that I used was Simple Random Sampling. I distributed the
questionnaire in various departments randomly to the Non-executive employees.

4.3 TECHNIQUE OF DATA COLLECTION

Through survey I collected data.

4.4 SAMPLE SIZE

The questionnaire was distributed amongst 52 employees randomly.

4.5 POPULATION

The population of CCL is 53,286 employees.

4.6 DATA COLLECTION:

1. PRIMARY DATA

The data collection was primarily done by distributing the questionnaire amongst the
employees of the organization. While giving the questionnaire, I also briefed them about
the purpose of the study. They were given three days to return the duly filled
questionnaire.

2. SECONDARY DATA

I analyzed some of the companys IR report of 3 financial years, which helped me in my

report. I also viewed companys website for collecting data.
 Chapter VI
ANALYSIS OF THE PROBLEM
UNDER STUDY
Relation in every industry is of two types: -

Cordial Relation
Conflict Relation

Every organization wants cordial relation in its organization to meet its target. These
targets are

1. To Produce
2. To Dispatch
3. To Sale
4. To Earn Profit

These target can be achieved only when there is Harmonious relation between employees
and employer, employees and employees, employers and employers, and employers and
government. This is possible only when all the grievances of employees are solved. But
grievances arise from day to day working relations in an undertaking, usually a worker or
trade union protest against and act or omission of management that is considered to
violate workers rights. Grievance may also arise on matters like Discipline and
Dismissal, Payment of wages and other fringe benefits, Working time, Overtime, Time-
off entitlements, Promotion, Demotions, Pension, Disparity in promotion, Transfer and
posting, Compassionate appointment, Rights deriving from seniority, of supervisor and
union officers, Compensation of land, Rehabilitation & settlement, against non-repair of
company quarters and office maintenance, Job classification problems, Relationship of
work rules to the collective agreement and the fulfillment of obligations relating to safety
and health as laid down in the agreement.

Spot decision making to redress grievances is the most important criteria for maintaining
cordial relation in an organization. If the grievances of employees are not solved then the
employee wont be able to concentrate completely in his/her work and this will lead to
decrease in efficiency of the employee. l-1nce to increase productivity taking on-spot
decisions for redressing grievances is very necessary.
If we talk about coal industry before nationalization, these were run by private firms;
hence no proper IR system was present at that time. Workers were exploited by the mines
owners. They were not provided with:

Proper wages for their work.

Employee welfare facilities.
Proper working hours.

This led to disputes resulting in loss of production, revenue, profits, and even sickness of
the plant. Thus in 1973, when CIL was nationalized, more stress was put towards the
improvement of miserable labour conditions. Better IR policies were introduced in the
organization. Thus in CCL grievances are resolved in following ways:-

Grievance
Redressal
System

Collective Industrial
Bargaining Relation
System
Dispute
Settlement
Mechanism

Arbitration Conciliation

Adjudication

1) GRIVANCE REDRESSAL SYSTEM

It is a system where disputes of non-executives employees are resolved. All labour

agreement contain some form of grievance procedure. And if this procedures are
followed strictly, any form of disputes can be solved easily.
A grievance may be understood as an employees dissatisfaction or feelings of personal
injustice relating to his or her employment relationship.

Conditions giving rise to grievances are:-

a) A violation of law
b) A violation of the intent of the parties as stipulated during contrast negotiations
c) A violation of company rules
d) A change in working conditions and
e) A violation of healthy and/or safety standards.

Different stages of registering grievances by employees

STAGE 4

Complaint to union
NO
Grievance Resolved

YES
STAGE 3

Complaint to division head

NO
Grievance Resolved

YES

STAGE 2

Complaint to department head

NO
Grievance Resolved

YES

STAGE 1

Complaint to section head

In central Coalfields Limited grievances are redressed with labour authorities of central
government in 3 zones and each zone consist of certain areas. These 3 zones are:

1) Ranchi zone Headed by Regional Labour Commissioner [C] (RLC)

2) Hazaribagh zone Headed by Assistant labour Commissioner [C] (ALC)

3) Patna Zone - Headed by Assistant Labour Commissioner [C] (ALC)

SI. No. Ranchi Zone Hazaribagh Zone Patna Zone

1. North Karanpura Argada Rajhara

2. Piparwar Some part of Barka-Sayal Ara

3. Some part of Barka-Sayal Kuju

4. Magadh and Amrapali Hazaribagh

5. Bokaro and Kargali

6. Rajrappa

7. Dhori

8. Kathara
 EMPLOYEE SUPPORT SCHEME OF CCL

CCL have Employee Support Schemes (CESS) for redressing grievance of workers.
They area:

a) Hum Aapke Saath Hain w.e.f. 01.04.2009 and

b) Samadhan Cell w.e.f. 01.04.2012.

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.

Employees/ ex-employees may send in their grievance in any one of the manner as under:

Employee(s) may register their grievance through a toll-free number installed in

Director (Personnel)s Sect. by informing their name, details and grievance.
Employee(s) may send their grievance to Director (Peronnel)s Sect. through e-
mail at the address dpccl@rediffmail.com
Employee(s) may send their grievance with details in writing through the Letter
by courier or post addressed to Tech. Secretary to Director (Personnel), CCL
Employee(s) may meet CMD and Director(Personnel), CCL and other Functional
Departments on the prescribed date and time which will be given in CCL website/
notice board of areas and head-quarters, newspapers.
Employee(s) who have registered their grievances through telephones e-mail,
letter may also meet in person on the prescribed date if the employees(S) so desire
 SAMADHAN CELL

Samadhan cell was established in CCL on 27th April 2012 by honorable Coal Minister
Shri Prakash Jaisawal, Samadhan cell works to resolve the grievance of employees,
ex-employees, contractors, suppliers, consumers and land losers of CCL. Samadhan
cell has also been established at Area Level, HOD of samadhan cell of CCL is Mr.
B.M.K. Sinha (CMS).

Aim of Samadhan Cell

To create a Grievance Management System at Samadhan Cell.

Prevailing system of Samadhan Cell is as under

Works as a single Window System.

Complaints are received either through toll free number 18003456501 or by
writing at the address Darbhanga House, Cutchery Road, Ranchi 834029,
Jharkhand.
Complaints are recorded in Register giving a serial no. & a separate receipt in
printed format is given to the complainant.
The complaints are sent to Vigilance department for scrutiny from the vigilance
angle. In case vigilance angle is complaint, the same is retained by the Vigilance
department.
After receiving the complaints from Vigilance department such complaints are
sent to the respective GM/HODs in writing annexing the complaints for
examination and status, within a stipulated time frame.
Reminder is sent in case of non-receipt of response in time.
Reply received from concerned department is examined and if found satisfactory
is intimated to the complaint over phone and/or in writing.
In case of non-satisfactory reply, the case is returned to the concerned HOD for
review.
If the reply is negative the reason thereof is also stated and explained to the
complainant over phone and/or in writing.
 Unresolved/unsatisfied grievances are refereed to standing, committee for
examination. The committee submits its recommendation to GM Samadhan for
decision of FDs. So far 5 cases has been referred to standing committee.

Nature of complaints received in the Samadhan Cell

1) Grievances of CCL employees Regarding non-payment of Gratuity, CMPF,

Pension and other Retirement benefits.
2) Grievances of CCL employees with regards to anomaly in pay.
3) Grievances of CCL employees - with regards to re-fixation of Increment,
Seniority, transfer and Promotion.
4) Grievances of CCL employees - with regards to repair and maintenance of CCL
Quarters and Campus and Allotment of Quarter.
5) Grievances of Contractors, Consumers against respective departments where they
have undertaken any contractual job for non- payment of dues or are consumers
for coal
6) Grievances of Dependents Demanding compassionate appointment/
compensation after death of Father/Mother.
7) Grievances of local people with regards to their employment and rehabilitation
after acquisition of the land.
8) Grievances of CCL employees/for non-[payment of medical reimbursement Bill.
9) On receipt of family dispute between emerging on compassionate appointment
ground between employee and his mother/brother/sister and so on.
10) Any other compliance and grievances/complaints brought to the notice of this
cell.
System at area level

There are 13 branchs at area level

Grievance received at area

Resolved at area level Unresolved at ara level

Intimated t complaints Entertained Samadhan

2) INDUSTRAIL RELATION MACHINERY

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

Successful IR may mean promotion and development of :

Healthy labour management relations

Industrial peace ( by avoiding conflicts )
Industrial democracy.

Motive of IR system in CCL

Addressing the grievance of employees, ex-employees, contractors, suppliers etc.

and maintain industrial haomony.
Addressing is done in two ways: The grievance redressal system & I.R system.
Meeting Structure: 3-Tier approach

UNIT AREA H.Q

 Meeting is held between management and the Union representatives

CCLS existing scheme of Consultative Forums

CCL has constituted its Consultative Committee at Corporate level, Area level and Unit
Level on the basis of the minutes of the meeting held with the representatives of
I.N.T.U.C. And A.I.T.U.C. at Patna on November, 1974.

Synopsis of the above Participation Schemes

1) SHOP FLOOR COUNCIL

Each council shall consist of an equal number of representatives of employers and

Workers.
The Employers representatives shall be nominated by the management and not
consist of persons from the unit concerned.
Representatives of the workers shall be from among the workers only actually
engaged in the department or the job concerned.
Areas of Function:
1) To assist management in achieving Monthly, and yearly targets.
2) Improvement of production.
3) Identifying areas of lower productivity.
4) Absenteeism
5) Safety
6) Discipline

2) JOINT COUNCIL

Only such persons who are actually engaged in the Unit level shall be members of Joint
Council. The council shall function for a period of 2 years. The Chief Executive of the
unit shall be chairman of the council. There shall be Vice chairman, who will be
nominated by the workers member of the council. Areas of Function:

Productivity
Efficiency
 Working hours and holidays
Use of raw materials and quality products General health, welfare and safety
measures.

For amicable settlement of grievances/disputes raised by various trade unions and

workers, a three tier grievance redressed system is part of CCL:

Project/ Unit Consultative committee at Project Level.

Area consultative committee at Area Level
Joint Consultative Steering Committee at corporate Level.

All the decision with respect to any issues related to all the workers are taken at above
committees at different level.

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

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 Head Quarter: This is the supreme body of the organization
which is headed by Chairman-Cum-Managing Directors (CMD) for the final decision and
IR related issues are dealt by director (personnel)

Under this system the representatives of TU 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.
 TRADE UNIONS IN CCL

Trade Unions means any combination, whether temporary or permanent, formed

primarily for the purpose of regulating the relations between workmen and employers or
between workmen and workmen, or between employers and employers, or for imposing
restrictive conditions on the conduct of any trade or business.

Trade unions for registering any complaint must be registered under the Central Trade
union recognized by Coal India. Basically there are two types of Trade Unions: -

1) Registered Trade Union

2) Recognized Trade Union

The 5 main Central Trade Unions Recognized by Coal India Limited are as follows:

Indian National Trade Union Congress (INTUC)

All India Trade Union Congress (AITUC)

Hind Mazdoor Sangh (HMS)

Bhartiya Mazdoor Sangh (BMS)

The United Trade Union Congress (UTUC)

To maintain harmonious industrial relationship in the company, CCL management has

introduced an IR system under which the Trade Union have affiliation with the Central
Trade Union Organization. There are 8 TUs functional in CCL, affiliated by these 5
Central Trade Unions.
Name of the registered Trade Union operative under IR system of CCL

I. Rashtriya Colliery Mazdoor Sangh (RCMS)

II. United Coal Workers Union (UCWU)

III. Nationalized Coal Organization Employees Association (NCOEA)

IV. Bihar Colliery Kaamgar Union (BCKU)

V. Janata Mazdoor Sangh (JM)

VI. Rashtriya Koyla Mazdoor Union (RKMU)

VII. Coalfields Mazdoor Union (CMU)

VIII. Central Coalfields Limited Colliery Karmachari Sangh (CCL-CKS)

 Minimum requirement for TU to et re2istered in CCL

Affiliation from operative Central Trade Union.

Should be operative in particular area for more than 3 years.
HISTORY of the T.U. is very important i.e. the behavior of the T.U.
Strength of members i.e. A registered TU of workmen shall at all times continue
to have not less than 10% or 100 of the workmen, whichever is less, subject to a
mm of 7, engaged or employed in an establishment or industry with it is
connected, as its member.
Merit of concerned Trade Union is also taken into consideration.

WORKS COMMITTEE

It was introduced under the Industrial Disputes Act, 1947 with a view to promote
measures for securing and preserving amity and good relations between the employers
and workmen.
Works Committees are concerned with matters which affect conditions of workers such
as Safety and Accident prevention, Provision of simple amenities, Education and
Recreational activities, Administration of welfare funds, etc. Works Committees have,
therefore, been visualized as effective agency for the democratic administration of labour
matters at the workplace. CIL wanted its every subsidiaries to form Works committee in
their organization. In Works Committee, organization should have only I Trade Union
against whom Management would sit for discussions of grievances. Works committee
hqlps organization in reducing the conflict arising between different Trade Unions when
Management wants to implement any new rule or scheme.

Currently in CCL, instead of Works committee different committees are formed for each
issue, and they are functioning at different level. These committees are as follows: -

By forming Works Committee, Discussions will be taken at one level where only 1 Trade
Union representative and 1 Management representative will sit for discussions.
Process of selection of Trade Union under Works Committee

Priority will be given to only 1 TU who has following:

1) Voting is done. Out of 8 TU, the 1 who wins with maximum vote is made the Trade
Union representative under Works Committee.

2) Depends upon the strength of trade union. That TU which has maximum number of
workers is made the Trade Union representative under works committee.

3) Most important - FACE VALUE OF TU. That TU which has highest support from
political party will be made the Trade Union representative under works committee even
after having lowest strength compared to other TU.

3) CONCIALIATION PROCEEDINGS

Conciliation is a voluntary process where both parties are given a chance to resolve their
dispute, in the hope that these disputes would not lead to strike, lockout or work
stoppage. In this process, the Conciliation Officer or Conciliator an officer of the Labour
Relations Commission assists employers and employees to resolve disputes when their
efforts to do so have not succeeded.

The command levels of CCL are looked by different Labor Authorities/Conciliation

officers:

Regional Labour Commissioner, Ranchi and the jurisdiction of said authority is

related with N.K. area, Piparwar area, some part of Barka Sayal area, CCL 1-lead
Quarter.
Assistant Labour Commissioner, Hazaribagh and the jurisdiction is Hazaribagh area,
Kuju area, Argada area, Rajrappa area, B&K area, Dhori & Kathara area.
Assistant Labour commissioner, Patna and the jurisdiction is Rajhara area.
 Process after raisins disputes by Trade union/Workman

1) According to Industrial Disputes Act, 1947 any kind of Dispute should be raised
before Labour Authorities i.e. Conciliation Officer of Central Government only by Trade
Union except for the case where dispute can be raised by the individual employee is
when the dispute is regarding the DISMISSAL OR TERMINATION.

2) Individual Employee /Trade Union can raise any dispute before Conciliation Officer
only in Writing. As soon as the information of dispute is received before Conciliation
Officer,

Conciliation Officer will serve a notice to the following: -

a) Concerned Management, and

b) Concerned Trade Union! Individual Employee requesting for hearing in writing. This
notice will also contain details regarding the Date, Time and Venue of the proceedings
which is decided only by Conciliation Officer. This meeting will be attended by both the
parties and every data of the proceedings will be recorded in writing.

On the 2nd meeting both the parties are given choice for deciding date, time and venue of
the proceedings.

3) If the Management and Trade Union/Workman disagrees with the decision of the
meeting then the meeting is said to be failed and thus Conciliation Officer prepares a
proceeding of Failure of meeting and this notice is known as FAILURE OF
CONCILIATION (FOC).

CO submits this FOC report to the Ministry of Labour -> Ministry of Coal -> Coal

India Limited -> Central Coalfields Limited -> Concerned Zone.

4) If the concerned ministry is not satisfied with the approach of the management/Trade
Union they will refer the dispute to the Central Government Industrial Tribunal for
adjudication.
4) ADJUDICATION

The proceedings in the Labour Court/ Industrial Tribunal are called Adjudication
proceedings. It is a mandatory settlement of an industrial dispute by a Labour court or a
tribunal.

Dispute are referred to adjudication on the recommendation of the Conciliation officer

depending upon failure of conciliation proceedings. Once a dispute is referred for
adjudication, the verdict of labour court or tribunal is binding on both the parties.

The Presiding Officer of the Labour Court/Industrial Tribunal are appointed by the
government. The parties to an adjudication proceeding cannot choose the Presiding
Officer of the Labour Court/Industrial Tribunal.

In case of Central Coalfields Limited and Public Sector Units, Management/Trade Union
can file a petition to CENTRAL GOVERNMNET INDUSTRIAL TRIBUNAL (CGIT)
for getting the decision in their favor. These two courts of CCL are located in Dhanbad.
These 2 courts are as follows:-

Central Government of Industrial Tribunal I (CGTT I)

Central Government of Industrial Tribunal II (CGTT II)

PROCESS OF ADJUDIACTION PROCEEDINGS

1) On receipt of references for adjudicating the CEO of CGIT i.e. Presiding Officer (P0s
are the Retired judge or Working judge) will serve a notice to the Management as well as
Trade Union for hearing mentioning details regarding Date, Time, and Venue of the
meeting. Proceedings in Tribunal Court are done by Advocates of both the parties.
Management gets the Witness/Evidence either Oral or Documentary. For the 2
proceeding date, time and venue are finalized as per the mutual choice of both the parties.

In some cases TU or the Workman is unable to redress their grievances through Advocate
because of Financial Instability. And therefore, the Industrial Disputes Act 1947, has a
provision of Lawyers Objection wherein Trade Union or the Workman can object for
lawyer and thus management also have to put forward their case of their own.

2) After I complete hearing and giving opportunities of Principle of Natural Justice to

both the parties i.e. Management & Trade Union, Presiding Officer will pass an order
which is named as AWARD.

3) Trade Union and Management then move towards Provision of APPEAL.

Management will file a WRIT petition. The Hearing in High Court is done before Single
Judge. If decision is made against Trade Union/Individual employee or the Management
then they move to Double Judge.

4) The sitting of Double Bench Judge is known as Letter Patent Appeal (LPA). Here
again if the decision made by Presiding Officer is not accepted by either of the parties,
then they move to Supreme Court.

5) Supreme Court is the last destination in the process of Adjudication where Trade
Union/Individual employee or Management can appeals here for judgment.

5) ARBITRATION

Arbitration is another method of resolving industrial disputes wherein the Arbitrator

studies the bargaining situation, listens to both the parties and gathers information, and
then makes recommendations that are binding on the parties. This option became
available under the Industrial Relations Act in November, 1998.

Process of Arbitration by Trade Unions

1) Unions generally takes initiative to go for arbitration. When the union so decides, it
notifies the management.
2) Both the parties now select the person by whom they want to arbitrate the issue i.e. the
arbitrator. Parties agree to refer the decision of the arbitrator.
3) Arbitrator after agreeing to serve, decides the Time, Date and Venue of the Hearing.
The issue to be resolved is presented to the Arbitrator in a document that summarizes
the questions to be discussed.
4) Trade unions and management then presents there case. Since, Arbitration is an
adversary proceeding, a case may be lost because of poor preparation and presentation.
5) The proceedings of the case is done by Witnesses, cross-examination, transcripts, and
legal counsel. After the hearing, arbitrator reaches the decision within 30 to 60 days.
6) The decision is accompanied by a written opinion giving the reasons supporting the
decision which is submitted to Sr. Manager (P&TR) of CCL followed by forwarding it
to Coal India Limited > Coal Ministry ---- > Labour Ministry.

6) COLLECTIVE BARGAINING

It is the most effective method of resolving industrial disputes. Here both parties i.e.
Trade union and Management representatives meet to determine employees wages and
benefits, to create or revise work rules, and to resolve disputes or violations of the labour
contract.

Collective Bargaining Process

a) After a dispute is raised between Trade union and Management, both the parties
collectively decide upon resolving the issue.
b) Both the parties then negotiate on the issue with each side presenting their initial
demands. During negotiation process, both parties put their words along with threats
and lockouts.
c) After the negotiation process continues for days, both parties at the end negotiate on
the issue and a final agreement is made.
d) After agreement is made, the next step is of ratification wherein the union negotiating
explains and puts the agreement to the union members for a vote. If voted, this
agreement is formalized into a contract. The contact is then made clear and precise to
the union members.
e) The contract is then implemented according to the letter and spirit of provisions of the
agreement. Management is also responsible for implementing the agreement, which is
communicated to all affected levels. This is done by regular meetings and training
sessions provided to workers by supervisors and managers.

WAGE STRUCTURE IN CCL

All Coal Industries, i.e. CIL, TISCO, IISCO, JINDAL refer to JBCCI (Joint Bipartite
Committee for Coal Industry) for resolving disputes raised between TU and Management
through Collective Bargaining process. Wage structure and other conditions of service
are covered under Central Wage Board of JOINT BIPARTITE WAGE NEGOTIATING
COMMITTEE.
2012 was 16 days relating to JR issues. This indicates that the Industrial Relation of CCL
was Healthy and Harmonious during the last 3 FY years.

CODE OF DISCIPLINE

Central Coalfields Limited, also follows the norms and regulation of Industrial
Employment (STANDING ORDERS) Bill, 1946 for maintaining the discipline in
organization. Rut in CCL Standing Order is known as Certified Standing Order (CSO)
which is authorized by The Employment Standing Order Act, 1946.

Standing Orders means the rules of conduct for workmen employed in industrial
establishment relating to matters like attendance, leave, misconduct, etc., enumerated in
the Schedule appended to the Act.

Appointment of Competent Authority/Disciplinary Authority Area Wise

AREA OF CCL Chief GMs! GMs! Project Officer! Colliery Managers will be the
competent authority to exercise the powers for implementation of the provisions of
standing orders and taking disciplinary action under the provision of Certified Standing
Orders

HEADQUARTER and OTHER CENTRAL UNITS - HODs/CGM/GM

CENTRAL WORKSHOPS - Barkakana, GM, CWS, BARKAKANA
CENTRAL STORES . Barkakana, Head of Central Stores, at Barkakana

ENQUIRY PROCEEDINGS FOR HANDLING MISCONDUCTS AT CCL

1) After finding misconduct against any employee, a Charge sheet is prepared by

Disciplinary Authority or Competent Authority and served to Delinquent employee
through official post as postal correspondence(24hrs or 72hrs) giving a reasonable
duration for furnishing his4iier reply.

2) If the employee is satisfied with charges pui: on him, then the charge sheet is closed
after giving him/her a warning, etc.
3) If the employee doesnt reply in the specified time period or if the employee is not
satisfied with the charges put on him/her or if the Disciplinary Authority finds the reason
be dissatisfactory, then an Enquiry proceedings will be initiated by Disciplinary
authority.

4) An Enquiry Committee is constituted wherein the members of the committee are as

follows:

Enquiry Officer
Representative of management
Delinquent workmen/Charged workmen

5) ROLE OF E.O. - Enquiry Officer serves a notice to the Management Representative

and the Delinquent Employee to attend the meeting.

6) CONTENT OF THE NOTICE: - This notice is sent to the management and delinquent
workmen through registered post or official post to attend the enquiry proceedings on the
mentioned date, time and venue of the meeting.

7) STEPS OF ENQUIRY PROCEEDINGS: -

During the enquiry proceedings the content of the charge sheet is conveyed to the
delinquent workmen in English and the local language which he can understand.

Delinquent workmen is asked whether he/she accepts the charges or not. If YES -
enquiry proceedings is closed, If NO - enquiry proceedings carried on further.

If the misconduct is regarding absenteeism then the management gets the oral
witness or shows the attendance workbook or salary bill of the employee as
Documentary Witness and if the misconduct is regarding any assault,
management calls the witness for oral proof.

8) After proceedings, Enquiry officer prepares an Enquiry Report which leads to 2

results:-
a) Charges Proved

b) Charges not Proved

If charges are proved then the employee is punished and if charges are not proved
employee will not be punished. But in some cases, Disciplinary Authority after viewing
the written proceedings feels the charge proved on Delinquent employee to be false and
hence the employee is exonerated.

9) Punishment of employee varies from minor to major depending upon the quantum of
misconduct.

Minor Punishments Warning, Increment deduction, Suspension.

Major Punishments Demotion, Termination, Dismission.

In case of Suspension, employee is required to come office on daily basis in the regular
time duration, mark his/her attendance and sit in his/her office without being given any
work by management. During this period employee wont be given his full salary but will
be given Suspension Allowance so as to keep his/her family in living condition.
 Chapter VII
INTERPRETATION
OF RESULTS
 INTERPRETATION OF RESULTS

1) Do you think, employees have successfully adapted the changing working culture and
environment of CCL?

OPTIONS:

Options Responses(%)
Yes 81
No 19

No
19%

Yes
81%

ANALYSIS: Result shows that 81% of the employees think that they have successfully
adapted the changing work culture and environment of CCL while the rest of 19% of
respondents have not adjusted in the work culture of CCL.
2) Do you have a good relationship/communication/mutual understanding with your
immediate manager/supervisor?

OPTIONS:

Options Responses(%)
Yes 67
No 6
To Some Extent 27

To Some
Extent
27%

Yes
No 67%
6%

ANALYSIS: Survey shows that67% of the respondents have good mutual understanding
with their immediate manager/supervisor which means relationship between the internal
employees are good and harmonious. Remaining respondents either dont have good
understanding with their manager or their relationship is not appropriate.
3) Do you think Manpower rationalization leading to increased number of outsourced
workers remains a major threat due to differences in provisions?

OPTIONS:

Options Responses(%)
Yes 54
No 8
To Some Extent 38

To Some
Extent
38%
Yes
54%

No
8%

ANALYSIS: Figure indicates that 54% of respondents have a major threat from this
outsourced workers along with 38% of respondents who also have threat from this
outsourced workers but to some extent. This opinion of employees can lead to various
Trade Union issues. Only 8% of the respondents dont have any threat from outsourced
workers.
4) Out of the following options, which problem do you face regularly at CCL?

OPTIONS:

Options Responses(%)
Work Schedule 16
Working Culture 21
Welfare Facilities 19
Relationship with Subordinates 29
Disciplinary Action 15

Disciplinary
action Work schedule
15% 16%

Working Culture
21%

Relationship with
subordinates
29%

Welfare facilities
19%

ANALYSIS: This question indicates that the major problem faced by29% of respondents
are relationship with subordinates, which could be because of the conflicts prevailing
between employees of CCL and this is resulted from Poor communication and Lack of
openness.
5) Do you think grievances are normally settled promptly in CCL?

OPTIONS:

Options Responses(%)
Yes 23
No 14
To Some Extent 63

Yes
23%

To Some No
Extent 14%
63%

ANALYSIS: Survey shows that grievances of only 63% of respondents are solved in an
immediate effect, because of which there is high probability in declining efficiency of
employees.

23% of respondents says that their grievances are immediately solved, which is a positive
sign for CCL.

Remaining 14% of respondents say that grievances are not at all solved in a stipulated
time frame. This would lead to agitation by employees/TUs, resulting in conflicting
relationship between management and TUs.
6) Out of following, which factors do you think leads to grievances?

OPTIONS:

Options Responses(%)
Wages 17
Leave Policy 8
Welfare Activities 9
Disparity between skills of employees and job responsibility 17
All of the above 49

Wages
17%

All of the above

49% Leave Policy
8%

Welfare activities
9%

Disparity between
skills of
employees and
job responsibility
17%

ANALYSIS: Grievances shows how smoothly an organization shows is running without

any abstraction or hurdles, but there are no organization which is running without
grievances. From the observation regarding the issues which leads to grievances like
Wages, Leave policy, Welfare activities and Disparity between skills of employees and
job responsibility, we saw that 49% of employees feel all of this issues are the main
reasons which leads to grievances in CCL.
7) Do you feel Samadhan Cell provided by CCL is effectively in handling your
grievances?

OPTIONS:

Options Responses(%)
Yes 38
No 4
To Some Extent 58

Yes
38%

To Some
Extent
58%

No
4%

ANALYSIS: Samadhan cell is a very effective Grievance Redressal system for CCL
employees, because employees get satisfactory results within a stipulated period of time
which is agreed by 38% of respondents. But in some cases, where 58% of employees feel
that Samadhan cell is not always effective in resolving the grievances of employees could
be due to delay in processing of grievances as there could be many grievance received in
a day or else there could be delay in receiving responses from GM/HOD of the concerned
cases .

Only 4% of the of the respondents think that Samadhan cell is not an effective Grievance
Redressal system for handling grievances.
8) At what level do you feel Grievances are solved at CCL?

OPTIONS:

Options Responses(%)
Unit Level 19
Area Level 10
Corporate Level 27
All of the above 44

Unit Level
19%
All of the
above
44% Area Level
10%

Corporate
Level
27%

ANALYSIS: 44% of respondents say that grievances are solved at All the levels of CCL.
It is a good management strategy, because if a labor does not get justice in Project Level,
then he has options to fight for his rights in Area and Corporate Level.
9) Do you have a positive view on the joint management-union committees here?

OPTIONS:

Options Responses(%)
YES 62
NO 13
To Some Extent 25

To Some
Extent
25%

No Yes
13% 62%

ANALYSIS: 62% of respondents say, they have a positive view on the joint
management-union committees, which means they trust TUs and management that all the
decisions taken by them will be only for the benefit of organization and their employees.
10) Do you feel Trade Union and Management in CCL make sincere efforts to strengthen
the work of employees and solving labor issues?

OPTIONS:

Options Responses(%)
Yes 33
No 11
To Some Extent 56

Yes
33%

To Some
Extent
56%

No
11%

ANALYSIS: According to 56% of respondents, TUs and management are not always
successful in strengthening the work of employees and solving labor issues. In order to
have smooth functioning of work in organization, all the issues should be solved as early
as possible.
11) According to you, what type of relation do Trade Union and Management share?

OPTIONS:

Options Responses(%)
Harmonious 58
Conflicting 8
Fluctuating 34

Fluctuating
34%

Harmonious
58%

Conflicting
8%

ANALYSIS: Every organization wants cordial relation in its organization to meet its
target like to produce, dispatch, sale and earn profit. These targets can be achieved only
when there is Harmonious relation between employees and management. 58% of
respondents say that Harmonious relation exist in CCL which is impetus for the
organization.
12) What are the common issues raised by Trade Unions?

OPTIONS:

Options Responses(%)
Working Time Regulation 0
Improper Guidance 0
Employment Contracts 0
Equal Pay 0
Welfare Activities 6
Sex Discrimination 0
All of the Above 94

Equal pay Welfare

Employment
0% activities
contracts
6%
0%
Improper
guidance
0%
Working time
regulation
0%

Sex
discrimination All of the above
0% 94%

ANALYSIS: Main objective of TUs are to solve labors issues and stand for the rights of
employees in front of management. Until the issues of employees are not brought in front
of management, there wont be industrial peace in any organization. 94% of respondents
say that their TU members raise every issues faced by employees. TUs by having
bipartite discussion with management regarding issues can help in creating harmonious
relation in organization.
13) Do you think, every dispute raised between Trade Union and Management are
solved?

OPTIONS:

Options Response(%)
Yes 29
No 4
To Some Extent 67

Yes
29%

To Some
Extent
67% No
4%

ANALYSIS: According to 67% of respondents TUs and Management are not successful
in solving all the disputes, this can have a negative impact on organization. Dispute
causes frustration in minds of employees as a result, they become stressed, which
adversely affects their professional and personal lives. As a result, organization can face
losses as their target was not achieved.
14) Do you think, parties exchange information freely in this organization?

OPTIONS:

Options Responses(%)
Yes 54
No 11
To Some Extent 35

To Some
Extent
35%
Yes
54%

No
11%

ANALYSIS: According to the 54% of the respondents, parties exchange information

freely in the organization while 18% of the respondents says sometimes information is
passed freely. In the current information-driven, and technology based global economy,
organizations are becoming increasingly dependent upon the cumulative information of
their employers, suppliers, customers, and stakeholders. An organizations ability to share
these informations among its members is the key to competitive advantage.
15) If the conflicts between Trade union and Management are unsolved, it results in
which of the following?

OPTIONS:

Options Responses(%)
Stoppage in Production of Coal 0
Stoppage in Dispatch of Coal 0
Strike 20
Dharna 0
Gherao 15
Any one or all of the above 65

Stoppage in
Strike
prod. Of coal
20%
0%

Stoppage in
dispatch of coal Gherao
0% 15%

Any one or All

of the above
65%
Dharna
0%

ANALYSIS: If conflicts raised between TUs and management are unsolved, conflicting
relation will prevail in organization there by creating economic blockage. Every
organization should prevent this. 65% of respondents say that unsolved issues of TUs
results in stoppage of Production, Dispatch of coal, Strike, Dharna and Gherao.
16) What losses management has to face due to union action like Strike, Gherao,
Stoppage of Production and so on??

OPTIONS:

Options Responses(%)
Production Target is Hampered 56
Bitter Atmosphere 6
Inharmonious Relations 6
All of the above 32
None of the above 0

None of the
All of the above
above 0%
32%

Production
Inharmonious target is
relations hampered
6% Bitter 56%
atmosphere
6%

ANALYSIS: 56% of respondents says that if TUs goes for Strike/Gherao/Stoppage of

Production, then management has to face a huge loss because their production target will
be hampered. If CCL fails in meeting their budgeted target it will face economic loss,
also its contribution towards the country in supplying coal will decline, because of which
whole country has to face adverse situations.
17) How does management solve the grievances raised by you?

OPTIONS:

Options Responses(%)
Through Bipartite Discussion 26
Through IR System 15
Through Samadhan Cell 6
All of the above 53

Through
Bipartite
All of the Discussion
Above 26%
53%

Through IR
System
15%
Through
Samadhan Cell
6%

ANALYSIS: 53% of the respondents say that CCL solves the grievances of employees
through all of the methods mentioned above. It indicates that CCL is not fixed to any one
system for solving grievances.

Figure also indicate that bipartite discussion is also used as a major Grievance redressal
system. Bipartite discussion is considered to be very effective system, final decision is
taken only after the consent of both parties.
18) Do you think, Local/Area Level IR machinery coordinates well with the corporate
level IR machinery?

OPTIONS:

Options Responses(%)
Yes 59
No 15
To Some Extent 26

To Some
Extent
26%

Yes
59%
No
15%

ANALYSIS: Before making any final decision during Union-management meeting,

consent of both the parties is very important or else it would lead in conflicting
relationship between both the parties.

59% of the respondents say that, both the parties have a great concern towards the view
of each other. This friendly behavior of both the parties will help in maintain a
harmonious relationship between both the parties and also help in meeting the targets.
 Chapter VIII
MANAGEMENT LEARNING
Chapter IX
FINDINGS
 Chapter X
RECOMMENDATIONS
 Chapter XI
CONCLUSIONS
ANNEXURES
 QUESTIONNAIRE

1. Name: _________________________________( optional )

Designation:___________________________________
Email address : _________________________ ( optional )

Gender:
Male
Female

Age:
18-30
31-40
41-50
More than 50

1) Do you thing, employees have successfully adapted the changing working culture and
environment of CCL?

OPTIONS:

Options Responses
Yes
No

2) Do you have a good relationship/communication/mutual understanding with your

immediate manager/supervisor?

OPTIONS:
 Options Responses
Yes
No
To Some Extent

3) Do you think Manpower rationalization leading to increased number of outsourced

workers remains a major threat due to differences in provisions?

OPTIONS:

Options Responses
Yes
No
To Some Extent

4) Out of the following options, which problem do you face regularly at CCL?

OPTIONS:

Options Responses
Work Schedule
Working Culture
Welfare Facilities
Relationship with Subordinates
Disciplinary Action

5) Do you think grievances are normally settled promptly in CCL?

OPTIONS:
 Options Responses
Yes
No
To Some Extent

6) Out of following, which factors do you think leads to grievances?

OPTIONS:

Options Responses
Wages
Leave Policy
Welfare Activities
Disparity between skills of employees and job responsibility
All of the above

7) Do you feel Samadhan Cell provided by CCL is effectively in handling your

grievances?

OPTIONS:

Options Responses
Yes
No
To Some Extent
8) At what level do you feel Grievances are solved at CCL?

OPTIONS:

Options Responses
Unit Level
Area Level
Corporate Level
All of the above

9) Do you have a positive view on the joint management-union committees here?

OPTIONS:

Options Responses
Yes
No
To Some Extent

10) Do you feel Trade Union and Management in CCL make sincere efforts to strengthen
the work of employees and solving labor issues?

OPTIONS:

Options Responses
Yes
No
To Some Extent
11) According to you, what type of relation do Trade Union and Management share?

OPTIONS:

Options Responses
Harmonious
Conflicting
Fluctuating

12) What are the common issues raised by Trade Unions?

OPTIONS:

Options Responses
Working Time Regulation
Improper Guidance
Employment Contracts
Equal Pay
Welfare Activities
Sex Discrimination
All of the Above

13) Do you think, every dispute raised between Trade Union and Management are
solved?

OPTIONS:

Options Responses
Yes
No
To Some Extent
14) Do you think, parties exchange information freely in this organization?

OPTIONS:

Options Responses
Yes
No
To Some Extent

15) If the conflicts between Trade union and Management are unsolved, it results in
which of the following?

OPTIONS:

Options Responses
Stoppage in Production of Coal
Stoppage in Dispatch of Coal
Strike
Dharna
Gherao
Any one or all of the above

16) What losses management has to face due to union action like Strike, Gherao,
Stoppage of Production and so on??

OPTIONS:

Options Responses
Production Target is Hampered
Bitter Atmosphere
Inharmonious Relations
All of the above
 None of the above

17) How does management solve the grievances raised by you?

OPTIONS:

Options Responses
Through Bipartite Discussion
Through IR System
Through Samadhan Cell
All of the above

18) Do you think, Local/Area Level IR machinery coordinates well with the corporate
level IR machinery?

OPTIONS:

Options Responses
Yes
No
To Some Extent
BIBLIOGRAPHY
WEBSITES
www.coalindia.in
www.ccl.gov.in
www.wikipedia.org
www.ccl.gov.in/simap/sitemap.htm
www.industrialrelations.naukrihub.com

BOOKS
Human Resource and Personnal Management K Aswathappa