Category Archives: Industrial Relations

Industrial Relations

by | December 9, 2012

INTERNATIONALLY RECOGNISED CORE LABOUR STANDARDS IN INDIA

This paper on the respect of internationally recognised core labour standards in India is one of the series the ITUC is producing in accordance with the Ministerial Declaration adopted at the first Ministerial Conference of the World Trade Organisation (WTO) (Singapore, 9-13 December 1996) in which Ministers stated: “We renew our commitment to the observance of internationally recognised core labour standards.” The fourth Ministerial Conference (Doha, 9-14 November 2001) reaffirmed this commitment. These standards were further upheld in the International Labour Organisation (ILO) Declaration on Fundamental Principles and Rights at Work adopted by the 174 member countries of the ILO at the International Labour Conference in June 1998…click here to read ahead

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by | November 28, 2012

Case Study on Brinks

It was founded in 1859 for security and protection. Brink’s became concerned with their existing infrastructure of digital video recorders in the USA. They were experiencing a large number of hard drive failures and cumbersome software issues; clearly not measuring up to the company’s standard of safety and efficiency.

 

To refer this case study click here  The Brink’s Company

 

 

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by | September 25, 2012

Legal and Negotiating Strategies Every Manager Should Know

Today, in what I like to call the civilized world, disputes are resolved in courtrooms. Sure, that’s a step in the right direction. But surprisingly, the strategies and tactics of today’s business disputes are remarkably similar to those used by past leaders on the battlefield.

What’s changed the most, on the other hand, is that today’s leaders are surprisingly unprepared to lead their “troops” into battle. It’s shocking, frankly, how naive and ill-equipped most executives and business leaders are, both before and after they enter the modern-day legal battlefield.
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by | September 23, 2012

Should You Tell Them They’ll Be Laid Off? : A HR Case Study

This article is a case study indicating that how a CEO tells why HR should work hand-in-hand with finance in a merger. If one look at the acquisition strategy of most companies, the earlier is to get in the process, the more it is skewed to finance and less to HR. At Thoratec, HR couldn’t go out and spend a lot of money without working with finance, but finance, on the other hand, shouldn’t make assumptions about cost of labor and cost of benefits without talking to HR about it. A good HR department is going to force the general manager to communicate increasingly and more. If the current economic downturn continues and layoffs persist, more and more CFOs might find HR officials checking their work when their companies are thinking about a merger. Read more…

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by | July 30, 2012

Case Study Philips India – Labor Problems at Salt Lake


The case studies the labor problems of the Philips India Limited’s (PIL) Salt Lake factory in Kolkatta, India, around 1998 when differences with workers led to declining production and losses.

When PIL’s management decided to sell the factory, the Union objected and made a counter bid. Highlighting the problems between PIL and its workers, the case examines the reasons behind the conflict…Click here to read more

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by | July 26, 2012

Case Study on HR Management in Retail Industry

This case study covers the challenges faced by HR in management of employees in an organization having chain of stores in multiple locations.

Case Study on HR Management in Retail Industry

The organization in the study is one of the largest retail stores chains. They have around 100 retail stores in different locations and looking to expand further to more than 200 store across the country. Organization has a centralized Human Resource Department located in Head Office. HR decision and process are controlled centrally. However, many HR tasks, policies and procedures are managed by retail Store Managers or regional offices.

The organization used excel sheets to exchange reports. Reports coming from various regional offices and stores were compiled in Head Office by a team of HR Executives and HR managers. Keeping in view the nature of organization, the case study is equally applicable to organizations having retail chains in Consumer Goods, Health Care, Multi Locational sales offices etc. To refer this case study click here HR Management In Retail Industry

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by | July 22, 2012

Case Study on Industrial Relations


INDUSTRIAL RELATIONS

For Bata, labor had always posed major problems. Strikes seemed to be a perennial problem. Much before the assault case, Bata’s chronically restive factory at Batanagar had always plagued by labor strife. In 1992, the factory was closed for four and a half months. In 1995, Bata entered into a 3-year bipartite agreement with the workers, represented by the then 10,000 strong BMU, which also had the West Bengal government as a signatory.

On July 21, 1998, Weston was severely assaulted by four workers at the company’s factory at Batanagar, while he was attending a business meet. The incident occurred after a member of BMU, Arup Dutta, met Weston to discuss the issue of the suspended employees. Dutta reportedly got into a verbal duel with Weston, upon which the other workers began to shout slogans. When Weston tried to leave the room the workers turned violent and assaulted him. This was the second attack on an officer after Weston took charge of the company, the first one being the assault on the chief welfare officer in 1996.

In February 1999, a lockout was declared in Bata’s Faridabad Unit. Middleton commented that the closure of the unit would not have much impact on the company’s revenues as it was catering to lower-end products such as canvas and Hawaii chappals. The lock out lasted for eight months. In October 1999, the unit resumed production when Bata signed a three-year wage agreement.

On March 8, 2000, a lockout was declared at Bata’s Peenya factory in Bangalore, following a strike by its employee union. The new leadership of the union had refused to abide by the wage agreement, which was to expire in August 2001. Following the failure of its negotiations with the union, the management decided to go for a lock out. Bata management was of the view that though it would have to bear the cost of maintaining an idle plant (Rs. 3 million), the effect of the closures on sales and production would be minimal as the footwear manufactured in the factory could be shifted to the company’s other factories and associate manufacturers. The factory had 300 workers on its rolls and manufactured canvas and PVC footwear.

for more info   case studies on industrial relations

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by | July 22, 2012

A Case Study on Industrial Disputes Act 1947


Labour laws
Dear all I want to know which is the best book to learn/understand labour laws. the major acts i have to study are industrial disputes act factories act ct Maternity benefit act child labour regulation and abolition act sexual harassment at workplace MRTP & PULP Act Equal remuneration act etc. Also do we have any books where the cases of labour laws are dicsussed? The reference books do cite the cases but where to find the textmattersubject and facts of the case? Thanks in advance Aparna
Discussion in CiteHR.com – 2 Replies – Dated: 13-08-2009

Legal Highlights-May 2010::Work Man, Recovery from Employer, Employment Injury

Case 1 Work Man alibri WorkmanWho is alibri Temporary employee had worked for more than 240 days in each year alibri Same was not seriously challenged before Court. alibri Employee falls with in ambit of term ‘workman’ in Section 2 s of Industrial Dispute Act alibri Employee having worked for requisite period stipulated in relevant sections. alibri The workman is entitled to protection of Section 25 F. alibri Termination not proper Case 2 Recovery from employer Section 33 c2 – Grant of Wa…
Discussion in CiteHR.com – 1 Replies – Dated: 16-06-2010

Factories rules

Dear All…. There is a dilemma in my mind that think that a person has worked 4 plus years in a company …. unfortunately the company under goes the loss and will be unable to survive hence the company takes the decision to close…. In such case what should be done…. how about the settlement… what benefits should be given to the employee… like gratuity and section 25fff of Industrial Dispute act 15 days salary for every completed year of service … whether only Gratuity should be give …

for more info   A Case Study on Industrial Disputes Act 1947

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by | July 17, 2012

Corporate strategy and the role of HRM: critical cases in oil and chemicals

HR issues are fundamental to business is compelling at the level of unit labour costs, but whether they are fundamental to the strategy process has remained highly questionable. The paper suggests that a favourable HR environment has to be established before the various strategic choices can be analysed. Empirical research in two UK oil and chemical companies provides evidence that the effect of HR issues on corporate strategy is understated. Read more to know….

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by | July 3, 2012

From Minimum Wages to Living Wages?


The question is if there can be a shift from minimum wages to living wages in Bangladesh. In order to bring clarity to the question, three sub-questions have been used. The first question looks into how wages are determined in the export-oriented garment industry in Bangladesh. The second question concerns the corporations’ responsibility for their workers. The third, and last, question addresses how cultural dimensions influence the corporations and how wages are set. To find the answers to the sub questions I divided the research into four main topics: “Wages – Minimum and Living Wages”, “Morality, Ethics and Business Ethics”, “Employees as Stakeholders of the Companies” and “The Cultural Dimension”.
A case study of the export-oriented garment industry in Bangladesh

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