" TRADE UNIONS IN GOA - A COMPARATIVE STUDY "
Mrs. BLANCHE ROSALINA CHRISTALINA SOCORRO FERNANDES e MASCARENHAS
DEPARTMENT OF ECONOMICS GOA UNIVERSITY
" TRADE UNIONS IN GOA - A COMPARATIVE STUDY "
A thesis submitted to Goa University (Department of Economics) for the award of degree of DOCTOR OF PHILOSOPHY IN ECONOMICS.
By
Mrs. BLANCHE ROSALINA CHRISTALINA SOCORRO FERNANDES e MASCARENHAS Selection Grade Lecturer, Department of Economics St. Xavier's College of Arts, Science and Commerce Mapusa Bardez Goa. z 3 I g M As/7",14._ Under the Guidance of 7-- . SILVIA M. DE MENDONCA e NORONHA * "Pe READER AND HEAD fto /0 EPARTMENT OF ECONOMICS s iro / GOA UNIVERSITY ■ ( 1.14 0 4•L TALEIGAO PLATEAU TALEIGAO, GOA AUGUST, 2008 e LL-..c C-
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. N\ " TRADE UNIONS IN GOA - A COMPARATIVE STUDY " CERTIFICATE
Certified that this thesis entitled " TRADE UNIONS IN GOA — A
COMPARATIVE STUDY ", submitted by Mrs. Blanche Rosalina
Christalina Socorro Fernandes e Mascarenhas for Ph. D Degree in
Economics is her own work carried out under my guidance and is worthy of examination.
\:‘ (Dr. SILVIA M. DE MENDONCA e NORONHA)
RESEARCH GUIDE DECLARATION
The present thesis entitled " TRADE UNIONS IN GOA — A
COMPARATIVE STUDY ", is entirely based on the work carried out by me under the supervision of Dr. SILVIA M. DE
MENDONCA e NORONHA, Reader and Head of Department of
Economics, Goa University, Taleigao, Goa.
No part of this thesis has been submitted for a Degree or Diploma or other Academic Award. The relevant literature has been surveyed and all the necessary references are given in the thesis.
This research has been carried out independently and due acknowledgements have been made wherever the facilities are availed from.
c_ct €.1"- &CU (Dr. SILVIA M. DE (Mrs. BLANCHE R. C. S. MENDONCA e NORONHA) FERNANDES e RESEARCH GUIDE MASCARENHAS) ACKNOWLEDGEMENT
First and foremost I would like to thank the Almighty for the grace, inspiration and numerous blessings bestowed upon me that have enabled me to make this thesis possible.
In the course of completing this work, I incurred so much debt to so many that it is difficult to account.
I express my deep sense of gratitude to my Guide Dr. Silvia M. de Mendonca e
Noronha, Reader and Head, Department of Economics, Goa University, for being a source of inspiration, for the patience, thoughtfulness, motivation and valuable guidance throughout the period of my research.
I am grateful to the Labour Commissioner, Goa Department of Statistics and would like to express my indebtedness to the staff of the Research Section,
Office of the Labour Commissioner, Panaji for the necessary assistance.
My special thanks and deep sense of gratitude are due to Comrade Christopher
Fonseca, General Secretary, All India Trade Union Congress ( Goa ) for generously giving me his time and help.
iv I am very grateful to the Mormugao POrt Trust Management, Mr. Praveen
Agarwal ( Chairman ), Mr. Suresh Vengurlekar ( Director ), Mrs. S. S. Keshkamat
(Director I / C Planning and Management Services Department ), Mr. M. S.
Madkaikar ( Secretary ), Dr. P. D. Azgoankar ( Chief Medical Officer ), Heads of
Departments, Mr. S. V. Verenkar ( Labour Officer ), Safety Officer, Librarian,
Administrative Staff, Trade union leaders Mr. Leonardo Rodrigues, Mr. A. J.
Peters and Late Mr. Ulhas Gurav and the Employees for their cooperation and help and for making my study at MPT a memorable experience.
I owe special thanks to Mr. H. B. Maharajanavar, Mr. Agustinho Faria and Mr.
Agustinho Diniz.
I am also thankful to the General Manager Mr. H. C. Gandhi, Assistant General
Managers Mr. D. V. Raju and Mr Santosh Naik, Mr. R. P. Deshpande, Deputy
Manager ( Training ), Superintendent of P & A, Trade Union Leaders Mr. Ankush
Bagkar and Mr. Cyril Fernandes and specially the Employees at Goa Shipyard
Limited. It would have been difficult for me to undertake the work without the help and cooperation of innumerable persons. In particular, I would like to thank
Mr. Luis Coutinho and Mr. Fidelis Gomes for their invaluable help.
My sincere thanks to Mr Eric Menezes, Chairman of Colfax Private Limited,
Mrs. Leticia Menezes, Mr. Nilkant T. Naik ( Production Manager ), Manager
( v ) Personnel, Local union Team, Mr. Pottu Goankar ( General Secretary, Gomantak
Mazdoor Sangh ) and the Employees of this unit.
I would also like to thank the Management of Ciba Specialty Chemicals ( India )
Limited for giving me the opportunity to conduct my research study at the unit. I thank in a special way Mr. Eurico Noronha, ex- Head — HR & Administration, Mr.
Alwyn Crasto Head — HR & Administration, Heads of Departments, Supervisors,
Local Union Team, Mr. Subhash Naik George ( General Secretary, Kamgarancho
Ekvott ) and the Employees.
My special thanks to my colleagues, Mr. Edwin D'Souza, Department of
Computers, and Dr. Balakrishna Nair, Department of Mathematics, St. Xavier's
College, Mapusa Goa for their valuable help regarding data analysis.
I am also very grateful to Mr. P. V. Konnur, Librarian, Goa University for his valuable help in getting reference material from the libraries in the neighbouring
States. I would also like to thank the Management and the Librarian of I. S. E C
Bangalore, Bombay University, Pune University, Karnataka University, I C F AI
Business School, Hyderabad and St. Xavier's College Mapusa Goa.
My sincere thanks to The Indian Society of Labour Economics and The
vi Economics Department of Bharathidasan University Tiruchirappalli, Tamil Nadu for giving me an opportunity to present my research paper at its 48 TH Annual
Conference; Indian Institute of Geographers and Economics Department of
Chowgule College Margao, Goa to present my paper at their International
Seminar; I. C. F. A.I Business School Hyderabad for the opportunity to present my research paper at the Doctoral Thesis Conference and The Economics Department of Goa University.
I wish to thank The University Grants Commission for awarding me their Teacher
Fellowship under FIP for pursuing my research work.
My acknowledgement would not be complete without deepest obligation to my
Principal, Mr. Newman Fernandes for the help, support and encouragement during the course of my research.
I wish to thank all my friends for the encouragement and their prayers and for being there for me every time I was in need of their help.
Last but not the least, my thanks are also due to my husband ( Roberto ) and to my loving son ( Roblan ) for their support, thoughtfulness and for bearing up patiently.
CHAPTER SCHEME
Pg. Nos.
Chapter I INTRODUCTION. 1 - 13
Chapter II REVIEW OF LITERATURE. 14 - 49
Chapter III PROFILE OF THE TRADE
UNIONS 50 - 100
Chapter IV TRADE UNIONS AND INDUSTRIAL
RELATIONS. 101 - 167
Chapter V SOCIO-ECONOMIC IMPACT OF
TRADE UNIONS. 168 - 212
Chapter VI SUMMARY OF THE CHAPTERS,
CONCLUSIONS AND
RECOMMENDATIONS. 213 — 233
APPENDICES
REFERENCES CONTENTS
Chapter Title Pg. Nos.
Certificate ii
Declaration iii
Acknowledgement iv - vii
Chapter Scheme viii
Contents ix - xiii
List of Tables. xiv - xix
List of Charts and List of Pie-Charts xx
Abbreviations xxi - xxii
Chapter 1 INTRODUCTION ( 1 — 13 )
1.1 INTRODUCTION 2 - 5
1.2 OBJECTIVES OF THE STUDY. 5
1.3 STATEMENT OF THE PROBLEM. 6 - 7
1.4 CONCEPTS USED. 7 -10
1.5 SCOPE OF THE STUDY. 11
1.6 RELEVANCE / SIGNIFICANCE OF THE STUDY. 11
ix ) 1.7 METHODOLOGY. 11 -13
1.8 LIMITATIONS. 13
Chapter 2 REVIEW OF LITERATURE ( 14 — 49 )
2.1 REVIEW OF LITERATURE. 15 - 43
2.2 OBSERVATIONS FROM THE REVIEW OF
LITERATURE. 44 - 47
23 HOW THE STUDY IS DIFFERENT OR SIMILAR
TO OTHER STUDIES 47 — 49
Chapter 3 PROFILE OF THE TRADE UNIONS. ( 50 —100 )
3.1 INTRODUCTION. 51 - 57
3.2 PROFILE OF TRADE UNIONS AT MORMUGAO
PORT TRUST. 57 - 72
3.3 PROFILE OF TRADE UNIONS AT GOA SHIPYARD
LIMITED. 72 -83
3.4 PROFILE OF TRADE UNIONS AT COLFAX
PRIVATE LIMITED. 83 - 89
3.5 PROFILE OF TRADE UNIONS AT CIBA SPECIALTY
CHEMICALS ( INDIA) LIMITED. 89 - 96
3.6 COMPARISON OF TRADE UNION PROFILE. 96 — 99
3.7 CONCLUSIONS. 99 -100
( X) Chapter 4 TRADE UNIONS AND INDUSTRIAL RELATIONS ( 101 — 167 )
4.1 INTRODUCTION. 102 -105
4.2 GRIEVANCES: CAUSES AND ITS REDRESSAL
PROCEDURE. 105 - 113
4.3 INDUSTRIAL DISPUTES AND ITS SETTLEMENT. 113 - 128
4.4 LABOUR PARTICIPATION IN MANAGEMENT. 128 - 132
4.5 PERSONNEL MANAGEMENT AND INDUSTRAL
RELATIONS. 132 —138
4.6 LABOUR MANAGEMENT RELATIONS ( LMR ) AND
ORGANISATIONAL CLIMATE ( OC ). 138 - 154
4.7 UNION LEADERSHIP AND INDUSTRIAL
RELATIONS 154 - 160
4.8 COMPARISONS. 160 - 166
4.9 CONCLUSIONS. 166 - 167
Chapter 5 SOCIO-ECONOMIC IMPACT OF TRADE
UNIONS. ( 168 — 212 )
5.1 INTRODUCTION. 169 -171
5.2 SOCIO-ECONOMIC IMPACT OF TRADE UNIONS
AT MORMUGAO PORT TRUST. 172-189
( xi ) 5.3 SOCIO-ECONOMIC IMPACT OF TRADE UNIONS
AT GOA SHIPYARD LIMITED. 189 - 196
5.4 SOCIO-ECONOMIC IMPACT OF TRADE UNIONS
AT COLFAX PRIVATE LIMITED. 196 - 202
5.5 SOCIO-ECONOMIC IMPACT OF TRADE UNIONS
AT CIBA SPECIALTY CHEMICALS ( INDIA )
LIMITED. 202 — 205
5.6 COMPARISON OF IMPACT OF TRADE
UNIONS. 206 - 211
5.7 CONCLUSIONS. 211 - 212
Chapter 6 SUMMARY OF THE CHAPTERS,
CONCLUSIONS AND RECOMMENDATIONS. ( 213 — 233 )
6.1 SUMMARY OF THE CHAPTERS. 214 - 227
6.2 CONCLUSIONS. 228 - 230
6.3 RECOMMENDATIONS. 230 -233
APPENDICES
APPENDIX I WORKERS' QUESTIONNAIRE APPENDIX II TRADE UNION QUESTIONNAIRE. APPENDIX III EMPLOYERS'QUESTIONNAIRE.
APPENDIX IV INTERVIEW SCHEDULE FOR INTERVIEWING LABOUR
COMMISSIONER.
APPENDIX V INTERVIEW SCHEDULE FOR INTERVIEWING CENTRAL
TRADE UNION LEADER.
APPENDIX VI LIST OF TRADE UNIONS REGISTERED WITH THE
REGISTRAR OF TRADE UNIONS IN GOA.
REFERENCES LIST OF TABLES
Table No. Title (Subject) Pg. Nos.
3.1.1.1 GENERAL INFORMATION OF INDUSTRIES. 51
3.1.1.2 TRADE UNIONS IN GOA FOR THE YEAR 1961, 1971, 1981,1991. 54
3.1.2.1 NUMBER OF NEW TRADE UNIONS REGISTERED IN GOA DURING 1991-2004. 55
3.2.1.1 AGE AND SEX OF THE RESPONDENTS. 58
3.2.1.2 EDUCATIONAL QUALIFICATIONS AND NATURE OF LABOUR OF THE RESPONDENTS. 59
3.2.1.3 MEMBERSHIP AND MARITAL STATUS OF THE RESPONDENTS. 60
3.2.1.4 ACTUAL STAFF STRENGTH AS ON 31 ST MARCH. 62
3.2.1.5 MEMBERSHIP AS PERCENTAGE OF TOTAL LABOUR FORCE DURING 1991-2005. 64
3.2.1.6 AGE AND SEX OF THE RESPONDENTS. 65
3.2.1.7 EDUCATIONAL QUALIFICATIONS AND NATURE OF LABOUR OF THE RESPONDENTS. 66
3.2.1.8 MEMBERSHIP AND MARITAL STATUS OF THE RESPONDENTS. 67
3.2.1.9 MEMBERSHIP AS PERCENTAGE OF TOTAL LABOUR FORCE DURING 1991-2005. 70
3.3.1.1 AGE AND SEX OF THE RESPONDENTS. 74
( xiv
3.3.1.2 EDUCATIONAL QUALIFICATIONS AND NATURE OF LABOUR OF THE RESPONDENTS. 75
3.3.1.3 CLASSIFICATION OF EMPLOYEES ACCORDING TO THE EMPLOYMENT STATUS. 77
3.3.1.4 PERCENTAGE OF MEMBERSHIP TO THE TOTAL LABOUR FORCE. 78
3.3.1.5 AGE AND SEX OF THE RESPONDENTS. 79
3.3.1.6 EDUCATIONAL QUALIFICATIONS AND NATURE OF LABOUR OF THE RESPONDENTS. 80
3.3.1.7 PERCENTAGE OF MEMBERSHIP TO THE TOTAL LABOUR FORCE. 82
3.4.1.1 AGE AND SEX OF THE RESPONDENTS. 84
3.4.1.2 EDUCATIONAL QUALIFICATIONS AND NATURE OF LABOUR OF THE RESPONDENTS. 85
3.4.1.3 MEMBERSHIP AND MARITAL STATUS OF THE RESPONDENTS. 86
3.4.1.4 MEMBERSHIP AS PERCENTAGE OF TOTAL LABOUR FORCE DURING 1991-2005 88
3.5.1.1 AGE AND SEX OF THE RESPONDENTS. 90
3.5.1.2 EDUCATIONAL QUALIFICATIONS AND NATURE OF LABOUR OF THE RESPONDENTS. 91
3.5.1.3 MEMBERSHIP AND MARITAL STATUS OF THE RESPONDENTS. 92
3.5.1.4 CLASSIFICATION OF EMPLOYEES ACCORDING TO THE EMPLOYMENT STATUS. 94
3.5.1.5 MEMBERSHIP AS PERCENTAGE OF TOTAL LABOUR FORCE. 95
xv 3.6.1 REASONS FOR JOINING THE UNION. 98 4.1.1 EMPLOYEES' VIEWS ON INDUSTRIAL RELATIONS. 104
4.2.1 ISSUES CAUSING GRIEVANCES. 106
4.2.4.1 CASES REFERRED TO GRIEVANCE PROCEDURE. 112
4.3.1 INDUSTRIAL DISPUTES IN GOA DURING 1990-2004. 115
4.3.1.1 PARTICULARS OF STRIKES / WORK STOPPAGES. 119
4.3.1.2 NUMBER OF CASES REFERRED TO LABOUR COURT. 121
4.3.2.1 PARTICULARS OF STRIKES / WORK STOPPAGE 122
4.3.2.2 CASES REFERRED TO WORKS COMMITTES. 124
4.3.2.3 CASES REFERRED TO JOINT MANAGEMENT COUNCILS. 125
4.3.2.4 NUMBER OF CASES REFERRED TO COURT. 126
4.6.1. MEAN SCORE AND STANDARD DEVIATION FOR EACH OF THE SELECTED VARIABLES. 140
4.6.1.1 LABOUR-MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT MPT. 141
4.6.1.2 INTER-CORRELATION MATRIX FOR THE SELECTED VARIABLES. 142
4.6.1.3 REGRESSION RESULTS FOR MPT. 144
4.6.2.1 LABOUR-MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT GSL. 145
4.6.2.2 INTER-CORRELATION MATRIX FOR THE SELECTED VARIABLES. 146
4.6.2.3 REGRESSION RESULTS FOR GSL. 147 4.6.3.1 LABOUR-MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT COLFAX. 148
4.6.3.2 INTER-CORRELATION MATRIX FOR THE SELECTED VARIABLES. 149
4.6.3.3 REGRESSION RESULTS FOR COLFAX. 151
4.6.4.1 LABOUR-MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT CIBA. 151
4.6.4.2 INTER-CORRELATION MATRIX FOR THE SELECTED VARIABLES. 152
4.6.4.3 REGRESSION RESULTS FOR CIBA. 154
4.7.1 UNION LEADERSHIP ACCORDING TO THE TOTAL RESPONDENTS AT MPT, GSL, COLFAX AND CIBA. 156
4.8.1 STRIKE PRONENESS. 160
4.8.2 EMPLOYEES' VIEWS ON ASPECTS RELATED TO INDUSTRIAL RELATIONS. 162
4.8.3 EMPLOYEES' VIEWS ON WORKERS' PARTICIPATION IN MANAGEMENT. 163
4.8.4 FACTORS RESPONSIBLE FOR SUCCESS IN NEGOTIATIONS. 165
4.8.5 FACTORS RESPONSIBLE FOR FAILURE IN NEGOTIATIONS. 166
5.2.1 EMPLOYEES' VIEWS ON WAGES. 173
5.2.2 BERTH OCCUPANCY AT MPT. 175
5.2.3 NUMBER OF CARGO SHIPS HANDLED AT MPT. 176
5.2.4 ANNUAL TRAFFIC TREND. 177 5.2.5 LABOUR PRODUCTIVITY: AVERAGE PRODUCTIVITY (TONNES). 178 - 179
5.2.6 PARTICULARS OF ACCIDENTS: CAUSATION AND
NUMBER. 183
5.2.7 EMPLOYEES' VIEWS REGARDING JOB SECURITY AND SAFETY DEVICES. 184
5.2.8 BREAK UP OF TOTAL EXPENSES ON WELFARE MEASURES ( IN RS. CRS) 187
5.3.1 EMPLOYEES' VIEWS ON WAGES. 190
5.3.2 PRODUCTIVITY AT GSL DURING 1991-2005. 191
5.3.3 NUMBER OF ACCIDENTS, WORKERS INVOLVED AND MANDAYS LOST DURING 1991-2005. 193
5.3.4 EMPLOYEES' VIEWS REGARDING JOB SECURITY AND SAFETY DEVICES. 194
5.4.1 EMPLOYEES' VIEWS ON WAGES. 197
5.4.2 PRODUCTION AT COLFAX FROM 1991-92 TO 2000-01. 19$
5.4.3 PRODUCTION AT COLFAX FROM 2001-02 TO 2005-06. 199
5.4.4 EMPLOYEES' VIEWS REGARDING JOB SECURITY AND SAFETY DEVICES. 201
5.5.1 EMPLOYEES' VIEWS ON WAGES. 203
5.5.2 EMPLOYEES' VIEWS REGARDING JOB SECURITY AND 2O5 SAFETY DEVICES.
5.6.1 COMPARISONS OF EARNINGS OF DIFFERENT EMPLOYEE CATEGORIES. 206
5.6.2 RATIOS OF EARNINGS BETWEEN CERTAIN CATEGORIES OF EMPLOYEES. 207
5.6.3 EMPLOYEES' PERCEPTIONS OF WORK CONDITIONS. 209
5.6.4 EMPLOYEES' PERCEPTIONS OF ROLE OF TRADE UNIONS. 210
( xix ) LIST OF CHARTS
Chart No. Title (Subject) Pg. Nos.
3.6.a UNION MEMBERSHIP AS PERCENTAGE OF TOTAL 99 LABOUR FORCE.
4.2.a TYPE AND EXTENT OF NEGOTIATIONS. 113
5.4.a PRODUCTS SHOWING CONTINUOUS PRODUCTION 200 1991-2006
LIST OF PIE-CHARTS
Pie-Chart No. Title (Subject) Pg. Nos.
4.8.1.a STRIKE PRONENESS DURING 1990-95 161
4.8.1.b STRIKE PRONENESS DURING 1995-2000. 161
ioc ) ABBREVIATIONS
Sr. No. Abbreviation Full Form.
1. A. I. P. D. W. F All India Port and Dock Workers Federation.
2. A. I. T. U. C All India Trade Union Congress.
3. C. I. T. U Central Indian Trade Union.
4. C. M. D Chairman and Managing Director.
5. C. M. M Cosme Mathias Menezes.
6. E. R Employee Relations.
7. G. P. D. E. U Goa Port and Dock Employees Union. 8. G. S. L Goa Shipyard Limited.
9. G. S. K. S Goa Shipyard Kamgar Sangh.
10. G. S. K. E Goa Shipyard Kamgar Ekvott.
11. G. M. S Gomantak Mazdoor Sangh.
12. H. C. G. L Hindustan Ciba Geigy Limited.
13. H. M. S. Hind Mazdoor Sabha. 14. H. R. D Human Resource Development.
15. I. N. T. U. C Indian National Trade Union Congress. 16. K. E Kamgarancho Ekvott.
17. L. M. R Labour Management Relations.
18. M. 0. H. P Mechanical Ore Handling Plant.
( 19. M. P. T Mormugao Port Trust.
20. M. P. D. T. W. U Mormugao Port, Dock and Transport Workers Union.
21. M. P. R. W. U Mormugao Port and Dock Workers Union.
22. N. C. E. S. National Commercial Employees Sangh.
23. N. C. & H.W.0 National Cinema and Hotel Workers Union. 24. N. D. & T. W. U National Dock and Transport Workers Union.
25. N. M. W. U National Mine Workers Union. 26. 0. C Organisational Climate.
27. Q. W. L Quality of Work Life.
28. S. E. U Shipyard Employees Union.
29. T. D. W. U Transport and Dock Workers Union.
30. V. R. S Voluntary Retirement Scheme.
31. W. Cs Works' Committees.
32. W. F. T. U World Federation of Trade Unions. "TRADE UNIONS IN GOA - A COMPARATIVE STUDY"
CHAPTER I
INTRODUCTION
1.1 INTRODUCTION.
1.2 OBJECTIVES OF THE STUDY.
1.3 STATEMENT OF THE PROBLEM.
1.4 CONCEPTS USED
1.5 SCOPE OF THE STUDY.
1.6 RELEVANCE / SIGNIFICANCE OF THE STUDY.
1.7 METHODOLOGY.
1.8 LIMITATIONS OF THE STUDY.
1 1.1 INTRODUCTION:
Labour movement has been an inevitable reaction to the industrialisation process that caused labour problems. Problems like employment of women and children even for heavy manual work, long hours of work, low wages, lack of elementary facilities, bad working and living conditions, heavy workload and inhuman treatment of workers formed the aftermath of industrialisation. Most of these problems were caused due to the desire of employers to gain maximum profits, transformation of industry from domestic to large-scale production, migration of labour from rural to urban areas and political reasons as well. Hence there was a need for establishing an organisation that will protect the labour from the evils of industrialisation.
Fumis, E (1925) highlighted that the labour movement is however not only a reaction to the evil influences of a life in industry but also an attempt to mobilize the competitive forces of our society to the betterment of the conditions of workers at large. The wage-earners when confronted with the hazards of life in an industry, spontaneously resort to collective action to protect their interests and accordingly the union movement takes different forms at different times. Thus emerges trade unionism with the birth of trade unions in the country.
2 A trade union is an association of workers in any trade or allied trades for protection and furtherance of their interests regarding wages, conditions of labour and provision of pecuniary assistance to its members during strikes, unemployment, sickness, old age etc. The basic task for unions was recruitment of members, improve economic status of their members, pursue members' cases to the labour courts and tribunals and to associate with the political elements to bring about changes through legal enactments.
Union behaviour thus covered a multitude of activities like organization of members, formulation of bargaining demands, ratification of new agreements, striking and picketing, grievance presentation and settlement, convention resolutions and decisions, political activities, educational and publicity programs, labour solidarity actions, union disciplinary measures and administration of benefit plans.
Trade union movement evolved in Great Britain as a consequence of the industrial revolution towards the end of the 18 th Century in the form of craft unions. These unions were motivated by a desire to elevate both the economic and political status of workers in industry. The birth of Trade -Union Congress in 1868 was a landmark in trade union history and a takeoff for new unionism in Britain.
3 With regard to United States, trade unionism followed the rise of industrialisation as a challenge to deal with the state of actual or threatened economic deterioration. The birth of AFL ( American Federation of Labour ) added new dimension and gave it a definite shape and direction. In 1938 the Congress of Industrial Organisations ( CIO) was formed which latter merged with AFL.
Regarding India, trade unionism seemed to be basically dominated by loose and complex structure and did not conform to any single pattern. During the last quarter of the 19 th Century, some forms of organisations were established after the factories were set up in India. N. M. Lokhande founded the organized labour movement. Later World War I, mass movement by political leaders,
International Labour Organisation and the Russian Revolution promoted the growth of the movement.
The first union to be set up in India was the Madras Textile Labour Union which was formed in 1918 and the first Central Organisation ( A. I. T. U. C) was formed in 1920. By 1924, there were 8 Federations of labour in India and that a number of legislative measures were introduced such as the Indian Factories
Act ( 1923 ), Indian Mines Act ( 1923 ) and the Trade Disputes Act (1929). In
1933, the National Trade Union Federation ( N. T. U. F) was formed. Later, several Central Organisations came into existence namely I. N. T. U. C ( 1946)
4 H. M. S ( 1948 ), U. T. U. C ( 1949 ) etc. Indian trade unions have achieved a remarkable status. The unions have created for them a platform to air their views, policies and ideologies both at state level and national level in the
Standing Labour Committee and the Indian Labour Conference.
Regarding the trade union movement in Goa, it was characterized by struggles, encounters and conflicts. Research findings by Desai, Khristanand ( 1993 ) showed that trade unionism in the State of Goa dates back to the last years of
Portuguese rule in the form of spontaneous and sporadic assertions but unions in a definite form evolved only after the liberation of Goa. According to the
Statistical Hand Book of Goa ( 2000 ), during the year 1995, 184 unions were registered with a membership of 73084 members at the end of the year, while, in 1997, 206 registered unions existed in Goa but its total membership declined to
39411 only.
1.2 OBJECTIVES OF THE STUDY:
(i) To study the evolution and growth of Trade Unions in Goa.
(ii) To examine the impact of trade unions on industrial relations.
(iii) To study the socio - economic impact of trade unions on workers.
(iv) To make recommendations regarding the future prospects of the trade
Unions in Goa.
5 1.3 STATEMENT OF THE PROBLEM:
The modern industrialisation process has created labour problems like employment
of women and children, enormous exploitation especially of the semi-skilled and
manual labour with longer work durations, low wages, being kept on temporary
pay-rolls and excluded from pension, bonus, provident fund and gratuity benefits.
Industrialisation no doubt has brought along prosperity but only to a few.
Although many industries have been earning high profits as a result of increase in productivity, yet employees' conditions continue to be poor. In such circumstances,
workers can project their resentment only through their collective efforts by
forming their own organisations to fight against these evils. The Trade union is thus the reaction to the industrialisation process that is characterized by exploitative practices and victimization of labour.
Industrialisation has created workers organisations which differ widely in their
functioning, structure, leadership and ideology and we find the same with respect to the trade union scenario with respect to Goa. The Liberation of Goa catalysed such a movement in Goa. Continuous efforts on the part of the Central
Trade Unions in uniting the vast industrial workers finally led to the emergence of trade unions in Goa. This study explores and compares the evolution, growth and functioning of trade unions at the four units under study. Some also argue that unions have become outdated while the others are of the opinion that unions are more relevant now as workers' rights and welfare benefits are increasingly threatened. This study helps in understanding whether the unions are
6 active or have become redundant in its functioning. It highlights the role of
unions in industrial relations, the socio - economic impact, problems and the future
of the respective trade unions under study.
1.4 CONCEPTS USED:
Workman: means any person ( including an apprentice ) employed in any industry
to do any manual, unskilled, skilled, technical, operational, clerical or supervisory
work for hire or reward, whether the terms of employment be expressed or implied
for the purposes of any proceeding under this Act in relation to an industrial
dispute, includes any such person who has been dismissed, discharged or
retrenched in connection with, or as a consequence of, that dispute, or whose
dismissal, discharge or retrenchment has led to that dispute, but does not include any such person --
i) who is subject to the Air Force Act or the Army Act or the Navy
Act; or
ii) who is employed in the police service or as an officer or other
employee of a person; or
iii) who is employed mainly in a managerial or administrative capacity;
or
iv) who, being employed in a supervisory capacity draws wages exceeding
one thousand six hundred rupees, per mensem or exercises, either by
7 nature of the duties attached to the office or by reason of the powers
vested in him, functions mainly of a managerial nature.
Permanent Workmen: is one who is appointed for unlimited period, up to his retirement period. He enjoys all the benefits under the different Acts.
Go Slow: is a tactic employed by workmen to coerce the employer to come to an agreement. It is a form of strike, where there is loss of production.
Industrial Dispute: It means any dispute or difference between employee or employers and workmen or between workmen and workmen, which is connected with employment or non-employment or terms of employment or with conditions of labour, of any person.
Strike: The Industrial Disputes Act 1947, defines it as cessation of work by a body of persons employed in any industry acting in combination, or a concerted refusal, or a refusal under common understanding, of any number of persons who are or have been so employed to continue to work or to accept employment.
Lockout: Under the Industrial Disputes Act of 1947, lockout is defined as temporary closing of a place of employment or suspension of work, or the refusal by employer to continue to employ any number of persons employed by him.
Informal Grievance Handling: It is a unique HRD initiative under which, in addition to the formal grievance redressal machinery, personnel executives make an attempt to identify the various grievances of the employees and take personal
8 initiatives to sort them out even before they become major problems of industrial relations disputes.
Check off System: Money due to the union is deducted by the management from the employees' salary and paid to the union.
Absenteeism: It refers to the worker's absence from his regular work when he is normally scheduled to work.
Wages: means all remuneration capable of being expressed in terms of money, which would if the terms of employment, expressed or implied, were fulfilled, be payable to a workman in respect of his employment, or of work done in such employment, and includes
i) such allowances ( including dearness allowance ) as the workman is for
the time being entitled to;
ii) the value of any house accommodation, or of supply of light, water,
medical attendance or other amenity of any service or of any
concessional supply of foodgrains or other articles;
iii) any traveling concessions;
iv) any commission payable on the promotion of sales or business or
both.
But does not include ------
a) any bonus
9 b) any contribution paid or payable by the employer to any pension
fund or provident fund or for the benefit of the workman under any
law for the time being in force;
c) any gratuity payable on the termination of his service.
Minimum Wage: A wage which is independent of the kind of industry and applies all alike. It sets the lower limit below which wages cannot be allowed to sink.
Fair Wage: It is a wage related to earning capacity and work load. It is sufficient to provide a standard family with food, shelter, clothing, medical care and education of the children appropriate to the workman but not at exceeding his wage earning capacity in the class of establishment to which he belongs.
Living Wage: It is a wage sufficient to provide not only the essentials but a fair measure of frugal comfort with an ability to provide for old age and evil days.
Allowances: They are part of remuneration capable of being expressed in terms of money, which would if the terms of employment expressed or implied, were fulfilled, payable to workmen for the work done in employment.
Employee Relations: It covers the development related to the coverage of the non-unionised workers along with the unionised, non-manufacturing workers, unionised manufacturing and white collar workers, unionised manufacturing blue collar workers.
1Q. 13 SCOPE OF THE STUDY:
In Goa, there are unions that are local as well as those affiliated to the Central
Organisations like All India Trade Union Congress ( A. I. T. U. C ), Indian
National Trade Union Congress ( I. N. T. U. C. ), etc. The study covers the viable unions at Mormugao Port Trust, Goa Shipyard Limited, Colfax Private
Limited and Ciba Specialty Chemicals ( India ) Limited.
1.6 RELEVANCE / SIGNIFICANCE OF THE STUDY:
The study will provide gainful information on the administration, forums for workers' participation in management, social security measures, wage policy and its implementation, problems and prospects of trade unions.
Since such a study is carried out for the first time, it will be a valuable source of data for subsequent researchers on the topic related to unionism in Goa.
The evaluation of the functioning of the unions will give an insight into its limitations and provide scope for serious thinking regarding the future course of action.
The reader of this thesis will have an idea about the impact of an organisation like a trade union on the Goan society as a whole.
11 1.7 METHODOLOGY:
The study takes into account only the industrial trade unions in Goa. At present
there are 114 industrial trade unions in Goa. For the purpose of this study, a
sample of 5 % of industrial unions have been selected through stratified sampling
method. This 5 % of trade unions selected i.e six unions, are spread at the
four units namely Mormugao Port Trust ( MPT ), Goa Shipyard Limited ( GSL ),
Colfax Private Limited and Ciba Specialty Chemicals ( India ) Limited. The study
covers the post liberalisation period (1991-2005).
The distribution of these six unions are as follows: at MPT two unions namely
Mormugao Port and Railway Workers Union ( MPRWU ) and Goa Port and
Dock Employees Union ( GPDEU ); at GSL two unions namely, Goa Shipyard
Kamgar Sangh ( GSKS ) and Goa Shipyard Kamgar Ekvott (GSKE); at Colfax
Private Limited one union namely Gomantak Mazdoor Sangh ( GMS ) and at
Ciba Specialty Chemicals (India) Limited one union namely Kamgarancho Ekvott
(KE) have been studied. For the purpose of this study only recognized and viable
unions in these units have been selected.
The study is based on the analysis of primary and secondary data. Primary data is collected with the help of Questionnaires for workers, union leaders and employers / management; Interview Schedules for interviewing Government
Officials and prominent trade union leaders in Goa.
The Secondary data is collected from Registers of the respective trade unions,
Office of the Labour Commissioner, Research Assistant section of Labour
12 Commissioner, Goa, Books, Journals, Magazines, Publications, Ph. D Theses,
Acts, Reports, Documents and Internet.
The study made use of quantitative and qualitative methods of data analysis based on which conclusions have been drawn.
1.8 LIMITATIONS OF THE STUDY:
The study is of recognized and viable trade unions at present at these four units.
Only industrial unions have been studied. The conclusions drawn are based on the responses given by the respondents. In the case of GSL, approximate figures and not true figures were provided by the management as it is a defense unit.
13 CHAPTER II
REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE.
2.2 OBSERVATIONS FROM THE REVIEW OF LITERATURE.
2.3 HOW THE STUDY IS DIFFERENT OR SIMILAR TO
OTHER STUDIES.
14 2.1 REVIEW OF LITERATURE:
The main findings from the review of literature have been summarised in this chapter. In this section, the review of literature has been classified as follows:
1. Historical background of Trade unions.
2. Trade Unions and Industrial Relations.
3. Trade Unions, Wage rates and Productivity.
4. Trade Unions and Workers' Participation.
5. Trade Unions and Industrial Disputes.
6. Trade Unions and Machinery for solving Industrial Disputes.
1. Historical background of Trade Unions
Fumis, E ( 1925 ) conducted an international survey in which he found that the industrial society witnessed labour problems which had its roots in social institutions like wage system, capitalized form of modern industry, factory system and separation of capitalistic and wage-earning classes. Trade unions evolved after industrialisation to elevate the economic and political status of workers. About one half of the membership of the trade unions of the world was, through their National Central Organisations, affiliated to one great
International Federation.
15 Peterson, F ( 1947 ) in his book " Survey of Economics " has reported that although machines and mass production have materially influenced the growth and character of labour organisations, trade unions preceded the factory system. The earliest labour organizations were established in the skilled handicraft trades. The various societies in different cities united into " trades' unions " to provide common support during strikes. Later during 1830s, members of these city and craft organisations formed a National Trades' Union followed by The National Labour Union in 1866.
The National Industrial Recovery Act and the National Labour Relations Act gave employees right to organise and to bargain collectively.
Lester, R. A (1964 ) had a view that unions differ in their basis of organization, ranging from craft and multi-craft to industrial and multi - industry unions. Unions showed significant international variations arising from historical, environmental and other factors. He further stated that in achieving their goals, unions must work
with and through employers.
Carter, A. M ( 1964 ) in his book " Theory of Wages and Employment" observed that through contract negotiations, trade union acts as a single voice representing its members and that historically, trade unions have been primarily interested first in recognition, second in various security measures and finally in material benefits for its members.
16 Girl, V. V ( 1965 ) reported that in India, Guilds and Panchayats settled disputes between members and masters while some form of organisations were established during the last quarter of the 19 th Century by the social workers and philanthropists after the factories were set up in India. N. M. Lokhande laid the first foundation of trade unionism. World War I, Political leaders, Russian
Revolution, Swadeshi movement and International Labour Organisation ( ILO )
helped the growth of the movement.
Pant, S. C ( 1965 ) in his book " Indian Labour Problems " explained that since
1875 onwards a moderate form of labour movement was developed in India. The
Madras Textile Labour Union was the first trade union in the modem sense being
formed in 1918, the second was the Ahmedabad Textile Labour Association in
1918 and the third was the Gimi Kamgar Union in 1928. In addition to unions at
plant level, Central Organisations and Federations came into existence.
Bok, D. C and J. T. Dunlop ( 1969 ) argued that union behaviour is the product
of four broad influences that constantly interacts upon one another: the desire of
the member, the nature and abilities of the leadership, the capacities and opinions
of the subordinates and the pressures of the environment.
Punekar, S. D; S. B. Deodhar and S. Sankaran ( 1981 ) in their book " Labour
Welfare, Trade Unionism and Industrial Relations " has pointed out that in
India, although the labour movement started in 1875 with the Government and
social workers taking up a number of measures through legislation, administration
17 and welfare work, the trade union movement started in 1918 when workers formed their own organisations. Trade unionism after independence showed an increase due to factors like political and industrial democracy, workers' aspirations and expectations, government labour policy and increase in Central Organisations and multi-unionism at the national level.
Verma, P and S. Mookherjee ( 1982 ) highlighted that in the industrial sector, unions were organized at the enterprise level while in service sector at industry level. At the national level there were six major central organizations namely,
A. I. T. U. C; I. N. T. U. C; H. M. S; B. M. S; C. I. T. U and U. T. U. C. They also reported that the first agricultural labour union was formed in Kerala in 1939 and that the history of trade unionism in India was interspersed with many economic and political events, which moulded its growth pattern and contributed to its present strengths and weaknesses. The early support to trade unionism was provided by nationalists, social workers, humanists and philanthropists.
Isamah, A ( 1986 ) in his article titled " Professional Unionism in Nigeria " defined trade unionism as a universal phenomenon, which everywhere is concerned with protection and advancement of the interests of wage workers.
18 Chakravarti, K. P ( 1988 ) has analysed that the early stage of labour movement in
India was that of opposition. A number of labour organizations came into existence throughout the country with humanitarian objectives but were not concerned with any trade union activities. The first labour organisation known as the Bombay Mill Hands' Association was established by N. M. Lokhande in
1884 but was not a trade union.
Sloane, A. A and F. Witney ( 1988 ) has found that during the 18 th Century, the early trade unions were craft unions and the work stoppages were peaceful and short in duration..
Mamoria , C. B; S. Mamoria and S. V. Gankar ( 1998 ) observed that the setting up of large scale units, widespread use of machinery, new lines of production, changes in working and living conditions and concentration of industries in towns gave rise to a new class of workers and its exploitation and a rise in labour protests. These labour protests on an organized scale through the support of the philanthropic personalities led to the formation of trade unions. The labour movement in India started very late though the history of modern industrialization in India began as early as 1850.
In the opinion of Mishra, S ( 1998 ) factors like industrial discontentment, Russian
Revolution, establishment of I.L.O, Swaraj movement have given an impetus to
19 the development of trade unions in the initial stages. Inspite of its weaknesses and oppositions, trade unions had importance in the social., political and economic order of the world. They formed an important organisation of the modern industrial society.
2. Trade Unions and Industrial Relations
Dr. Shukla, N. N and V. Ramaswamy ( 1964 ) in their study of six industrial establishments in Bombay City suggested that collective bargaining, Works
Committees and Grievance procedure are the three structures regulating industrial relations and that trade unions can serve as a source of communication and thus promote good industrial relations. There is need to build up better industrial relations on the basis of acceptance of the principle of collective bargaining and to revive Work Committees and Grievance procedure.
Saxena, R. C ( 1969 ) presented the findings of case studies conducted in five selected units in Meerut District in August 1962. He found that the industrial relations were best of all in the units which had recognition of the union, collective bargaining, day-to-day grievance handling procedures at all levels, unions associated with the management, direct negotiations without a third party and higher wages. Measures like Code of Discipline, Grievance Procedure,
Code of Conduct, Workers' participation in management, Code of efficiency would
20 be helpful in promoting industrial relations provided they were implemented and seriously followed.
Arya, P. P ( 1990 ) in his article titled "Impact of Union Membership on Industrial
Relations" stated that during emergency, work stoppage frequency, and layoff, strikes lockouts increased and deterrent on union organisations and low productivity existed. He also found that union membership was higher in a single union structure plant and among militant unions.
He pointed out that the union structure significantly influenced union membership which in turn influenced labour-management relations.
Gbosi, A.N (1993 ) in his article "Nigeria's Contemporary Industrial Relations: A
Critical Review " defined Industrial Relations as the interaction between workers and employers, each playing a definite role to ensure that agreements are enforced and their terms respected.
Patil, B. R ( 1993 ) in his article titled " A Contemporary Industrial Relations
Scenario in India: with reference to Karnataka " was of the opinion that a) the industrial relations between labour and management and their respective organisations reflected the attitudes and positions the two take on issues of mutual and / or divergent interests and concerns. These positions and attitudes ranged from rigid, conflicting, uncompromising and hostile to accommodative,
21 cooperative and collaborative. b) The State was an interested party in regulating and promoting peaceful industrial relations. The degree of State intervention determined the ultimate nature of Industrial Relations. c) Internal leadership was taking over the unions and played a dominant role in labour - management relations. d) Industrial relations scenario was undergoing a change.
Cooperation between management and labour was more common rather than conflict; human resource management and development was fast replacing personnel management and labour relations were changing to employee relations.
Trade unions were becoming more defensive and concerned with protection of jobs.
According to Shyam Sundar, K. R ( 1996 ) next to unions, works committees were important in the regulation of industrial relations. He found that in any industrial unit, industrial relations problems will arise of different kinds and magnitude.
He also observed that the level of industrial relations would depend upon the extent to which regulatory structures are established and functioned within the industry. Authoritarian corporatism was not the ideal way of managing industrial relations system. Labour legislations, adjudication machinery, tri-partite forums and developmental objectives determine the institutions in the industrial relations system.
22 Psychological Research Institute Bombay ( 1996 ) conducted case studies in
industrial relations in six units in Bombay to understand the general and specific aspects of industrial relations. Following conclusions were drawn : a) peaceful
industrial system was the result of diverse factors having a bearing on the working
and living conditions of workers. b) It was mainly the personality of the workers
that was more essential for good industrial relations. c) Being a human problem
its solution was dependent on mutual trust and confidence among workers and
employers.
Ramchandran, K; E. N. Nadar and K. U. S. Patnaik (1996) in their article
"Determinants of Labour-Management Relations in Small Scale Industries" quoted a
study by Sharma ( 1987 ) in which he examined the relationship between labour
and management based on the dimensions of organizational climate. The findings
of which were as follows: 1. Labour-management relations rated at 62.75 % for
the small scale industries as a whole. 2.The two highest rated dimensions were
monetary benefits and welfare facilities. 3. The three lowest rated dimensions were
safety and security, opportunity for advancement and objectivity and rationality.
4. Need to create a socio- economic and industrial climate and goodwill between
workers and employers through abolishing contract labour raising wages, imparting
skills, opening up opportunities for promoting greater labour welfare as well as an
industrial climate wherein there is no scope for exploitation of labour-management
relationship was felt.
23 Sen, R ( 1997 ) in his article " Industrial Relations: Patterns and Trends " presented the industrial relations scenario in India as a continuum of variations as follows: 1) Union avoidance as a strategy. 2) NGOs and Unions being successful.
3) Shop floor dissent and continuous skirmishes not reflected in strike figures.
4) Use of sub -contracting and recognition of work to acquire total control over the process, unions and labour power. 5) Use of collective bargaining with a single union. 6) Combination of soft and hard approaches. 7) Introduction and use of
Human Resource Management with a thrust on de-institutionalisation of labour- management relations. 8) Consultative Industrial Relations System supplementing bargaining and creating substantive participative forums. 9) Reinstating discharged union leaders, cooperation with unions.
Dhar, U and P. Mishra ( 2000 ) in their article titled " Labour Management
Partnership: An Indian Perspective " strongly recommended that labour-management partnership should be a formally negotiated system of labour and management joint consultation and decision making that share broad objectives of improving employees' work lives as well as improving the productivity and quality of the goods and services of the firm and where a common set of procedures govern the cooperative structure and frequency of interaction.
Sodhi, J. S and D. H. Plowman (2002) in their article " The study of industrial relations: A changing field " lamented that the field of Industrial Relations is a
24 coherent body of knowledge which links to different disciplines, which enables a person to understand, explain and organize economic and social relations, whether individual or collective, formal or informal, structured or not, and which arise or are formed within the enterprise, the firm, the sector or in the company as a whole, between workers, employers and their representative organizations, and the state, and related to their situations, needs, rights and goals sought for the production of goods and services.
They also forecasted that in future, Industrial Relations will no longer mean labour relations narrowly defined as collective bargaining and contract administration but will mean " Employee or Employment Relations " that covers the development related to the coverage of the non-unionised workers along with the unionized, the non - manufacturing workers along with the manufacturing and the white-collar workers with the blue - collar workers i. e. all relationships.
Agrawal, A. N ( 2003 ) pointed out that healthy relations signify uninterrupted production, improvement in work ethos and social stability. He further added that improved machinery for settlement, collective bargaining, promotion of congenial industrial culture promote healthy relations. Trade unions were cooperative agencies and healthy relations were key to industrial progress.
Singh, B. D ( 2003) in his article titled " Placing Participative Management in
Right Perspective" attempted to define participative management as a concept of
25 "power shift" and "power equalization" — to cut excessive hierarchical control and to encourage spontaneity on the part of subordinates. He further added that the propensity to participate (willingness and ability) and participative potential ( scope, inherent conflicts, mode and forms of representation, structure and forums of participative schemes ) are the two basic pre-conditions for effective and meaningful implementation of participative management.
3. Trade Unions, Wage rates and Productivity
Ross, A. M ( 1948 ) in his article titled " Influence of Unionism upon earnings " reported the study of 65 industries over a period of 36 years. He discovered that within each wage class, the groups which had become highly organised also obtained greatest wage increase. He also observed that there was consistent association between the degree of organisation and increase in real earnings.
Sultan, P. E ( 1954 ) in his study of nine industrial sectors has analysed the impact of unionism on wage income ratios. He found that whatever the impact of unionism on the determination of wages, even in highly unionised industries, .it has not served to increase the distributive share going to labour.
Bloom, G. F and H. R. Northrup (1977) in their book "Economics of Labour Relations" quoted a) Studies by Gregg Lewis showing average union/non - union relative wage to be approximatelyl 0-15% higher than it would have been in the absence of union organisation.
26 b) Study by Albert Rees that concluded that the American unions seem to be able to raise the relative earnings of its members by 15 — 20 %. c) Study by Arthur Ross ( 1933 - 45 ) amply proved that the groups who experienced the greatest increase in unionism also showed greatest relative increase in wages. d) Study by Richard Lester ( 1935 — 48 ) that speaks of no correspondence between increase in wages and changes in the extent of unionism.
Hutchinson, G and J. Treble ( 1984 ) believed that in a unionised equilibrium, under given current membership and partial equilibrium wage / employment trade - offs, unions tend to select an optimum wage / employment package.
Mathur, A N ( 1986 ) stated that the active involvement of trade unions as institutions in wage determination processes has stressed wage rates as inseparable from other considerations like recruitment, labour productivity, career prospects, union recognition, other wage bargains, organisational performance, related conditions of employment, labour costs, grievance procedures etc. The institutional framework also focused on relations between wage levels and wage structures and within wage structures — intra-organisation, inter-organisation and infra industry comparisons.
Williams, C. G and D. Singh ( 1988 ) in their article " Liberalist Economic thought on the Role of Unions in Inflation" argued that the classical economists accepted that trade unions contributed to the downward inflexibility of wages ( and
27 prices). In the upward swing, the product prices and profits were assumed to rise faster than resource prices, particularly wages. They also assumed that trade unions might well be involved in the process as active elements, either increasing or decreasing the labour between product and resource prices at various stages of the boom.
According to Van Hayek ( neo - classical economist ), union power expressed itself by influencing relative wages of different worker groups by asserting constant upward pressure on the level of money wages. While according to Gotfried
Harberler, unions had power within the resource allocation process. This power was reflected in some degree of control over wages. According to Milton
Friedman, increasingly strong unions could be a source of inflation, if by their actions they produced unemployment, and if a government committed to full employment expanded the quantity of money as part of a policy of eliminating unemployment.
Ramjas ( 1989 ) in his article " Trade unions and Wages: A study of selected
Manufacturing industries in India " stated that a high degree of trade unionism would mean that workers were in a better position to bargain and increase the wages of workers. Unions exerted pressure and raised the money wages if not real wages. He also quoted the studies by Lewis ( 1963 ), George Johnson ( 1975 ),
Freeman and Medoff ( 1984 ), Blanch Flower David ( 1986 ), Fonseca ( 1964 ) that showed persistent effect of unions on wages.
28 He also quoted the studies by Suri (1976 ) and Johri ( 1969 ) that confirmed that
unions do affect at times the institutional factors like social legislation and
constitution of wage boards and industrial tribunals, which in turn affect the
money wage of the workers.
Singh, L ( 1991 ) in his article titled " Changes in the Inter-industry structure of
Wages: The case study of Punjab " put forth that factors which affect the inter-
industry structure of wages were labour productivity, capital intensity, size of
establishment, concentration ratio or monopoly power of the firm and share of
wage bill in value added. The first two were the dominant ones. He further added
that technological factors affected significantly the inter - industry wage structure.
Freeman, R. B. and J. L. Medoff ( 1991 ) quoted the studies by Slitcher Healy and
Livemash which proved that the effectiveness of managerial response to unionism
was perhaps the most important determinant of what unions do to productivity.
Studies by Brown and Medoff asserted that other factors remaining the same, productivity was 20 - 25 % higher in more heavily unionised states.
Studies by Leonard Allen confirmed that in construction, union - non-union productivity differences in value added ranged from 21 - 28 % ; in manufacturing obtained a positive but insignificant union effect; in cement 6 - 8 % higher in organised than unorganised plants.
29 Nazmuddin, M. D ( 1991 ) in his article titled " Factors responsible for Inter-
Regional Differences in Industrial Wages " highlighted the findings of the study of
40 industries in 18 states. The coefficient of correlation between average regional wage rates and structure constant productivity was 0383, 0381 and 0.409. The degree of unionisation was 0.237, 0.296 and 0.653 in 1974-75, 78-79 and 82-83 respectively.
Average regional wage rates were high in the regions where labour productivity and degree of unionisation was high.
Singh, B ( 1992 ) in his article titled " Labour productivity and trade unions.
Some positive aspects " stressed on the point that healthy trade unionism can make a substantial contribution to labour productivity and economic development by increasing worker education, training and discipline. Trade unions have a role in persuading workers to increase productivity.
Girl, D. V; G. C. Patro and S. C. Parida ( 1992 ) propounded that the productive efficiency of a port ( and perhaps any organization ) can be improved considerably if the management adopts a 'cooperative' labour relations orientation and allows the high power union to maintain status quo and seeks its cooperation in the managements' efforts to enhance the productive efficiency of the organization.
30 Saibaba, G and L. K. M. Rao ( 1992 ), advocated that labour and their unions have a role to play in creating a conducive environment for achieving higher productivity. He even suggested some guidelines for formulating attitudes conducive for higher productivity as follows: leaders should be honest, workers to be educated regarding importance and benefits of higher productivity, emphasis on internal leadership, workers' faith in dispute settlement machinery, and adoption of democratic, constitutional and peaceful methods so that negative attitude towards work may not prevail and arrest lower productivity.
Kalyankar, V. G ( 1993 ) in his Thesis titled " The Impact of Unionism on Wage
Income Ratios " quoted the study by Reder, M. W which showed that a union's power to raise wages is inversely related to the ratio of its members wage bill to the total cost of a typical employer. He assumed an inverse association between this ratio and the elasticity of derived demand for the union members' services. He also assumed that the power to obtain a given wage increase over the competitive level varies among unions inversely with the cost of obtaining it, where cost includes only forgone employment. He further added that the unions with low ratios would tend to force up wage rates of their members relative to those with higher ratios.
31 Mohanty, K ( 1993 ) argued that in India, concepts of wage have been influenced by the State Policy as well as the various judgements of the Supreme c,ourt. Collective bargaining too has emerged as a method of wage fixation and has been adopted in almost all industries.
McConnell, C.P and S. L. Brue ( 1995 ) stated that unions do achieve a wage advantage for their constituents, although the size of advantage varies substantially by occupation, industry, gender, etc. Factors other than existence of a union like relatively fewer female workers, larger scale plants and more capital-intensive production methods explain only in part, why strongly unionized industries pay higher wages. As the union can deprive the management of its work force, the employer is willing to pay both higher wages and larger fringe benefits to avoid the cost of a strike.
Dash, J ( 1995 ) quoted Fallon Jones' study where he explained that productivity does not play an explicit role in discrimination of wage rates, which depend on many other factors like strength or weakness of collective bargaining agents, minimum wage regulation etc. But he also quoted study by Jones ( 1992 ), which stated that during 1980s a sharp acceleration in productivity rates was quite conspicuous among the high wage industry.
32 Yah, L. C. and R. Chew ( 1998 ) opined that wage negotiation is an important function performed by trade unions at present. The trade unions are invited by the employer to negotiate an employment contract / collective agreement / wage settlement. Unions bargain for a real wage based on expectations about the price levels that prevail over the wage-contract period.
Kumar, A ( 1999 ) opined that in a workplace where the rights of association, collective bargaining and agreement are acknowledged and respected, trade unions can be of help in promoting the quality and productivity for growth, both directly and indirectly in cooperation with the managements as trade unions can be instrumental in creating the conditions for continuous productivity improvements by improving morale at workplace and discouraging absenteeism, motivating workers towards saving energy, raw material wastage and reducing waste in general, providing training to the workers for greater awareness regarding quality consciousness, consumer needs and benefits of higher productivity, supporting changes - technological as well as work restructuring, helping in retraining and redeployment efforts of the employers, promoting health, safety and environment protection at workplace, and encouraging discipline, pride in work and responsible work culture.
Krishnakumar, S ( 2003 ) argued that wages in low income countries were reflective of their productivity. He also opined that more than the levels of
33 income, it is the productivity differences that explains the wage differences internationally. Lower or higher wages reflected more on the general industrial efficiency.
4. Trade Unions and Workers' Participation
Isamah, A ( 1988 ) in his article " Employee Participation in Management - The case of Nigeria ", propagated that employee participation in management was not in conflict with private or social ownership of capital but rather a productive activity where a group of men cooperate in a joint effort and the right to control and manage the effort rested with all the members of the group.
According to him, allowing subordinates to share in decision-making process had several benefits like increased performance and labour efficiency, decreased resistance to technical change and decreased labour turnover.
He further stated that employee participation in practice was largely restricted to collective bargaining and consultation regarding issues primarily affecting welfare of workers.
Desai, A. N; J. Dholakia and G. Krishnan ( 1989 ) conducted a case study on
Democracy and Oligopoly in trade unions at Cherry Orchard Staff Association
(COSA). They pointed out that in reality there was absence of any democracy as they adopted whatever opinions were passed on to them without questioning. They also spoke of Case Studies of working of ten Joint Management Councils ( JMCs) in
34 Gujarat. A simple regression model was used to test relations between number of meetings of JMCs and other dependent variables like production, mandays lost, absenteeism, improved employer-employee relationship, increase in number of suggestions. Following were the findings: 1. High correlation coefficients and highly significant at 5 % level and at 8 degree of freedom. 2. JMC scheme resulted into an overall increase in production per worker, reduction in mandays lost, improved employer-employee relations, increase in number of suggestions seeking to improve the working of units at all levels and reduction in absenteeism. 3. Success of labour participation was due to its voluntary nature, clear understanding between unions and management concerning extent and area of joint management, correct attitude of both labour and management and bitterness concerning wages, D. A. and bonus.
Modi, S; K. C. Singhal and U. C. Singh ( 1995 ) in the article titled " Employer -
Employee Relations: Need for Transition in Values " highlighted the findings of an attitudinal survey of the managers, trade union leaders and workers of Pepsu Road
Transport Corporation. About 17.8 % Trade union leaders felt management attitude was uncooperative, 30 % as cooperative and 52.2 % as partly cooperative.
Management perceived a negative role of the unions. Workers' participation was high in a strike and regularly paid union dues while they were apathetic to most other forms of union participation.
35 Christopher, S. B ( 1996 ) adopted a simple random method and a sample of 200 women workers in textile mills in Coimbatore district. Level of participation was measured through participation index and used chi-square test to determine the association of union related factors. The study concluded the following; 1. Trade unions helped in achieving one's expectations of higher wages, bonus, security, creche facilities. 2. Significant relations were found between motive of joining, period of membership satisfaction with functioning of union. 3. Women workers willingly participated in union activities however they did not participate much in union programmes. 4. Cultural values restricted active participation.
5. Trade unions and Industrial Disputes
Chand, K. V. K ( 1989 ) in his book " Industrial Relations " analysed actual
labour management relations and the working of collective bargaining by conducting an empirical study of industrial relations of seven public sector
undertakings in Andhra Pradesh. He concluded that the industrial disputes in the public sector units showed a considerable increase and the climate of Industrial relations was not found to be favourable. The atmosphere was yet to be created which might ensure harmonious industrial relations.
Murry, B. S; D. V. Giri and A. K. Mohapatra ( 1991 ) in their article
"Organisational Climate and Industrial Discipline: A plant level study " conducted a case study using a stratified random sample consisting of 120 workers in a
36 paper mill. They observed (a) Positive correlation between the state of discipline and the organisational climate. (b) Rapid rise in magnitude of collective indiscipline.
(c) Poor organisational climate i.e. lack of manpower planning, training, health and welfare measures, wages, grievance handling, participative management, communication, disciplinary action as causes of indiscipline.
Kumar, K. P ( 1991 ) in his article " Relative Deprivation and Union Participation" promulgated that workers' dissatisfaction was the main source of conflict and that the desire of conflict was dependent primarily upon the degree of dissatisfaction among the workers relative to others with existing condition.
Sundaram, S. K. G ( 1992 ) in his article titled " Strikes and lockouts in India;
Past Experience and Future Perspectives " referred to the Studies by Datar ( 1980 ),
Batra and Mediratta ( 1984 ), Srivastava ( 1984 ), Ramanujan ( 1996 ), Chand
(1989 ), Datt ( 1991 ) and Verma ( 1992 ). In his opinion, the studies have proved that (1) both strikes and lockouts were widely prevalent in modern times and have increased since Independence.
(2) They adversely affected the workers, industries, economy and society as it indicated loss of wages and production, adverse spread on industries and hardships to consumers and the society.
37 (3) There was a need for speedy methods of settling industrial disputes, labour legislation and trade union leaders to be encouraged to have a professional approach to labour- management relations.
Singh, S and R. N. Singh ( 1992 ) used five criteria measures: employee involvement ratio, duration of disputes, time loss ratio, employee loss ratio and dispute coverage ratio in their study on the incidence of strikes and lockouts in
India. All ratios were found to be much lower in 1976 in comparison to their levels in 1982, 1983 and 1984. Also it was noticed that the share of lockouts in the number of mandays lost have been increasing while that of strikes have been declining. It was desirable to put curb on both so as to promote work efficiency and that the welfare of the society may be protected from the disastrous effects of industrial unrest.
Sharma, N ( 1992 ) in his article titled " Strikes and Lockouts in Indian Industries " reported India as one of the leading countries in strikes and lockouts Following were the conclusions of Sharma's analysis (i) India was at the top in 1981 regarding number of working days lost and in 1982 as far as number of industrial disputes are concerned. (ii) During 1986 - 90, strikes were mostly caused by monetary demands and personnel matters while lockouts by indiscipline and violence by employees. (iii) Ever increasing enlightenment among trade union and their members, trade unions getting involved in economic, social and political problems,
38 seeking profit sharing. workers' participation, labour co-partnership and privatisation can contribute to increase in strikes and lockouts. Mutual trust and faith between unions and employers and sharing of gains of enhanced production, increased productivity and over-all economic prosperity by the employers with the workers could help in reducing industrial unrest.
Dr. Joseph J ( 1995 ) pointed out that the first regulatory initiative to industrial
disputes was taken only in 1980 with the passing of the Employers and
Workmen ( Disputes ) Act. The Trade Disputes Act was passed in 1929 followed
by the passing of The Trade Disputes ( Extending ) Act of 1938. He also stated
that The Trade Disputes Act that came into force on April 1 St 1947 aimed at
prevention of industrial strife, maintenance of industrial peace, establishment of
harmonious relations between management and labor by means of committees,
councils, arbitration and adjudication.
Sodhi, J. S ( 1995 ) in his article titled " Issues, Trends and Developments in
Industrial Relations in India and other South Asian Countries " proclaimed that
1) Over the years it has been found that conflict was an inevitable aspect of a
capitalistic society. 2) Strike was considered as a strategic weapon of the unions
and has been recognized legally in many countries and its cause varied from unit
to unit. 3) Employment related issues rather than wage related ones have now
assumed considerable importance in determining industrial conflicts. 4) Since the
39 new economic policies have been introduced, the number of industrial disputes have not increased, but this was no indication of industrial peace. 5) For establishing sound industrial relations the management should create a new culture that
introduces objective and professional policies of career planning and development,
grievance handling and performance appraisal systems, delegation, autonomy, an
effective communication system, and introduce genuine employee involvement,
which has the potential of bringing positive results. Similarly the State had to
reorient its labour policy, play an active role in creating a social security network,
attempt to bring a consensus on policy matters with the unions, industry and
managements as well as introduce changes in Industrial Disputes Act and the Trade
Unions Act clauses related to retrenchments, layoffs, closures strikes and
registration and recognition of trade unions as bargaining units.
Dhar, P. K ( 2002 ) presented the findings of the study conducted by CMIE on
current position of industrial disputes in India as follows: a) There has been an
improvement in the industrial scenario in India since 1990s as compared to 1980s.
b) Reduction in strikes and lockouts were more prominent in public sector and
central sphere. c) Mandays lost increased from 16.3 mil in 1995 to 28.8 mil in
2000. d) Andhra Pradesh, Tamil Nadu and West Bengal recorded most of the
agitations. e) Coal, mining, engineering & cotton textiles had a high incidence of
strikes. f) Wage and wage related issues were the important causes of disputes.
g) Lockouts was a result of prolonged strikes and irresponsible trade unionism.
40 Trade unions should make workers understand about their duties and responsibilities along with their rights and privileges.
6. Trade Unions and Machinery for solving Industrial Disputes
Johnston, T. L ( 1985 ) explained the process of Collective bargaining as a joint effort on the part of management and workers that regulated terms and conditions;
Conciliation, as one that sought to help the parties to work out its own proposed
solutions; Mediation, as making recommendations for the settlement of their differences and Arbitration, as a decision making process by the outside party. He also pointed out that collective bargaining was not an end in itself and that when
it failed, mediation and arbitration was used.
Rosenbloom, D. H and J. M. Shafritz ( 1985 ) propounded that Collective
bargaining required an employer to recognise an union as the legitimate bargaining
agent for the employees in a particular occupation, plant or other unit of work.
Where collective bargaining existed, the work contract was between the union and
employers thus the union become a full-fledged legal party to the work
arrangement.
The word Conciliation was derived from the Latin word Conciliatus meaning to
bring together, to make friendly, to win over. According to ILO, it is defined as
" the practice by which the services of a neutral third party were used in a
dispute as a means of helping disputing parties to reduce extent of their
41 differences and to arrive at an amicable settlement or agreed solution. ". It is a process of rational and orderly discussion of differences between the parties to a dispute under the guidance of a conciliator. ( Akilesh, K. B and S. Pandey. 1986 )
Kher, M ( 1985 ) argued that the working of industrial relations system the world over demonstrated that, a certain amount of state intervention was an essential attribute of all these systems.
Desai, A. N; J. Dholakia and G. Krishnan ( 1989 ) carried out a survey on the working of ten Joint Management Councils (JMCs) in Gujarat and used simple regression model to analyse their functioning. They obtained high correlation coefficients and highly significant at 5 % level. The results showed that the JMC scheme resulted in an overall increase in production per worker, reduction in number of mandays lost, improved relations, rise in number of suggestions, reduction in absenteeism.
Michael, P. V. ( 1991 ) in his book " Industrial Relations in India and Workers'
Involvement in Management", commented on the study conducted among the textile
workers in Bombay. A three-tier model of Workers' Involvement in Management
(WIM) was suggested as an alternative in which effective communication was the primary step, while a shop floor committee and unit assembly were suggested in
the second stage and third stage ensured workers' direct involvement in the
42 Director Board. The WIM model could replace the existing system in workers' participation, which could help to establish cordial industrial relations and a peaceful environment.
Shenoy, P. D ( 1997 ) in his book " Strikes: How to Avoid Them " reported the
study of ten major ports ( Kandla, Mormugao, New Mangalore, Cochin, Calcutta,
Haldia, Paradeep, Vishakapatnam, Madras and Tuticorin). He found that the
industrial relations pertaining to Productivity-Linked Scheme in these ten units as
crucial to the imports and export business of India, and that their workers were
led by powerful unions affiliated to Central Organisations and that the country
cannot afford to strike and therefore intervention by conciliation machinery became
very important. Mature trade union leadership and progressive management made
conciliation successful.
Bhatia, S. K (2003) in his book "International Practices in Industrial Relations"
expressed that the essential factors for healthy and congenial industrial relations
are: 1. The existence of strong, independent, responsible trade unions. 2 Collective
bargaining. 3. Fair and independent machinery for settlement of disputes by the
state. 4. Existence of good human relations. 5. Provision for bipartite committees.
6. Management to take initiative to pursue harmony.
The responsibility for redefining industrial relations lies on Government,
employers, trade unions and professionals / academicians.
43 2.2 OBSERVATIONS FROM THE SURVEY OF LITERATURE:
1. Trade union membership in 30 Countries was estimated in 1913 as 15,500,000
which was trebled by 1920.
2. During the Twentieth Century, trade unions grew in size and were affiliated to
national and international federations.
3. The National Recovery Act and The National Labour Relations Act gave
employees right to organize and bargain collectively.
4. Unions showed significant international variations arising from historical,
environmental and other factors.
5. WWI, Political leaders, Russian revolution, Swadeshi movement and ILO
helped the growth of unions in India.
6. In addition to unions at plant level, Central Organisations and Federations came
into existence.
7. Trade unions after Independence showed an increase.
8. Early support to trade unionism was provided by nationalists, social workers,
humanists and philanthropists.
9. The first labour organisation known as the Bombay Mill Hands' Association
was established by N. M. Lokhande in 1884 but was not a trade union.
10. The labour movement in India started very late though the history of modern
industrialisation began as early as 1850.
11. There was need to build better industrial relations on the basis of acceptance
of the principle of collective bargaining.
44 12. Measures like Code of Discipline, Grievance Procedure, Code of Conduct,
Workers' participation in management, Code of efficiency etc could be helpful
in promoting industrial relations.
13. Union structure significantly influenced labour management relations.
14. Labour legislations, adjudication machinery, tripartite forums and developmental
objectives determined the institutions in the industrial relations.
15. Collective Bargaining, Works Committees and Grievance Redressal Procedures
were necessary for regulating industrial relations.
16. Labour unions play a role in creating favourable environment ( wage and
welfare policy ) for increasing productivity.
17. A number of economists were content that given conditions in the market
favourable to the exercise of union bargaining power and union organisation
resulted in a greater inflation of wages and prices than would occur in non
- union economy due to dominant position of labour unions in key industries
from which wage and price changes fan out rapidly in the entire economy .
18. Higher productivity appeared to go hand-in-hand with good industrial relations.
19. Average wage rates were high in the regions where labour productivity,
degree of unionisation was high.
20. The percentage difference in actual average wage among several groups of
labour reflected not only the relative wage effects of unionism but also the
effects of other factors that may be correlated with the degree of unionisation
of the groups.
45 21. Improvement in productivity led towards an improvement in real earnings of
the employees in the organized sector.
22. Presence of clear understanding between unions and management concerning
extent and area of joint management was necessary.
23. Workers ( specially women ) were apathetic to most forms of participation.
24. Positive relations existed between influence of personal and social factors on
workers' perception of organisational climate and their resultant behaviour.
25. Needed speedy methods of settling industrial disputes, labour legislation and
trade union leaders to be encouraged to have a professional approach to labour
-management relations.
26. It was desirable to curb both strikes and lockouts so as to promote working
efficiency and that the welfare of society may be protected from the disastrous
effects of industrial unrest.
27. Mutual trust and faith between unions and employers and sharing of gains of
enhanced production, increased productivity and over-all economic prosperity
by the employers with the workers could help in reducing industrial unrest.
28. Government's proactive role through timely and effective conciliation, labour
and industrial relations policies and programmes harmonized the interests of
employers and workers.
29. Trade unions should make workers understand about their duties and responsi-
bilities along with their rights and privileges.
46 30. When collective bargaining failed, conciliation, mediation and arbitration were
used .
31. Workers' Involvement in Management could replace the existing system of
Workers' participation, which could help in establishing cordial relations and a
peaceful environment.
32. The responsibilities for redefining industrial relations lies in the hands of the
government, employers, trade unions and professionals.
23 HOW THE STUDY IS D114 LRENT OR SIMILAR TO OTHER STUDIES:
(1) From the Review of Literature it is evident that Fumis, E. ( 1925 ), Giri, V.
V. ( 1965 ) Pant, S. C ( 1965 ) Punekar, S. D ; S. B. Deodhar and S. Sankaran
( 1994 ), Chakravarti, K. P ( 1988 ) analysed the early stage of labour movement in
India. They spoke of the different forms of unions as well as the factors that led
to the growth of unions in India.
Trade Unions in Goa - A Comparative Study, also studies the evolution and
growth of unions, with reference to the four units in Goa.
(2) Ramchandran, K. E; N. Nadar and K. U. S. Patnaik ( 1996 ) examined the
relations between Organisational climate and the labour-management relations in
small scale industries and found that monetary benefits and welfare facilities were
the highest rated dimensions. The present study also looked into this aspect, but
47 is different as it was also conducted on large scale units like MPT and GSL. It also differed in its findings.
(3) According to Studies by Ross, A. M ( 1948 ), G. F Bloom and H. R.
Northrup ( 1977 ) and Ramjas ( 1989 ), Trade Unions bargain better wages for the workers and hence unionized workers earn higher wages. This study also seeks to explore the role of trade unions not only with respect to wages but social impact as well.
(4) Desai, A. N; J. Dholakia and G. Krishnan ( 1989 ) in their case study emphasized that JMCs were the best form of labour participation, as it improves productivity as well as promotes healthy relations. This study examines the role of
JMCs and the impact of unions and other committees in units where they are absent.
(5) Studies by Chand, K. V. K ( 1989 ) and others reported that industrial disputes increased after 1947. The present study also found that the number of disputes was large in Goa even after liberalization in 1991. The study covers grievances, disputes, its causes and the machinery to solve them.
48 So far, a comparative study of Trade unions in Goa has not been undertaken.
This study tries to fill this gap. Desai, K. ( 1993 ) conducted a historical study on trade unions in Goa from 1936 - 1986 and D'Souza, M ( 2000 ) studied only the
Industrial Relations at GSL while the present study covers the post liberalisation period with reference to Mormugao Port Trust ( MPT ), Goa Shipyard Limited
( GSL ), Colfax Private Limited and Ciba Specialty Chemicals ( India )
Limited. CHAPTER III
PROFILE OF THE TRADE UNIONS
3.1 INTRODUCTION.
3.2 PROFILE OF TRADE UNIONS AT MORMUGAO PORT
TRUST.
3.3 PROFILE OF TRADE UNIONS AT GOA SHIPYARD
LIMITED.
3.4 PROFILE OF TRADE UNIONS AT COLFAX PRIVATE
LI1VIITED.
3.5 PROFILE OF TRADE UNIONS AT CIBA SPECIALTY
CHEMICALS ( INDIA) LIMITED.
3.6 COMPARISON OF TRADE UNION PROFILE.
3.7 CONCLUSIONS.
54 3.1 INTRODUCTION:
In this chapter we deal with the evolution and growth of trade unions in Goa during pre-liberalisation and post liberalisation period followed by the profiles of the trade unions at the Mormugao Port Trust, Goa Shipyard Limited, Colfax Private
Limited and Ciba Specialty Chemicals ( India ) Limited.
3. 1. 1 TRADE UNIONS IN GOA PRIOR TO LIBERALISATION:
Under the Portuguese rule, Goan economy was a stagnant economy with the half- hearted attempt of the Portuguese to bring about a planned development in Goa. Farming, fishing and mining were its main occupations. A few small scale industrial units like cashew processing units, fruit and fish canning units, tile making factory, match factory, tyre re-threading unit and a few laundry soap making factories existed at the time of Goa's liberation. However it was an import-oriented economy supported by exports of iron ore and lacked any industrial base in the true sense of the term.
Table 3. 1. 1. 1 General Information of Industries 1. 1961 1971 1981 1991 1. No. of factories in operation 34 142* 186 272 2.Estimated average number of workers employed daily in N.A 10488 12393* 19653 registered factories 2. 1.No. of S.S.Is in Goa registered with Industries Department N.A 621* 1460 4763 2. Large and medium Industries N.A 10 N.A 42 3.Estimated average number of workers in small scale N.A 4936 13,394 30,073 Industries 4. Employment in Large and medium Industries N.A 1004 N.A 9120 5.Persons employed 2407 5856 16,608.00 17416.00 a) Workers 1998 4870 12,029.00 12,766.0 b) Other than Workers 409 986 4579.00 4650.00 * includes Daman and Diu Source: Report on the Annual Survey of Industries.
51 4 47 It is evident from Table 3. 1. 1. 1 that industrialisation at the time of Goa's liberation ( 1961 ) was at its minimum with only 34 factories in operation which increased to 272 in 1991 . Prior to the liberation of Goa from the Portuguese in
1961, most of the industries were small and some of them were household industries. The number of people employed in these industries were comparatively few and therefore there were no Trade Unions.
Desai, K ( 1993 ) in his Thesis titled " Trade Union Movement in Goa. 1936 —
1986 " also says that there were no trade unions during the Portuguese rule in Goa.
There were labourers employed from Goa and neighbouring States to construct the
Goa Railway and Mormugao harbour which functioned without any union but witnessed an agitation that was taken up by about 250 employees working at the
Railway workshop at Baina, Vasco.
Like the railway and harbour industries, the mining industry in Goa too under the
Portuguese rule did not have any union, but experienced stoppage of work by seven hundred workers at Sirigao mines in north Goa in 1952, which lasted for twelve days. Liberation of Goa in 1961, initiated the birth and spread of trade unions in
Goa. On 13th January 1962, five thousand workers from the docks went on a
spontaneous forty-eight hours general strike which gave birth to the Mormugao Port,
Dock and Transport Workers Union ( M.P. D. T. W. U ). It was a Communist led
unrecognized and unregistered union, as the Trade Union Act and other laws were
not yet extended to Goa and so its actions were considered to be illegal.
52 In May 1962, The Indian National Trade Union Congress ( I. N. T. U. C) came to Goa and organized mine workers and port and dock workers. They established unions under the I. N. T. U. C in Goa, namely National Mine Workers Union
( N. M. W. U ), National Dock & Transport Workers Union ( N. D. & T. W. U ),
National Commercial Employees Sangh ( N. C. E. S) and National Cinema and
Hotel Workers Union ( N. C . & H. W. U ).
By September 1962, Hind Mazdoor Sabha ( H. M. S) established two unions in
Goa namely (a) The Transport and Dock Workers Union ( Goa ) ( T. D. W. U ) and (b) Steel Mazdoor Sabha at Bicholim.
On 13th November 1964, The Government of India set up a Wage Board for port and dock workers at major ports.
In 1964, the Mormugao Port and Railway Workers Union ( M. P. R. W. U) was formed and was affiliated to the All India Port and Dock Workers Federation
( A. I. P. D. W. F).
" Goa Sena ", a new organisation led by freedom fighter Shri Shabu Desai was formed in 1969 to protect the Goan interests .
The bargemen formed the " United Bargemen Association " affiliated to H. M. S. on 10th March, 1975.
The All India Trade Union Congress ( A. I. T. U. C) was established in Goa in 1962 and was recognized in 1964 under the leadership of Comrade George Vaz.
With initial resistance, the companies, mine owners and industrialists eventually accepted the formation of unions in Goa.
53 Table 3. 1. 1. 2 Trade unions in Goa for the year 1961,1971,1981,1991.
Year Sr. No Item 1961 1971(70) 1981(80) 1991(90) 1 2 3 4 5 6 No. of Trade Unions: 1 a) Registered N.A 41 86 147 b) Submitting Returns N.A 10 59 100 Membership at the end of 2 the Year N.A 1282 42,300 37,004(P) Income including balance 3 carried over previous year(Rs. N.A 33,716 13,75,972 54.66 in lakhs)
4 Expenditure (Rs. in lakhs) N.A 14,602 10,95,719 24.40
Balance of funds at the close 5 of the year (Rs. In lakhs) N.A 19,114 2,80,253 30.26 (P) Provisional Source: Office of the Commissioner, Labour Employment, Panjim Goa
In Table 3. 1. 1. 2, it is evident that trade unions were formed in Goa only after
Liberation of Goa, in 1961. During 1970, there were 41 unions formed, in
1980 the total number of unions was 86 and in 1990, the total number of unions increased to 147 with 61 new unions being registered. Between 1961 to
1990, the unions grew at an increasing rate. Thus at the time of liberalisation, there were 147 trade unions registered in Goa, of which 100 submitted returns and had a membership of 37,004 workers.
54 3. 1.2 TRADE UNIONS IN GOA AFTER LIBERALISATION:
After Liberalisation, a number of new trade unions were formed in Goa. The growth rate was higher during initial years of the post- liberalisation period but the rate of growth declined between 1995 to 2000 and the fall in the rate was even more drastic during 2001 - 2004 period as shown in the Table 3. 1. 2. 1.
Table 3. 1. 2. 1 Number of New Trade unions Registered in Goa during 1991-
2004.
Year 1991-1995 1996-2000 2001-2004 Total number of new trade unions 63 55 24 registered in Goa. Source: Based on primary data collected from Research Assistant, Labour Commissioner, Panjim Goa.
It is obvious from Table 3. 1. 2. 1 that, after liberalisation ( 1991 onwards ), there was a spurt in the growth of trade unions with 63 new unions being registered.
However after 1995, the increase in new trade unions was relatively less. Only 55 new unions were registered between 1996 — 2000. The number of new unions being registered during 2001 — 2004 reduced even further to only 24.
Thus between 1961 and 2004, 289 unions were formed in Goa, of which 147 were
registered before liberalisation and 142 unions after liberalisation. Table 3. 1. 1. 2
clearly shows that during 1961 - 1971, 41 trade unions were registered, during 1971
- 1981 another 45 unions were added and that during 1981 - 1991, 61 unions were
registered. This implies that over a period of 30 years, 147 trade unions were
registered. However after liberalisation, as shown in Table 3. 1. 2. 1, 63 new trade
55 unions were registered during 1991 - 1995, 55 unions added in 1996 - 2000 and another 24 unions registered in 2001 - 2004, which means 142 unions were registered within a period of 15 years. Thus it was evident from Table 3. 1. 1. 2 and
Table 3. 1. 2. 1 that although there were more unions registered prior to
liberalisation, the rate of growth of trade unions in Goa was much greater during
the post liberalisation period.
In 2005, according to the Labour Commissioner's Office, Goa had 270 unions
registered with the Registrar of Trade Unions in Goa. ( refer Appendix VI )
Of these 270 registered unions, 114 trade unions were registered in the industrial
sector, 149 in the service sector, 3 related to agricultural activities, 3 were
employers unions and 1 federation.
According to Mr. Christopher Fonseca, the present General Secretary ( A. I. T. U. C)
during the post liberalisation period, A. I. T. U. C has been functioning in Goa
with total commitment and concern towards the workers, as it did since its
inception in 1962. It was both local and national in character and had
international affiliation to the World Federation of Trade Unions ( W. F. T. U).
The union had all types of workers - casual, daily, self-employed and contract
labour as its members. A number of trade unions in Goa are affiliated to this
union.
With regard to MPT, it is associated with spillage workers; at Goa Shipyard
Limited with Goa Shipyard Worker's Union which is not a recognized union, and
at Ciba it was associated earlier with the canteen workers and fabrication and
56 maintenance. It not only provides its services to the affiliated industries, but also to workers from other industries to settle or ventilate their grievances individually.
3.2 PROFILE OF TRADE UNIONS AT MORMUGAO PORT TRUST:
India, with a coastline of 7,500 Km, has 12 major ports and Mormugao Port is one of them situated on the west coast of India. It has become the first port in the country and one among the few in the world to acquire the prestigious quality certificate ISO 9002. Mormugao Port Trust is a service organization, situated at Mormugao Harbour and is an Autonomous body under the Central
Government Ministry of Shipping, Road Transport & Highways, Delhi.
It is governed by The Major Port Trust Act, 1963 ( amended by Major Port
Trusts ( Amendment ) Act, 1974 extended w.e f. 1. 2. 1975 ).
3. 2. 1 GROWTH OF TRADE UNIONS AT MORMUGAO PORT TRUST
There were ten trade unions present at the Mormugao Port Trust namely:
1. Mormugao Port & Railway Workers Union.
2. Goa Port & Dock Employees Union.
3. Goa Port & Dock Workers Organisation.
4. Mormugao Port Trust Employees Union.
5. Mormugao Waterfront Workers Union.
57 6. Mechanical Ore Handling Project Technicians Association.
7. Transport & Dock Workers Union.
8. Goa Port & Dock Employees Union ( Workers ).
9. Goa Dock Labour Union.
10. MOHP ( MPT) Workers Union.
Of these ten unions, Mormugao Port & Railway Workers Union ( M. P. R. W. U.) is a recognized union and Goa Port & Dock Employees Union (G. P. D. E. U) is a deemed officially recognized union.
MORMUGAO PORT & RAILWAY WORKERS UNION (MPRWU):
This study involves 65 members of this union ( 5 % of 1357 in 2005 ) who were chosen from all the ten departments at MPT and employed as clerks, peons, accountants, khalasees, sweepers, storekeepers, carpenters, masons, electricians, wiremen, fitters, crane operator, technicians, station officer, blacksmith, mistri etc.
Table 3.2. 1. 1 Age and Sex of the Respondents.
Sr. No Items Frequency Percent Cum. Percent (A) Age 1. < 25yrs 2 3.1 3.1 2. 25-40 yrs 17 26.2 29.2 3. 41-50 yrs 25 28.5 67.7 4. 51-60 yrs 21 32.3 100.0 5 Total 65 100.00 (B) Sex 1. Males 45 69.2 69.2 2. Females 20 30.8 100.0 3. Total 65 100.00 Age: Min = 22 yrs Max = 60 yrs Mean= 45.53 yrs Std Dev= 8.1 Source: Based on Primary data collected through workers' questionnaires.
58 Table 3. 2. 1. 1 points out that over 50 % of the respondents were in the age group of 25 to 50 years. Around 60 % were in the age group of 41-60 yrs and only 2 % were in the age group of less than 25 yrs. It also shows that over 69 % of the respondents were males.
Statistically, the average age of the respondents was 45 years and 8 % variation was found in the age of the respondents. The youngest respondent was 22 yrs old while the oldest respondent was 60 yrs old.
Table 3.2. 1.2 Educational Qualifications and Nature of labour of the Respondents
Sr No Items Frequency Percent Cum.Percent (A) Educational Qualification 1 < S.S.C. 20 30.8 30.8 2 S.S.C. 20 30.8 61.5 3. XII 11 16.9 78.5 4. Undergraduate 2 3.1 81.5 5. Graduate 12 18.5 100.0 6. Total 65 100.00
(B) Nature of labour 1. Skilled 44 67.7 67.7 2. Semi-Skilled 5 7.7 75.4 3 Unskilled 16 24.6 100.0 .4. Total 65 100.00 Source: Based on Primary data collected through workers' questionnaires.
Table 3. 2. 1. 2 states that although 61 % of the respondents had attained educational qualification of < SSC to SSC , 68 % of the total respondents were skilled in nature.
It also depicts that majority of the respondents had more than SSC as educational qualifications and on an average the respondents were mostly skilled in nature.
59 Table 3. 2. 1. 3 Membership and Marital Status of the Respondents.
Sr. No Items Frequency Percent Cum. Percent (A) Membership since 1 1964-1990 24 36.9 36.9 2 1991-2000 31 47.7 84.6 3. 2001-2006 5 7.7 92.3 4. No Response 5 7.7 100.0 5. Total 65 100.00
(B) Marital Status 1. Married 63 96.9 96.9 2. Single 2 3.1 100.0 3. Total 65 100.0 Source: Based on the Primary data collected through workers' questionnaires.
Table 3. 2. 1. 3 shows that majority of the respondents joined the union during
1991-2000 and that more than 84 % of the respondents have been members of
this union during the period under study. It also shows that 97 % of them were
married and only 3 % were single in terms of marital status.
History and Structure:
According to the present president of this union, the Portuguese " Junta "
Administration had offered to pay a work-linked bonus to the workers which was
given to the officers. The workers were to be paid on 20 th December, 1961. Goa
was liberated on 19 th December, 1961 and the bonus issue of the workers
remained unaddressed. This led to a three day agitation by the workshop Railway
workers, train examiner representatives and loco running staff at Baina workshop
in 1962. The port officer nominated in 1964 too disagreed to pay the sanctioned
bonus which led to the establishment of the Mormugao Port and Railway
60 Worker's Union on 4 th February, 1964 and was affiliated to the All India Port &
Dock Workers Federation led by HMS. The union conducted elections regularly based on elaborate and well-defined election procedures.
The present ( upto 2005 ) Union Executive consisted of the President, two Vice
- Presidents; the Secretary; the General Secretary; three Joint Secretaries:
(Ministerial); two Joint Secretaries: ( Non-Ministerial); Treasurer and eight
Committee members.
Administration:
The frequency of the union executive meetings was medium, had good attendance
and active participation. Its functioning was democratic in nature and provided a
somewhat important role to its executive members with regard to decision making.
The President or the General Secretary negotiated with the management.
During 1990 to 1995, the union dealt with local issues and carried out local strikes,
gheraoes. Its functions were fighting against the Privatisation policy, wage revision,
filling up vacant regular posts and demanding with the management to fix labour
targets. After 1995, its main functions centered around negotiating unsettled
issues, pattern of manning scales, reduction in complement, elimination of wasteful
manpower, twelve-hour duty with existing staff after the ban in filling the
posts and improvement in medical facilities.
Between 2000 and 2005, it gave more importance to solving personal grievances,
educating workers to be more productive and to face globalisation. The union
61 leaders try to settle demands even without workers' involvement as they believe in negotiating issues across the table. Only in sensitive issues that need agitation, workers are involved.
Its priorities were to seek improvement in service conditions and fulfilling production targets. The union was able to solve 99 % of the workers grievances without deprivation to any employee.
Personnel, Membership and Degree of Unionisation:
The personnel at MPT is classified as Class I, Class II, Class III and Class IV
Workers. The Class I and Class II consist of Officers while the Class III and
Class IV consist of Non- cargo handling employees, Cargo-handling workers other than shore workers, Cargo handling shore workers and Casual workers.
Table 3.2. 1.4 Actual Staff Strength as on 31' t March No of Cargo No of Cargo handling other than handling Year Class I Class II Class III Class Shore labour Shore labour Total IV Class III Class IV 1990 127 63 1937 1609 - - - 3820 1991 129 60 1974 1546 - - - 3775 1992 123 55 1963 1586 - - - 3787 1993 129 56 1982 1605 - - 41 3813 1994 136 60 1922 1610 - - 53 3781 1995 135 58 1889 1678 - - 53 3813 1996 N.A N.A N.A N.A - - NA 3831 1997 137 63 1878 1695 - - - 3773 1998 146 78 1942 1594 239 447 - 4446 1999 145 88 1781 1623 420 446 - 4503 2000 156 92 1820 1615 410 440 - 4533 2001 164 90 1836 1497 443 435 - 4465 2002 153 78 1670 1253 337 258 - 3749 2003 149 89 1610 1156 306 246 - 3556 2004 142 90 1530 1118 316 184 5 3385 2005 l37 85 1490 1036 313 182 - 3243 Source: MPT Annual Administrative Report of MPT, 1990 -1991 to 2004-2005.
62 Table 3. 2. 1. 4 shows that before liberalization ( 1990 ), the total staff strength was 3820 of which 1937 ( 50.70 %) were Class III and 1609 ( 42.12 %) were Class
IV workers.
In 1991, the total staff strength reduced to 3775 of which 1974 ( 52.29 %) were
Class III workers and 1546 ( 40.96 %) were Class IV workers.
Although the total staff strength decreased, the proportion of Class III workers increased by 1.59 % while that of Class IV decreased by 1.16 %.
During 2005, the total staff strength was 3243 of which 1803 ( 55.59 ) were
Class III workers and 1217 ( 37.52 %) were Class IV workers.
In comparison to 1991, the total strength decreased in 2005 by 532 ( 14.09 %), so also the number of Class III and Class IV workers, but the proportion of Class
III workers have increased by 3.30 % and that of Class IV declined by 3.44 %.
Only Class III and Class IV workers are members of the various unions at MPT.
With regard to MPRWU, since 1964 to 2004 the membership fee charged by the union was Rs.6/- per annum and in the year 2005, it was raised to Rs. 50/- per annum. Also the contract workers were allowed to take up membership and were charged Rs.100/- per annum. The union membership had considerable influence on decision making.
Decisions were sometimes taken by majority, approved by those affected and the members were given considerable freedom to express opposing views. The union membership was represented by each category of workers.
63 Table 3. 2. 1.5 Membership as percentage of Total labour force during 1991-2005.
Total Total membership of Total membership Total number Degree Year labour Mormugao Port & of MPRWU as of Workers of force Railway Worker's Percentage of Total (Class IIII+IV) unionisation Union. (MPRWU) labour Force 1 2 3 4 5 6 ( 3/5 x100) 1991 3775 2738 72.52 3520 77.21 1992 3787 2680 70.76 3549 75.51 1993 3813 2563 67.21 3628 70.64 1994 3781 2446 64.69 3585 68.22 1995 3813 2384 62.52 3620 65.85 1996 3831 2320 60.55 3639 63.75 1997 3773 2040 54.12 3573 57.09 1998 4446 2038 45.83 3822 53.32 1999 4503 1998 44.37 4270 46.79 2000 4533 1880 41.47 4285 43.87 2001 4465 1763 39.48 4211 41.86 2002 3749 1760 46.94 3518 50.02 2003 3556 1543 43.39 3318 46.50 2004 3385 1507 44.51 3153 47.79 2005 3243 1357 41.84 3021 44.91 Source 1. Based on the Primary data collected through interviews with the Trade Union Leader. 2. Annual Administrative Report of MPT, 1990-1991 to 2004-2005.
From Table 3. 2. 1. 5 it is evident that the percentage of union membership to the total labour force ( total staff strength ) decreased since 1991 to 2001.
In the year 2002, there was an increase of 7.46 % followed by a decrease in
2003 by 3.55 %, and experienced an increase in 2004 by 1.12 % and a decrease in 2005 by 3.66 %.
It also shows the degree of unionisation with regard to this union. Following formula was used to measure the degree of unionisation:
64 Union membership Degree of unionisation = x 100 Total number of workers employed
The Table 3. 2. 1. 5 points out that the degree of unionisation was as high as
77.21 % in 1991 but had declined to around 45 % during 2005.
GOA PORT & DOCK EMPLOYEES UNION (GPDEU)
For purpose of this study, 63 members of this union ( 5 % of 1261 members in
2005 ) were selected by stratified sampling method from all the ten departments and consisted of analyst, clerks, peons, accountants, office superintendent, wiremen, nurses, hospital attendants, laboratory technicians, dresser, painter, mate, carpenters, electricians, khalasees, junior engineers, etc.
Table 3. 2. 1.6 Age and Sex of the Respondents.
Sr. No Items Frequency Percent Cum. Percent (A) Age 1 < 25 yrs. 3 4.8 4.8 2. 25 -40 yrs. 27 42.9 47.6 3. 41-50 yrs. 16 25.4 73.0 4. 51-60 yrs 17 27.0 100.0 5. Total 63 100.00 (B) Sex 1. Males 46 73.0 73.0 2. Females 17 27.0 100.0 3. Total 63 100.00 Age: Min = 24 yrs Max = 58 yrs Mean= 42.73 yrs Std Dev =9.19 Source: Based on Primary data collected through workers' questionnaires.
Table 3. 2. 1.6 shows that 68 % of the respondents were in the age group of 25 to 50 years and that only 27 % of the respondents were female workers while
73 % were males.
65 Statistically speaking, the minimum age of the respondent was 24 yrs while the maximum age of the respondents was 58 yrs. Also the average age of the respondents was found to be almost 43 yrs and there was variation found in the age of the respondents.
Table 3.2. 1.7 Educational Qualifications and Nature of labour of the Respondents.
Sr. No Items Frequency Percent Cum. Percent (A) Educational Qualification 1. < S.S.0 14 22.2 22.2 2. S.S.0 19 30.2 52.4 3. XII 6 9.5 61.9 4. Under Graduate 1 1.6 63.5 5- Graduate 22 34.9 98.4 6, Post Graduate 1 1.6 100.0 7. Total 63 100.00
(B) Nature of labour 1. Skilled 37 58.7 58.7 2. Semi-Skilled 7 11.1 69.8 3. Un-Skilled 15 23.8 93.7 4. No Response 4 6.3 100.0 5. Total 63 100.0 Source: Based on Primary data collected through workers' questionnaires.
Table 3. 2. 1. 7 depicts that 52 % of the respondents possessed < SSC to SSC qualifications and that 34 % were graduates. The educational qualifications of majority of the respondents was in fact XII and above. It also shows that 59 % of the respondents were skilled workers while another 11 % were semi-skilled in nature.
66 Table 3. 2.1. 8 Membership and Marital Status of the Respondents.
Sr, No. Items Frequency Percent Cum. Percent (A) Membership since 1 1977 -1990 17 27.0 27.0 2 1991 - 2000 27 42.9 69.8 3. 2001 - 2005 9 14.3 84.1 4. No Response 10 15.9 100.0 5. Total 63 100.00 (B) Marital Status 1. Married 53 84.1 84.1 2. Single 10 15.9 100.0 3. Total 63 100.0 Source: Based on the Primary data collected through Workers' Questionnaires.
Table 3. 2. 1. 8 explains that the respondents consisted of 27 % of those who had joined the union between the period 1977-1990, 42 % between 1991-2000, 14 % between 2001-2006 and 16 % do not remember the exact year of joining the union.
Majority of the respondents joined the union during 1991-2000 as in the case
MPRWU. Also it shows that 84 % were married and that only 16 % of them were still single in terms of marital status.
History and Structure:
The present President of the union stated that GPDEU was established and registered in 1977 due to the arrogant nature of MPRWU.
Initially, only the non-ministerial workers were its members and its membership was thrown open to the ministerial workers in 1984 onwards. It has no contract workers as its members, but only Class III and Class IV permanent workers. As
a local union, it was affiliated to the All India Port & Dock Workers Federation
at the regional level, and to the H. M. S at all India level.
67 During 1990-2005, biennial General Body meetings were held. Its executive committee was elected regularly during such meetings, as it had a moderate tenure. It faced a moderate contest between individuals rather than groups. The union had high union solidarity and cordial relations with the management. Its strike proneness was low and was indifferent to the management disposition towards the union or union disposition towards the management.
In 2005, the Executive Committee consisted of the President, three Vice-
Presidents, the Secretary, two Assistant Secretaries, the Treasurer and had twenty- two committee members.
Administration:
The union executive conducted its meetings regularly with a moderate attendance but active participation and functioned in a democratic manner. The executive body played an important role in decision making. All negotiations were carried out by the President or the General Secretary. During 1990-1995 period, it organised dharnas, morchas, strikes more frequently. During the later period, since
1995 onwards, it gave more importance to settling the issues through negotiations.
During 2000 onwards, the percentage of demonstrations was negligible. The union aims at providing better facilities to the workers as well as their families.
The union's priorities are settling labour grievances especially regarding the outdoor staff and taking immediate action with regard to accidental cases.
68 The union does not have any political affiliation or involvement and has sound finances collected through membership fee.
Personnel, Membership and Degree of Unionisation:
A membership fee of Rs.25/- per annum was charged per member. Its membership was restricted to permanent workers only. The union always believed in decision by majority and need for approval of those affected. It bestowed on its members the freedom to express opposing views.
According to its President, the members show a lot of interest in the union affairs, as it encouraged self expression and freedom of action. It gave importance to discipline and even issued notices to some of its members on account of indiscipline, although on a very rare basis. To improve social soliciFity among members it entertained all sorts of grievances including those of workers families as well.
69 Table 3.2.1.9 Membership as Percentage of Total labour force during 1991-2005.
Total Total Total number Degree Year Total membership of membership of of of labour Goa Port & GPDEU as Workers unionisation force Dock Percentage of (Class III+IV) Employees labour force. 1 2 Union(GPDEU) 4 5 6 3 (3/5 x 100) 1991 3775 3209* 85.00 3520 91.96 1992 3787 3365* 88.85 3549 94.81 1993 3813 3634* 95.30 3628 100.16 1994 3781 3655* 96.66 3585 101.95 1995 3813 3736* 97.98 3620 103.20 1996 3831 3226* 84.20 3639 88.65 1997 3773 3166* 83.91 3573 88.60 1998 4446 1368 30.76 3822 35.79 1999 4503 1508 33.48 4270 35.31 2000 4533 1480 32.64 4285 34.53 2001 4665 1413 30.28 4211 35.55 2002 3749 1259 35.58 3518 35.78 2003 3556 1318 37.06 3318 39.72 2004 3385 1270 37.51 3153 40.27 2005 3243 1261 38.88 3021 41.74
* Regarding union membership, figures for March 1991 to 1997 are based on sample basis verification. According to the respective union leader, its union had majority of the workers as its members. From 1998 onwards are true figures, after implementation of Check-off system and are verified by the labour ministry.
Source: 1. Annual Administrative Report of MPT, 1990-1991 to 2004-2005. 2. Based on Primary data collected through interviews with the Trade Union Leader.
Table 3.2. 1.9 shows that the membership of this union showed fluctuations in its
growth. There was an increase in 1999, followed by a decline in the membership
from 2000 to 2002, accompanied by an increase in 2003 and a decrease in 2004
70 and 2005. In the year 2000, the increase in total labour force was greater than the decrease in membership and this led to the decrease in the percentage of union membership to the total labour force.
The increase in the percentage from 2002 to 2005 is caused by the decrease in both the membership and total labour force .
Table 3. 2. 1.9 also shows that the degree of unionization declined from 1996 to
2000 and has increased from 2001 onwards.
3. 2. 2 MAIN FINDINGS:
The two recognized unions namely, The Mormugao Port & Railway Workers'
Union and The Goa Port & Dock Employees Union were established in the year
1964 and 1976 respectively. The unions were affiliated to an All India Federation
- Hind Mazdoor Sabha.
The Executive Committees were large in size, elected through democratic procedures and were governed by the Code of Conduct. Inter-union rivalry existed with no attempts for a merger although eighty percent of the respondents were of the opinion that it undermined collective bargaining and sixty percent agreed that it was more advantageous to the management. Unions provided its members an easy accessibility to its top leadership. The union leadership was trained, experienced, co-operative and sincere. The newly recruited workers showed
indifference to the union activities and its functioning. Very little time was devoted by the members and also the attendance at the union meetings was
71 moderate. The Mormugao Port & Railway Workers' Union had a favourable disposition towards the management while that of the Goa Port & Dock
Employees Union was indifferent in nature.
The Mormugao Port and Railway Worker's Union enjoyed majority in terms of membership while the Goa Port & Dock Employees Union had a more stable percentage of union membership to the total labour force. The degree of unionisation of each of the two unions at Mormugao Port Trust was between 40 to 45 %. The unions had no political affiliation or involvement.
3.3 PROFILE OF TRADE UNIONS AT GOA SHIPYARD LIMITED:
Goa Shipyard Limited (GSL) is a Government of India Undertaking, under the administrative control of the Department of Defense Production, Ministry of
Defence. It was established in 1957. It is specialized in the production of Sail
Training Ship, Fast Patrol Vessels, Offshore Patrol Vessels, Advanced Offshore
Patrol Vessels, Missile Craft, Extra Fast Attack Craft, Offshore Platform Supply
Cum Standby Vessel, 300 Passenger Vessel, 650 Ton Oil Tanker, and 35 Knots
Fast Patrol Vessel.
3.3.1 GROWTH OF TRADE UNIONS AT GOA SHIPYARD LIMITED:
There were four unions and three Associations functioning at Goa Shipyard
Limited namely:
72 1. Shipyard Employees Union - Goa .
2. Goa Shipyard Workers Union.
3. Goa Shipyard Kamgar Sangh.
4. Goa Shipyard Kamgar Ekvott.
The three Associations were:
1. Shipyard Technical Staff Association - Goa.
2. Goa Shipyard Administrative Staff Association.
3. Goa Shipyard Supervisors Association.
According to the Mohan Commission, the associations were not recognized as unions although they were registered as trade unions with the Registrar of Trade
Unions. The association members opted for the non-unionised pay scales and benefits and as a result, the Management considers only the organization of worker class as unions.
The Shipyard Employees Union — Goa was set up in 1977 as the sole union functioning at GSL until 1984 when the Goa Shipyard Workers Union was established to safeguard workers who showed dissent with the main union from being victimized and was affiliated to the A.I.T.U.0 Although these unions existed even at present, they are not recognized by the management. In 1997, The
Shipyard Employees' Union — Goa suffered a split in the union which gave rise to the forming of the Goa Shipyard Kamgar Sangh ( GSKS ) in 1998 and
Goa Shipyard Kamgar Ekvott ( GSKE ) in 2001, the two recognized unions at
Goa Shipyard Limited.
73 During 2001-2005 period, 891 workers ( i.e. 84.30 % of 1057 workers in 2005 ) were registered as members of these two unions.
GOA SHIPYARD KAMGAR SANGH ( GSKS )
The study is based on the responses of 23 union members ( 5 % of 457 members in 2005 ). They too were selected through stratified sampling method and possessed following features as shown in Table 3. 3. 1. 1.
Table 3. 3. 1. 1 Age and Sex of the Respondents
Sr.No Items Frequency Percent Cum. Percent (A) Age 1. 35-40 yrs 5 21.7 21.7 2. 41-45 yrs 11 47.8 69.6 3. 46-50yrs 7 30.4 100.00 4. Total 23 100.00 (B) Sex 1. Males 23 100.00 100.00 2. Females 0 0.00 3. Total 23 100.00
Age: Min = 36 yrs Max = 50 yrs Mean = 44 yrs Std Dev = 3.6 Source: Based on Primary data collected through workers' questionnaires.
Table 3. 3. 1. 1 shows that 69 % of the respondents were in the age group of 35 to 45 years and had no females as its members.
Statistically, the respondents had minimum age of 36 yrs and the maximum age of
50 yrs. The average age of the respondents was 44 yrs and showed some deviation in the age of the respondents. More than 30 % were above the average age of the respondents belonging to this union.
74 Table 3. 3. 1. 2 Educational Qualifications and Nature of labour of the Respondents
Sr. No. Items Frequency Percent Cum.Percent (A) Educational Qualification 1. < S.S.C. 1 4.3 4.3 2. S.S.0 20 87.0 91.3 3. XII 2 8.7 100.00 4. Total 23 100.00 (B) Nature of labour 1. Skilled 22 95.7 95.7 2. Un-Skilled 1 4.3 100.00 3. Total 23 100.00
Source: Based on Primary data collected through workers' questionnaires.
Table 3. 3. 1.2 depicts that 87 % of the respondents had < SSC to SSC as their educational qualifications. It also highlights that although 95 % of them were skilled in nature, less than 10 % of them had educational qualifications as more than Standard XII.
History and Structure:
Shipyard Employees Union — was established in 1977 and was affiliated to the
Hind Mazdoor Sabha. From 1991 to 1997, it was the sole bargaining union at
Goa Shipyard Limited, with a membership equivalent to the total workforce. The union led the workers in the 1991, 1996 and 1998 strike. However in 1998, the union refused to accept the proposal offered by the management, while the workers were ready to do so. The members felt that the union leader did not take its members into confidence and made independent decisions. This made the members revolt against the trade union and form a union headed by workers themselves. Unfortunately this gave rise to two unions instead of one, due to
75 intra-union rivalry among the members. Goa Shipyard Kamgar Sangh was the first union to be formed in 1998. It was affiliated to the Bharatiya Port and Shipyard
Mazdoor Maha Sangh, an Industrial Federation, and to the Bharatiya Mazdoor
Sangh, an All India Federation.
Its present Executive Committee consists of the President, two Vice-Presidents, the
General Secretary, two Assistant Secretaries and the Treasurer.
Administration:
The Executive body actively participated in the meetings as it played an important role in the decision making process of the union.
Its primary functions were to increase its contact with its members, provision of safety devices and safety training, check on absenteeism, to demand a favourable promotion policy and also signed wage settlement in 2000.
The union organized workshops on Industrial Disputes Act and Domestic Inquiry and also educated its members on topics like Aids and its prevention, absenteeism, etc. The union's relation with the other union was cooperative in nature.
76 Personnel, Membership and Degree of Unionisation:
Table 3. 3. 1.3 Classification of Employees according to the Employment Status
Year / Managerial Supervisory Clerical Workers Others Total Period
1995 165 242 145 1385 - 1937
2001 167 220 139 1201 - 1727
2005 168 198 129 1057 66 1618 N. B: Figures for the Year 1991 were not disclosed by the Personnel Officer. Source: Based on the Primary data collected through the Employer / Management Questionnaire.
Table 3. 3. 1.3 shows that there was a decline in the total staff strength employed
at Goa Shipyard Limited during 1996-2000 and 2001-2005 and that during the
later period, the decline was greater. It also highlights that the decline is caused
by the fall in number of all classes of employees except the Managerial Class
which remained almost stable or had a negligible increase.
Only the Workers at GSL could take up the membership of the unions while the
other forms of labour force had its own associations. With regard to the
membership of GSKS, the union had 457 workers ( i.e 43.24 % of 1057 workers
at Goa Shipyard in 2005 ) as its members. A membership fee of Rs. 60 /- per
annum was charged to those who joined the union. Majority of the members were
skilled workers at Goa Shipyard Limited. All members were male workers. The
members showed little interest in the affairs of the union although the union
encouraged self expression and provided freedom of action.
77 Table 3.3. 1.4 Percentage of Membership to the Total labour force.
Number of Union Total membership Total members of Goa of GSKS as Total Year labour Shipyard Kamgar Percentage of Total number Degree of force Sangh(GSKS) labour Force of workers unionization 1 2 3 4 5 6 (3/5 x 100) 1998 1800 150 8.33 1300 11.54 1999 N.A . 528 N.A N.A N.A. 2000 N.A. 469 N.A N.A. N.A.. 2001 1727 501 29.00 1201 39.05 2002 N.A. 621 N.A. N.A. N.A 2003 N.A. 419 N.A. N.A. N.A. 2004 N.A 379 N.A. N A N.A. 2005 1618 457 28.24 1057 43.23 N. B. Figures regarding the labour force and number of workers in this table are approximate and not true figures. Table 3. 3. 1 .4 shows figures from 1998 onwards as GSKS was formed at GSL during this year. Source: 1. Based on the data collected through the Trade Union Leader and Employer / Management Questionnaire.
Table 3. 3. 1.4 shows that the union membership initially increased but during the
later years decreased, followed by an increase in 2005. The union membership as
percentage to the total labour force showed a growth since its formation. It
increased from 8.33 % of the total staff employed at Goa Shipyard Limited in
1998 to 29 % in 2001, but decreased to 28.24 % in 2005 due to fall in total
labour force as well as in the union membership. Its degree of unionisation had
increased over the years and was 43 % in 2005.
78 GOA SHIPYARD KAMGAR EKVOTT ( GSKE )
The respondents of this study consist of 22 members ( 5% of 434 members in
2005 ), consisting of fitters, carpenters, painters, welders, turners, electricians, gas cutters etc. Table 3. 3. 1.5 describes the profile of the respondents of this study.
Table 3. 3. 1.5 Age and Sex of the Respondents.
Sr. No. Items Frequency Percent Cum. Percent (A) Age 1. 35-40 yrs 4 18.2 18.2 2. 41-45 yrs 14 63.6 81.8 3. 46-50 yrs 3 13.6 95.5 4. 51-60 yrs 1 4.55 100.00 5- Total 22 100.00
(B) Sex 1. Males 19 86.4 86.4 2. Females 3 13.6 100.00 3. Total 22 100.00 Age : Min = 35 yrs Max = 52 yrs Mean = 43.36 yrs Std Dev= 4.1 Source: Based on Primary data collected through workers' questionnaires.
Table 3. 3. 1. 5 shows that over 70 % of the respondents belonged to the age group of 35 to 45 years and 86 % of the respondents were males. It also shows that less than 20 % of them were above the age of 45 yrs.
Statistically speaking, the average age of the respondents was 43 yrs while the minimum age was 35 yrs and the maximum age was 52 yrs and there was 4 % variation in the age of the respondents.
79 Table 3. 3. 1. 6 Educational Qualifications and Nature of labour of the Respondents
Sr. No. Items Frequency Percent Cum. Percent (A) Educational Qualification 1. < S.S.0 2 9.1 9.1 2. S.S.0 12 54.5 63.6 3. XI 1 4.5 68.2 4. XII 3 13.6 81.8 5- Graduate 3 13.6 95.5 6. Post Graduate 1 4.5 100.0 7. Total 22 100.00
(B) Nature of labour: 1. Skilled 20 90.9 90.9 2. Un-Skilled 2 9.1 100.00 3. Total 22 100.00
Source: Based on Primary data collected through workers' questionnaires.
Table 3.3. 1.6 depicts that 63 % of the respondents had < SSC or SSC and 18 % graduates to Post graduate level of education. It also shows that 90 % of them had educational qualifications of SSC or more and that same percentage of them were skilled in nature.
History and Structure:
The Goa Shipyard Kamgar Ekvott was the second outcome of the split in Shipyard
Employees' Union - Goa that took place in 1997. The Goa Kamgar Ekvott was established and registered in 2001 with only 40 workers as its members. It had no affiliations to any federation .
80 The present Executive Committee consisted of the President, three Vice-Presidents, the General Secretary, the Assistant Secretary and the Treasurer. The Executive members were nominated and not elected to the respective posts.
Administration:
The Executive Committee conducted its meetings regularly and functioned democratically. There were no elections held since its inception. The committee members were nominated to the respective posts in the union. The union gave preference to reinstating retrenched workers, job security, redressing individual grievances and improving welfare measures for the workers. It had neither cordial nor hostile but normal relations with the management. The union lacked a sound financial condition and tried to generate funds through its members.
Since its formation, some of its main functions were: pursuing HRA / CCA issue with the Central Government, getting the management to appoint promotion policy review committee, participating in rallies of workers, helped local independent unions to form local federation etc.
Personnel, Membership and Degree of Unionisation:
The GSKE, claimed to have had a membership consisting of 41.06 % of the total number of workers employed in 2005 at Goa Shipyard Limited. Also ninety percent of its present members, were earlier, members of the Shipyard Employees
Union - Goa. The membership was open to all workers and had 434 members
81 during 2005. It charged a membership fee of Rs. 50 /- per annum and also had female workers as its members.
Table 3. 3. 1.7 Percentage of Membership to the Total Labour Force.
Number of Total Total Degree of Year Total union members membership of number of unionization labour of Goa Shipyard GSKE as Workers. force Kamgar Ekvott Percentage of 1 2 (GSKE) labour force. 5 6 3 4 (3/5 x 100) 2001 1727 40 2.32 1201 3.33 2002 N.A 150 N.A N.A. N.A. 2003 N.A 300 N.A N.A. N.A. 2004 NA 300 N.A N.A. N.A. 2005 1618 434 26.82 1057 41.06 N.B: Figures in this table regarding the total labour force and number of workers are approximate figures. The figures are from 2001 onwards as GSKE was established at GSL during this year. Source: Based on the data collected through the Trade Union Leader and Employer / Management Questionnaire.
Table 3. 3. 1. 7 highlights that around 27 % of the total labour force at Goa
Shipyard Limited were enrolled as members of this union and had 41 % degree of
unionization in 2005.
3. 3. 2 MAIN FINDINGS:
From 1990 to 1997, the Shipyard Employees Union was operating at GSL with
majority of the workers as its members. Discontentment among its members led to
its split and the formation of two new Unions i.e Goa Shipyard Kamgar Ekvott
and Goa Shipyard Kamgar Sangh.. The workers were no more dependent on
outside leadership as they elected its own members to form the executive
82 committee of the union. The unions were not affiliated to any political party nor had any political involvement.
The unions conducted its meetings regularly with good attendance and active participation. The unions lacked a sound financial base and the union disposition towards the management and that of the management towards the union was indifferent in nature. There was a rise in the union membership for both the unions and the degree of unionisation for each of the two unions at Goa
Shipyard Limited was between 40 % to 45 % in 2005.
3.4. PROFILE OF TRADE UNIONS AT COLFAX COMPANY LIMITED:
The Colfax Private Limited was incorporated into the C. M. M. Group of
Companies in the year 1964 and was fully operational in 1968 and manufactured shaving creams and after shave lotions. However in 1994, the C. M. M. Group of
Companies was split into autonomous units of which Colfax Private Limited was one of them. It used to manufacture and distribute toiletries under the brand name of " Old Spice " until 1992 but from 1993 onwards it was permitted to only manufacture the products. It is a small scale unit of manufacturing.
83 3. 4. 1 GROWTH OF TRADE UNIONS AT COLFAX PRIVATE LIMITED:
At Colfax Private Limited, upto 1991, the workers were organized under the All
Goa General Employees' Union affiliated to the Central Indian Trade Union. And since 1992 the Gomantak Mazdoor Sangh was the only recognized union at this unit of study.
GOMANTAK MAZDOOR SANGH ( GMS )
This study is based on the 24 respondents ( 50 % of 48 members in 2005 ) selected on the basis of stratified sampling method. The respondents consist of machine operators, helpers, packers, sweepers, store keeper, electrician and general attendant.
Table 3.4. 1. 1 Age and Sex of the Respondents.
Sr. No. Items Frequency Percent Cum Percent (A) Age 1. 35-40 yrs 5 20.8 20.8 2. 41-45 yrs 5 20.8 41.7 3. 46-50 yrs 10 41.7 83.3 4. 51-55 yrs 4 16.7 100.0 5. Total 24 100.0
(B) Sex 1. Males 20 83.3 83.3 2. Females 4 16.6 100.0 3. Total 24 100.0 Age: Min = 36 yrs Max = 54 yrs Mean = 45.60 yrs Std. Dev= 5.06 Source: Based on Primary data collected through workers' questionnaires.
Table 3. 4. 1. 1 shows that 83 % of the respondents were between the age of 35 to 50 years and also 83 % were male workers.
84 Statistically, the average age of the respondents was 45 yrs and there was variation found in the age. Around 58 % of the respondents were above the average age. The youngest respondent was 36 yrs of age and the eldest was 54 yrs old.
Table 3. 4. 1.2 Educational Qualifications and Nature of labour of the Respondents
Sr. No. Items Frequency Percent Cum. Percent (A) Educational Qualification 1. < S.S.C. 9 37.5 37.5 2 S.S.0 12 50.0 87.5 3 XI 2 8.3 95.8 4 XII 1 4.1 100.00 5 Total 24 100.00
(B) Nature of labour 1 Skilled 5 20.8 20.8 2 Un-Skilled 19 79.2 100.0 3 Total 24 100.00 Source: Based on Primary data collected through workers' questionnaires.
Table 3. 4. 1.2 states that 87 % of the respondents had less than SSC to SSC as educational qualifications. It also depicts that nearly 40 % of the respondents had
less than SSC as educational qualifications and that 79 % were unskilled workers.
Nearly 65 % had SSC or more as educational qualifications yet only 21 % were
skilled in nature. Table 3. 4. 1. 3 Membership and Marital Status of the Respondents.
Sr. No Items Frequency Percent Cum. Percent (A) Membership since 1 1992 - 1995 22 91.7 91.7 2 1996-2000 1 4.2 95.8 3 No Response 1 4.2 100.00 4 Total 24 100.0
(B) Marital Status 1. Single 2 8.3 8.3 2. Married 22 91.7 100.00 3. Total 24 100.0 Source: Based on the Primary data collected through workers' questionnaires.
From Table 3. 4. 1. 3 it is obvious that 91 % were its members since the year of
its formation and an equivalent percent were married .
History and Structure:
In 1992, there was a local trade union committee appointed which was affiliated
to a general union, the Gomantak Mazdoor Sangh which is the only recognized
union at Colfax Private Limited. The local committee was elected for a period of
three years. The committee consisted of President, Treasurer and the Secretary. The
committee was associated with the General Secretary affiliated to the Bharatiya
- Mazdoor Sangh.
Administration:
The union functioned through the local trade union committee. This committee
tried to solve the petty grievances themselves and in serious matters like signing
wage agreement, fighting cases in the labour court or defending members in legal
86 matters is where the General Secretary was involved. The committee kept the union informed about the difficulties at the shop floor level so that it can act immediately.
The union priorities consisted of the Charter of Demands which included basic wage, grades, promotion, revision of scales, allowances, dearness allowance, educational allowance etc.
The Executive committee was elected regularly every three years during the general body meeting. The contest for union election was moderate. Inter union rivalry was absent and the union management relations were cordial. The union followed a democratic grievance handling procedure. Although the union executive was very small, there was active participation of its members as it was of importance for decision making at the meetings.
Personnel, Membership and Degree of Unionisation:
The worker class at Colfax Private Limited was classified as follows:
( i ) Machine operators as Special Grade, First Grade and Second Grade workers.
(ii) Helpers and packers as Third Grade workers.
(iii) Sweepers as Fourth Grade workers and
( iv) General Attendants.
The figures in Table 3. 4. 1. 4 show that even though the union membership showed a decline, 100 % degree of unionisation was prevalent every year. It
87 highlights that the total workers at Colfax were organized under one union,
Gomantak Mazdoor Sangh.
Table 3. 4. 1.4 Membership as percentage of Total labour force during 1991-2005.
Number of Total Union membership Year Total members of of GMS as Total Degree of labour force Gomantak Percentage number of unionization. Mazdoor of Total workers Sangh (GMS) labour Force 1 2 3 4 5 6 ( 3/5 x 100 ) 1992 94 86 91.48 86 100.00 1993 94 86 91.48 86 100.00 1994 94 86 91.48 86 100.00 1995 96 86 89.58 86 100.00 1996 96 86 89.58 86 100.00 1997 96 86 89.58 86 100.00 1998 96 86 89.58 86 100.00 1999 96 86 89.58 86 100.00 2000 96 86 89.58 86 100.00 2001 96 86 89.58 86 100.00 2002 96 86 89.58 86 100.00 2003 63 52 82.54 52 100.00 2004 63 52 82.54 52 100.00 2005 59 48 81.35 48 100.00 Source: Based on the data collected through Trade Union Leader Questionnaire.
3. 4. 2. MAIN FINDINGS:
Upto 1991, the Workers at the Colfax Private Limited were affiliated to the
Central Indian Trade Union ( CITU ) and the Goa Mazdoor Sangh was established at Colfax in 1992. The Executive Committee of the union was elected every three years and was very small in size. The union was affiliated to an industrial union and the apex union showed interest in the union functioning.
88 The union had cordial relations with the management. There was an absence of inter-union rivalry due to workers unanimous decision to be members of a single union. There was a decline in membership due to decline in the workers employed during the later years. This was the only unit of study which had
100 % degree of unionization.
3.5 PROFILE OF TRADE UNIONS AT CIBA SPECIALTY CHEMICALS
( INDIA) LIMITED:
Hindustan Ciba Geigy Limited ( HCGL ) was established in Goa in 1971. It was
run by a Swiss Company Ciba. It had three divisions namely Agro, Pharma and
Specialty Chemicals. In 1997, HCGL merged with Sandoz to form Novartis
Pharma. In 2000, Specialty Chemicals ceased to be a part of it and functioned
as a new company and called itself Ciba Specialty Chemicals ( India ) Limited.
Its principal products consist of antioxidants, optical brightners and textile
chemicals.
89 3. 5. 1 GROWTH OF TRADE UNIONS AT CIBA SPECIALTY CHEMICALS
(INDIA) LIMITED:
Hindustan Ciba Geigy Employees' Union was the only union functioning at
HCGL until December 1992 when Kamgar Sangh took over. However after the strike and formation of Ciba Specialty as a separate company, Kamgar Sangh was no more recognized by the management and so majority of the workers formed
Kamgarancho Ekvott in 2000 and was the only recognized union .
KAMGARANCHO EKVOTT ( K E )
Altogether 14 members of this union ( 50 % of 28 in 2005 ) were selected
through stratified sampling method as respondents for the study. They were
employed as process attendants, store attendants, fork lift drivers, fitters, process
technicians and packers.
Table 3. 5. 1. 1 Age and Sex of the Respondents.
Sr No Items Frequency Percent Cum.Percent (A) Age 1. 41 -45yrs 1 7.1 7.1 2. 46-50yrs 6 42.9 50.0 3 51-55yrs 4 28.6 78.6 4. 56-60yrs 3 21.4 100.0 5. Total 14 100.00
(B) Sex 1. Males 14 100.00 100.00 2. Females 0 0.00 3. Total 14 100.00 Age: Min = 43 yrs Max = 58 yrs Mean = 51.36 yrs Std.Dev = 4.25 Source: Based on primary data collected through worker's questionnaires.
90 Table 3. 5. 1. 1 clearly shows that majority of the respondents had crossed 45 years of age and that they were all males only.
Statistically, the minimum age of the respondents was 43 yrs while the maximum age was 58 yrs. Also the average age of the respondents was 51 yrs and showed
4 % variation in the age of the respondents.
Table 3. 5. 1. 2 Educational Qualifications and Nature of labour of the Respondents.
Sr.No Items Frequency Percent Cum. Percent (A) Educational Qualification 1. Illiterate 1 7.1 7.1 2. (B) Nature of labour 1. Skilled 9 64.3 64.3 2. Semi-Skilled 5 35.7 100.00 3. Total 14 100.00 Source Based on Primary data collected through workers' questionnaires. Table 3. 5. 1. 2 highlights that although 64.3 % of the workers had educational qualifications of less than SSC, same percentage of workers were skilled and there were no unskilled workers employed. 91 Table 3. 5. 1. 3 Membership and Marital Status of the Respondents. Sr.No. Items Frequency Percent Cum. Percent (A) Membership 1 Before 1990 3 21.7 21.4 2. 1991-2000 10 71.4 92.4 3. 2001 onwards 1 7.14 100.0 4. Total 14 100.00 (B) Marital Status 1. Married 14 100.00 2. Single 0 0.00 3. Total 14 100.00 Source: Based on Primary data collected through workers' questionnaires. Table 3. 5. 1.3 signifies that the workers at Ciba were organized before 1990s. It also clarifies that 3 members ( 21 %) were earlier members of Hindustan Ciba Geigy Employees' Union and 10 members ( 92 %) belonged to Kamgar Sangh before joining Kamgarancho Ekvott in 2001. It also shows that all were married and that no worker was single. History and Structure: Upto December 1992, the workers were organized under Hindustan Ciba Geigy Employees' Union which was an internal union in nature. However during settlements between the management and the workers, that is every three years, the union had to seek external assistance to bargain on their behalf. As a result, in December 1992 they unanimously decided to join Kamgar Sabha under the leadership of Mr. J. R. Mehta. On 10 th May 1993 he submitted a charter of demands in which he proposed for a Rs.1500/- hike in each workers salary. 92 However during its next meeting on 8 th October 1993, he modified his demand to Rs. 2000/- while the management agreed to give Rs.900 increment per worker. During the third meeting on 26 th October 1993, Mr. Mehta staged a walk-out as both the parties maintained their earlier stands. This led to the beginning of the agitation in the Company. As a result, the management offered to negotiate, but when the union leader was not ready to compromise and the agitation continued for two months the management finally called a lockout from 14 th January 1994 to 30th October 1994 followed by a strike from 31 October 1994 to 25 th October 1995. Inspite of the lockout, the company made profits as its parent company sent the necessary aid in terms of raw materials and it outsourced its packaging. Also the strike failed to bring any positive results and this increased the frustration among workers. By the end of 1995, the workers gave up the union and agreed to work at the old wage settlement. This forced calling off the strike. The workers then formed its own union Kamgarancho Ekvott in 2000. Its present executive committee consisted of the President, the Treasurer and the Secretary. This local union was affiliated to the Industrial Union. Administration: The Union Executive was medium in size, met frequently and had good attendance for its meetings. It functioned democratically, was actively involved in decision making and possessed a somewhat flexible union constitution. Although 93 the union encouraged self expression and freedom among members, they showed little personal interest in the affairs of the union . The union always decided by majority and with the approval of those affected. It also gave considerable freedom to its members to express opposing views if any. Since its inception, its major functions consisted of settlement of Charter of Demands, provision of guidance and advice on employment conditions, wage negotiations and settlement. The union is free from union rivalry and also does not have any political affiliation. Personnel, Membership and Degree of Unionisation: The personnel consisted of Managerial, Supervisory and Working Class . Table 3. 5. 1.4 Classification of Employees according to the Employment Status Year Managerial / Supervisory Workers Casual Labour Total 1991 80 750 - 830 1996 80 530 - 610 2000 74 220 - 294 2001 74 120 - 194 2002 74 47 99 219 2003 74 47 65 185 2004 74 47 100 220 2005 74 47 76 196 N. B. Table contains approximate figures. Source: Based on the primary data collected through Employer / Management / Trade Union Leader Questionnaire. In the Table 3. 5. 1. 4. one finds that initially when all the three divisions functioned together, the size of the total staff was very large. In 1996, 94 Voluntary Retirement Scheme ( VRS) was introduced as a result of which around 110 workers opted for the same. Since 2000 onwards, the figures stand for the total staff strength of Ciba Specialty Chemicals only. Heavy job cuts after the strike reduced the employment further, followed by introduction of VRS for the second time in 2001. The fluctuations in the total staff strength from 2002 was mainly due to the increase or decrease in the size of contract labour employed by the company. The Kamgarancho Ekvott charged membership fee of Rs. 20/- per month to its members. Table 3. 5. 1.5 Membership as percentage of Total Labour Force. Number of Total Total union Membership Total Labour members of of KE as number of Degree of Year Force Kamgarancho Percentage workers Unionisation Ekvott (KE) of labour force 2000 294 187 63.60 220 85.00 2001 194 81 41.75 120 67.50 2002 219 28 12.78 47 59.57 2003 185 28 15.13 47 59.57 2004 220 28 12.72 47 59.57 2005 196 28 14.28 47 59.57 N. B. The figures are shown from 2000 onwards in the Table 3. 5. 2. 5 as KE was formed at Ciba during this year. Source: Based on Primary data collected through interviews with the union leader and Employer Questionnaire. Table 3. 5. 1. 5 brings to light that the Total Staff strength fluctuated and that the total number of workers initially declined but since 2002 has remained constant.. A similar trend was seen regarding membership of Kamgarancho Ekvott . Use of 95 Casual labour led to the drastic decline in number of permanent workers and in the membership of the union. It was also noticed that the degree of unionisation dropped from over 80 % to around 60 % during the later years . 3. 5. 2 MAIN FINDINGS: Upto December 1992, the workers were organized under Hindustan Ciba Geigy Employees' Union which was an internal union in nature. By the end of December 1992 the workers joined Kamgar Sangh. However the workers were dissatisfied and so they left the union in 1995 to join the presently recognized union in 2000. The Kamgarancho Ekvott was the only recognized union after the major dispute at Ciba. It was a union with internal leadership along with external assistance. The leadership changed during settlement every four years. It had a high degree of unionization compared to the unrecognized union . 3.6 COMPARISON OF TRADE UNION PROFILE: (i) The recognized unions at MPT, were established between 1960 and 1980, while those at GSL and Ciba between 1995 and 2005 and at Colfax between 1990 to 1995. (ii) Unions at MPT were affiliated to Hind Mazdoor Sabha, there was absence of affiliation of one of the unions at GSL and that at Colfax was affiliated to Bharatiya 96 Mazdoor Sangh. The local union at Ciba was also affiliated to an Industrial union. (iii) At MPT, one of the unions was headed by its Trustees, who were workers earlier; while at GSL, workers themselves were the leaders and at Colfax and Ciba, their General Secretary belonged to a general union. (iv) Members of all the unions except Ciba agreed that the most important reason for joining the union was to ventilate individual grievances. However the next important reason was job security for the members at MPT, to obtain better welfare facilities at GSL and high wages and job security at Colfax. However at Ciba, the main reason was to ventilate grievances along with job security as shown in Table 3. 6. 1 97 Table 3.6.1 Reasons for joining the union: Sr. Mormugao Goa Colfax Ciba Special- No Reasons Port Shipyard Private ty Chemicals Trust. Limited Limited (India)Limited No %age No %age No %age No %age 1. To secure higher wages 2 1.58 4 8.89 0 0.00 0 0.00 2. To ventilate individual 54 42.52 21 46.67 10 41.67 3 21.43 grievances. 3. To fight for job security. 10 7.87 4 8.89 0 0.00 1 7.14 4. To get better welfare facilities. 10 7.87 5 11.11 0 0.00 0 0.00 5. 1& 2 4 3.15 4 8.89 0 0.00 1 7.14 6. 1& 3 2 1.58 0 0.00 0 0.00 0 0.00 7. 1& 4 3 2.36 0 0.00 0 0.00 0 0.00 8. 2 & 3 11 8.66 3 6.67 6 25.00 5 35.72 9. 2& 4 3 2.36 2 4.44 0 0.00 0 0.00 10. 3& 4 7 5.51 0 0.00 0 0.00 0 0.00 11. 1 , 2 & 3 3 2.36 0 0.00 6 25.00 0 0.00 12. 1, 2, & 4. 3 2.36 0 0.00 1 4.16 0 0.00 13. 1, 2 , 3 & 4 8 6.30 0 0.00 1 4.16 2 14.29 14. 1, 3& 4 2 1.58 0 0.00 0 0.00 1 7.14 15. 2, 3& 4 4 3.15 0 0.00 0 0.00 0 0.00 16. No Response 1 0.79 2 4.44 0 0.00 1 7.14 17. Total 127 100.00 45 100.00 24 100.00 14 100.00 Source : Based on the Pnmary data collected through Workers' Questionnaires. (v) Of the total labour force, the Mormugao Port & Railway Worker's Union ( MPRWU ) & the Goa Port & Dock Employees Union ( GPDEU ) at MPT had a greater percentage of union membership ( i.e over 70 %) during 1991, while that of Gomantak Mazdoor Sangh ( GMS ) at Colfax Private Limited and Kamgarancho 98 Ekvott ( KE ) at Ciba had a higher percentage of membership during 2001 and in 2005 in comparison to the unions at MPT and the Goa Shipyard Kamgar Sangh ( GSKS ) and Goa Shipyard Kamgar Ekvott ( GSKE ) at GSL as shown in the Chart 3.6.i . Union Membership as Percentage of Total Labour Force 100 80 ■ MPRWU ■ GPDEU 60 O GSKS 40 GSKE GM S 20 • ▪ KE 1991 2001 2005 Chart 3.6.a (vi) Only Gomantak Mazdoor Sangh enjoyed hundred percent degree of unionisation since its establishment at Colfax Private Limited. 3.7 CONCLUSIONS: From the findings in this chapter, following conclusions can be drawn: 1. Industrialisation forms the basis of evolution of trade union movement in an economy. 2. Although there were more unions registered before liberalisation, the rate of growth of trade unions in Goa was greater during post liberalisation. 99 3. Each union pursued a different set of priorities. 5. After liberalisation, there was a decline in the membership of Unions. 6. There was inter-union rivalry as there was more than one recognized union. 7. The unions differed in the degree of unionisation. 100 CHAPTER IV TRADE UNIONS AND INDUSTRIAL RELATIONS. 4.1 INTRODUCTION. 4.2 GRIEVANCES: CAUSES AND ITS REDRESSAL PROCEDURE. 4.3 INDUSTRIAL DISPUTES AND ITS SETTLEMENT. 4.4 LABOUR PARTICIPATION IN MANAGEMENT. 4.5 PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS. 4.6 LABOUR MANAGEMENT RELATIONS ( LMR ) AND ORGANISATIONAL CLIMATE ( OC ). 4.7 UNION LEADERSHIP AND INDUSTRIAL RELATIONS. 4.8 COMPARISONS. 4.9 CONCLUSIONS. 101 4. 1 INTRODUCTION: Here we discuss the industrial relations at the FOUR units under study. In this chapter we analyse the procedure adopted at each unit to redress grievances, examine the industrial disputes and the machinery used to solve them. We also study the personnel policy and analyse the labour participation in management and determine the interrelationship between labour management relations and organisational climate. The main purpose of this chapter is to highlight the role played by the trade union leaders in the system of industrial relations. INDUSTRIAL RELATIONS: According to Kaufman, B. E ( 1993 ) " Industrial Relations is a field that deals with the relation that exist between the management and the labour, with the State acting as the third party and various external and internal forces affecting the relationship ". Sharma, S. K ( 2006 ) explained that Industrial Relations essentially arise from the contract of employment between Management ( as employer ) and a worker ( as employee ). It refers to a dynamic and complex relationship between employers and employees. Traditionally the role of industrial relations strategy was reactive as the industrial relations personnel came into action only when crises arose. However, in today's context, it has become proactive. 102 According to the recent industrial relations model by Harry Katz and Thomas Kochan, labour-management choices at the strategic level affected their interactions at the functional level where contract negotiations and union organisation occurs and at the workplace level where the arena in which the contract is administered. Deshpande S and Deshpande L. K ( 1996 ) stated that the industrial relations system is understood to be constituted of three indispensable components namely, unions, management and government. The objective of the system was to contain industrial conflict, to develop a genuine system of collective bargaining capable of resolving industrial relations problems without much need of the State to intervene and to promote industrial harmony. The industrial relations system ( IRS) of India was shaped by the structure as a colonial economy, labour policies of the colonial government, ideology of the political leadership and the dynamics of the struggle for independence. After independence, The Trade Union Act ( 1926 ), The Industrial Employment ( Standing Orders ) Act 1946 and The Industrial Disputes Act ( 1947 ) formed the regulatory framework that determined many of the substantive and procedural aspects of labour-management relationships. The Industrial Disputes Act defined the machinery including adjudication which was to be brought into play if collective bargaining failed at the micro level. At the macro level, the State created bipartite and tripartite institutions. 103 Effective trade unions, efficient grievance procedure, recognition of trade union leader, satisfactory provision of various facilities, welfare measures, recruitment policy, transfer and promotional policy and social security measures help in promoting good industrial relations while their absence can lead to bad or unhealthy industrial relations. Most industrial relations processes end up in belligerent activities like charter of demands, various strategies and counter strategies, demonstrations, strife and tension. Normally, they are related to the dissatisfaction with regard to the different aspects of industrial relations. Let us consider some of the views of employees on such parameters. Table 4. 1. 1 Employees' Views on Industrial Relations Parameters MPRWU GPDEU GSKS GSKE GMS KE No % No % No % No % No % No % 1.Effectivenes of Trade Unions Satisfactory 56 (86.16) 46 (73.01) 18 ( 78.26) 15 (68.18) 24 (100.00) 13 (92.86) Unsatisfactory 7 (10.77) 10 (15.87) 4 (17.39) 7 (31.82) 0 ( 0.00) 1 ( 7.14) No Response 2 (3.07) 7 (11.11) 1 (4.35) 0 ( 0.00) 0 ( 0.00) 0 ( 0.00) 2.Grievance Procedure Satisfactory 57 (87.70) 52 (82.53) 8 (34.78) 3 (13.64) 24 (100.00) 14 (100.00) Unsatisfactory 6 ( 9.23) 8 (12.69) 15 (65.22) 16 (72.72) 0 ( 0.00) 0 (0.00) No Response 2 (3.07) 3 ( 4.76) 0 (0.00) 3 (13.64) 0 (0.00) 0 (0.00) 3.Recognition of Union Leader Satisfactory 65 (100.00) 62 (98.41) 23 (100.00) 20 (90.91) 24 (100.00) 11 ( 78.57) Unsatisfactory 0 ( 0.00) 0 (0.00) 0 ( 0.00 ) 0 ( 0.00) 0 ( 0.00) 0 ( 0.00) No Response 0 ( 0.00) 1 (1.59) 0 ( 0.00 ) 2 ( 9.09) 0 ( 0.00) 3 (21.43) 4.Facilities and Welfare Measures Satisfactory 60 (92.31) 55 (87.30) 16 (69.56) 10 (45.45) 12 (50.00) 11 ( 78.57) Unsatisfactory 5 ( 7.69 ) 7 (11.11) 7 (30.44) 9 (40.91) 12 (50.00) 3 ( 21.43) No Response 0 (0.00) 1 ( 1.59) 0 (0.00) 3 (13.64) 0 (0.00) 0 ( 0.00) 5 Recruitment Policy Satisfactory 53 (81.54) 48 (76.19) 10 (43.48) 7 (31.82) 24 (100.00) 14 (100.00) Unsatisfactory 12 (18.46) 15 (23.82) 13 ( 56.52 ) 12 ( 54.54) 0 ( 0.00) 0 ( 0.00) No Response 0 (0.00) 0 ( 0.00) 0 ( 0.00 ) 3 ( 13.64) 0 ( 0.00) 0 ( 0.00) 6.Transfer and Promotional Policy Satisfactory 44 (67.69) 48 (76.19) 10 ( 43.48) 4 (18.18) 19 ( 79.17) 14 (100.00) Unsatisfactory 16 (24.62) 14 (22.22) 13 (56.52) 15 (68.18) 5 ( 20.83) 0 ( 0.00) No Response 5 ( 7.69) 1 ( 1.59) 0 ( 0.00) 3 (13.64) 0 ( 0.00) 0 ( 0.00) 7 Social Security Measures Satisfactory 57 (87.70) 56 (88.89) 13 (56.52) 9 (40.91) 24 (100.00) 14 (100.00) Unsatisfactory 6 ( 9.23) 6 (9.52) 9 (39.13) 10 (45.45) 0 (0.00) 0 ( 0.00) No Response 2 ( 3.07) 1 (1.59) 1 ( 4.35 ) 3 (13.64) 0 ( 0.00) 0 (0.00) N=65(100) N=63 (100) N=23(100) N=22 (100) N= 24 (100) N=14(100) Source: Primary data collected through Employee Questionnaires and Interviews. 104 Table 4. 1. 1 depicts that except for the unions at GSL, majority of the members found the different aspects of industrial relations as satisfactory in nature. At Colfax and Ciba, 100 % of the members were satisfied with regard to most of the parameters. 4.2 GRIEVANCES: CAUSES AND ITS REDRESSAL PROCEDURE: According to Labour and Development, Vol 11, ( 2005 ) A grievance is " any discontent or dissatisfaction whether expressed or not and whether valid or not, arising out of anything, connected with the company that an employee thinks, believes or even feels, is unfair, unjust or inequitable ". Monappa, A ( 1995 ) reported that the International Labour Organisation classified a grievance as a complaint of one or more workers with respect to wages and allowances, conditions of work and interpretation of service stipulations covering such areas as overtime, leave, transfer, promotion, security, job assignment and termination of service. According to Chand K. V. K ( 1989 ), a grievance is defined as dissatisfaction in sort of complaints affecting one or a group of workers in respect of wages, fringe benefits, working conditions, promotion, seniority, work assignments, transfer, dismissal and discharges, etc. 105 Grievances generally arise from day-to-day working relations. Factors contributing to grievances were found to be of a varied nature, namely, management practices, working conditions, union practices, personality traits of workers, nature of management, social distance between management and workers, nature of supervisory practices, failure in the implementation of personnel policies, multiplicity of unions The most common grievance subjects consists of recruitment, promotion, transfer, seniority, withheld wage increments, disciplinary action, working conditions, conduct of supervisors, allocation of living quarters, etc. Let us examine the causes of grievances at the units under study as given in Table 4.2. 1. Table 4. 2. 1 Issues causing grievances Sr. Issues MPT GSL COLFAX CIBA No. MPRWU GPDEU GSKS GSKE GMS KE % % % % % % score score score score score score Rank Rank Rank Rank Rank Rank 1. Discipline 5 IV 1 VIII 3 VI 5 N 3 VI 3 VI 2. Working 7 II 1 VIII 7 II 7 II 8 I 5 N conditions 3. Transfer 3 VI 8 I 3 VI 3 VI 1 VIII 1 VIII /promotions 4. Dismissal&disc 2 VII 2 VII 3 VI 3 VI 5 N 1 VIII harges 5. Welfare 5 N 6 III 3 VI 2 VII 1 VIII 5 N activities 6. Social Securities 1 VIII 1 VIII 4 V 3 VI 1 VIII 7 II 7. Recruitment & 1 VIII 1 VIII 1 VIII 1 VIII 1 VIII 1 VIII Selection 8. Others 2 VII 2 VII 2 VII 2 VII 3 VI 3 VI Source: Primary data collected through Employers and Trade union Questionnaires and interviews. 106 Note: a) Ranking is done on the basis of percent score. b) Scoring is done as per the following scale: 1 st rank = 8, rd rank = 7, 3 td rank = 6, 4th rank = 5, 5th rank = 4, 6th rank = 3, ran, = 7th K 2 and 8th rank = 1 * Highest percent ( 60 %) = 1 ST rank and Lowest percent ( 1% ) = 8 th rank. Table 4. 2. 1. illustrates that at MPT, highest percentage of grievances were caused by working conditions, transfer & promotions and welfare activities. At GSL, working conditions, discipline and social security shared higher percentage of causes of grievances. At Colfax, working conditions and dismissal & discharges occupied greater percentage while at Ciba, highest percentage of grievances were caused by working conditions, social securities and welfare activities. It also reveals that recruitment and selection were not the cause of grievances in any of the units but Other Causes ( garbage disposal, social & personal grievances like co-worker relations ) also had an impact on labour relations. It is an established fact that prompt and effective handling of grievances is the key to industrial peace. The three cardinal principles of grievance handling are: settlement at the lowest level, settlement as quickly as possible and settlement to the satisfaction of the aggrieved parties. Sharma, A. M ( 1991 ) stated that a large number of work stoppages, shop floor incidents and strikes could be attributed to faulty handling of grievances. To maintain peace in industrial units, a well defined and adequate procedure for redressal of day-to-day grievances was an essential pre-requisite. 107 In the words of Van Dusen K ( 1966 ) Grievance activity is an important means of strengthening the bonds between workers and unions. It is an invaluable training ground for new union leadership. It helps break down social barriers between lower level union representatives and management by getting them accustomed to dealing with each other on common problems. By preventing an accumulation of many unresolved small issues it helps take the heat off negotiations of the larger questions between the parties. Wright, G; Noe and Hollenbeck ( 2002 ) propounded that a key influence on successful contract administration is the grievance procedure for resolving labour- management disputes over the interpretation and execution of the contract. They further added that today the great majority of grievance procedures have binding arbitration as a final step and only a few strikes occur during the term of a contract. 4.2. 1 GRIEVANCE REDRESSAL PROCEDURE AT MORMUGAO PORT TRUST: Public Adalats were convened quarterly to redress the grievances of the general public, Port users and the employees of the Port. In addition, every Wednesday was considered as a grievance day for both indoor and outdoor workers. The workers could meet the Chairman between 9.30 to 12.30 who then forwards the grievances to the grievance officer. The reply, whether positive or negative, is 108 furnished within a month. A quarterly report is then sent to the Ministry of grievances. Grievances regarding service matters like promotion etc were entered in the grievance register and regarding genuine problems like working conditions, safety equipments, welfare measures etc, a meeting is fixed with the trade union leaders who then discuss the matter with the respective Head of Department. Employees were also free to meet the Head of Department on any day. If the Head of Department fails to solve the problem, a quarterly meeting is fixed with the Chairman. The Chairman would then direct the respective Head of Department to settle the matter. Also a grievance box is placed in each department and is cleared once a month. At Mormugao Port Trust, two Labour Officers were appointed. The labour officers attempted to establish harmonious relations between the employees and the management. They held meetings with the trade unions, discussed matters with the management and recommended appropriate course of action . One union leader expressed that the grievance handling was not so democratic although both the unions agreed that they were satisfied with the grievance procedure. 109 4. 2. 2 GRIEVANCE REDRESSAL PROCEDURE AT GOA SHIPYARD LIMITED: A Grievance Settlement Scheme existed during 1986 to 1988 which was replaced by six Shop Councils to redress grievances in 1988 which functioned till 1997. In 1998, a new scheme known as Grievances cum Suggestions Scheme was introduced. Grievance cum suggestion boxes were kept at all departments and the employees could use these boxes to convey its grievance / suggestion (personal or official ) as per a given format. The employees were free to complain either orally or in a written form to its Supervisors. If not solved within 3 days it is referred to the concerned department officer who would record the grievance and meet the concerned departments to seek its early redressal. The results would be conveyed to the concerned employee within seventy-two hours. The grievances which could not be solved by the Head of Department are then referred to the Chairman and Managing Director ( CMD ). The scheme aims at locating the individual issues and solving them in the shortest possible time through the initiative of supervisors, employees and their immediate superior officers. If still not solved, it would be referred for conciliation and as a last resort to adjudication. One Union leader was of the opinion that the grievance procedure was not satisfactory and that more commitment and sincerity from the management was necessary. 110 4.2.3 GRIEVANCE REDRESSAL PROCEDURE AT COLFAX PRIVATE LIMITED: As per the Industrial Disputes Act, the employees made a representation to the trade union committee which negotiated with the management. If not solved at first attempt then another meeting is arranged. Minor grievances were reported at the rate of three complaints a week during 2000 and one complaint a week during 2005. According to its Personnel Manager, 100 % cases were being solved without approaching the Court. The union was satisfied with the grievance procedure as it was democratic in nature. It also applauded the management for never victimizing workers nor refusing to negotiate with the union and for the steps taken to spread congenial atmosphere for workers. 4.2.4 GRIEVANCE REDRESSAL PROCEDURE AT CIBA SPECIALTY CHEMICALS ( INDIA) LIMITED: All grievances are brought to the notice of the Head of Department at first. If not satisfied with the outcome, the grievances were referred to the Human Resource Manager and if still not satisfied then they are referred to the General Works Manager. The grievance procedure seemed to be highly effective in maintaining harmonious relations. The union leader was satisfied with the procedure and found the management cooperative, consultative on matters affecting mutual interests and satisfactory in 111 terms of catering to the different needs of workers and promoting cordial relations. All grievances were referred to the grievance procedure and were successfully resolved as mentioned in Table 4. 2. 4. 1 Table 4. 2. 4. 1 Cases referred to Grievance Procedure Cases relating No of cases Result referred Successfully Partially Not Resolved Resolved Resolved Uniforms 2 2 nil nil Canteen 7 7 nil nil Leave 1 1 nil nil Source: Primary data collected through Employer's Questionnaire. Inevitably, Collective Bargaining or mutual settlement was widely used to settle the grievances in its initial stages without allowing to be blown up into major disputes at all the four units under study. It was preferred for settling 85 % of the disputes at MPT, 60 % at GSL, 100 % at Colfax and 95 % at Ciba. The tri- partite settlement methods of conciliation, arbitration and adjudication were used for settling the balance of the cases. Negotiations across the table were preferred by all the unions. By and large, Chart 4. 2. a depicts the type of negotiations and its extent in which the unions were engaged with. 112 Type and Extent of Negotiations ■ MPRWU 60 ■ GPDEU 50 40 0 GSKS 30 O GSKE 20 ■ GMS 10 el GE 0 Discipline Workcond Trans/pro Dism /dis Welfare Soc.sec Re c/se I Others Chart 4.2.a Forty percent of the cases negotiated by MPRWU, GSKS and GSKE, 60 % by GMS and 20 % by KE pertained to work conditions, while 60 % of the cases negotiated by GPDEU were related to transfers and promotions and KE negotiated 40 % of the cases related to social securities. 4. 3 INDUSTRIAL DISPUTES AND ITS SETTLEMENT: Bhatia, B. S; H. L Verma and M. C Garg ( 1996 ) propounded that an absence of a sound grievance procedure can destroy the bonds between the management and the workers and result in individual grievances culminating into industrial - disputes. Most industrial relations problems arise because of the heavy accumulation of day-to-day grievances at the shop floor. Lack of commonly shared organisational mission and objectives often becomes a source of conflict between the management and workers. 113 Sunderam, S. K. G ( 1992 ) in his article " Strikes and Lockouts in India: Past experience and future perspectives " affirms that industrial disputes in the form of strikes and lockouts disturb industrial peace. Strikes take a variety of forms with different intensities for example, stay-in-strike, sit-down strike, pen-down strike, tool-down strike, go-slow, work-to rule, hunger strike, token or protest strikes, gherao, picketing etc. Lockout refers to temporary closing of the place of work by the employer and is considered as an antithesis of strike. In the context of industrial relations, Inoue Shozo, ( 1991 ), proposed that "Traditionally labour relations were affected and measured by the number of strikes and work stoppages resulting in strikes and lockouts. However, in Japan it was realized that industrial harmony and sound industrial relations do not necessarily mean that their interaction excluded labour disputes ". Rao, R. V (1 974 ) stated that the causes of unrest and conflict among the workers may be economic or political in nature. Dissatisfaction with the past, insecurity in the present and apprehension of the future can be regarded as the root causes of the breakdown in the industrial relations. Over and above, workers' organizations have a number of means at their disposal to promote and defend their economic and social interests and the right to strike is an essential one. 114 According to Shyam Sunder, K. R ( 2006 ) in his article " Lockouts in India, 1961-2001 " commented that union leaders and commentators have observed that in the past two decades the incidence of lockouts has been high and increasingly accompanied with the decline in strikes. By contrast, if we glance at the industrial disputes scenario in Goa as a whole after liberalization, it is evident that strikes were more common than lockouts during the early years of liberalization, and that strikes too diminished from the scene during recent years as seen in Table 4. 3. 1. Table 4.3. 1. Industrial Disputes in Goa during 1990 - 2004 Year No. of No. of No. of No. of Work- No. of Retrench- No. of Total no Strikes Lockouts Layoffs stoppages meets Closures of disputes 1990 7 3 0 1 0 0 11 1991 22 2 0 0 0 0 24 1992 16 2 0 0 0 0 18 1993 5 2 0 0 0 0 7 1994 4 1 0 0 0 3 8 1995 6 2 3 0 0 4 15 1996 7 0 0 0 1 2 10 1997 N.A NA NA NA NA NA NA 1998 N.A N.A N.A NA NA NA NA 1999 N.A N.A 2 NA 1 4 7 2000 7 0 0 0 0 0 7 2001 6 1 0 0 0 0 7 2002 0 0 0 0 0 0 0 2003 4 1 0 0 0 0 5 2004 0 0 0 0 0 0 0 Source: Based on data collected from Research Assistant's Section - Office of the Labour Commissioner, Panaji. It is obviously plausible to suppose that industrial relations is about conflict and its settlement. Indeed, there exist three processes of industrial interaction: (i) Collective Bargaining — direct negotiation between the two parties - union and management. But negotiations do not always result in agreements. In the event of an impasse in 115 negotiations they may resort to pressure tactics strike ( by employees ) or lockout ( by employers ). (ii) Conciliation — negotiation between union and management assisted by third party — the conciliator. (iii) Arbitration — Advocacy of a case by union and management before a third party — the arbitrator. Results in adjudication of the case by the third party and the award is binding on the parties and is enforced by the tribunals. More often than not, industrial disputes disturb industrial peace and overall development of the society. Hence its early settlement is a prime requisite. Settlements are of two types: i) those arrived at, in the course of conciliation proceedings and are binding not only on the actual partners to the dispute but also on the heirs, successors and assigns of the employer on one hand and all the workmen in the establishment present or future. ii) Settlement arrived otherwise than in the course of conciliation proceedings. It is a written agreement between the employer and workmen, which is signed by the two parties in the prescribed manner and a copy is sent to the appropriate government. It is binding on the parties to the dispute only. Even more significantly, for the speedy settlement of industrial disputes and the promotion of congenial and harmonious work atmosphere and industrial prosperity, following authorities have been provided under the Industrial Disputes Act, 1947: (i) Works Committees: Section 3 provides for works committees. Sub section (1) lays down that the number of workers representatives on the committee 116 shall not be less than that of management. Sub-section ( 2 ) lays down the duties or functions of the works committees. (ii) Conciliation Officers: charged with the duty of mediating in and promoting the settlement of industrial disputes. ( Section 4 ) (iii) Board of Conciliation: ( Section 5 ) (iv) Courts of Inquiry: for inquiring into any matter appearing to be connected with or relevant to an industrial dispute. ( Section 6 ) ( v ) Labour Courts: ( Section 7 ) ( vi ) Tribunals: ( Section 7-A ) for the adjudication of industrial disputes relating to any matter, whether specified in the Second Schedule or Third Schedule. Kher, M ( 1985 ) was of the opinion that the working of the industrial relations system the world over demonstrated that a certain amount of state intervention was an essential attribute of all these systems. Majority of the industrial relations matters are left for voluntary settlement by parties concerned, while the State provides a legislative framework consisting of Trade Union Acts, restricting and regularizing in certain specific matters what the parties could do, and within this to leave them free to make their own arrangements. Before we venture into predicting whether the industrial relations were good or bad, it would be more appropriate to have a better knowledge of the present situation in terms of industrial disputes at the different units under study. 117 4. 3. 1 INDUSTRIAL DISPUTES AND ITS SETTLEMENT MACHINERY AT MORMUGAO PORT TRUST: A number of strikes, work stoppages or go slow tactics as shown in the Table 4. 3. 1. 1 prevailed at MPT during 1991-2005. On the contrary, after the Industrial Resolution was passed by the Board in 2000-01 and was adopted by Port Administration, the industrial relations at the MPT remained peaceful. There was absence of any lockouts during 1991-2005. 118 4.3. 1. Particulars of Strikes / Work stoppages Year Nature Duration Cause Union Category of No of Mandays employees Employees lost 1990- Work 2'' shift of 5 th July to Additional Transport & Minipool Members of 1991 stoppage 2' shift of 23.8.90 payment to be Dock Workers' Workers the union made on union affiliated account of PF to All India Arrears Port & Dock Workers' Federation. 1991- Go-slow- 1" shift of 1.10.91 to 1992 tactics 1" shift of 1' Nov'91 Delay in their revision of l't shift of 11.11.91 wages to 1' shift of 5.12.91 The spillage 1" shift of 16.1.92 to labourers 3"' shift of 24.1.92 engaged 1992- Peaceful 1994 1994- 24.03.95 to 25.03.95 Demonstration All 1995 for recognition categories 227 681 of newly formed working in MOHP, MPT MOHP Workers' Union 1995- Work 2 hrs on 9.06.95 Suspension of Workshop 1996 stoppage Workshop employees 133 33 days foreman for excluding and a 1/4 assault on Ministrial Executive staff & Engineer (M) Junior Go-slow- 1.08.95 to 8.09.95 Engineers tactics Non- payment of their wages Pool for the past four Workers months from Work April' 95 stoppage 3" shift of 5.02.96 to MPT MOHP MOHP followed 2'1 shift of 20.02.96 Workers' workers. by illegal union. (un- All strike recognised categories of union) employees (ClassIII& 796 10.952 IV) 96-98 Peaceful 1998- Go-slow- 1" shift of 21.05.98 1999 tactics to l e shift of All All Union 20.05.98 employees members 2°1 shift of 31.05.98 till 14.7.98 1" shift of 13.08.98 to 18.08.98 One day 11.12.98 Against strike privatization in ports. 1999- Work I' shift of Early wage Class III & 2000 stoppage 18.01.2000 to settlement IV Workers 22.01.2000 which was due from 01.01.98. 2000- Peaceful 2005 Source: Annual Administrative Report 1990 to 2005. 119 Table 4. 3. 1. 1 explicitly confirms that although there was a work stoppage during 1990- 91 it was called by an unrecognized union at MPT while our study consisted of only viable and recognized unions i.e MPRWU and GPDEU . Between 1991-2005 these unions were associated with the following disputes- during 1991-92, three go slow tactics were held, in 1995-96 one work stoppage and one go slow tactic was held, during 1998-99 three go slow tactics and one day strike took place and in 1999-2000 one work stoppage was held. From 1990-2000 we find disturbances in the industrial relations while from 2000- 2005 it shows harmonious industrial relations. The initial years after liberalization had more labour unrests in which the union members participated actively. With regard to MPRWU, 18.5 % of the members participated in only one , 35.4 % in two- three, 15.4 % in four-six and 30.8 % stated that they do not remember. Around 93.8 % felt the strikes in which they participated were justified and also 43.1 % assumed they were successful, 55.4 % felt partly successful and 1.5 % did not respond. On the contrary with regard to GPDEU, 12.7 % participated in only one, 30.2 % in two-three, 12.7 % in four-six and 44.4 % did not remember exact number of times they participated. Approximately 77.8 % felt the strikes had a justified cause and also 52.4 % presumed as successful, 36.5 % as partly successful, 1.6 % as both and remaining percent did not respond. Machinery for Settlement of Industrial Disputes: Disputes were settled according to the Industrial Disputes Act . The Central Relations Industrial Relations Machinery ( CRIM ) existed at Mormugao Port Trust. One of the unions proposed 120 that though they were satisfied with the grievance procedure, at times they found the management to be non-cooperative, victimizing workers for union activities, during 1991-1995 even made attempts to discourage union activities and foil union strength, refused to negotiate with the union and preferred to deal with the individual employees and also followed policy of favoritism. While the other union felt that they were not satisfied with the provisions of legitimate physical, medical and psychological needs of workers, prevention of occupational diseases. Both the unions were of the opinion that the management consulted the unions on matters of mutual interest at ministerial level and took satisfactory steps to maintain cordial relations. The union leaders preferred collective bargaining as it gave faster relief but regarding cases where it failed they opted for referring the matter to the tribunals. Through unions, basic issues were settled through conciliation except those regarding termination cases. Table 4.3. 1.2 No of Cases referred to Labour Court Year No of cases referred No of awards given No of withdrawals to Court 1991-1995 3 Cases still going on. Nil 1996-2000 Nil Nil Nil 1 withdrawn with 2001-2005 4 3 cases still going mutual on. understanding. Source: Based on primary data collected through Management / Employer's Questionnaires. 121 Table 4. 3. 1. 2 clarifies that the number of cases referred for adjudication has risen during the recent years and that the settlement machinery seemed to be less effective as the cases were prolonged without an effective solution. 4. 3. 2 INDUSTRIAL DISPUTES AND ITS SETTLEMENT MACHINERY AT GOA SHIPYARD LIMITED: According to the Management, GSL faced 109 disputes during 1990-1994, 84 disputes during 1995-1999, 63 disputes during 2000-2004 and 12 disputes in the year 2005. An effective grievance procedure along with active Works committees at shop floor / departmental level and Joint Management Councils managed to settle these disputes with only a minor fraction blooming up into strikes as shown in the Table 4. 3. 2. 1 Table 4. 3. 2. 1 Particulars of Strikes / Work Stoppages Year No. of Duration of Strikes Causes of strikes No.of Strikes workers involved 1990- 1995 1 1991 Wages , bonus. Total Workforce 30-08-1996 to 13- Induction of the Total 09-1996 Central Industrial Workforce 1995-2000 2 Security Force. 19-09-1998 to 10- Productivity Total 10-1998 linked Workforce incentives 2000-2005 Nil - - Nil Source: Based on primary data collected through Management / Employer's Questionnaires. The strikes were held before the formation of the unions under study. Infact GSKS was formed in 1998 and GSKE was formed in 2001. But it was 122 interesting to note that the members of these two unions were previously members of one union namely Shipyard Employees' Union and that 100 % of the members of GSKS and 81.8 % of GSKE members participated in the strikes. The workers called for a strike on 30 / 8 / 96 to oppose induction of Central Industrial Security Force at GSL. The Management deemed the strike as illegal and suspended five office bearers of the union. Although when the workers approached the labour ministry for settlement, a joint meeting was called but failed to arrive at a solution. This prompted a group of 88 workmen to join duty on 9 / 9 / 96. The remaining workmen continued the agitation until 13 / 9 / 96 when the Vice-President and the Secretary at the instance of Shri. Pratapsingh Rane, the then Hon. Chief Minister of Goa, withdrew the strike as workers were asked to join the duties unconditionally on 14 / 9 / 96 restoring normalcy at GSL. The second strike was a sit-in-strike called by the majority group of the union on 19 / 8 / 98. The rival group opposed the strike and the management declared it illegal and suspended four workers for disruption of activities at the Shipyard. The gates were closed and assurance of good behavior and full cooperation was demanded from workers before entry. The workers refused to oblige and held several gate meetings and morchas. In the mean time the workers got divided into two groups seeking intervention of different persons and political parties. A Peace Committee consisting of eight workmen expressed their intention to the Chief Minister to join duties. Later around 614 workers joined duty on 10 / 10 / 98 by signing an undertaking that grievances will be resolved shortly at the request of 123 the president of the majority group. The balance joined duty on 12 / 10 / 98. Both the strikes were thus voluntary resumptions caused by the imbalance in the bargaining powers of the employer and the union, inter union rivalry and fear of loss of employment on the part of workers. It was found that all the members of GSKS had participated at least in one strike during their service at GSL while only 81.2 % of the members belonging to GSKE took part in the strike. No strike was held after GSKS and GSKE were formed at GSL even though majority of the members were dissatisfied with the work conditions and wages. Union leaders expressed that low membership and lack of affiliation were the two major limitations faced by the unions. Machinery for Settlement of Industrial Disputes: According to the management, Works Committees helped in arriving at a settlement of the disputes. These committees have proved to be quite effective in solving disputes at shop floor / departmental level as given in Table 4. 3. 2. 2. Table 4. 3. 2. 2 Cases referred to Works Committees. Total no of Result cases Successfully Partially Not Year referred Resolved Resolved Resolved 1991-1995 6 3 2 1 1996-2000 12 5 4 3 2001-2005 3 3 nil nil N. B: Figures in the table are approximate figures. Source: Primary data collected through Employer's Questionnaire. 124 Table 4. 3. 2. 2 shows that during 1991-1995 the Works Committees were efficient enough in solving 5 out of the 6 cases referred to it. During 1996-2000 the number of cases referred to the Works Committees doubled in number while the unresolved cases more than doubled. However the committees have proved to have improved their efficacy during the recent years. During 2001-2005 it resolved all the cases referred to them. Cases not resolved by the works committees were normally referred to the Joint Management councils. And in cases of failure to arrive at a settlement, they were then referred to the tri-partite bodies. Table 4. 3. 2. 3 Cases referred to Joint Management Councils Result No of cases Successfully Partially Not Year referred Resolved Resolved Resolved 1991-1995 5 4 nil 1 1996-2000 3 2 nil 1 2001-2005 1 1 nil nil N. B: Figures in the table are approximate figures. Source: Primary data collected through Employer's Questionnaire. Table 4. 3. 2. 3 depicts that the number of cases referred to the Joint Management Councils have declined over the years. Paradoxically, according to the union leaders no such committees other than shop councils were formed at GSL. 125 Furthermore, according to the Management, a few cases were referred to the court shown in Table 4. 3. 2. 4 as they could not be settled through bi-partite methods of settling disputes. Table 4. 3. 2. 4 Number of cases referred to Court. Year No. of Cases No. of Cases No. of Cases Referred to Concil- Referred for Arbitr- Referred to the iation Officer ation to Industrial Labour Court Tribunal 1990-1995 4 4 4 1996-2000 2 Nil Nil 2001-2005 5 5 5 N. B: Figures in the table are approximate figures. Source: Primary data collected through Employer's Questionnaire. In 1990-95 the four cases referred to the Conciliator were not resolved and therefore had to be referred for arbitration and later to the Labour Court. While in 1996-2000 only two cases were referred for conciliation and were resolved successfully. However in 2001-2005 there was not only a rise in cases referred to the Conciliator but also none were resolved and therefore had to be referred for arbitration and later to the Labour Court as well. The Table 4. 3. 2. 4 thus documents that the conciliator has not been successful in solving the disputes and this has led to the rise in cases referred to third party negotiations. 126 4. 3. 3 INDUSTRIAL DISPUTES AND ITS SETTLEMENT MACHINERY AT COLFAX PRIVATE LIMITED: In 1991 the workers supported the other wing of the unit which went on strike against its closure. The strike was called by the previous union. But since the establishment of GMS in 1992, there has been no dispute reported till date. Nonetheless there were grievances of workers which were disposed off to the satisfaction of the workers by the grievance settlement procedure. All the members participated in the 1991 strike and were convinced that the strike was justified and also 62.5 % felt it was successful, 33.3 % considered it as partly successful and 4.2 % felt that the strike was unsuccessful. 4. 3. 4 INDUSTRIAL DISPUTES AND ITS SETTLEMENT MACHINERY AT CIBA SPECIALTY CHEMICALS ( INDIA) LIMITED The situation at this unit was very tense. The union leader was not ready to compromise. This led to an agitation which lasted for two months and prompted th th the management to finally call a lockout from 14 January 1994 to 30 October 1994. The workers responded to it by starting a strike from 30 October 994 to 25th October 1995. The generic weakness of the strike to bring any positive results forced the workers to call off the strike by the end of 1995. Disparagement and resentment caused the evolution of its own union Kamgarancho Ekvott in 2000. Since 2000-2005 there were no disputes reported at Ciba. 127 Here it is relevant to note that only fifty percent of the members of KE perceived that the strike had a just cause, with regard to its outcome, 35.7 % said it was a success, 35.7 % as partly successful and 28.6 % as unsuccessful in meeting workers demands. Machinery for Settlement of Disputes: According to the management, all grievances were nipped in the bud before blooming into disputes by its efficient grievance settlement machinery. Mutual negotiation was the order of the day during the recent years. No tri-partite methods had to be resorted to during 2000- 2005. 4.4 LABOUR PARTICIPATION IN MANAGEMENT: Krishna, G. R ( 1993 ) reported that labour participation can take the form of (i) trade union leaders appointed on the Board of Directors, so as to use their experience in labour- management relations and (ii) in joint consultative machinery consisting of 50 % of employee members elected and 50 % of the representatives of management nominated. Joint industrial councils function in well organized industries while the works' committees consisting of representatives of managements and workers operate in individual establishments. It should not be surprising that Worker participation in management was visualized as an effective measure of Industrial Policy Resolution which stated that management should consult with the workers to improve productivity and 128 industrial relations. The Industrial Disputes Act of 1947 provided for setting up of Works' Committees ( W.Cs ) in undertakings employing hundred or more workers, followed by introduction of Joint Management Councils scheme of 1957 and Worker Participation scheme of 1975. As such, two- tier worker participation committees came into existence: ( 1 ) shop councils at shop or departmental level that could discuss absenteeism, discipline safety, health, welfare, working conditions and production and ( 2 ) joint councils at the enterprise level ( in units employing more than 500 employees only ) which were supposed to discuss production, training, working hours, holidays, health, safety, welfare and workers' suggestions. Later this scheme was extended to service units and commercial organisations employing more than 100 workmen. 4. 4. 1 LABOUR PARTICIPATION IN MANAGEMENT AT MORMUGAO PORT TRUST: MPT had the President of MPRWU appointed on the Board of Directors. However Works Committees and Joint Management Councils did not exist though the following Committees were appointed : 1. Dock Safety Advisory Committee: The committee had 30 members ( 10 each from management, workers and stewardars). It conducted quarterly meetings. The Deputy Chairman of Mormugao Port Trust was its Chaiman. The committee performed the following functions — Dock Safety Week Celebration every 2 years, Seminars and training for workers and Heads of Departments. 129 2. Hospital Advisory Committee: Quarterly meetings were held. Requires Chairman's approval. 3. Uniform Committee: It had equal representation with 5 union members and 5 management members. It has been in existence for the past 20 years. 4. Welfare Fund Advisory Committee: It had 15 Lakhs as budgetary provision. The Committee disbursed the financial assistance to those affected with sickness, or distress, to needy families of Port Employees etc. 5. Central Canteen Advisory Committee: The Committee had the task of supervising the functioning of 10 canteens at Mormugao Port Trust. It emphasized improvement of food items as well as its quantity. These Committees have proved to be effective in increasing labour-management participation and promoting healthy labour- management relations at Mormugao Port Trust. Although the management had proposed to the unions to have Works Committees, the unions felt they were not worthwhile, as these above mentioned committees existed with adequate representation of recognized unions. The unions were taken into confidence regarding major issues and new policy implementation. However one union leader expressed that the worker participation at MPT was not so active. 130 4. 4.2 LABOUR PARTICIPATION IN MANAGEMENT AT GOA SHIPYARD LIMITED: According to the management, there were Works Committees appointed at GSL since 1984. The Works Committees consist of 50 : 50 representation of workers and management. They conducted meetings once a month. Following cases were referred to these committees at the plant level: Cases regarding material supply, storage, absenteeism, safety, welfare measures, personal matters, matters relating to economic, financial and environmental issues. In addition, Joint Management Councils too were established in 1985 with equal representation which conducted its meetings once a month. Cases not settled by works committees were referred to the councils. However according to the union leaders, there was absence of worker participation as there was no representation of workers at the top management level nor was there any worker participation scheme except shop councils. They further claimed that there were no other committees except a safety committee where two trade union office bearers belonging to one of the unions were nominated. The members of both the unions stated that worker participation in management was at a very low level and only 20 — 25 % of its members felt it was satisfactory. 131 4.4.3 LABOUR PARTICIPATION IN MANAGEMENT AT COLFAX PRIVATE LIMITED: At Colfax there was absence of any form of participation in management as there were no works committees or joint management councils or any other committees being appointed with workers representatives except the local union committee according to the union leader. 4.4.4 LABOUR PARTICIPATION IN MANAGEMENT AT CIBA SPECIALTY CHEMICALS ( INDIA ) LIMITED: Works Council was established consisting of 12 member strength - six representing workers and six representing the management. The representatives were elected to the council. It met twice a year. No other committee besides the works council and safety committee functioned as a form of labour participation. 4.5 PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS: The redressal of problems arising out of inter-personal relationships makes it inevitable for an organization to have a personnel policy. And so each organisation is bound to have its own personnel department which is entrusted with the responsibility of managing the activities of its personnel. The Personnel Management is generally concerned with recruitment, promotion / transfer, wages 132 and incentives, training, service activity, collective bargaining and participation and man-power development. Personnel Administration has a great role in building up industrial relations which is possible with sound and competent personnel management. Moreover, a team effort by the Labour Officers / Personnel Managers along with the Welfare Officer help in enhancing the motivational level and welfare of workers and thereby reduces conflicts and promotes healthy industrial relations. 4. 5.1 PERSONNEL MANAGEMENT AT MORMUGAO PORT TRUST: At MPT, there was one Labour Officer for Administrative Staff while the post of a Labour Officer for the Cargo Area was vacant. The labour Officer performed the following functions: to establish harmonious relations between labour and management, attend meetings with unions, discuss labour issues with management and to recommend appropriate course of action. In addition, there were two Welfare Officers whose functions were to provide welfare facilities to workers, take care of hygiene and other welfare measures. This goes some way towards proving the existence of following welfare measures for Port Employees: 1. Library and Information Services. 2. Medical facilities - 100 bedded hospital, primary health Center and First Aid Center. 3. Transport - to work places and school and to retired and port users. 133 4. School - primary, secondary and higher Secondary level. 5. Canteen facilities - 8 canteens. 6. Auditorium. 7. Scholarships to employees' children studying from std I to post graduation. 8. Vocational Center - courses in computers, shorthand, typewriting, tailoring, embroidery, bharatnatyam, harmonium, music ( vocal ), tabla, flower making and fabric painting. 9. Housing facilities - residential quarters and loans for constructing own house. 10. Environment protection and upgradation. 11. Training facilities - Planning and Management Services Department conducts training programmes. According to the responses of employees, 92 % members of MPRWU and 87 % members of GPDEU expressed that they were satisfied with the welfare provisions made by the management at MPT. It is also pertinent to note that, with reference to the Labour Officer / Personnel Manager, in their questionnaires, 21.5 % members of MPRWU said they had no contact with the officer, 20 % gave no response and 58.5 % found him to be cooperative, helpful / good / sympathetic while according to GPDEU, 27.2 % said they had no relations / contact, 23.8 % did not respond and 49 % as good / satisfactory / cooperative. Also one of the union leader felt that the labour officers attitude 134 was to some extent more in favour of the management than in the interest of workers. No visits were made to the workers. 4.5.2 PERSONNEL MANAGEMENT AT GOA SHIPYARD LIMITED: Since 1975 onwards Labour Officers are known as Welfare Officers at GSL. One Welfare Officer, General Manager P & D A, Chief Manager P & D A, Two Manager Personnel and One Assistant Manager Personnel made up the Personnel Department. Also Two Counselors from Kripa Foundation and One Counselor, appointed on contract basis provided their services to the workers. Everyday one Counselor would be available. Following Welfare Measures were implemented 1. Employees' State Insurance Act. 2. Provident Fund Act. 3. Small Family Welfare Scheme — One increment for vasectomy or tubectomy. 4. Goa Labour Welfare Fund Act. A bi-partite fund is created through company contribution of Rs.15 / - and Rs.5 / - by the employee. 5. Workmen's Compensation Act. In addition Safety Week, scholarships, 50 aqua guards and coolers, 24 hours ambulance facility, Group Medical Insurance Policy, Cooperative Credit Society, Computer and swimming classes for children and classes in homemade pickles, stitching for housewives, visits to problem families were conducted. 135 In their questionnaires, 70 % members of GSKS and only 19 % GSKE members felt that welfare facilities available at GSL were found to be satisfactory. 4.5.3 PERSONNEL MANAGEMENT AT COLFAX PRIVATE LIMITED: One Personnel Manager looks after the personnel as well as the provisions of the following welfare facilities: 1. Medical Reimbursement of Rs. 1650 / - per annum to those not covered under ESI. 2. Domiciliary treatment allowance of Rs. 175 / - per month per worker 3. All workers covered under Mediclaim scheme of Rs. 500000 / -, health check-up every year. 4. Personal Accident Policy of Rs. 60000 / - for workers. 5. Leave Travel Assistance of Rs. 3000 / - per annum. 6. Training every three months on job related matters, hygiene, safety measures. 7. Provision of social security measures like gratuity, bonus, pension, maternity benefits and ESI to six workers. 8. Educational allowance of Rs. 400 - Rs. 450 / - per worker per month. 9. Fifteen year and Twenty-five Years Service Award. 10. Credit Cooperative Society started by management contribution. 11. Canteen or lunch and Transport allowance. 12. Recreation — Founders day / Picnic. 136 Fifty percent of the members of GMS expressed that they were satisfied with the welfare facilities provided by the management. According to, 70.8 % members of GMS, the Personnel Officer had good relations with the workers. 4. 5.4 PERSONNEL MANAGEMENT AT CIBA SPECIALTY CHEMICALS (INDIA) LIMITED: The Human Resource Department consisted of Head of Human Resource and Administration, Senior Executive Administration Officer, Personnel Manager and Receptionist cum Secretary. Following welfare facilities were available to workers: 1. Incentive Scheme based on targets for attendance, quality and productivity up to Rs. 6000 / - per year. 2. Rs. 3000 / - per year for not going on leave without pay. 3. Motivational and safety training for workers, allowance for safety and safety week celebrations. 4. Twelve - Fifteen Years Service Award. 5. Medical Insurance Scheme of Rs. 4 lakhs benefiting employee along with spouse and two children. 6. Social security measures like pension, gratuity, bonus, maternity benefits. 7. Seventy-five percent of tuition fees for self -education. 8. Housing loan of minimum 6 lakhs or 50 times basic salary which ever is more @ 4 % interest. 137 9. Full service canteen provided in all three shifts. 10. Recreation - family day / picnic. At Ciba, 79 % of the members were satisfied with the welfare facilities and also sixty-four percent found the Personnel Officer to be good / co- operative. 4.6 LABOUR — MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE: Reddy, T. C; M. Gajendran and S. Gayathri ( 2000 ) quoted the study conducted by Forehand and Gilmer (1964) that defined climate as the characteristic that distinguishes one organization from the other, endures over a period of time and influences the behaviour of people in organizations. In this sub-topic we analyse the data pertaining to labour-management relations ( LMR ) and Organisational Climate ( OC ) at each of the four units under study. Similar study was conducted by Sharma ( 1987 ), Nadar, E. N; K. Ramachandran and K. U. S. Patnaik ( 1991 ). Following six dimensions of Organisational Climate were identified as potential determinants of Labour-Management Relations: 1. Monetary Benefits ( MO N ). 2. Safety and Security ( SEC ). 3. Welfare Facilities ( WEL ). 4. Recognition and Appreciation ( REC ). 138 5. Opportunity for Advancement ( ADV ). 6. Grievance Handling ( GRI ). These determining factors were assessed using the multiple regression technique LMR = po + f3 MON + 02 SEC + 03 WEL + 134 REC + 0 5 ADV + 136 GRI ( Where LMR is dependent Variable and MON, SEC, WEL, REC, ADV and GRI are independent Variables / Regression Coefficients. ) Hypothesis: 11 > o; i = 1,2,.....,6. Hypothesis in words: Monetary Benefits, Safety and Security, Welfare Facilities, Recognition and Appreciation, Opportunity for Advancement and Grievance Handling are positively related to Labour-Management Relations. Data was collected using a three- point Linkert Scale. Every item had three- point response category. The categories were ( a ) Low; with a weightage of 0 - 1, (b) Moderate; with a weightage of 2 — 3 and ( c ) High; with a weightage of 4 -5. The scoring was reversed for negative items. Each dimension of Organisational Climate was measured with the help of three statements and the response to each statement was obtained on a three-point scale ranging between 0 and 2. Every chosen union member's response to the three statements were added to determine his aggregate score for each climate dimension. By adding the aggregate scores of all the respondents and dividing the sum by the number of respondents, the mean score for each of the six dimensions of organizational 139 climate was determined. In a summary form the findings for the four units are shown in Table 4.6. 1. Table 4.6.1. Mean Score and Standard Deviation for each of the selected Variables Sr Org. Mean Score Std. Deviation No Climate MPT GSL COLFAX CIBA MPT GSL COLFAX CIBA 1. MON 1.84 1.42 2.00 1.93 .41 .50 .00 .27 2. SEC 2.09 1.80 2.00 2.00 .42 .40 .00 .00 3. WEL 1.90 1.56 1.83 2.00 .30 .50 .56 .00 4. REC 1.77 1.51 1.92 1.86 .44 .51 .41 .36 5. ADV 1.73 1.42 1.58 1.86 .44 .50 .83 .36 6. GRI 1.88 1.33 2.00 2.00 .38 .48 .00 .00 7. LMR 2.25 1.93 1.88 2.86 .59 .25 .34 .36 Source: Based on data collected through Interview and Worker's uestionnaire. It is evident from the Table 4. 6. 1 that the labour management relations were quite good at Ciba and MPT. It also signifies that although LMR was moderate at GSL, it rated lower on all the six dimensions as compared to the other three units under study. The two highest rated dimensions are Safety & Security and Welfare facilities at MPT and GSL while at Ciba, in addition to these two dimensions Grievance Procedure had highest ratings. At Colfax, Monetary benefits, Safety & Security and Grievance Handling occupied higher ratings. Opportunities for advancement was the lowest rated dimension at all the units except GSL that rated Grievance Handling as least satisfactory. 140 4. 6. 1 LABOUR- MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT MPT: Table 4. 6. 1. 1 Labour- Management Relations and Organisational Climate at MPT Sr.Mo 0.0 Low Rating Moderate Rating High Rating Average No % No % No % Rating % 1. MON 23 18.0 103 80.5 2 1.6 1.84 2. SEC 6 4.7 104 81.3 18 14.1 2.09 3. WEL 13 10.2 115 89.8 0 0.0 1.90 4. REC 30 23.4 97 75.8 1 0.8 1.77 5. ADV 34 26.6 94 73.4 0 0.0 1.73 6. GRI 18 14.1 108 84.4 2 1.6 1.88 7. LMR 10 7.8 76 59.4 42 32.8 2.25 N.B: 1. The figures shown in the table represent the number of respondents adding up to 128 when added horizontally. 2. The percentages add up to 100 when added horizontally. Source: Based on Primary data collected through Workers' Questionnaires. Table 4. 6. 1. 1 gives a breakup of the 128 samples in terms of low, moderate and high ratings. It also shows the average rating for the firm and reveals that for perfect climate to be built at MPT, improvements were necessary with regard to its Recognition and Appreciation and Opportunity for advancement. It also stressed that efforts were needed to make monetary benefits more attractive and to improve Grievance Handling and Welfare Facilities. To study the relationship between the Labour-Management Relations and the Organisational Climate at MPT, we used nonparametric Spearman's Correlations. The inter-correlation matrix for the seven variables with reference to MPT is given below: 141 Table 4. 6. 1. 2 Inter-Correlation Matrix for the Selected Variables Var across LMR MON SEC WEL REC ADV GRI Var down LMR 1.000 MON .346** 1.000 SEC -.008 .080 1.000 WEL .224* .374** .244** 1.000 REC -.033 .158 .039 .135 1.000 ADV .199* .322** .041 .266** .051 1.000 GRI .230** .382** .216* .375** .406** .320** 1.000 ** Correlation is Significant at the .01 level ( 2-Tailed ) * Correlation is Significant at the .05 level ( 2-Tailed ) It is evident from the column one of the matrix that except for Safety and Security and Recognition and Appreciation the dimensions were positively and significantly related to labour-management relations. Although our hypothesis was that all the six dimensions of Organisational Climate were positively related to LMR, Safety and Security ( SEC) and Recognition and Appreciation ( REC) had negative relationship with LMR. To identify the combinations that were most critical in explaining variations in labour-management relations, we used Linear Multiple Regression Model. Also a step-wise regression technique was adopted to avoid multi -co-linearity problem. 142 Taking LMR as a dependent variable and MON, WEL, ADV and GRI as independent variables the fitted function for MPT was: LMR = .816 + .405** MON + .148 WEL + .0000002 ADV + .152 GRI (2.998) (.820) (.600) (1.027) 2 _2 R =.156; R = .129 ; F = 5.683. * Significant at 0.1 level ( 2-Tailed ). ** Significant at 0.5 level ( 2-Tailed ). In the above equation, the computed values of 't' are provided in the parentheses and only MON was found to be significant and among the four dimensions, it is also the highest influencing factor ( 40 % ). However together, all the four factors accounted for only 12 % of variations in LMR. The possible reasons for low relations were that the figures were constant, there were data fluctuations and existence of other factors that could not be quantified. At the Second Step, another multiple regression model was fitted with only WEL, ADV and GRI as independent variables. Here LMR = 1.003 + .278 WEL + .141 ADV + .253 GRI (1.535) (1.164) (1.704) 2 _2 R = .094; R = .072 ; F = 4.303. The above equation predicts that none of the variables were statistically significant and therefore had a very low relations, although F - value was found to be significant. 143 At the final level, third multiple regression model was fitted with ADV and GRI as independent variables. LMR = 1.343 + .173 ADV +.324 GRI (1.435) (2.287) 2 _2 R = .077; R = .062 ; F = 5.220. Here too the equation denotes that both these dimensions were not statistically significant and explained only 6 % of the variations in LMR. Table 4. 6. 1.3 Regression Results for MPT Model Coeffi Coeffi- Coeffi- Coeffi- Coeffi- No -cient dent cient cient dent 2 2 Po Ri 132 R3 134 R ft F (MON) (WEL) (ADV) (GRI) 1. .816 .405** .148 .0000002 .152 .156 .129 5.683 2. 1.003 - 278 .141 .253 .094 .072 4.303 3. 1.343 - - .173 324 .077 .062 5.220 * Significant at 0.1 level ( 2-Tailed ). ** Significant at 0.5 level ( 2-Tailed ). We conclude from the above analysis that monetary benefits have a significant impact on labour-management relations. It also reveals that, for further improvements in LMR, it was necessary to improve monetary benefits to a greater extent compared to the other three dimensions and attention is also needed to be paid to welfare facilities and grievance handling. This result is also approved by the average ratings given in Table 4. 6. 1. 1. 144 4. 6. 2 LABOUR- MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT GSL: Table 4. 6. 2. 1 Labour-Management Relations and Organisational Climate at GSL Sr.No 0.0 Low Rating Moderate Rating High Rating Average No % No % No % Rating % 1. MON 26 57.8 19 42.2 0 0.0 1.42 2. SEC 9 20.0 36 80.0 0 0.0 1.80 3. WEL 20 44.4 25 55.6 0 0.0 1.56 4. REC 22 48.9 23 51.1 0 0.0 1.51 5. ADV 26 57.8 19 42.2 0 0.0 1.42 6. GRI 30 66.7 15 33.3 0 0.0 1.33 7. LMR 3 6.7 42 93.3 0 0.0 1.93 N.B: 1. The figures shown in the table represent the number of respondents adding up to 45 when added horizontally. 2. The percentages add up to 100 when added horizontally. Source: Based on Primary data collected through Workers' Questionnaires. Table 4. 6. 2. 1 indicates that except for social security, greater percent of low rating was given to most of the dimensions and that improvements were needed on the basis of priority in the following order: 1. Grievance Handling, 2. Monetary Benefits, 3. Opportunity for Advancement, 4. Recognition and Appreciation and 5. Welfare Facilities. The relationship between the Labour- Management Relations and the Organisational Climate was studied using the nonparametric Spearman's Correlations. The inter-correlation matrix for the seven variables with reference to GSL is given below: 145 Table 4. 6. 2. 2 Inter-Correlation Matrix for the Selected Variables: Var across LMR MON SEC WEL REC Vardown ADV GRI LMR 1.000 MON .228 1.000 SEC -.134 -.022 1.000 WEL -.060 .040 .335* 1.000 REC -.083 .296 .289 .646** 1.000 ADV .048 .362* .202 .674** .566** 1.000 GRI .000 .159 .236 .632** .597** .541** 1.000 ** Correlation is Significant at the .01 level (2-Tailed) * Correlation is Significant at the .05 level (2-Tailed) Although our hypothesis was that all the six dimensions of Organisational Climate are positively related to LMR, the column one of the matrix in the Table 4. 6. 2. 2 reveals that Safety and Security, Welfare Facilities and Recognition and Appreciation were negatively related while Grievance Handling had no correlation to LMR. To identify the combinations that are most critical in explaining variations in labour-management relations and to avoid multi-co-linearity problem, following step-wise linear Multiple Regression Model was used: Taking LMR as a dependent variable and MON and ADV as independent variables, the fitted function for GSL was: 146 LMR = 1.788 + .123 MON + -0.0201 ADV (1.508) (-.248) 2 _2 R = .054; R = .009 ; F =1.189 In the above equation, the computed values of 't' are provided in the parentheses. The impact of these two dimensions was shown to be around one percent only. At the Second level, another regression model was used with only MON as independent variable as follows: LMR = 1.769 + .115 MON (1.539) 2 _2 R = .052; R = .030 ; F = 2.368 Here too the equation proves that MON is not statistically significant and it explained only 3 % of the variations in the dependent variable. Table 4. 6. 2. 3 Regression Results for GSL: Model Coefficient Coefficient Coefficient No Po Pi P2 2 2 R k F (MON) (ADV) 1. 1.788 .123 -0.0133 .054 .009 1.189 2. 1.769 .115 - .052 .030 2.368 The above table highlights that though monetary benefits showed small relations with LMR, an increase in monetary benefits by one percent would lead to 11-12 % increase in LMR. 147 4. 6. 3 LABOUR- MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT COLFAX: Table 4. 6. 3.1 Labour-Management Relations and Organisational Climate at Colfax Sr.No 0.0 at Low Rating Moderate High Rating Average COLFAX No % Rating No % Rating No % % 1. MON 0 0.0 24 100.0 0 0.0 2.00 2. SEC 0 0.0 24 100.0 0 0.0 2.00 3. WEL 2 8.3 22 91.7 0 0.0 1.83 4. REC 1 4.2 23 95.8 0 0.0 1.92 5. ADV 5 20.8 19 79.2 0 0.0 1.58 6. GRI 0 0.0 24 100.0 0 0.0 2.00 7. LMR 3 12.5 21 87.5 0 0.0 1.88 N.B: 1). The figures shown in the table represent the number of respondents adding up to 24 when added horizontally. 2). The percentages add up to 100 when added horizontally. Source: Based on Primary data collected through Workers' Questionnaires. Table 4. 6. 3. 1 gives a satisfactory picture regarding the organisational climate and specifies that attention was needed to improve the Opportunity for Advancement. As an attempt to study the relationship between the Labor- Management Relations and the Organisational Climate we used nonparametric Spearman's Correlations. The inter-correlation matrix for the seven variables with reference to COLFAX is given below: 148 Table 4. 6. 3. 2 Inter-Correlation Matrix for the Selected Variables: Var across LMR MON SEC WEL REC ADV GRI Var down LMR 1.000 MON . a .a SEC .a .a .a WEL .798 .a .a 1.000 REC .552** a .a -.063 1.000 ADV .116 .a .a -.155 .406* 1.000 GRI .a .a .a .a .a .a .a ** Correlation is Significant at the .01 level (2-Tailed) * Correlation is Significant at the .05 level (2-Tailed) N.B: .a = ( Cannot be computed because one of the variables is constant ). Even though we could not run the correlation for all the dimensions as one of the variable was constant, WEL, REC and ADV were found to be positively related to LMR. To identify the combinations that are most critical in explaining variations in labour-management relations and to avoid multi-co-linearity problem, following step-wise linear Multiple Regression Model was used: Taking LMR as a dependent variable and WEL, REC and ADV as independent variables, the fitted function for Colfax was: LMR = 1.0641 + .500 WEL +.500 REC + 2.4669 ADV 2 _2 R = 1.000; R = 1.000 149 In the above equation, due to absence of Std. Error, 't' and "F" values and the level of significance cannot be computed. It was also evident that the three dimensions explained fully the variation in the dependent variable. At Second level, following multiple regression model was used taking into account WEL and ADV as independent variables: LMR = .800 + .500* WEL + .100 ADV (6.854) (2.014) 2 _2 R = .695; R = .666 ; F = 23.953 * Significant at .000 level. It is evident from the above equation that the two variables explain 66 % relations with LMR and that improvement especially in WEL could better the LMR at Colfax even further. At the final step, another regression model was used with ADV and REC as independent variables as follows: LMR = 1.000 + .500 REC + -0.05263 ADV (3.64) (-.655) 2 _2 R = .318; R = .253; F = 4.903 The above equation approves that the two dimensions explain 25 % relations with LMR. It also depicts that ADV is negatively related to LMR. The negative relation indicates that increase in ADV can also, at certain times, lead to decrease in LMR. 150 Table 4. 6. 3. 3 Regression Results for Colfax: Model Coefficient Coefficient Coefficient Coefficient No 130 pi P2 P3 2 _2 R R F (WEL) (REC) (ADV) 1. 1.0641 .500 .500 2.4669 1.000 1.000 2. .800 .500 .100 .695 .666 23.953 3. 1.000 .500 -0.0526 .318 .253 4.903 Here we conclude that at Colfax, welfare facilities and recognition were the two dimensions of Organisational Climate, improvements in which, could lead to even more better and healthier labour-management relations. The Average Rankings ( shown earlier in Table 4. 6. 3. 1 ) also highlighted the need to improve these two dimensions. 4. 6.4 LABOUR- MANAGEMENT RELATIONS AND ORGANISATIONAL CLIMATE AT CIBA: Table 4. 6. 4. 1 Labour-Management Relations and Organisational Climate at Ciba Sr. 0.0 at Low Rating Moderate Rating High Rating Average Rating No CIBA No % No % No % 1. MON 1 7.1 13 92.9 0 0.0 1.93 2. SEC 0 0.0 14 100.0 0 0.0 2.00 3. WEL 0 0.0 14 100.0 0 0.0 2.00 4. REC 2 14.3 12 85.7 0 0.0 1.86 5. ADV 2 14.3 12 85.7 0 0.0 1.86 6. GM 0 0.0 14 100.0 0 0.0 2.00 7. LMR 0 0.0 2 14.3 12 85.7 2.86 N.B: 1. The figures shown in the table represent the number of respondents adding up to 14 when added horizontally. 2. The percentages add up to 100 when added horizontally. Source: Based on Primary data collected through Workers' Questionnaires. 151 Table 4. 6. 4. 1 depicts that the climate found at Ciba was moderately satisfactory with regard to all the dimensions but the firm needed to pay attention to Recognition and Appreciation and Opportunity for Advancement. The relationship between the Labour- Management Relations and the Organisational Climate at Ciba was explored using nonparametric Spearman's Correlations as follows: The inter-correlation matrix for the seven variables with reference to CIBA is given below: Table 4. 6. 4. 2 Inter-Correlation Matrix for the Selected Variables Var across LMR MON SEC WEL REC ADV GRI Var down LMR 1.000 MON .679** 1.000 SEC .a .a WEL .a .a REC .417 .679** .a .a ADV -.167 -.113 .a .a -.167 1.000 GRI .a .a .a .a .a .a .a ** Correlation is Significant at the .01 level (2-Tailed) N. B: .a = ( Cannot be computed because one of the variables is constant ). Likewise the case of Colfax, we could not run the correlation for Ciba for all the six dimensions as one of the variables was constant. However the column one of the matrix helped us to infer that MON and REC were positively related to 152 LMR. It also depicted that the relation between MON and LMR was statistically significant at .01 level. The combinations that were most critical in explaining variations in labour- management relations were studied following a step-wise linear Multiple Regression Model. Taking LMR as a dependent variable and MON and REC as independent variables, the following function was fitted for Ciba : LMR = 1.083 + 1.000 MON + -0.0833 REC (2.449) (-.277) 2 _2 R = .465 ; R = .368 ; F = 4.786 In the above equation, the computed values of 't' are provided in the parentheses. It approves 36 % relations of MON and REC with LMR, of which MON has 100 % impact as REC had negative relations. At the Second level, another regression model was fitted with REC as the independent variable: LMR = 2.083 + .417 REC (1.588) 2 _2 R =.174;R = .105;F=2.521 It is evident from the above equation that REC explained 10 % relations with LMR of which 41 % was purely from REC. 153 At the final level, regression model was fitted with MON as the independent variable as follows: LMR = 1.077 + .932 MON (3.207) 2 _2 R = .462 ; R = .417 ; F = 10.286 It is noted from the above equation that MON alone had 41 % impact on LMR and that when MON was increased by 1 %, LMR increased by 93 %. Table 4. 6. 4. 3 Regression Results for Ciba Model Coefficient Coefficient Coefficient No po p1 02 2 2 R k F (MON) (REC) 1. 1.083 1.000 -0.0833 .465 .368 4.786 2. 2.083 - .417 .174 .105 2.521 3. 1.077 .932 - .462 .417 10.286 From the above analysis we conclude that improvements in monetary benefits rather than in recognition and appreciation would help in further betterment of labour- management relations at Ciba. 4.7 UNION LEADERSHIP AND INDUSTRIAL RELATIONS: Leadership is the crucial factor behind the growth of effectiveness of trade union movement. It is the leaders who bargain as well as regulate participation of labour. They can fetch as much co-operation as they can generate conflict 154 between employers and employees. After liberalisation the leadership of the industrial unions to a great extent emerged from within the working class. Salunkhe, S. A ( 1994 ) stated that development of union leadership from within the working class was a positive feature but faced following limitations: a) relatively low level of education. b) less time to devote for union activities. c) lacked training in union management. d) possibility of victimization. These constraints imposed constraints on their activities as union leaders. The emerging leaders on their own were not in a position to provide the necessary strength and effectiveness to its organisation and hence the need for affiliation to the outside leadership making the future of viable trade unions depend upon a balanced nexus between inside and outside leadership. To maintain industrial peace and establish industrial harmony, settlements should be effective in eliminating the source of disputes. One of the determinants of effectiveness of settlement is the relative strength of the union and management. Union leaders who socially distanced workers show little understanding or concern for the latter's problems. 155 Table 4. 7. 1 Union Leadership according to the total respondents at MPT, GSL, Colfax and Ciba. Sr. Item of Agree Partly Disagree No Total No Response Agree Response No %age No %age No No. %age No. % age %age 1. Committed to the cause of workers MPT 78 60.94 18 14.06 30 23.44 2 1.56 128 100.00 GSL 33 73.33 0 0.00 11 24.44 0 2.22 45 100.00 Colfax 23 95.83 0 0.00 1 4.17 0 0.00 24 100.00 Ciba 14 100.00 0 0.00 0 0.00 0 0.00 14 100.00 2. Neglected job opportunities. MPT 12 9.38 17 13.28 97 75.78 2 1.56 128 100.00 GSL 0 0.00 0 0.00 45 100.00 0 0.00 45 100.00 Colfax 0 0.00 0 0.00 24 100.00 0 0.00 24 100.00 Ciba 0 0.00 0 0.00 14 100.00 0 0.00 14 100.00 3. Rigid & not open minded MPT 20 15.62 19 14.84 87 67.98 2 1.56 128 100.00 GSL 3 6.67 0 0.00 42 9333 0 0.00 45 100.00 Colfax 0 0.00 0 0.00 24 100.00 0 0.00 24 100.00 Ciba 0 0.00 0 0.00 14 100.00 0 0.00 14 100.00 4. Promoted interests of a few MPT 29 22.66 15 11.71 82 64.07 2 1.56 128 100.00 GSL 0 0.00 0 0.00 45 100.00 0 0.00 45 100.00 Colfax 1 4.17 0 0.00 23 95.83 0 0.00 24 100.00 Ciba 0 0.00 0 0.00 14 100.00 0 0.00 14 100.00 5. Sought personal favours from management MPT 20 15.62 13 10.16 93 72.66 2 1.56 128 100.00 GSL 0 0.00 0 0.00 45100.00 0 0.00 45 100.00 Colfax 0 0.00 0 0.00 24 100.00 0 0.00 25 100.00 Ciba 0 0.00 0 0.00 14 100.00 0 0.00 14 100.00 , Source: Based on the Primary data collected through Workers' Questionnaires. 156 The figures in the Table 4. 7. 1 also predict that 65 to 75 % of the union members at MPT, about 100 % at GSL and CIBA and over 95 % at Colfax are of the opinion that the respective leaders were neither rigid nor did they seek personal favours but were supportive and listened to the workers' grievances sympathetically. In addition to these findings, it was also observed that 60 % of the members of the respective unions at MPT, 73 % at GSL, 95 % at Colfax and 100 % at Ciba agreed that the leaders were committed to the cause of workers. 4. 7. 1 UNION LEADERSHIP AT MORMUGAO PORT TRUST: According to the members of MPRWU, when they felt injustice was done, 46.2 % preferred to approach the union leaders, 20 % preferred the supervisor, 18.5 % approached both and 4.6 % approached others i.e. HOD and 3.1 % did not respond. While 42.9 % approached the union leaders, 27 % referred the matter to supervisors, 6.3 % approached both and 6.3 % approached others with regard to GPDEU. Also it was discovered that according to MPRWU, in the preceding years, 38.5 % members felt that the union has been mainly successful, 10.8 % members quoted as mainly unsuccessful, 49.2 % as partially successful while 7.1 % did not approach the union leader. And in the case of GPDEU, 31.7 % of the members agreed that the union has been mainly successful, 7.9 % as mainly unsuccessful and 60.3 % as partially successful in negotiating with the management. 157 The President of MPRWU attended the following Training Programmes: 1) Leadership Development at Srinagar. 2) Quality Circle regarding Productivity conducted by National Productivity Council at Lucknow. 3) Six other courses in major organisations. 4) Course on Safety. 4. 7.2 UNION LEADERSHIP AT GOA SHIPYARD LIMITED: According to the members of GSKS, 87 % preferred to approach the union leader, 8.7 % went to the supervisors and 4.3 % to both. Around 17.4 % members felt that the union's negotiations with the management were mainly successful, 4.3 % members announced the union to be mainly unsuccessful and 73.9 % members agreed that it was partially successful. In the opinion of members of GSKE, when faced with injustice, 77.3 % approached the union leader, 13.6 % approached the supervisors and 4.5 % went to both and another 4.5 % did not respond . About 27.3 % members said that their union was mainly successful, 9.1 % opined that the union was mainly unsuccessful and 63.6 % agreed that it was partially successful in negotiating on their behalf with the management. One of the union leader expressed that lack of affiliation to a national federation was its major weakness and that in future he would like his union to be strengthened by affiliating its union to AITUC. 158 4. 7. 3 UNION LEADERSHIP AT COLFAX PRIVATE LIMITED: In times of injustice, 87.5 % of the GMS members approached the union leader, 4.2 % went to the supervisors, 4.2 % to both and 4.2 % referred the matter to others. About 41.7 % members were of the view that the union was mainly successful, 54.2 % of the members expressed it was partially successful and 4.2 % as both while no member found it to be mainly unsuccessful. The union members not only had faith in their leader but they also believed that they could fulfill all their demands through their leader 4. 7. 4 UNION LEADERSHIP AT CIBA SPECIALTY CHEMICALS ( INDIA ) LIMITED: Whenever injustice was felt by the members of KE, only 28.6 % preferred to approach the union leaders, 50 % would approach the supervisor and 4.3 % approached both and 7.1 % approached others as well. In the workers' opinion, 35.7 % felt the union leader was mainly successful, 42.9 % as partially successful and 14.3 % as mainly unsuccessful in negotiating with the management while the remaining 7.1 % never approached the union leader. Inspite of 100 % degree of unionisation found at Ciba, majority of the members preferred to approach the supervisor rather than refer the mater to the union leader. 159 4.8 COMPARISONS: ( i ) All unions preferred Collective Bargaining to tri-partite methods of settlement even though the type of negotiations differed from union to union. According to the respective union leaders, majority of the cases negotiated by MPRWU, GSKS, GSKE and GMS were with reference to Working Conditions while those negotiated by GPDEU related to Transfers and Promotions and those by KE were regarding Social Securities. ( ii ) The degree of occurrence of strikes and other forms of work stoppages too differed at the four units. At MPT, moderate strike proneness, at GSL and Ciba high strike proneness and at Colfax low strike proneness was found during the initial period after liberalization as shown in Table 4. 8. 1. and Pie charts 4. 8. 1. a and 4. 8. 1. b Table 4. 8. 1 Strike proneness Year Unit 1990-95 1995-2000 2000-2005 MPT 2 2 0 GSL 3 3 0 COLFAX 1 0 0 CIBA 3 3 0 N. B: High = 3 ( 3 strike ) Moderate = 2 ( 1 strike + other work stoppages ) Low = 1 ( 1 strike only ) Non-existent = 0 ( no strike ) 160 Strike Proneness during 1990-95 Strike Proneness during 1995-2000 Pie Chart 4. 8. 1. a Pie Chart 4. 8. 1. b Pie Chart 4. 8. 1. a presents that strike proneness was prevalent at all the four units during the first five years of liberalization though there was a difference in the degree. Pie Chart 4. 8. 1. b reveals that there was absence of strike proneness at Colfax during 1995-2000. During 2000-2005, there was absence of strike at all the four units under study. (iii)Negotiations across the table and collaboration between employers and unions have resulted in a decline in the occurrence of strikes and lockouts and promoted congenial and harmonious industrial relations in the recent years. (iv)The employees' views towards different aspects having a bearing on industrial relations differed as given in Table 4. 8. 2. 161 Table 4. 8. 2 Employees' Views on aspects related to industrial relations. Sr. Parameters MPRWU GPDEU GSKS GSKE GMS KE No. No % No % No % No % No % No % 1. Management gives credit for work done Yes 50(76.9) 47 (74.6) 14 (60.9) 9 (40.9) 24(100.0) 14(100.0) No 15 (23.1) 16 (25.4) 9(39.1) 12 (54.5) 0 (0.0) 0 (0.0) No Response 0 (0.0) 0 (0.0) 0 (0.0) 1 (4.5) 0 (0.0) 0 (0.0) 2. Management differentiates between union & non-union members Yes 50(76.9) 47(74.6) 15 (65.2) 8 (36.4) 0 (0.0) 0 (0.0) No 15(23.1) 16(25.4) 7(30.4) 13 (59.1) 24(100.0) 14(100.0) No Response 0 (0.0) 0 (0.0) 1 (4.3) 1 (4.5) 0 (0.0) 0(0.0) 3. Workers if given authority will re- duce disputes Yes 44(67.7) 44(69.8) 21 (91.3) 19 (86.4) 9(37.5) 7 (50.0) No 18(27.7) 13(20.6) 2 (8.7) 2 (9.1) 15(62.5) 7 (50.0) No Response 3 (4.6) 6 (9.6) 0 (0.0) 1 (4.5) 0 (0.0) 0 (0.0) 4. Workers represent cases without unions will improve relations with management. Yes 23(35.4) 28(35.4) 9 (39.1) 7 (31.8) 2 (8.3) 6 (42.9) No 41(63.1) 34(54.0) 12 (52.2) 13 (59.1) 22(91.7) 7 (50.0) No Response 1 (1.5) 1 (1.6) 2 (8.7) 2 (9.1) 0 (0.0) 1 (7.1) 5. Employees and Employers are essential wheels of productive system and should cooperate Yes 64 (98.5) 61 (96.8) 22 (95.7) 21(95.5) 24(100.0) 14(100.0) No 1 (1.5) 1 (1.6) 0 (0.0) 0(0.0) 0 (0.0) 0 (0.0) No Response 0 (0.0) 1 (1.6 1 (4.3) 1(4.5) 0 (0.0) 0 (0.0) Source: Based on Primary data collected through Workers' Questionnaires. 162 It is clearly evident from the table that although 70-75 % of the members of the two unions at MPT agreed that the management gave credit for work done, that it differentiates between workers and disputes would be reduced if workers were given authority while around 20-25 % had an opposite response. At GSL, 60 % members of one union expressed that the management gave credit for work done while 54 % of those of the other union had a different opinion. Majority of the respondents at all units stated that disputes would be less if workers were given authority and nearly 100 % agreed on need for cooperation on the part of both management and workers for the progress of the unit. (v) With regard to Workers' Participation in Management, the employees gave their verdict as follows: KE showed 100 % satisfaction, followed by MPRWU with 69.2 % and GPDEU with 57.1 %. On the other hand, GSKS, GSKE and GMS showed higher percentage of dissatisfaction of its members as shown in the Table 4. 8. 3. Table 4. 8. 3 Employees views on Workers' Participation in Management. Name of the Satisfactory Unsatisfactory No response Total Trade Union No % No % No % No % MPRWU 45 692 12 18.5 8 12.3 65 100.0 GPDEU 36 57.1 19 30.2 8 12.7 63 100.0 GSKS 6 26.1 17 73.9 0 0.0 23 100.0 GSKE 5 22.7 14 63.6 3 13.6 22 100.0 GMS 10 41.7 14 58.3 0 0.0 24 100.0 KE 14 100.0 0 0.0 0 0.0 14 100.0 Source: Primary data collected through Employees' Questionnaires. 163 (vi) If we compare the LMR and OC at the four units it is evident that th units differ from one another with respect to each of the selected dimensions. At MPT, 32 % of the respondents and 85 % at Ciba rated LMR as highly satisfactory, on the other hand 93 % at GSL, 87 % at Colfax and 59 % at MPT rated LMR as moderately satisfactory. Secondly, only at MPT, high ratings were given to some of the dimensions as well. Thirdly, Average ratings as well as multiple regression models asserted the fact that at MPT and Ciba, improvements in monetary benefits while at Colfax those in welfare facilities and recognition and appreciation were necessary. According to the respective union leaders too these were the areas of concern. (vii) The success or failure of a trade union depends upon the behavior of its leaders who adapt to the requirements of the situation. In the context of factors responsible for success of union leaders at negotiations with the management, following observations were made as depicted in the Table 4. 8. 4. 164 Table 4.8.4 Factors responsible for success in negotiations: ( figures as percentages) Factors MPRWU GPDEU GSKS GSKE GMS KE (i)Solidarity of workers 26.2 30.2 17.4 36.4 42 28.6 (ii) Justified demands. 20 20.6 4.3 18.2 4.2 (iii)Capable union leadership 4.6 15.9 8.7 4.5 4.2 (iv)Cooperative management. 9.2 6.3 8.7 27.3 14.3 (v)i&ii 7.7 4.8 17.4 4.2 (vi) i & iii 12.3 7.9 12.5 (vii) i & iv 4.3 7.1 (viii) ii&iii 3.1 (ix) ii& iv 8.7 14.3 (x) iii & iv 1.5 4.3 (xi) i, ii & iii 6.2 11.1 8.7 4.5 33.3 (xii) i, ii &iv 1.5 8.7 16.7 7.1 (xiii) i, iii & iv 4.5 14.3 (xiv) ii, iii & iv 42 (xv) i, ii, iii & iv 16.7 7.1 (xvi) Not approached 7.1 (xvii) No response 3.1 1.6 8.7 4.5 Source: Based on Primary data collected through Workers' Questionnaires. It is evident from the above table that solidarity of workers and justified demands were the two outstanding factors in the view of members belonging to MPRWU, GPDEU, GSKS and GSKE while for GMS, it was capable union leadership in addition to these two factors where as for KE, solidarity of workers was the most important factor that led to the success in negotiations. (viii) With regard to failure of negotiations, disunity of workers was the single most prominent factor for MPRWU, GPDEU, GSKE and KE where as unjustified demands for GSKS and unjustified demands and strong case of the management were reported as the prominent factors by the members of GMS as shown in Table 4. 8. 5. 165 Table 4. 8. 5. Factors responsible for failure in negotiation ( figures as percentages) Factors MPRWU GPDEU GSKS GSKE GMS KE (i) Disunity of workers. 47.7 28.6 4.3 59.1 16.7 50.0 (ii)Unjustified demands. 12.3 19.0 34.8 4.5 29.2 7.1 (iii)Incompetent union leaders. 13.8 17.5 13.0 18.2 (iv)Strong case of the 15.4 19.0 4.3 management. (v)i& ii 3.2 43 7.1 (vi) i & iii 7.7 1.6 13.0 9.1 (vii) 1.6 13.0 7.1 (viii) ii& iv 4.3 37.5 (ix) i, ii & iii 1.5 (x) Due to government policy. 7.1 (xi) No response 1.5 3.2 8.7 9.1 8.3 21.4 Source: Based on Primary data collected through Workers' Questionnaires. 4.9 CONCLUSIONS From the findings in this chapter we can draw the following conclusions: 1. The units under study differed from each other with respect to the grievances, efficacy of the grievance procedure and the strike proneness 2. Although strikes represent an overt manifestations of an unsatisfactory state of industrial relations and is an indicator of bad relations, an absence of strike does not necessarily mean an indication of good relations. Relations may be very bad and yet no strike may occur due to apathetic attitude, workers badly organized or due to depressive state of the unit or due to lack of alternative employment. On the other hand, strikes may be caused by many other causes other than bad industrial relations. 166 3. The faith of the members in their leader and his ability to negotiate the demands of its members with the management are of utmost importance for the growth of the union and also instrumental in determining the nature of relations at the workplace. 4. Industrial relations scenario during recent years at the four units, to a large extent, revealed satisfactory industrial relations due to cooperation rather than conflict between management and labour. 167 CHAPTER V SOCIO - ECONOMIC IMPACT OF TRADE UNIONS. 5. 1 INTRODUCTION. 5.2 SOCIO - ECONOMIC IMPACT OF TRADE UNIONS AT MORMUGAO PORT TRUST. 5.3 SOCIO - ECONOMIC IMPACT OF TRADE UNIONS AT GOA SHIPYARD LIMITED. 5.4 SOCIO - ECONOMIC IMPACT OF TRADE UNIONS AT COLFAX PRIVATE LIMITED. 5.5 SOCIO - ECONOMIC IMPACT OF TRADE UNIONS AT CIBA SPECIALTY CHEMICALS ( INDIA) LIMITED. 5.6 COMPARISON OF IMPACT OF TRADE UNIONS . 5.7 CONCLUSIONS. 168 5.1 INTRODUCTION: Trade unions affect both economic as well as the social life of the workers. The impact of unions on wages has significant implications for economic growth and stability as well as for the distribution of income between union and non-union workers and between labour and other factors of production. Strong and healthy trade unions can make substantial contribution to labour productivity and economic development by organising and conducting educational programs, participation of unions in the programs designed to improve productive efficiency, suggesting the workers several practical ways to minimize wastage of raw materials and improving efficiency through better distribution of workload and minor technical readjustments, through labour participation in the form of works councils, helping in the process of adjustment and integration of the workers in the industrial life. Joshi, R. J. (2007) stated that although most of the work conditions existed mainly due to management efforts, trade unions also have a special responsibility to take up issues with the management. Equality of treatment at work or elimination of discrimination in hiring, promotions, transfers, provision of maternity benefits, transport, along with wider issues having implications for the entire workforce were taken care of in their negotiations by the existing unions. Trade unions aim to secure greater security for the workers — protect his job ( against other workers, against redundancy ) protect him when unemployed, sick, injured at work, etc. 169 Tiwari, K (1995) opined that the duty of a trade union is i) to educate and cooperate with the management to educate the employees regarding their duty with respect to safety and health, ii) participate in management's efforts on training and supervising employees to follow safe and healthy working procedures and iii) cooperate with management in all bi-partite discussions on safety and health of employees. Socially too, unions have a more determinate role to play in the lives of vast masses of working population and encompass more needs of the workers than any other institution. Union, work and political loyalties were sufficiently powerful as to considerably moderate the force of tradition in the social life of the community. Trade unions play a very significant role in developing the labour community. In the organized sectors, trade unions take interest in solving housing problems of the workers, health — care improvements, family planning etc. In many cases trade union pressures as also their constrictive cooperation have helped employers in undertaking programs for improving working efficiency of those units with benefits to employers, workers and the rest of the community. Activities like running factory canteens, encouragement of small savings through establishment of workers' banks, formation of mutual benefit societies, educating the rank and file in personal, social and industrial hygiene, safety practices, child welfare, ensuring effective use of labour welfare centers and finally dissemination of general information to their members in order to create social awareness of their present day surroundings and the role expected of them in the tasks of 170 national reconstruction and emotional integration have been undertaken by many trade unions during recent years. By bargaining for a better wage, the union aids the workers and their families to improve their size and nature of consumption and thus attain greater position, respect and dignity in society. The conventional role of the trade unions is to advance the interest of their members and in so doing help the community to the extent possible to reach higher levels of living. Trade unions have turned from the question of wage and social security — employment related issues — to locality based concerns such as health, habitation, sanitation, education and so on. In the earlier chapters we have covered the militant function and the role they play in industrial relations. Here, in this chapter, we will specifically deal with the other economic and the social impact of trade unions under study. The economic impact will be discussed with regard to Wages, Productivity, Work Conditions, Job Security and Safety. The social impact will be examined with reference to Health and Welfare Measures, Standard of Living and Environment. 171 5. 2. SOCIO- ECONOMIC IMPACT OF TRADE UNIONS AT MORMUGAO PORT TRUST: I. Economic Impact ( a ) WAGES: Mormugao Port Trust comes under the National Wage Board. Representatives of both Mormugao Port & Railway Workers Union ( MPRWU ) and Goa Port & Dock Employees Union ( GPDEU ) at the national level federations have an impact on the wages and not as an individual port or trade union. The union office bearers actively participated during wage revision meetings with the wage board negotiation committee. The unions favoured standardization of work and wages and objected any wage reduction. They negotiated different schemes of wage incentives to workers and were implemented by the management. The schemes include Piece rate incentive scheme for Cargo handling labour, Incentive scheme for MOHP, Incentive scheme for Railway workers etc. The unions found that the nature of grievances of workers was to a greater extent related to wage hike. During the last wage revision, according to the President of GPDEU, 680 cases were put forth before the administration out of which 652 cases were resolved, 28 cases were reopened again by the new Chairperson and were likely to be in favour of the workers. He added that the union individually approached the Ministry and got the issues settled. 172 According to the MPRWU, wages were negotiated by the core committee formed by the Federation with due representation of the union. The President further stated that the revision of pay scales were made at highest levels, framed the Charter of demands demanding revision in wages and submitted to the Ministry of Shipping and also saw that no employee was deprived and 99.9 % of the cases related to wages were solved. Table 5. 2. 1 Employees Views on Wages Sr. No Item MPRWU GPDEU 1. Present Wage Rate Satisfactory 72.3 66.7 Unsatisfactory 18.5 15.9 Satisfactory to some extent 1.5 - No response 7.7 17.5 2. Present Emoluments Satisfactory 87.7 77.8 Unsatisfactory 10.8 20.6 Satisfactory to some extent 1.5 - No response - 1.6 Source: Based on Primary data collected through Employee Questionnaires. Table 5. 2. 1 reveals that greater percent of MPRWU members were satisfied with both wage rate and emoluments. Secondly, twenty percent members belonging to GPDEU were unsatisfied with the present emoluments. But around 83.1 % members belonging to MPRWU and 73 % belonging to GPDEU agreed that they were content with the steps taken by the union for ensuring wages and job security. Although the members were not satisfied with the wage rate and the 173 emoluments they still had faith in their leaders' ability to bargain a better wage in future. ( b ) PRODUCTIVITY: Here we will try to relate the trends in productivity and the labour relations or role played by the unions if any in improving productivity. MPT has become the first port in the country and one among the few in the world to achieve the prestigious quality certificate ISO 9002 on a comprehensive basis for port facilities and related services for the sea borne trade. The following parameters indicate the nature of the Port performance: 1 ) Average service time and output per ship berth day. 2 ) Cargo ships handled. 3 ) Annual Traffic Trend and 4 ) Average labour Productivity. 1 ) Average service time and output per ship berth day: MPT has achieved a reduction with regard to average turn — round time as well as average service time. Secondly, it has achieved an increase in both the average output as well as total output per ship berth day and is shown in Table 5.2. 2 given below. 174 Table 5. 2. 2 Berth Occupancy at MPT 54 14 1990 1991 1992 1999 2900 2002 A St 2004 Year ; -91 -92 -93 -2000 Items -01 -03 -05 Amp turn- mend 6.2 5.78 6.11 5.96 6.81 6.61 6.8 5.8 4.81 4.3 4.25 4.65 2.79 4.41 4.35 Time On days) ik 10310 10203 8211 8346 9053 8878 8540 10446 11018 11162 12438 13576 14029 16746 11084 Pedernales 01 MOAN Amp tins 111111 Per ship At 1.61 1.31 1.50 1.33 1.61 1.45 1.12 1.32 2.57 3.14 2.86 bertIV 2.12 1.06 1.15 1.09 neap anise Time (in days) Output Per dip berth 37981 46611 41091 48552 36474 41120 37053 42716 41335 51584 53925 5386 56037 51489 55116 day Oa tens) Source: Annual Academic Report 1990-91 to 2004-05. 2 ) Cargo ships handled: There was a decline in the number of cargo ships handled by the Port during 1994 - 95 due to storm and power restrictions; in 1995 - 96 due to non working time of 24 hours due to strike / work stoppage and in 1998 - 99 due to go - slow tactics and one day strike adopted by the employees. However from 1999 - 2000 onwards the Port has obtained rise in cargo ships handled and are shown in the Table 5. 2. 3. 175 Table 5. 2. 3. Number of Cargo Ships Handled at MPT Year Cargo Ships Handled 1990-91 445 1991-92 469 1992-93 633 1993-94 721 1994-95 636 1995-96 637 1996-97 Na 1997-98 608 1998-99 483 1999-2000 505 2000-2001 588 2001-2002 597 2002-2003 626 2003-2004 677 2004-2005 699 Source: Annual Administrative Report of MPT, 1990 — 1991 to 2004 - 2005. As a part of modernization of the Port, Vessel Traffic Management System (VTMS ) has been installed for safe maneuvering of ships inside the port. 3 ) Annual Traffic Trend: Table 5. 2. 4. depicts the trends in quantity of exports and imports carried out through this Port. 176 Table 5. 2. 4 Annual Traffic Trend (Quantity in Lakh Tonnes) Year Total Exports Total Imports 1990-91 131.89 12.77 1991-92 127.02 15.01 1992-93 139.20 16.44 1993-94 161.82 15.13 1994-95 161.49 19.40 1995-96 152.76 102.58* 1996-97 153.61 17.61 1997-98 192.06 19.58 1998-99 154.60 25.36 1999-2000 149.29 32.58 2000-2001 159.38 35.74 2001-2002 183.09 46.00 2002-2003 192.69 43.80 2003-2004 234.06 44.68 2004-2005 25028 56.31 NB: * includes 83.10 lakh tonnes iron ore unloaded at MOHP ( Berth No 9 ) Source: Annual Administrative Report of MPT, 1990 - 1991 to 2004 - 2005. During the decade 1991 - 2001, according to the management, an all time record traffic of 21.18 million tonnes and growth rate of 22.35 % over the previous year and against the ministry target of 18 .00 million tones was achieved in 1997 - 98 due to clear objectives, proper planning, wholehearted cooperation and support from the trade, labour and devotion and zeal of workers. 4) Average Labour Productivity: Rise in the labour productivity has been witnessed by the Port as depicted in the Table 5. 2. 5. 177 Table 5. 2. 5 Labour Productivity: Average productivity ( tones) Shore 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 lab -91 -92 -93 -94 -95 -96 -97 -98 -99 -2000 -01 -02 -03 -04 product- ivity 1Break 99 98 90 84 - Imp nil Bulk: Exp 117 (a) Metals, 14.19 18.7 18.3 33.3 35.5 28.9 56.7 Iron & Steel, 2.25 HR Coils (b) - - 4.5 5.0 5.2 5.8 5.1 Bagged Cargo 2. Dry 85 92 103 127 Imp Bulk: 223 Exp 185 (a) ------Food grains (b) Ores ------ (c) 0.75 0.4 - - - - - Fertilizers (d) Fer.------Raw ms (e) Coal/ ------Coke 3. Cont- - 0.5 0.3 0.4 0.46 1.09 12 ainers: In terms - 0.04 0.0 0.04 0.05 0.05 0.01 of TOES In terms - 0.03 0.00 0.03 0.04 0.04 0.01 of boxes 178 Dock 95 94 87 98 124 120 Lab Prod. 1.Break Bulk (a)Bagged 1.5 2.0 3.9 4.3 4.3 7.3 - cargo (b) 9.2 20.0 19.7 19.6 15.6 21.5 15.3 Metals, Iron & Steel c)Other 0.7 1.0 3.9 1.8 0.5 2.4 6.9 2. Dry Bulk: (a) Food ------grains (b)Ores (i) 25.8 27.1 31.7 23.0 22.0 32.6 36.5 Mechani cal (i) 2.5 - - 1.5 - - - Convent Tonal (c)Fertili zers (i)Mecha 1.4 13.2 10.4 17.4 15.8 17.9 19.1 nical (ii)Conv - 1.5 1.9 2.0 2.4 3.4 10.8 8.9 entional (d)Fert------Raw ms (e)Coal/ Coke (i)Mecha 11.6 17.1 17.5 20.4 24.9 27.3 32.0 nical (ii)Conv 2.1 2.3 3.1 2.9 3.4 10.1 10.3 entional (f)Alumi 4.5 4.0 4.5 5.2 6.3 10.1 10.7 na (g) 13.8 13.6 18.7 21.3 Others Contain 7.0 13.3 14.5 13.7 15.8 19.3 22.1 ers TUES 0.6 1.2 14.5 1.4 1.5 1.6 1.2 Boxes 0.4 0.9 1.2 0.9 1.1 1.3 1.4 NB: For the Years 1990 - 91 to 1996 average productivity per gang shift. For the Years 1997 onwards average productivity per man-hour. Source: Annual Administrative Report of MPT, 1990 - 1991 to 2004 - 2005. 179 Both the unions at MPT agreed that cooperation with the management in its efforts to enhance productive efficiency was an important function of the unions. The management too applauded the labour and its unions for cooperative labour relations orientation and its role in improving productivity. With regard to MPRWU, the management recognized valuable services rendered by the present President of the union, for offering valuable and constructive suggestions for improving the productivity of dock labour, actively taking up issues affecting the port employees and for readiness to sort out across the table in a very amicable atmosphere. The dock labour earned only Rs.4000 to 5000 as wages per month, which after taking over as Trustee and as union leader, he introduced the incentive scheme based on productivity which now enables the workers to earn up to Rs.20000 to 25000 per month. The union has taken following steps in cooperation with the management in raising productivity: 1 ) No stoppage of work even during non reporting of reliever in the subsequent shift. 2 ) In the cargo handling department, management has to provide transport to report for duties after booking of the staff. 3 ) Suggested that due to privatisation, transport has been taken away and this causes decline in productivity. Recently the union signed a settlement to bring down the cost of operation and to improve labour productivity through training and updating knowledge of gang workers. The union representatives to the production committee discuss shortfalls, causes, mal- functioning / labour flaws, etc. 180 The union leaders encourage its members to participate in the training courses conducted by the management. They also stress that its members participate in the two training courses conducted every year by its Federation. In addition, the union in cooperation with the management made efforts to reduce absenteeism to improve productivity of its members. Sickness — own / family, family problems and social and religious causes were the major causes of absenteeism. The unions advised the members on the benefits of regularity at work and the ill effects of absenteeism to the labour and its productivity through Circulars and Gate Meetings. They also paid visits to the homes of the regular absentees and convinced them to join work at the earliest. Union cooperation and management efforts have enabled MPT in the lowering of absenteeism rate from 5 - 10 % during initial years of liberalization to 0.5 % in 2004 - 05. During 2004 - 05, 1177 sick certificates were issued which implied loss of 7503 days of work and an average loss of 637 days per certificate as compared to 2592 sick certificates with 22679 loss of days and an average of 8.75 days lost per certificate in 1993 - 94. ( c ) WORK CONDITIONS: With regard to fixing the length of the work - day and breaks, MPRWU favoured increasing daily working hours to meet the required hours of work. At present they have settled for two five days week and two six days week for clerical, one hour lunch break for office staff and sub- 181 sections while shift workers have built - in break timings. Improving service conditions have always been one of its priorities. GPDEU was actively involved with fixing the length of the workday and breaks as per the standing orders, shift changes and improvements in the work conditions. It accepted additional workload only if the workers were provided with incentives. The union is of the opinion that the facilities provided for workers and the physical work-environment was satisfactory and felt that the management was cooperative in nature. ( d ) OTHERS: i ) Job Security: GPDEU provides 100 % job security to its members according to its President. The union was successful in reinstating three termination cases. The union does not interfere with the employment policy of the unit but takes up grievances on matters regarding compensatory appointments. It objects transfers with low incentives but allows transfers only under malpractice. The MPRWU also provides job security to regular employees except those involved in disciplinary action, disobedience, thefts or other criminal cases. The union deals with maintaining seniority, wrong fixation as well as cases arising out of long absenteeism. Since 1991 — 2005 no worker has been retrenched at MPT. ii) Safety: Higher the number of accidents lower will be the safety of workers. Table 5. 2. 6 depicts the picture regarding accidents at MPT during 1991 - 2005. 182 Table 5. 2. 6 Particulars of Accidents: Causation & Number: Year Striking Falling Wrong Caught Person Contact Run Others Total against of movem in falling with over objects objects ent between electric Current F NF F NF F NF F NF F NF F NF F NF F NF P N PN PN PN PN PNPN PNPN PN PN PN PN PN PN PN PN 1990- -- 3 1 - --4 - - - - - - 1 - - 1 - - - - - - - - - - - - - - 4 6 91 92 1992- - - 1 4 - - - 3 - - 1 - - - - 1 - - - 1 - - ------ 1 - 3 9 93 1993- - - - 7 - - - 5 - - 1 4 - - - 3 - - 1 3 - - - 1 - - - - - - - 1 2 24 94 1994- - - 1 3 - - - 5 - - 3 3 - - - 1 - -4- - - 5 - - - - - - 2 - - 13 14 95 1995- -- 5 - -- 2- -- 4- -- 7- - 1 26 --10- - - - - - - 3 - 33 7 96 1996- - - 4 1 1 - 8 - - - 2 - 1 - 1 1 - - - 1 - - 7 - - - - - 1 - 1 - 26 3 97 1997- -- -- - - 1 - --24- - - 4- -- 1- - - - - - - 1 - -- 1 - 32 - 98 1998- - - 12 - - - 1 - - - - - - - 2 - - - 5 - - - - - 1 - - - - - 1 - 22 - 99 1999- - - 5 - - - 1 - - - 1 - - - 2 - 1 - 6 - - - 1 - - - - - - - - - 17 - 2000 01 2001- - - 2 - - - 3 ------ 1 - - - 6 - - - 1 - 1 - - - - - 2 - 16 - 02 2002- 1 - 4 - - - 1 - - - - - - - 4 - 1 - 4 - 1 - 2 - - - - - - - - - 18 - 03 2003- 1 - 8 - - - 2 - - - - - - - 1 - - - 2 - - - 1 - 1 - - - - - - - 16 - 04 2004 — - - 3 - - - 1 - - - - - - - 2 - - - 4 - - - 3 - - - - - - - - - 13 - 05 NB: F = Fatal NF = Non-Fatal P = Port Area N = Non-Port Area Source: 1. Annual Administrative Report of MPT, 1990 — 1991 to 2004 - 2005. 2. Primary data collected through Interview with the Safety Officer. It is evident from the figures given in the Table 5. 2. 6 that from 1997 - 98 onwards there were no accidents reported at the Non Port Area. Striking against objects, falling of objects, caught in between and persons falling are yet major 183 causes of accidents at the Port Area. Since 1998 — 99 onwards the number of accidents at Port Area also have declined. According to both the unions, the management was reasonable in its provision for accidents and prevention of occupational diseases but many workers were not making use of the safety devices and hence the unions took interest in educating the workers regarding safety measures and by actively participating in the Safety Week, displaying posters and deputing two of its members for safety training every year. Two representatives from each union were appointed to the safety committee since 1980 and from 2005 five representatives were appointed. Table 5. 2. 7 Employees' Views regarding Job Security and Safety Devices Sr. No Item MPRWU GPDEU 1. Job Security Present 96.9 96.8 Absent 3.1 3.2 No response - - 2. Safety Devices Satisfactory 84.6 71.4 Unsatisfactory 1.5 11.1 No response 13.8 17.5 3. Met with an Accident Yes 15.4 14.3 No 84.6 85.7 4. Confidence in Leader Yes 55.4 100.0 No 30.8 - Partly 7.6 - No Response 6.2 - Source: Based on Primary data collected through Employee Questionnaires. The Table 5. 2. 7 clearly shows that 96 % of the members of both the unions felt their jobs to be secure. According to MPRWU, 84 % were satisfied with safety 184 devices and had never met with an accident at work but only 55 % had confidence in the union leader. With reference to GPDEU, even though only 71 % were satisfied with safety devices and about 14 % had met with an accident at work, all the members had confidence in their leader. II. Social Impact: The unions at MPT also performed the following social functions: (a) HEALTH AND WELFARE: As a measure to promote health of the workers, the management runs a 100 bedded hospital, a first aid center, a primary health center, conducts periodic health check-ups, health camps, educative programmes, medical benefits after retirement, counseling etc. With reference to promotion of health, the role of the two unions at MPT can be summarized as follows: GPDEU contributed towards the promotion of health facilities in the following ways: taking up cases with referral to other hospitals for specialized treatment - TATA, KAD Belgaum. demanded amendment of medical regulations. staged demonstrations for removal of garbage. objected to the contributive medical benefits scheme for pensioners and asked for free treatment. 185 While MPRWU amended medical attendance regulations to enable patients to go for specialized treatment outside the state. extended the family benefits to in-laws as well. disabled children of employees brought under medical benefits. ( until death) demanded provision of medical benefits after retirement. Secondly, The Port Administration continued its efforts to better welfare amenities to the employees and extend assistance in promoting the all-round growth of employees and their families. It runs primary, secondary and high secondary schools, vocational center, provides scholarships, housing, canteens, transport facilities; the expenses on which are shown in Table 5. 2. 8 186 Table 5. 2. 8 Break up of total expenses on welfare measures (in Rs. Crs) Year Exp on Bus Transport Welfare Scholarships/ Mainte LTC Subsidy to TOTAL Hospital trans re- expenses eduatiowi nance Canteen imburse (from fees/welfare/ of staff ment welfare grants/sport] quarters Fund) small fly incentive/ welfare buildings,etc. 1990- 270.53 91 1991- 332.70 92 1992- 431.436 93 1993- 495.704 94 1994- 45.40 11.74 63.49 57.35 9.46 1.98 189.42 95 1995- 48.27 9.41 69.67 68.74 6.30 2.19 204.58 96 1996- na na na na na na na na na 97 1997- 333.44 58.23 35.35 3.55 166.24 127.33 9.17 2.41 736.85 98 1998- 391.68 64.69 - 3.74 189.27 141.77 31.95 3.04 861.63 99 1999- 478.47 63.83 35.23 15.00 162.75 190.06 36.05 4.93 986.92 2000 2000- 620.60 89.93 73.42 3.88 148.83 141.53 15.08 7.32 1100.44 01 2001- 613.86 90.05 - 7.18 128.87 8.15 848.11 02 2002- 640.60 99.23 - 6.78 348.86 8.30 1103.77 03 2003- 648.73 94.39 - 8.05 311.56 7.74 1070.47 04 2004- 600.97 80.00 - 5.00 300.89 12.0 1100.83 05 Source: Annual Administrative Report of MPT, 1990-1991 to 2004-2005. Regarding MPRWU, since 1990-95, three members were appointed as representatives to the welfare committee but during 1995-2004 no representative 187 was appointed. However from 2005 one union representative was appointed to this committee. In addition it tried to settle family problems, provided guidance on loans and its payments, counseling services, visited families of its members and conducted widow remarriages ( six members ). GPDEU had no representation to the welfare committee and yet it tried to promote welfare of its members. It brought award of scholarships from Jawaharlal Nehru Port Trust and also introduced Tuition Fee Re-imbursement based on Tuticorin Port Trust. (b) STANDARD OF LIVING: The unions worked to improve the standards of living of its members and their families by raising wages and allowances, productivity linked incentives and demanding provision of better housing, health, transport, education and recreational facilities by the management. (c) ENVIRONMENT / AREA DEVELOPMENT PROGRAMME: The Port have adopted several measures for the improvement of the environment within the operational areas such as a) Creation of special Cell to monitor the level of pollution. b) Plantation of 1000 samplings on the periphery of the Port Security wall, to trap dust. c) Wet dust suppression system. d) Regular spraying of water on roads. e) Mechanical road sweeper. f) Covering of all trucks and rail wagons during transportation of cargo out of the port. g) Introduction of sprinkling towers. 188 The unions too showed an increasing interest in caring for the environment. GPDEU held dhamas for environment cleaning while the leader of MPRWU was appointed as a member of the Port Operating Group that discussed issues like cleanliness, hygiene, environmental issues and suggested measures for its improvement. 5.3 SOCIO-ECONOMIC IMPACT OF TRADE UNIONS AT GOA SHIPYARD LIMITED: I. Economic Impact ( a ) WAGES: Goa Shipyard Kamgar Sangh ( GSKS ) was represented in the Wage Board and demanded that every allowance should be increased at least by 20 %. Goa Shipyard Kamgar Ekvott ( GSKE ) was not represented in the Wage Board yet according to its President, it successfully pursued HRA / CCA issue with the Central Government. 189 Table 5. 3. 1 Employees Views on Wages Sr. No Item GSKS GSKE 1. Present Wage Rate Satisfactory 8.7 45.5 Unsatisfactory 87.0 54.5 No response 4.3 - 2. Present Emoluments Satisfactory 8.7 54.5 Unsatisfactory 87.0 45.5 No response 4.3 - Source: Based on Primary data collected through Employee Questionnaires. Table 5. 3. 1 depicts that less than 10 % members of GSKS were satisfied with the wage rate and emoluments earned. While around 45 % members belonging to GSKE found the wage rate to be satisfactory and an equivalent percent found emoluments to be unsatisfactory. The employees however asserted that the respective unions were making efforts to improve their wages. About 78.3 % members belonging to GSKS and 72.7 % belonging to GSKE expressed satisfaction with the steps taken by the union for ensuring wages and job security. Majority of the members of both the unions felt that the wage rate and emoluments were highly unsatisfactory but believed that their respective union leaders would succeed in securing improvements in the same in the near future. ( b ) PRODUCTIVITY: A rising trend was found from 2000 onwards in terms of productivity at GSL as shown in Table 5. 3.2. 190 Table 5. 3. 2 Productivity at GSL during 1991-2005. Year Production (Rs in lakhs) 1991-92 8589 1992-93 10638 1993-94 13308 1994-95 15695 1995-96 16198 1996-97 17745 1997-98 11131 1998-99 7865 1999-2000 10928 2000-2001 19000 2001-2002 22043 2002-2003 23214 2003-2004 200.33 (crs) 2004-2005 141830 (crs) Source: Primary data collected through Management Questionnaire. The table shows that the productivity at GSL had decreased during 1997-2000. One of the major reason was the strike and lockout. After 2000 onwards it depicted an upward trend Although the figures for 2004-05 showed a downward trend, it was because of non-completion of the work and not due to decline in productivity. According to the management, high levels of productivity have been achieved mainly due to absence of major industrial disputes like strikes and as a result of cooperation of the unions with the management in achieving its targets. GSKS was awarded " Special Commendation " Award in 2004 for helping in increasing the speed of work. Earlier six plates were being cut, but with the cooperation of the union and its members it managed to cut eight plates per day. The union suggested increase in work / two shifts and avoidance of double work. The union also supported technological change and improvement in quality and 191 productivity. The union was of the opinion that excess of family expenditure, deductions, lack of overtime, heavy loans make workers take up alcoholism which happens to be a common cause of absenteeism at GSL. To reduce absenteeism and improve productivity of its members, if the worker continues to be absent in the second week, the office bearers along with the management committee visit the worker's residence, meet his family, discuss his grievances and try to convince the worker to join work at the earliest. GSKE cooperated with the Welfare Officer in the Employees' Assistance Programme as a measure to check absenteeism. In the opinion of its President, the union made efforts in co-operation with the management to raise productivity, as it was considered to be one of its function as well. ( c ) WORK CONDITIONS: Even though one of the union expressed that the management satisfactorily catered to the legitimate physical, medical and psychological needs of the workers, the other union negated the same and demanded improvement of working conditions at GSL, as majority of its members found most of them to be unsatisfactory. ( d ) OTHERS: i) Job Security: GSKS gave first preference to promotion policy. Secondly it suggested appointment of tradesmen / new employees to fill the 500 vacant posts caused by VRS, which at present are being filled by contract workers. GSKE succeeded in reinstating a worker who was dismissed even though 192 the worker was not its member. No worker has been dismissed because of absenteeism. ii) Safety: GSKS demanded goggles, hand gloves, helmets, shoes and training of batches of workers in first aid and safety. GSKE got the management to appoint the Promotion Policy Review Committee. The union opines that the management has not been reasonable in its provision for accidents and prevention of occupational diseases. The union gave more emphasis to provision of Safety training and First aid workshops. Table 5. 3. 3 Number of Accidents, Workers involved and Man days lost during 1991-2005. Year No.of accidents No. of workers involved No. of man days lost 1991 5 5 59 1992 6 6 74 1993 8 7 132 1994 8 9 109 1995 27 26 662 1996 14 21 303 1997 10 6 69 1998 9 9 202 1999 27 21 411 2000 27 32 490 2001 23 26 399 2002 22 26 371 2003 8 9 160 2004 17 16 199 2005 25 (upto Oct) 25 290 Source: Primary data collected through Management Questionnaire. It is evident from the Table 5. 3 .3 that there were greatest number of accidents recorded during 1995 with a loss of 662 man days. Equivalent number of accidents were reported in 1999 and 2000 ( but with less man days lost ) followed by a decline in number but shows a rise from 2004 onwards. 193 Table 5. 3. 4 Employees' Views regarding Job Security and Safety Devices Sr. No Item GSKS GSKE 1. Job Security Present 82.6 95.5 Absent 13.0 4.5 No response 4.3 - 2. Safety Devices Satisfactory 78.3 68.2 Unsatisfactory 21.7 31.8 3. Met with an Accident Yes 8.7 40.9 No 91.3 59.1 4. Confidence in Leader Yes 82.6 100.0 No 17.4 - Source: Based on Primary data collected through Employee Questionnaires Table 5. 3. 4 shows that 82 % members of GSKS were of the opinion that job security was prevalent and had confidence in their leader while 21 % members were unsatisfied with the safety devices although less than 10 % had met with an accident at work place. Secondly, 95 % members of GSKE felt their jobs to be secure. About 40 % members had met with an accident at work place and only 68 % were satisfied with the safety devices and hence felt unsafe but all members had confidence in their leader. 194 II. Social Impact ( a ) HEALTH AND WELFARE: GSKS demanded a common Medical Scheme for workers and supervisors. It advised its members on Aids and its preventive measures. In addition it suggested health awareness programmes and reduction of oily stuff served at the canteen as on an average the workers are above 40 yrs of age and face cholesterol problem. Under the Death Benefit Welfare Fund, the family of the deceased gets Rs. 20,000 for which the worker contributed Rs. 4/- per month. The union suggested that it was ready to contribute Rs. 8/- and the benefit should be raised to Rs. 40,000. The union also advised its members on the provident fund and pension benefits. The president of the union has worked as the Director of the Cooperative Store and at present as its Vice-President. As a chief promoter of the Co-operative Credit Society, he took the initiative to register the same in 1986 and has been working continuously as its Secretary for the last 10 years. Although GSKE did not conduct any welfare activity for the workers, its President proudly asserts that most of the welfare measures present at GSL were demanded by the union and got implemented by the management. Its demands included Child education allowance, Dispensary, Workers' education programmes, In-house training related to workers' trade. ( b ) STANDARD OF LIVING: In the opinion of GSKS, the standard of living differed between workers due to the difference in skill, wages and consumption levels. 195 Both the unions paid special attention to advising its members regarding reduction in consumption, being regular to work, giving up alcoholism. It also demanded improvement in wages, health and welfare amenities, educational facilities provided by the management so as to improve the status of its members and their families as well. ( c ) ENVIRONMENT / AREA DEVELOPMENT PROGRAMME: GSKE actively participated in the Civic administration. It took up the clearing of the nullah and also the initiative to sponsor the road divider at Swatantra path by the GSL was initiated by SEU, its parent union. 5.4 SOCIO-ECONOMIC IMPACT OF TRADE UNIONS AT COLFAX PRIVATE LIMITED: I. Economic Impact ( a ) WAGES: The union signed the settlement every three and a half years with improvement in basic wage and revision of allowances. The union leader opined that the salary of the workers was pretty high compared to the skill of the workers. He further stated that the increase in the average wages earned by the workers were the result of union demand with the management. 196 Table 5. 4. 1 Employees' Views on Wages: Sr. No Item GMS 1. Present Wage Rate Satisfactory 100.0 Unsatisfactory - 2. Present Emoluments Satisfactory 83.3 Unsatisfactory 16.7 Source: Based on Primary data collected through Employee Questionnaires. Table 5. 4. 1 shows cent percent union members satisfied with the wages and over 80 % satisfied with emoluments earned. In fact, all the members of Gomantak Mazdoor Sangh ( GMS) were content with the steps taken by the union for ensuring wages and job security. ( b ) PRODUCTIVITY: The union's contribution towards increasing productivity was by maintaining discipline and believed in survival of the firm as the utmost concern of the union. 197 Table 5.4.2 Production at Colfax from 1991-92 to 2000-01. (in Units Product 91-92 92-93 93-94 94-95 95-96 96-91 91-98 98-99 99-00 00-01 OS ASL40m1 (0) 0 0 0 0 950766 72311 206519 0 0 0 OS ASL50m1 (0) 186099 204383 214995 216245 130655 131948 754594 913204 1007304 961168 OS ASL50m1 (L) 91568 119482 198659 204900 58143 0 0 0 0 0 OS ASL5001 (II) 149448 183402 195261 207758 70348 0 0 0 0 0 OS A525001 (0) 14351 0 0 0 0 0 0 0 0 0 OS ASA5001 (L) 49239 0 0 0 0 0 0 0 0 0 OS ASA5001 (M) 24539 0 0 0 0 0 0 11 0 0 OS ASAII0m1 (M) 5851 20980 0 0 0 0 0 0 0 0 OS A5A100m1 (0) 850984 606920 757819 1025656 1342236 1504912 491912 526578 281017 242429 OS AS11110m1 (0) CP-MVP 0 584354 0 0 0 0 0 0 0 146419 OS ASL1000 I (L) 269708 254093 281379 333215 843602 331624 269719 157854 175313 159174 OS ASL100.1 (L) CP-MMP 0 211104 0 0 0 0 0 0 0 79788 OS ASLMOml (M) 233512 286792 291752 292463 483037 388340 230231 157848 171037 99905 OS ASL10001 (Al) CP-MMO 0 183744 0 0 0 0 0 0 0 57366 OS ASL12001 (0) 1294114 51391 83908 88191 122929 21916 21596 0 0 0 OS A5L12001 (L) 81149 63645 42720 35271 0 0 0 0 0 0 OS ASL12001 (M) 90425 64769 61864 32687 0 0 0 0 0 0 OS ASL12001 (0) 41642 143313 82368 89635 47703 65340 46497 27387 23044 0 OS ASAl2001 (L) 54680 115600 32800 1800 0 0 0 0 0 0 OS 86Al20m1 (M) 11214 133187 67114 9698 0 0 0 0 0 0 OS Shampeo12001 30052 47041 5864 OS Shampse20001 57163 25842 31811 OS ASL15m1 (0) 192872 15600 0 0 0 0 0 0 0 0 OS Cologne 5041 (I) 39433 0 0 0 0 0 0 0 0 0 OS Mine 120m1(0) 0 3244 0 0 0 0 0 0 0 0 OS Cologne 120 ml (L) 0 555 0 0 0 0 0 0 0 0 OS Cologne 12001 (M) 0 484 0 0 0 0 0 0 0 0 OS Cologne Atomiser 5061(0) 0 15235 0 0 0 0 0 0 0 0 OS Wages Atomiser 5001(U 0 0 12496 0 0 0 0 0 0 0 OS Cologne Atomiser 5001(M) 0 11404 0 0 0 0 0 0 0 0 OS After Shave Metstudser 12001 132698 0 0 0 0 0 0 0 0 0 OS LSC 30 ps (0) 711536 680323 964450 784399 2083142 2151055 3127925 2230276 1987858 2162181 OS LSC 30 ps (I.) 561431 502800 664119 184167 433194 0 0 0 0 9 OS LSC 30 ps (M) 391186 361247 538319 0 0 0 0 0 0 0 OS LSC 70 ps (0) 2117032 1085188 2036505 1005566 2494596 3537190 2195570 1399952 2765808 1679137 OS LSC 70 ps (L) 107991 855025 880505 805029 1328941 1587470 1639244 954525 1767812 876763 OS LSC 70 pa (M) 571086 229373 619340 846180 445079 0 0 0 0 0 OS LSC 125 ps (0) 23283 87843 24929 9181 0 0 0 0 0 0 OS LSC 25 ps (0)CP 0 5760 0 0 0 0 0 0 0 0 OS LSC 25 ps (M)CP 0 63555 0 0 0 0 0 0 0 OSLSC 10 ps (0) 0 9114122 0 0 0 0 0 0 0 0 OS LSC Bulk (in Kg). 0 0 0 0 14850 27685 0 0 0 0 OS Nair Cream 30 ps 0 46089 48848 0 0 0 0 0 0 0 OS Hair Cream 100 ps 23443 4383 7 0 0 0 0 0 0 0 OS Hair Cream 140 Ems 51707 95266 109503 102207 7239 0 0 0 0 0 OS BT10 ps (0) 283872 0 0 0 0 0 0 0 0 0 OS BT 140 ps(0) 80781 0 0 0 0 0 0 0 0 0 OS BT 400 ps(0) 157022 0 0 0 0 0 0 0 0 0 OS 81 100 m(L) 10943 0 0 0 0 0 0 0 0 0 OS BT 400 ps(L) 155614 0 0 0 0 0 0 0 0 0 OS BT100ps(M) 120095 0 0 0 0 0 0 0 0 0 N.B: 0 = original, L = lime, M = musk, ASL = after shave lotion, ASA = after shave atomiser, LSC = lather shaving cream, WWS = white water shave Source: Primary data collected through Employer / Management Questionnaires. 198 Table 5. 4. 3 Production at Colfax from 2001-02 to 2005-06. in Units Product 01-02 02-03 03-04 04-05 05-06 OS AS140m1 (0) 0 0 0 0 0 OS ASL50m1 (0) 803684 348917 333087 266101 169477 OS ASL50m1 (L) 0 101384 241544 211241 143921 OS ASL50m1 (I) 0 11330 210841 65328 109106 OS ASL100m1 (0) 203515 223848 338738 129810 24585 OS ASL100m1 (0) CP-MNP 13929 0 0 0 0 OS ASL100m1 (L) 88263 161644 103708 16668 1205 OS ASL100m1 (L) CP-MMP 38694 0 0 0 0 OS ASL100m1 (N) 85102 169311 93410 9039 1109 OS ASL100m1 (I) CP-MMO 38694 0 0 0 0 OS ASL150mI (0) 0 0 0 1450 2344 OS ASL150m1 (L) 0 0 0 1450 1116 OS ASL150m1 (II) 0 0 0 1450 1516 OS ASA150m1 (0) 0 0 0 8099 2880 OS ASA150m1 (L) 0 0 0 6913 1728 OS ASA160m1 (N) 0 0 0 6912 2261 OS Shampee120m1 0 0 0 0 0 OS Shampoo200m1 0 0 0 0 0 OS ASL 15ml (0) 0 0 0 0 0 OS Cologne 50m1 (N) 0 0 0 0 0 OS Cologne 120m1 (0) 0 0 0 0 0 OS Cologne 120 nil (L) 0 0 0 0 0 OS Cologne 120m1 (N) 0 0 0 0 0 OS Cologne Atomiser 50n1(0) 0 0 0 0 0 OS Cologne Atomiser 60m1 (L) 0 0 0 0 0 OS Cologne Atomiser 50m1 (N) 0 0 0 0 0 OS After Shave Moisturiser 120m1 0 0 0 0 0 OS Lather Shaving Cream 30 gins (0) 1519868 1255834 1254314 1610234 915086 OS Lather Shaving Cream 30 gins (L) 0 286543 619851 714191 798209 OS Lather Shaving Cream 30 gms (M) 0 219445 551122 121441 139345 OS Lather Shaving Cream 10 gms (0) 1129846 1386541 1130316 1782151 990581 OS Lather Shaving Cream70 gms (1) 198258 874082 112070 1081295 805205 OS Lather Shaving Cream 10 gins (1) 0 325367 321850 822166 642202 OS Lather Shaving Cream 70 gnu (0) 0 0 0 0 104662 Twin Pack OS Lather Shaving Cream 10 gins (L) 0 0 0 0 63621 Twin Pack OS Lather Shaving Cream 10 gms (M) 0 0 0 0 58212 Twin Pack XI Lather Shaving Cream 10 gins (N) 140008 338 0 0 0 XM ODIN Lather Shaving Cream 70 gms 77422 0 0 0 0 OS Lather Shaving Cream 5 gms (0) 0 0 0 226402 0 OS White Water Shave Gel 100 gins 0 0 0 381586 0 OS White Water Shave Gel 30 gins 0 0 0 0 403905 OS White Water Shave Gel 5 gms 0 0 0 0 208193 OS Shave Gel 60gms (0) 0 0 0 113980 80293 OS Shave Gel 60gms 0 0 0 0 14438 (L) OS Shave Gel 60gms 0 0 0 0 104432 (M) N.B: 0 = original, L = lime, M = musk, ASL = after shave lotion, ASA = after shave atomiser, LSC = lather shaving cream, WWS = white water shave Source: Primary data collected through Employer / Management Questionnaires. 199 It is evident from the Table 5. 4. 2 and Table 5. 4. 3 that only six products namely: OS ASL 50 ml (0); OS ASL 100 ml (L); OS ASL 100 ml (M); OS LSC 30 gms (0); OS LSC 70 gms (0); OS LSC 70 ml (L) have been continuously produced since 1991-92 to 2005-2006. Secondly, it is evident that many products were stopped being produced after 1993-1994 and from 2005-2006 new products were produced. Thirdly, the production of all the six continuously produced products declined during 2005- 2006 and that the decline was greater for Lather Shaving Creams compared to After Shave Lotions as shown in Chart 5. 4. a. Products showing continuous production (1991-2006) 4000000 3500000 Froduct S 3000000 —is-- OS ASL5Orri (0) 2500000 5 2000000 OS ASL100ni (L) 3 1500000 OS ASL100ni (M) 1000000 500000 --is— OS Lather Shaving Cream 30 vs (0) 0 OS Lather Nlaving- Cream 70 gms (0) OS Lather shaving Cream70 gms (L) Year Chart 5.4.a 200 According to the management, the decrease in production did not imply fall in the productivity or efficiency of labour but was caused by severe competition and lack of demand for the products. ( c ) WORK CONDITIONS: Sixty percent of the negotiations by the union were related to the prevailing working conditions. ( d ) OTHERS: I) Job security: The union is presently representing two cases in court. Secondly the union sees that after ten years of service the workers are entitled for promotion and in cases where workers performed high quality work are immediately promoted. ii) Safety: The union was satisfied with the provision of measures regarding accidents and occupational disease prevention by the management. Table 5. 4. 4 Employees' Views regarding Job Security and Safety Devices Sr. No Item GMS 1. Job Security Present 100.0 Absent - 2. Safety Devices Satisfactory 95.8 Unsatisfactory 4.2 3. Met with an Accident Yes 29.2 No 70.8 4. Confidence in Leader Yes 87.5 No 12.5 Source: Based on Primary data collected through Employee Questionnaires. 201 It is evident from Table 5. 4. 4 that 30 % of the members had met with an accident during work, 95 % were satisfied with safety devices and 87 % had confidence in their leader. During 1994 blast at the unit caused the death of 6 workers. The union attended the funeral by representation and kept the unit functioning and paid one day extra payment to the deceased family. The union saw that compensation as well as job to the deceased family member was provided by the management. II. Social Impact According to the General Secretary of GMS, it restricted its functioning to the economic aspects only, as the social measures were found to be satisfactory at the unit and indirectly tried to improve the status of its members. 5.5 SOCIO - ECONOMIC IMPACT OF TRADE UNIONS AT CIBA SPECIALTY CHEMICALS ( INDIA) LIMITED I. Economic Impact ( a ) WAGES: The management refused to negotiate with the R. J. Mehta's union and agreed to negotiate only with a new union. This led to the formation of Kamgarancho Ekvott (KE) as the new union at Ciba in 2000, with which the management signed an agreement of wage settlement for a period of nine years. This settlement consisted of yearly wage increase of Rs.3000 during the first three 202 years, followed by another yearly wage increase of Rs.3000 during the next three years and a further yearly wage increase of Rs.3000 during the last three years against the management proposal of yearly settlement of wage increase of Rs.1500 every year. Thus the union have obtained Rs.9000 wage increase for the members through its negotiations with the management. Major settlements were signed by the union after every five years. The union objected any wage reduction by the management. Table 5. 5. 1 Employees Views on Wages Sr. No Item KE 1. Present Wage Rate Satisfactory 100.0 Unsatisfactory - 2. Present Emoluments Satisfactory 35.7 Unsatisfactory 64.3 Source: Based on Primary data collected through Employee Questionnaires. It is evident from Table 5. 5. 1 that although all the members were satisfied with the wage rate , 64 % were unsatisfied with the emoluments . However, 93 % of the members expressed that they were satisfied with the steps taken by the union for ensuring wages and job security. 203 ( b ) PRODUCTIVITY: Like all the other three units under study, improving productivity is very much accepted as one of its important functions by this union too. The union along with the management tried to reduce the prevailing 10 % absenteeism problem during the recent years. Absenteeism was mainly caused due to sickness —own / family, religious and social and personal causes. The union leader tried to convince the members to avoid being absent at work. An incentive scheme was introduced for the non-absentees. Another step adopted by the union to cooperate with the management in raising productivity was the introduction of multi-skill category of workmen. ( c ) WORK CONDITIONS: The union does not allow increase in workdays as well as decrease in breaks. It was also against any change in service conditions unless it is discussed and settled with the union. Improvements in facilities for workers have been constantly demanded by the union. It kept a constant watch on the physical work environment and worked to improve the same. ( d ) OTHERS: i) Job security: The union did not allow termination of services of any of its members. It opposed labour saving technical change and approved technical change that leads to progress provided workers interests were protected. ii) Safety: The union was satisfied with the provision for accidents and prevention of occupational diseases. 204 Table 5. 5. 2 Employees' Views regarding Job Security and Safety Devices Sr. No Item KE 1. Job Security Present 100.0 Absent - 2. Safety Devices Satisfactory 92.9 Unsatisfactory 7.1 3. Met with an Accident Yes 0.0 No 100.0 4. Confidence in Leader Yes 92.9 No 7.1 Source: Based on Primary data collected through Employee Questionnaires. Table 5. 5. 2 proves that majority of the workers felt safe, secure and had confidence in their leader. II. Social Impact: According to the General Secretary of the union, it did not undertake any social functions but aimed at improving the standard of living of its members indirectly. He strongly believed that a rise in the earnings of the workers improves their standard of living. 205 5.6 COMPARISONS i ) The extent of impact of trade unions on wages can be evaluated from the figures regarding wages as given in Table 5. 6. 1. Table 5. 6. 1 Comparisons of earnings of different employee categories Category MPT GSL COLFAX CIBA Lowest paid workman at min 3700 6800 4500 10406 Lowest paid workman at max 5830 8000 9000 13372 Highest paid workman at min 6170 7500 6500 13653.20 Highest paid workman at max. 11975 9500 15000 19117.20 Lowest paid management 8600 10200 5000 Not disclosed cadre at min Lowest paid 24000 13000 20000 Not disclosed Management cadre at max Highest paid management cadre 26500 22000 22000 Not disclosed at min Highest paid management cadre 30950 28000 50000 Not disclosed at max N. B: Regarding GSL figures are approximate and not true figures. All Figures are in Rupees per month and represent gross total earnings. Source: Based on Primary data collected through Employer / Management Questionnaires. It is evident from Table 5. 6. 1 that: a) The wage structure differed for each unit due to the difference in the nature of work. b) The wages paid to the workman's category except for highest paid workman category at MPT, were less than those paid at the other three units. c) The maximum wages paid to highest paid workman was highest at Ciba and at Colfax, and lowest at GSL. 206 ii ) Table 5. 6. 2 Ratios of earnings between certain categories of employees Ratios MPT GSL COLFAX CIBA Min of lowest paid workman to highest paid workman 1 : 3.23 1 : 1.39 1 : 3.33 1 : 1.83 Min of lowest paid workman to highest paid management 1 : 8.36 1 : 4.11 1 : 11.11 Na cadre. Highest paid workman to highest paid management 1 : 2.58 1 : 2.94 1 : 3.33 Na cadre. Highest paid workman to lowest paid management cadre 1 : 0.71 1 : 1.27 1 : 0.33 Na Lowest paid management cadre to highest paid 1 : 3.59 1 : 2. 74 1 : 10 Na management cadre. Source: Primary data collected through Employer / Management Questionnaires. Table 5. 6. 2 reveals that a) the difference in wages between the different categories of workers was highest at Colfax except between highest paid workman and lowest paid management cadre. b) MPT had second largest differences in the wages between lowest and highest paid workman, between lowest paid workman and highest paid management cadre and between lowest paid management cadre and highest paid management cadre. c) GSL had greatest difference in the wages of highest paid workman and lowest paid management cadre and second largest differences in the wages of highest paid workman and highest paid management cadre. 207 iii) According to the employees, improvements in work conditions is an important function of every union. More satisfied the workers are with the inherent nature of his job and with the job environment, more productive they will be. The level of satisfaction with reference to the prevailing work conditions differed at the four units and is shown in Table 5.6.3 208 Table 5. 6. 3 Employees' Perceptions of Work Conditions: Items MPRWU GPDEU GSKS GSKE GMS KE No % No % No % No % No % No % Illumination Satisfactory 64 (98.5) 63(100.0) 11 (47.8) 16 (72.7) 24(100.0) 14 (100.0) Unsatisfactory 0 (0.0) 0 (0.0) 12 (522) 6 (27.3) 0 (0.0) 0 (0.0) No response 1(1.5) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) Ventilation Satisfactory 64 (98.5) 61(96.8) 12 (52.2) 14 (63.6) 24(100.0) 14 (100.0) Unsatisfactory No 1 (1.5) 2 (32) 11 (47.8) 8 (36.4) 0 (0.0) 0 (0.0) response 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) Temperature Satisfactory 62 (95.4) 58 (92.1) 18 (78.3) 14(63.6) 24 (100.0) 14 (100.0) Unsatisfactory 2 (3.1) 5 (7.9) 5 (21.7) 8 (36.4) 0 (0.0) 0 (0.0) No response 1 (1.5) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) Humidity Satisfactory 63 (96.9) 58 (92.1) 14 (60.9) 14 (63.6) 0 (0.0) 0 (0.0) Unsatisfactory 1 (1.5) 5 (7.9) 9 (39.1) 8 (36.4) 24 (100.0) 14 (100.0) No response 1 (1.5) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) Dust Satisfactory 55 (84.6) 48 (762) 9 (39.1) 7 (31.8) 24 (100.0) 14 (100.0) Unsatisfactory 9 (13.8) 13 (20.6) 14 (60.9) 15 ( 68.2) 0 (0.0) 0 (0.0) No response 1 (1.5) 2 (32) 0 (0.0) 0 ( 0.0) 0 (0.0) 0 (0.0) Smoke & fumes Satisfactory 57 (87.7) 51 (81.0) 7 (30.4) 9 (40.9) 24 (100.0) 14 (100.0) Unsatisfactory No 7 (10.8) 9 (14.3)1 16 (69.6) 13 (59.1)0 0 (0.0) 0 (0.0) response (1.5) 3 (4.8) (0.0) 0 ( 0.0) 0 (0.0) 0 (0.0) Noise Satisfactory 58 (892) 54 (85.7) 7 (30.4) 6 (273) 24 (100.0) 14 (100.0) Unsatisfactory 6 (92) 7 (11.1) 16 (69.6) 16 (72.7) 0 (0.0) 0 (0.0) No response 1 (1.5) 2 (32) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) Cleanliness Satisfactory 64 (98.5) 51 (81.0) 18 (783) 14 (63.6) 24 (100.0) 14 (100.0) Unsatisfactory 1 (1.5) 11(17.5) 5 (21.7) 8 (36.4) 0 (0.0) 0 (0.0) No response 0 (0.0) 1 (1.6) 0 (0.0) 0 (0.0) 0 (0.0) 0 (0.0) Over-Crowding Satisfactory 58 (89.2) 55 (87.3) 13 (56.5) 15 (68.2) 24 (100.0) 14 (100.0) Unsatisfactory 6 (92) 6 (9.5) 10 (43.5) 6 (27.3) 0 (0.0) 0 (0.0) No response 1 (1.5) 2 (32) 0 (0.0) 1 (4.5) 0 (0.0) 0 (0.0) Machinery Satisfactory 59 (90.8) 50 (79.4) 21 (91.3) 17 (773) 24 (100.0) 14 (100.0) Unsatisfactory 5 (7.7) 10(15.9) 2 ( 8.7) 4 (18.2) 0 (0.0) 0 (0.0) No response 1 (15) 3 (4.8) 0 (0.0) 1 (4.5) 0 (0.0) 0 (0.0) Others Satisfactory 58 (89.2) 51 (81.0) 11 ( 47.8) 15 (68.2) 24 (100.0) 14 (100.0) Unsatisfactory 4 (6.2) 8 (12.7) 5 (21.7) 3 (13.6) 0 (0.0) 0 (0.0) No response 3 (4.6) 4 (63) 7 (30.4) 4 (182) 0 (0.0) 0 (0.0) Source: Based on Primary data collected through Employees Questionnaires. 209 Table 5. 6. 3 shows that greater percent of the respondents at GSL were less satisfied with most of the work conditions and also had high percent of them dissatisfied with dust, smoke and fumes and noise at the work place. Majority of the employees at the other three units were satisfied with the work conditions and believed that their unions played an important role in improving the same. iv) Role of trade unions as perceived by the members of the respective unions differed at the four units and can be visualized as given in the Table 5.6. 4. Table 5. 6. 4 Employees' Perception of Role of Trade Unions. Sr No. Items AGREE PARTLY AGREE DISAGREE NO RESPONSE I. Unions have succeeded in securing better wages and benefits through their efforts MPRWU 46.2 36.9 16.9 - GPDEU 33.3 55.6 95 1.6 GSKS 30.4 52.1 13.0 4.3 GSKE 40.9 31.8 22.7 4.5 GMS 100.0 - - - KE 78.6 14.3 - 7.1 2. Protection of unions has made the workers adopt a casual approach to their work MPRWU 10.8 185 70.8 - GPDEU 20.6 173 603 1.6 GSKS 26.2 17.4 47.8 8.6 GSKE 18.1 13.6 59.1 9.1 GMS - - 100.0 _ KE 7.1 7.1 85.7 - 3. Unions have cooperated in improving efficiency MPRWU 46.2 35.4 18.5 - GPDEU 31.7 49.2 17.5 1.6 GSKS 34.8 47.8 13.0 4.3 GSKE 27.3 545 9.1 9.1 GMS 91.7 - 8.3 - KE 78.6 7.1 7.1 7.1 4. Unions are sincere in furthering the interests of workers MPRWU 43.1 385 18.5 - GPDEU 28.6 57.1 12.7 1.6 GSKS 39.1 34.8 17.4 8.6 GSKE 50.0 273 13.6 9.1 GMS 100.0 - - - KE 78.6 143 - 7.1 Source: Based on Primary data collected through Employees Questionnaires. 210 Table 5. 6. 4 highlights that over 40 percent of the members belonging to MPRWU and GSKE agreed that their union secured better wages and benefits while 50 percent and over members belonging to GPDEU and GSKS only partly agreed to the same. Secondly, nearly 60 percent and above members belonging to both the unions at MPT and GSL disagreed that unions make workers adopt a casual attitude towards work while 80 percent agreed that unions cooperated in improving productivity and were sincere in furthering workers interests. Thirdly, 78 percent of the KE members agreed that their union succeeded in improving wages and benefits, cooperated in increasing productivity and was sincere in furthering interests of workers. Fourthly, cent percent GMS members agreed that the union succeeded in increasing wages, did not make workers adopt casual attitude to work and was sincere in working for workers. 5.7 CONCLUSIONS: From the findings in this chapter we can draw the following conclusions: 1. Unions have not been able to increase the wages of workmen to such a level that the wage differentials between workers and the managerial cadre could be lessened. 2. Unions have come to realise that rise in labour productivity can enable them to have better wages, better health and welfare measures and the management have realised that provision of better wages, better health and welfare measures can make possible higher levels of productivity. 211 3. From the analysis of data, we conclude that the unions today are not only performing economic functions but also social functions. The unions have realised that their role is not only economic but also social in nature. 212 CHAPTER VI SUMMARY, CONCLUSIONS AND RECOMMENDATIONS. 6. 1 SUMMARY OF THE CHAPTERS. 6.2 CONCLUSIONS. 6.3 RECOMMENDATIONS. 213 This Chapter will include the summary, conclusions and the recommendations for improving the functioning and the prospects of the unions in Goa in future. 6.1 SUMMARY OF THE CHAPTERS: This study encompasses six chapters. The first chapter titled Introduction is an introductory chapter that covers the different aspects under the following sub titles: Introduction, Objectives of the Study, Statement of the Problem, Concepts Used, Scope of the Study, Relevance / Significance of the Study, Methodology and Limitations of the Study. The second chapter i. e. Review of Literature includes the available literature on the various aspects related to trade unions. This chapter consists of the following sections: 2. 1 Review of Literature. 2.2 Observations from the Review of Literature. 2. 3 How the study is different or similar to other studies. The Review of Literature has been classified as follows: 1. Historical background of Trade unions. 2. Trade Unions and Industrial Relations. 3. Trade Unions, Wage rates and Productivity. 4. Trade Unions and Workers' Participation. 5. Trade Unions and Industrial Disputes. 6. Trade Unions and Machinery for solving Industrial Disputes. 214 The third chapter i. e. Profile of the Trade Unions encompasses the following sections: 3.1 Introduction. 3.2 Profile of Trade Unions at Mormugao Port Trust. 3.3 Profile of Trade unions at Goa Shipyard Limited. 3.4 Profile of Trade Unions at Colfax Private Limited. 3.5 Profile of Trade unions at Ciba Specialty Chemicals ( India ) Limited. 3. 6 Comparison of trade union profile. 3. 7 Conclusions. This chapter traces the evolution, growth, structure, administration, membership and the degree of unionisation of the trade unions at the four units under study. The main findings of this chapter are as follows: 1. Before Goa's Liberation, industrialisation was at its minimum and there was absence of trade unions in Goa. 2. Liberation of Goa initiated the growth of trade unions in Goa. Mormugao Port, Dock and Transport Workers Union ( M. P. D. T. W. U ) was the first unrecognised and unregistered union formed in Goa after Liberation. 3. In 1962, I. N. T. U. C. was the first union to organize the mine, port and dock workers by establishing four unions in Goa. 4. Since then a number of unions sprang up in Goa. A. I. T. U .0 too was established in 1962, but was recognized only from 1964 onwards. 215 5. Between 1960 to 1990 trade unions in Goa witnessed a high growth rate but the growth rate after liberalization was even greater. 6. The unions at the four units were registered and recognized and had a well defined structure, internal democracy and discipline. 7. The degree of unionisation differed for the four units under study. At MPT, it declined after 1991 ( due to decrease in number of workers and fall in membership of unions ) and at Ciba after 2000 ( due to rise in casual labour, decrease in permanent workers and fall in membership). On the contrary, unions at GSL showed an increase in degree of unionisation while Colfax had 100 % degree of unionisation. 8. Initially all workers were organized by a single union but its inability to gain workers' confidence led to its bifurcation or setting up of new unions. This brought in multiplicity of unions, fall in membership and inter-union rivalry. 9. Of the four units, MPT had the largest number of workforce and also greatest number of unions i.e. 10 unions of which only two were recognized by the management. 10. Unions at all the four units did not have any political affiliation. 11. Every union, except GSKE, was affiliated to a Central union. 12. Democratic functioning of unions enabled its executive members to actively participate in the union activities and play an important role in decision making. 13. The MPRWU was the only union which extended its membership to contract workers as well. 216 14. All unions tried to maintain cordial relations with their respective managements except GSKE which believed to be neutral in its relations and indifferent in disposition toward the management as it felt that the management too had similar disposition towards the union. 15. With the exception of unions at GSL, there was a decline in union membership, just as in the case of unions not only in India but in other countries as well during the recent years. 16. Local trade union committees functioned at Colfax and Ciba that had a General Secretary belonging to a General union. 17. The most common reason for joining a union was to ventilate grievances while other reasons differed with regard to different unions. Other reasons included job security, better wages and better welfare facilities. 18. Union members looked up to the union in times of distress but gave very little of its time for union activities. 19. Although the unions differed in their priorities, they all aimed at fulfilling a common goal of promoting and sustaining welfare of its members. 20. In the opinion of the union leaders at MPT and GSL, multiplicity of unions was a major limitation to its functioning. The main conclusions drawn from this chapter are as follows: 1. The overall rate of growth of trade unions in Goa after liberalisation was greater than that achieved before liberalisation. 217 2. Trade unions were forums of the workers to voice out their grievances. They were represented by their executive committee which negotiated with the management. 3. The unions differed in their priorities. 4. Decline in total labour force and a decline in the worker class in particular resulted in the decline in union membership. The number of workers declined due to modernisation and shift from labour intensive to capital intensive methods of production. The decline in membership led to the decline in degree of unionisation in the case of majority of the unions under study. The fourth chapter i. e. Trade Unions and Industrial Relations includes the following sections: 4. 1 Introduction. 4. 2 Grievances: Causes and its Redressal Procedure. 4. 3 Industrial Disputes and its Settlement. 4. 4 Labour Participation in Management. 4. 5 Personnel Management. 4. 6 Labour Management Relations ( LMR ) and Organizational Climate ( OC ). 4. 7 Union Leadership in Industrial Relations. 4. 8 Comparisons of Industrial Relations at these units. 4. 9 Conclusions. 218 The main findings of this chapter are as follows: 1. At MPT, according to the members of MPRWU, 81% were satisfied with recruitment policy, 68 % with promotions and transfers, 92 % with welfare facilities and 88 % with social security measures . While those of GPDEU expressed that 76 % were satisfied with recruitment policy and promotions and transfers, 87 % with welfare provisions, 89 % with social security measures. 2. At GSL, in the opinion of 43-44 % members of GSKS, the recruitment and transfer and promotions policy was satisfactory, 70 % found welfare facilities to be satisfactory and 57 % felt social security was satisfactory while GSKE members felt that recruitment policy was found to be satisfactory to only 32 %, promotions and transfers to barely 19 %, welfare facilities to 45 % and social securities to 41 % only. 3. Regarding Colfax, according to the members of GMS, 50 % were satisfied with the welfare facilities, 80 % with transfers and promotions and 100 % with recruitment policy and social security measures. 4. At Ciba, according to the members of KE, 79 % were satisfied with welfare facilities and 100 % with recruitment, transfer and promotions and social security measures. 5. When grievances are not nipped in the bud through an efficient grievance procedure they cause industrial disputes and endanger industrial harmony. 6. Unions at Colfax and Ciba were satisfied with the existing grievance redressal procedure while this was not the case at MPT and GSL as only one union felt so while the other had a different opinion. 219 7. Working conditions was the major cause of grievances at MPT, GSL and Colfax while at Ciba it was in relation to Social Securities. 8. With regard to industrial disputes in Goa, large number of strikes and a moderate number of lockouts were reported during the initial years of liberalisation, but a drastic reduction in strikes and almost an absence of lockouts was found during the later period. 9. Regarding disputes, strike proneness was found to be prevalent at all the four units during the first five years of liberalisation but differed in degree. But from 1995-2000, there was absence of strikes at Colfax and during 2000 — 2005 there was absence of strikes at all the four units under study. 10.At MPT and GSL the number of cases reported for adjudication were greater during the initial years of liberalisation while at Colfax and Ciba, there was no need to approach the tri-partite body as matters were solved amicably through negotiation without letting them blow up as disputes. 11. With regard to labour participation, the analysis highlighted that although MPT did not have Works Committees and Joint Management Councils, it had five types of committees that were equally efficient in their functioning according to the management. However, according to one of the union leaders, there was need to improve worker participation in these committees. 12. At GSL, according to the Management, Works Committees and Joint- management Councils met once a month, to solve cases referred to them at the 220 plant level. While the trade union leaders and 75 % of the members of both the unions expressed that worker participation was unsatisfactory in nature. 13. At Cofax, there was no form of labour participation in management while at Ciba, Works Council and a safety committee existed. 14. In relation to Personnel Management, the analysis reveals that at MPT, over 20 % of the respondents stated that they had never met the Personnel Manager or Labour / Welfare Officer even though 58 % belonging to MPRWU and 49 % belonging to GPDEU stated that he was good and cooperative and over 60 % of the respondents at GSL, Colfax and Ciba felt that the officer had good relations with the workers. 15. Regarding Labour - Management Relations ( LMR) and Organisational Climate ( OC ) the analysis highlighted that at MPT, the mean scores for Safety and Security ( SEC ) were greater for MPT, Colfax and Ciba; regarding Monetary Benefits ( MON ), Recognition and Appreciation ( REC ) and Grievance Handling ( GRI ) for Colfax and Ciba and those of Welfare Facilities ( WEL )and Opportunity for Advancement ( ADV ) for MPT and Ciba. GSL scored the least among the four units on all the six dimensions of Organisational Climate. However with regard to LMR, Ciba scored the highest followed by MPT while GSL had moderate rating but higher than Colfax. 16. With regard to MPT, SEC and REC were negatively related to LMR and among the other four dimensions, MON was found to be significant and the highest influencing factor. 221 17. At GSL, LMR was rated as moderately satisfactory but very low ratings were given to all dimensions except SEC; MON and ADV were positively related to LMR while GRI showed no relations. 18. In the context of Colfax, WEL, ADV and REC were found to be positively related to LMR. 19. At Ciba, the relation between MON and REC was found to be statistically significant and MON alone was highly related to LMR. 20. The study also reveals that according to the respondents, 60 % at MPT, 73 % at GSL, 95 % at Colfax and 100 % at Ciba agreed that their leaders were committed to the cause of workers. 21. Greater percentage of respondents from MPRWU, GPDEU, GSKS, GSKE and KE opted for solidarity of workers as the factor responsible for success in negotiations while in the case of GMS, greater percentage of respondents opted solidarity of workers, justified demands and capable union leadership. 22. Disunity of workers, according to the majority of the respondents belonging to MPRWU, GPDEU, GSKE and KE; while those belonging to GSKS and GMS, unjustified demands was the major single cause of unsuccessful negotiations. The main conclusions drawn from this chapter are as follows: 1. At GSL, the discontent level of the employees was found to be high as majority of the respondents were highly unsatisfied with the grievance procedure, recruitment, transfer and promotional policies while over 75 % of the respondents at the other three units found all the parameters to be satisfactory. 222 2. The nature of industrial relations at the units differed from each other. 3. Although there was an absence of strikes and lockouts during the recent years, there were a number of grievances at all the four units but differed in degree and causes. 4. During recent years, industrial relations at the four units, to a large extent, revealed cooperation rather than conflict between management and labour. 5. By and large, efficient grievance procedure, reduction in the number of disputes competent personnel management, responsible union leadership, labour participation in management and satisfactory labour - management relations indicated satisfactory industrial relations at these units. 6. Improvements in Monetary Benefits alone could lead to betterment in labour - management relations at MPT, GSL and Ciba while at Colfax improvements in Recognition and Appreciation was necessary. The fifth chapter i. e. Socio- Economic Impact of Trade Unions encompasses the following sections: 5.1 Introduction. 5. 2. Socio-economic impact of trade unions at Mormugao Port Trust. 5. 3 Socio-economic impact of trade unions at Goa Shipyard Limited. 5. 4 Socio-economic impact of trade unions at Colfax Private Limited. 5. 5 Socio-economic impact of trade unions at Ciba Specialty Chemicals ( India ) Limited. 223 5. 6 Comparison of impact of trade unions. 5. 7 Conclusions. Here we examine the impact the unions have on economic issues like wages, productivity, work conditions, safety, job security as well as on social aspects like health and welfare, standard of living, environment. The main findings of this chapter are as follows: 1. Unions at MPT participated in wage revision meetings, negotiated schemes of wage incentives and fought against wage reduction. 2. Greater percentage of members belonging to MPRWU were satisfied with the present emoluments as compared to the present wage rate in comparison to those belonging to GPDEU. 3. MPT has achieved advancement in terms of performance regarding all the four parameters. The average service time per ship berth day has been reduced while the average output per ship berth day has increased steadily since 1997-98. Similarly in terms of the number of cargo ships handled, annual traffic handled and average labour productivity, the Port has achieved a formidable rise. 4. Improving service conditions, provision of job security and safety were the priorities of the unions at MPT. The unions also strove to improve the health and welfare of its members along with their families and to protect the environment. 5. At GSL, 87 % members belonging to GSKS were found to be unsatisfied with both the present wage rate and the emoluments rate, while 54.5 % members 224 belonging to GSKE felt that the present wage rate was unsatisfactory and 45.5 % found the present emoluments rate as unsatisfactory. However, members of both the unions were satisfied with the union efforts towards wages. 6. The union leaders at GSL, stressed on the provision of safety devices, first aid training, prevention of occupational diseases and reduction in accidents. And according to GSKE, constant demands for improvement in the working conditions were made, as majority of the members were unsatisfied with the same. 7. The unions did not provide any welfare measure to its members, but GSKE claimed that most of the welfare measures the workers enjoyed at GSL were the result of implementation of its demands. 8. The unions at GSL too aimed at improving the living standards of its members and their families and also participated in civic administration. 9. The union leader at Colfax believed that cent percent of its members earn a decent wage and were satisfied as a result of it signing the settlement every three and a half years, demanding an increase in the basic wage and a revision allowance. He also claimed that job security rather than wages was of more concern to its members. 10. Gomantak Mazdoor Sangh together with the management tried to face competition and encouraged its members to be regular and efficient. Its negotiations were mainly related to working conditions and its members were confident about their leader and were satisfied with the welfare and safety measures. 225 11. At Ciba, the union signed a wage settlement every five years and cent percent of its members were satisfied with the present wage rate, but only 35 % were satisfied with the emoluments. Yet 93 % of its members were satisfied with the union efforts regarding wages and job security. 12. The union at Ciba cooperated with the management in improving labour efficiency, but demanded that any change in service to be discussed first with the union. The union guarded its members against termination of service and aimed at protection of workers' interests. 13. More than 90 % of the members of Kamgarancho Ekvott felt safe, secure and confident of their leader. 14. Unions at Colfax and Ciba did not perform any social function directly but indirectly they too aimed at uplifting the status of its members in society. 15. Wages differed according to the nature of work at the different units. The highest paid workman at maximum at Ciba earned over Rs.19000 /- per month compared to Rs.15000 /- at Colfax, over Rs. 11000 /- at MPT and Rs. 9500 /- at GSL. 16. The lowest paid workman at minimum was only Rs. 3700 /- per month at MPT, Rs. 4500 /- per month at Colfax, Rs. 6800 /- per month at GSL and Rs. 10406 /- per month at Ciba. 17. According to majority of the respondents, their respective union's efforts were responsible for better wages and benefits, improved efficiency, furthering of workers' interests and for not adopting a casual approach towards work. 226 18. The management has given due recognition to the labour and its unions for their cooperation in improving productivity at MPT and GSL. Unions at all the four units worked to improve wages and cooperated with the management to reduce absenteeism and to raise productivity. 19. Unions at present performed more welfare functions. The main conclusions drawn from this chapter are as follows: 1. Unions with internal leadership were not so effective in improving the wages of workers, as compared to unions with outside leadership. 2. Every union cooperated with the management in its efforts to improve productivity and standards of living of the workers. 3. Unions at present played more of welfare functions unlike the militant functions it performed before and during the initial years of liberalisation. 4. Unions under study were found lagging behind in performing social functions. The sixth chapter is the present chapter i.e Summary, Conclusions and Recommendations which encompasses the following sections: 6. 1 Summary of the chapters. 6. 2 Conclusions. 6. 3 Recommendations. 227 6. 2 CONCLUSIONS: (1) Liberation of Goa initiated the growth of trade unions in Goa while the post liberalisation period acted as a push factor to the growth rate of trade unions in Goa. Although after liberation a number of unions sprang up in Goa, its number grew even faster during post 1990s than that between 1960 - 1990. (2) Multiplicity of unions, decline in union membership, leadership weaknesses and the divide and rule policy of the management undermined the functioning of the unions at the four units under study. The bifurcation or setting up of new unions brought in multiplicity of unions, inter - union rivalry and with the exception of unions at GSL, there was a decline in union membership and these were some of the obstacles to the functioning of the unions at the units under study. (3) The health of the unit / industry depends to a great extent on the union strength and cooperation, functioning of the personnel department, efficacy of dispute settlement machinery as well as on employee satisfaction. There is prima facie evidence that cooperative attitude of the management and responsible trade union leadership has caused a drastic reduction in strikes and almost an absence of lockouts at the four units under study although there were a number of grievances that differed in degree and causes. 228 (4) From the study we conclude that improvements in the monetary benefits are necessary to achieve greater levels of harmonious relations. Monetary benefits are not only positively related to the labour - management relations but also happens to be the only factor that has greatest impact on such relations at three of the units under study. (5) The unions have a positive impact on the industrial relations. The faith of the members in their leader and his efficacy in negotiating the demands of its members with the management are of utmost importance for the growth of the union and is highly instrumental in determining the nature of relations at the workplace. (6) Unions have a positive relation with wages and productivity. Unions through their efforts at improving labour health and efficiency, reduction in absenteeism, provision of safe and secure working conditions, better wages helped in improving workers earnings and raise their morale. Their constructive cooperation has made possible improved relations, higher productivity and improvements in the status of labour and benefits to the rest of the community. (7) The trade unions at all the four units have developed a change in their functioning and activities during the post liberalisation period and the need of the hour was to improve their social functioning. At present unions in Goa too 229 perform more welfare functions unlike the militant functions it performed earlier and also during the initial years of liberalisation. As a response to the ills of globalisation, more emphasis should be given to the social functions in the future. 6.3 RECOMMENDATIONS: In our study it was found that although the trade unions in Goa grew at a faster pace during post liberalisation, there was a decline in the union membership at all the units under study except at GSL. Therefore it would be advisable to extend the union membership to contract as well as to the other temporary workers. There is need to widen the understanding of the term "worker" and to shift from Industrial Relations to Employee Relations. For its survival and in response to changing needs, the prime objectives of the trade unions should include renewal, new orientation, change in organizing strategies and focus, organization of the unorganized, cooperation with other social organizations to evolve into a vibrant labour movement. Existence of inter- union rivalry undermined the negotiating capacity of the unions as per the study. Hence it would be pertinent to have mergers between unions and to promote inter - union and intra — union coordination and organize workers under single union. Bargaining could be further strengthened by integrating the unions with international organizations and bargaining. 230 Our study found that only one union at GSL had female members. Hence it is advisable that the unions should pay attention to all the workers without discrimination. During collective bargaining, trade unions should take up issues not only related to physical work conditions but also regarding special provisions and representation of women in workplace committees. From the study it emerged that labour participation in management was not so satisfactory according to the unions specially at GSL and Colfax. Therefore it would be advisable to reinforce trust and sensitivity among workers and management. In future representation to the Boards of Directors should be improved. A more meaningful programme for labour participation in management needs to be developed. The participative culture should be strengthened by revitalizing the network of bipartite forums. Lastly, Management should take steps to increase worker participation in management at higher levels so that the workers get a sense of belonging and oneness with the organization. As per the study, the union leaders at the small units in particular lacked leadership competence and were dependent on outside leadership. Hence it would be advisable to impart information, research and training for trade union leaders to enable them to negotiate skillfully. Unions should be closely knit and well organised with good and responsible leadership. 231 The study revealed that the industrial disputes referred to the tri — partite bodies prolonged for longer duration without an effective solution, Therefore it is advisable to improve the adjudication machinery so as to resolve the disputes within a short period. According to majority of the respondents in the study, the labour - management relations at GSL, Colfax and MPT was moderately satisfactory. Therefore it is advisable that the management should accept trade union as an effective and collaborative organisation. Secondly, the management should create a new culture with professional policies of career planning, grievance handling, effective communication system and genuine employee involvement. Lastly, Improvements in monetary benefits and employee satisfaction as a whole is necessary. As per the study, the unions at Colfax and Ciba performed only economic functions. Also no union provided any welfare facilities on its own. It would be advisable for unions to reduce unnecessary expenditure on legal matters and to use its finances to provide welfare measures to its members. Secondly, the unions should continue to try their best at improving working conditions and at improving social and economic status of workers and also stress more on social functions. 232 Taking into consideration the different shortcomings of the unions, it would be pertinent to suggest the following recommendations regarding the future role and impact of trade unions for a better future for the workers, unions, employers and society at large. Trade unions should promote union — management cooperation and cultivate cordial relations. They should contribute towards industrial progress and fight only for genuine interests of their members through democratic means. Trade unions should aim at helping in a concerted manner to raise the industry to its highest efficiency level and thus promote betterment of the working class. Lastly, unions should recognize and fulfill their role in the life of the nation and community. We hope that the measures suggested in this study will bring forth positive unionism that promises labour and its unions brighter prospects, a stable society and a highly developed economy. 233 APPENDIX I WORKERS' QUESTIONNAIRE TRADE UNIONS IN GOA: A COMPARATIVE STUDY PURPOSE OF THE STUDY : Ph. D THESIS Serial Number Date of Issue Sample Number Date of Investigation Name of Investigator Date of Return PART I GENERAL 1.1 Male / Female: 1.2 Age: 1.3 Marital Status: 1.4 Employment Status: 1.5 Service Condition: Permanent/ Temporary/Probationary/ Contract/Casual 1.6 Education: 1.7 Skilled/Semi-skilled/Un-skilled: PART II WORKING CONDITIONS 2.1 Present employment: Date of first Type of work Wages Method of Promotions Employment engaged in & drawn Payment Date Wages Designation 2.2 Do you think that your job is secure? If not, what is the reason of insecurity? 2.3 If you are a casual worker for how many days do you secure employment in a month? 2.4 Are you satisfied with the Standing Orders of the establishment? Mention the drawbacks, if any. 2.5 If you are 'Contract Worker' for how many days in a month do you secure employment? 2.6 What is the length of the working day for workers in your industry? 2.7 Are there any breaks in work periods? If so, specify the numbers and duration? 2.8 Rest intervals: (a) Time. (b) Duration. (c) How do you utilize it? 2.9 (a) How many times are you required to work overtime during a month (b) Do you like overtime or not? (d) Wh:...t is the amount you get for such work? 2.10(a) Are you given additional work load? Frequently/Occasionally/Never. (b) What is the intensity of work and additional work load? ( c) Is any extra payment made for the additional work load? 2.11 What is your attitude regarding the provision of the following in your work place? Satisfactory / unsatisfactory (i) Illumination (ii) Ventilation (iii) Temperature (iv) Humidity (v) Dust (vi) Smoke and fumes. (vii) Noise (viii) Cleanliness (ix) Over-crowding (x) Machinery (xi) Others 2.12 Are you satisfied with safety devices i.e. special clothing, coat, goggles etc? Yes / No 2.13 Relationship with others: (a) Is your immediate supervisor (i) sympathetic (ii) indifferent (iii) harsh (b) Give a general impression about the Labour /Personal Officer (c) What is your relationship with co-workers? (i) Co-operative (ii) Indifferent (iii) Quarrelsome PART III HOLIDAYS LEAVE AND ABSENTEEISM 3.1 Leave: Leave Total allowed Availed during Reasons (a) Casual Leave (b) Earned Leave (c) Sick Leave (d) Leave without pay (e) Accident Leave (f) Priviledge Leave 3.2 Which of the following reasons are responsible for your absenting from work? Answer according to priority: (a) Nature of job as heavy/hard/monotonous/dirty etc. ) (b) Sickness own/family ) (c) Distant place of residence and lack of transportation facilities. ) (d) Family troubles. ) (e) Engaged in part time or side business. ) (f) After sufficient earning. ) (g) Social or Religious causes. ) (h) Indebtedness. ) (i) Personal habits (drinking, gambling etc). ) (j) Engaged in agricultural work. ) (k) Fear of money lenders. ) (1) Any other reason. ) PART IV FACILITIES AND WELFARE MEASURES 4.1 Are you a member of any Workers' Club? (a) in your locality (b) connected with welfare centre. 4.2 (A) Did you visit any welfare centre? (a) Govt Yes/No (b) Management Yes/No (c) Trade Union Yes/No (B) If not, why not? 4.3 Recreation: How do you spend No. of visits per If not attending, Your leisure time? month give reasons Games: (i) Indoor (ii) Outdoor Reading Room and library Cinema Others (i) (ii) (iii) 4.4 Please give your impression about the welfare activities in your welfare centre. 4.5 (a) Do you attend any Adult Education Centre? Yes /No (i) Time (ii) Duration (b) Do you attend any training programme of the Employer? 4.6 Are you satisfied with facilities for the education of your children? 4.7 Are you given facilities for sitting, drinking, washing facilities during working hours? Yes No 4.8 (a) Do you take advantage of the canteen facilities? (i) frequently (ii) sometimes (iii) never If not, please give reasons. (b) Do you have any suggestion to improve it? 4.9 (a) Do you make use of grain shop, if any? Yes /No (b) If not, why? 4.10Are you a member of co-operative society, if any? Yes/No 4.11 Is there any Welfare Fund in your establishment? Yes /No 4.12 Do you subscribe to the Provident Fund Scheme for workers, if any? Yes / No 4.13Were you involved in any accident during your service here? Yes/No? 4.14(a) Your opinion about the benefits under the Employees State Insurance Scheme in your establishment. ( b) Were you satisfied with the benefits and facilities provided to you? Yes /No 4.15 Housing: Own house /Company owned /On rent 4.16 How would you rate the following Provisions by management: (against each alternative, write the number 2 if you strongly agree 1 if you agree to some extent and 0 if you strongly disagree) 1 (a) Always attractive salaries, allowances & perquisites are paid considering qualification & skills. (b) Salaries, allowances and perquisites are sometimes attractive & in accordance to qualifications & skills. (c ) Salaries, allowances & perquisites are neither attractive nor according to qualifications & skills. 2. (a) Safe & healthy working conditions, adequate job security & attractive retirement benefits are provided (b) Some of the working conditions are safe and healthy & some job security and retirement benefits are provided. (c ) Neither safe & healthy working conditions, nor job security nor attractive retirement benefits are provided 1 (a) The workers and their families are highly satisfied with the welfare facilities ( ) (b) The workers and their families are to some extent satisfied with the welfare facilities ( ) (c) The workers and their families are not satisfied with the welfare facilities ( ) 4 (a) Workers contribution is always recognised and appreciated ( ) (b) Workers contribution is sometimes recognised and appreciated ( ) (c)Workers contribution is never recognised and appreciated ( ) 5 (a) Many opportunities for advancement ( ) (b) Few opportunities for advancement ( ) (c ) No opportunities for advancement ( ) 6 (a) Employee grievances are always handled sympathetically ( ) (b) Employee grievances are sometimes handled sympathetically ( ) Employee grievances are never handled sympathetically ( ) PART V WAGES 5.1 What is the mode of payment according to which you are paid? (i) Piece rated (ii) Time rated. 5.2 If time rated : (i) Daily (ii) Weekly (iii) Monthly. 5.3 What is your present monthly wage? 5.4 Rate of annual increment, if any? 5.5 (a) Do you get any allowances? If so, please specify the rate (i) D.A. (iii) Any other (b) Are you satisfied with this rate? Yes / No 5.6 Do you get any bonus? If so, what is its Year I 1 i 1990-1995 1995-2000 2000-2005 (i)Basis (ii)Rate (iii)Amount obtained 5.7 Do you get any special bonus/ Please give details together with rate and amount received during the periods. 5.8 Are any deductions made from your wage? Give details. 5.9Are you satisfied with your present emoluments? Yes /No 5.10 (a) Is there any wage differential? Yes / No (b) If Yes, give reasons: 1. skill 2. productivity 3. nature of work 4. sex 5.11 (a)Do you have any other source of income:Yes /No (b) if yes, how much per month 5.12 Gross income (including wage, bonus other benefits) Rs. per month PART VI WORKERS AND TRADE UNIONS 6.1 Do you prefer management collecting your subscription and paying it to the Union? Yes /No 6.2 Is your trade union recognised by the management? Yes/No 6.3 If you feel injustice has been done to you, whom do you approach for redress: (i) Supervisors (ii) Union leaders (iii)Outsiders 6.4(a) Who negotiates with the management? (b) Who interprets the contract? (c) Who handles the grievances in your Union? 6.5Did he or they listen to you sympathetically? Yes / No 6.6 Are all labour leaders in your Union workers in the plant? Yes /No 6.7 Are you contended with the steps taken by your Union for ensuring your wages and job security? Yes /No 6.8 In the preceding year, to what extent has the Union been successful in negotiating with the management? (i) Mainly successful (ii) Mainly unsuccessful (iii) Partly successful 6.9 In successful cases, what were the main factors responsible for success? (i) Solidarity of workers (ii) Justified demands (iii) Capable Union leadership (iv) Co-operative management 6.10 In unsuccessful cases, what were the main factors? (i) Disunity of workers (ii) Unjustified demands (iii) Incompetent Union Leaders (iv) Strong case of the management 6.11 Do you feel confidence in our Union leaders ? Yes No 6.12 Does your Union provide welfare measures? Please mention them 6.13 Are you satisfied with your Union's welfare activities? Yes No 6.14 Can you suggest any improvement in your Union's activities? 6.15 Workers' Relationship With Union: Are you Name If Subscrip- Amount Regula- Offices Actually member tion Rs. rity of held connected since Mon- Wee- payment if any. with when thly kly any of the following? (i)Trade union 6.16 (A) Role of Trade Unions Agree Partly Disagree agree (i).Protection of unions has made the workers adopt a casual approach to their work (ii).Unions have succeeded in securing better wages and benefits through their efforts (iii).Unions play an active role in helping the workers in redressal of grievances (iv).Unions are sincere in furthering the interests of workers (v).Unions have cooperated in improving efficiency (B) Effects of multiple-union structure 1. undermines the bargaining power 2. more advantageous to the management 3. makes collective bargaining difficult 4. adverse effect on the organisational and productivity. (C) Union Leadership 1. committed to the cause of workers 2. neglect their job opportunities 3. rigid and not open minded 4. promote interests of a few members 5. seek personal favours from the management PART VII LABOUR-MANAGEMENT CO-ORDINATION 7.1 Are you a member of: Works Committee Yes / No (i) Production Committee Yes / No (ii) Safety Committee Yes /No 7.2 Are you a member of the Joint Management Council ? Yes /No 7.3 Do the workers' representatives and management representatives co-operate in the Council ? Yes /No 7.4 If you are not representated in any of the above committees, are you satisfied with the work done by the workers' representatives ? Yes /No 7.5 Do you think such committees can perform a useful function in promoting industrial relations ? Yes /No PART VIII DISPUTES 8.1 (a) Have you taken part in any strike during the period of your service? Mention each strike seperately. (b) What were the reasons and duration for the strikes ? ( c) Do you think that the strike was justified ? Yes /No 8.2 Was the strike (i) successful (ii) partly successful (iii) unsuccessful Give reasons 8.3 (a) Have you been affected by the lock out ? Yes /No (b) What were the reasons for the lock out ? 8.4 (a) Have you ever been involved in any other dispute besides strikes and lock outs ? Yes No (b) What was the result of such disputes ? 8.5 (a) Have you ever appeared before the following? (i) Conciliator Yes /No (ii) Arbitrator Yes / No (iii) Adjudicator Yes / No (b)If any outsider or leader did so, did he represent your case effectively? Yes /No PART IX MISCELLANEOUS 9.1 What is your attitude towards the following ? Satisfied / Unsatisfied (i) Recruitment policy (ii) Transfer and promotional policy (iii) Wages (iv) Dismissals and discharges (v) Facilities and welfare measures (vi) Social security measures (vii) Working of the E.S.I. Scheme (viii) Worker's participation in management (ix) Grievance procedure. 9.2 Is there any suggestion box scheme ? Yes / No 9.3 Does management give credit for the work done ? Yes /No 9.4 Do you think that the management make any difference between Union and non- Union workers ? Yes /No 9.5 Do you think that if the workers are given authority with responsibilities in the management, it would reduce number of disputes in the establishment ? Yes / No 9.6 Do you think that if the workers represent their cases directly and not through the Union, it would improve relations with the management? Yes /No 9.7 Do you think that the employers and workers are two essential wheels of the productive system and they must always co-operate? Yes /No OR Do you feel that the interests of employers and workers are so widely divergent that co- operation between the two is not possible ? Yes /No Investigator 's observations: Date Signature Checked by Date Tabulated by Date APPENDIX II TRADE UNION QUESTIONNAIRE TRADE UNIONISM IN GOA: A COMPARATIVE STUDY PURPOSE OF THE STUDY : Ph. D THESIS All information will be treated as confidential. Serial Number of Schedule Date of Issue Sample Number Date of Investigation Name of Investigator Date of Return PART I HISTORY AND STRUCTURE OF THE UNION 1.1 Name of the Union: 1.2 Date of establishment 1.3 Registered or not 1.4 Date of Registration 1.5 Affiliation: Industrial Union or Federation: Regional Federation: All India Federation: 1.6 What is the method of electing office bearers 1.7 Regularity of Union Elections ( ) Regular ( ) Somewhat regular ( ) Irregular 1.8 Contest for Union elections ( ) Strong ( ) Moderate ( ) Weak 1.9 Election procedures ( ) Elaborate & well- denied ( ) Not so elaborate & well -defined ( ) Not at all elaborate & well -defined 1.10 Structure of electioneering ( ) Contest between structured groups ( ) Contest between individuals 1.11 Union Leadership (a)Turnover of union leadership ( for the last ten years) ( ) High ( ) Moderate ( ) Low (b)Tenure of office of union leadership ( ) Short ( ) Moderate ( ) Long (c)Accessibility of top leadership ( to the members) ( ) Easy ( ) Somewhat easy ( ) Difficult 1.12 Inter-union rivalry ( ) Intense ( ) Moderate ( ) Negligible ( ) Non-existent 1.13 Nature of inter-union rivalry ( ) Violent ( ) Peaceful ( ) Non-existent 1.14 Competition among unions for majority status ( ) Intense ( ) Moderate ( ) Negligible ( ) Non-existent 1.15 Union solidarity ( ) High ( ) Moderate ( ) Low 1.16 (a) Union management ( industrial) relations ( ) Cordial ( ) Normal ( ) Hostile (b) Strikeproness ( ) High ( ) Moderate ( ) Low (c)Management disposition toward union ( ) Favourable ( ) Indifferent ( ) Hostile (d) Union's disposition toward management ( ) Favourable ( ) Indifferent ( ) Hostile (e) Working of joint management councils ( ) Active ( ) Not-so-active ( ) Inactive ( ) No participation (f)Influence of union on the affairs of industry ( ) Considerable ( ) Somewhat ( ) Negligible (g)Grievance handling ( ) Democratic ( ) Not -so - democratic ( ) Arbitrary 1.17 (a) Participation of Trade union office bearers in various bodies/committees Type of No. of Representatives No. of Meetings held Committee Union Management Other Total During the years 1990-95 1995-00 2000-05 Works Committee Joint Management Council Production Committee Discipline Committee Welfare Committee Efficiency Committee Grievance Committee Safety Committee Security Committee Others (b)Functions of Bodies/committees Type of Committees Duties and Responsibilities Suggestion for Improvement Works Committee Joint Management Council Production Committee Discipline Committee Welfare Committee Efficiency Committee Grievance Committee Safety Committee Security Committee Others (d) Intra union party system (Tick the right alternative ) ( ) Multiparty ( ) Two party ( ) Uniparty (no party) 1.18 Union Governance (a) Administrative bodies (union executive) Position Name Age Job in Education Period of the holding establis- position hment President Vice-President Vice-President Vice-president Secretary Assistant Sec Assistant Sec Treasurer Committee Members 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 1.19 Size of Union Executive ( ) Large ( ) Medium ()Small Small 1.20 Frequency of Executive meetings ( ) High ( ) Medium ( ) Low 1.21 Attendance of Executive Meetings ( ) Good ( ) Moderate ( ) Poor 1.22 Participation of Executive Body ( ) Active ( ) Somewhat active ( ) Poor 1.23 Functioning of Union Executive ( ) Democratic ( ) Oligarchic ( ) Monocratic 1.24 Role of Executive Body in decision making ( ) Important ( ) Somewhat important ( ) Unimportant 1.25 Union Constitution (a) Nature of Union Constitution ( ) Flexible ( ) Somewhat flexible ( ) Rigid ( ) Non- existent (b) Structure ( ) Democratic ( ) Not so Democratic ( ) Undemocratic 1.26 What is the strength of the Union? Workers Non-Workers Total Number 1.27 What is the percentage of workers in the union to the total strength of the workers? 1.28 Rate of Subscription Workers Non-workers 1.29 Is there any other Union in this establishment? Yes /No 1.30 Is there Company Union in this establishment? Yes / No 1.31 What is your relationship with other unions: (i) conflict (ii) cooperative (iii) neutral 1.32 (i) Has there been any attempts to merge the different Unions ? Yes/No (ii) What were the causes of success or failure of such attempts? 1.33 What is the difference in programme of your Union from that of other Union / Unions? 1.34 (a) Are the officials of the Union mainly workers in the establishment ? Yes /No (b) Do you think that the officials who are also workers in the Union face any difficulty ? Yes /No PART II MEMBERSHIP 2.1 Membership of the union: Year No. of Members 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2.2 Do the members of your Union show personal interest in the affairs of the Union (i) much (ii) a little (iii) none 2.3 Do the members devote adequate time for the activities of the Union (i) most (ii) some very little 2.4 (a) Does your Union encourage self expression and freedom of action among members? Yes /No (b)Does your Union take any step to ensure discipline among members? Yes /No (c)What steps does the Union take against members who do not follow its directions ? (d) What steps does your Union take to bring about social solidarity among members? PART III INCOME & EXPENDITURE 3.1 (a) Is your financial condition sound ? Yes / No (b)If not, what steps in your view are necessary to improve the finances of your Union ? PART IV RELATIONSHIP WITH THE APEX 4.1 Does the Apex Union take any interest in your problems? Yes /No 4.2 To what extent are you able to influence the policies of the Apex Union ? PART V RELATIONSHIP WITH THE POLITICAL PARTIES 5.1 Name of the political party: 5.2 Do you get any aid from the party : (a) Technical (b) Financial (c) Legal (d) Any other type 5.3 Political affiliation ( ) Multiparty affiliation ( ) Single party affiliation ( ) No political affiliation ( non-partisan) 5.4 Extent of political involvement ( ) High ( ) Moderate ( ) Low ( ) No- involvement ( non-partisan) PART VI FUNCTIONS OF THE UNION 6.1 What has been the main functions of your Union during the following years Functions 1990-1995 1995-2000 2000-2005 1. 2. 3. 4. 5. 6. 6.2 Has your Union taken any steps to enlighten members on the various legislative measures of the State relating to the labour matters and implementation by the management ? Yes /No 6.3 Have you taken any interest in the Civic administration of your locality ? Yes No 6.4 Decision Making (a) Membership participation ( ) Active ( ) Moderately active ( ) Inactive (b)Influence of Union membership on decision making ( ) Considerable ( ) Somewhat ( ) Negligible (c) Decision by majority ( ) Always 0 Sometimes ( ) Never (d) Necessity of approval of those affected ( ) Always ( ) Sometimes ( ) Never (e) Mode of membership participation ( ) Individual representative ( ) Through representative ( ) Through Committee (f) Extent of democratic decision making ( ) High ( ) Medium ( ) Low (g) Freedom to express opposing views ( ) Considerable ( ) Somewhat ( ) Negligible 6.5 Please explain the role of the Union for the following: (i) Wages a. Any Wage Reduction: supported / objected b. Any action taken due to wage cut: (ii) Security of the job of workers. (iii) Fixing the length of the work day and breaks (iv)Intensity of work and additional work load (v)Labour saving technical change: approved / opposed (vi)Do you approve technical change that leads to progress? Yes / No (vii)Training Programmes (Technical and Vocational) (viii)Facilities for work (ix)Physical work-environment (x) Are you organizing any constructive activities? If Yes, Specify 6.6 (A) Role of Trade Unions Agree Partly Disagree agree (i).Protection of unions has made the workers adopt a casual approach to their work (ii).Unions have succeeded in securing better wages and benefits through their efforts (iii).Unions play an active role in helping the workers in redressal of grievances (iv).Unions are sincere in furthering the interests of workers (v).Unions have cooperated in improving efficiency (B) Effects of multiple-union structure 1. undermines the bargaining power 2. more advantageous to the management 3. makes collective bargaining difficult 4. adverse effect on the organisational and productivity. ( C) Union Leadership 1. committed to the cause of workers 2. neglect their job opportunities 3. rigid and not open minded 4. promote interests of a few members 5. seek personal favours from the management 6.7Have you prepared any scheme of wage incentive to workers ? Give details. Has it been implemented by the management? 6.8 (a) What measures have been adopted by the Union for checking absenteeism 9 If not, why not ? 6.9 (a) Has the Union taken steps to co-operate with the management in raising productivity ? Yes /No (a) If so, give details. (b) If not, why not ? (c) Do you think that this is a function of the Union ? Yes /No 6.10 Are you in favour of standardisation of work and wages ? Yes /No 6.11 (a) What have been the main cause of retrenchment in your establishment ? (b)Has retrenchment compensation been paid in your establishment ? Yes /No PART VII WELFARE MEASURES 7.1 Welfare activities conducted by the Union Type .0f Date Expenditure Aid Aid Acivities of 1990-1995 1995-2000 2000 -05 by the by starting Manage- Others Co-op Store Co-op Credit Society Canteen Legal aid Grain shop Medical aid Child Education Adult education Housing Scheme Vocational & Technical training Others 7.2 Social Security Benefits provided by the Union Type of Date of Expenditure Aid by Aid by Benefits starting 1990-1995 1995-2000 2000-2005 Unemploy- ment Relief Sickness Benefit Maternity Benefit Accident Relief Old Age Benefits Widowhood Benefits Insurance Schemes Others 7. 3 (a) What has been the role of the management in the provision of welfare services ? (b) Are you satisfied with this ? Yes /No (c ) If not, give suggestions PART VIII NEGOTIATION 8.1 Type of Negotiations Results Successful Partially Unsuccessful 1. Discipline 2. Transfers / Promotions 3. Working Conditions 4. Dismissal and discharges 5. Welfare activities 6. Social Securities 7. Recruitment and Selection 8. Others 8.2(a) Are you satisfied with the grievance procedure ? Yes /No (b) If not, what change would you like ? 8.3 (a) What has been the attitude of the management to the Union: (i) co-operative (ii) indifferent (iii) un-co-operative (b)Has the management victimised the workers for union activities ? Yes /No (c)What has been the form of victimisation (d)Has there been any attempt to put down the Union activities ? Yes /No (e)Has there been any attempt at dividing workers and thus foil efforts to develop strong Union ? Yes /No (f)Has there been any instance when the management refused to negotiate with the Union and preferred to deal with individual employees ? Yes /No (g) Does the management follow the policy of favouritism? Yes /No 8.4 Who negotiates with the management on behalf of the Union ? (a) For setting contract clauses ? (b) During disputes, strikes and lock-outs ? 8.5 (a) Do you have any contract with the Management on behalf of the Union ? Yes/No (b) If Yes, please mention the advantages and disadvantages of relevant clauses from the view point of the Union. 8.6 Who interprets the contract ? 8.7 Who handles the grievances ? 8.8 Who represents to the management on behalf of the Union / Worker ? 8.9 Has there been any attempts at implementing any profit sharing schemes ? Yes No 8.10 Has the Management been reasonable in its provision for accidents and prevention of occupational diseases ? Yes /No 8.11 Has the Management catered for satisfactorily to the legitimate physical, medical and psychological needs ofte workers ? Yes /No 8.12 Are you satisfied with the steps taken by the Management for maintaining cordial relationship with the workers ? Yes /No 8.13a) Have you ever been consulted in framing standing orders of the Company ? Yes /No (b) If Yes, have your suggestions been adopted by the Management ? 8.14 Has the Management consulted you on the matters affecting mutual interest, such as financial implications in declaring bonus, lock-outs and retrenchment ? Yes / No 8.15 Are the non-Union workers benefited by the awards and settlements arrived at between Union and the Management ? Yes /No 8.16 Do you think that the non-Union workers should be entitled to the same benefits as the Union workers? Yes /No PART IX DISPUTES 9.1 Disputes Type of No. of No. of Total No No. of settled Disputes No. of disputes disputes work- of man- Nego- Con- Arbi- Adju- Med- Oth proceed- tiation cilia- tra- dica- ia- er ings of during the ers days years involved lost tion tion tion tion meth- cases od With conti- drawn nue 1. 2. 3. 4. 5. 6. 9.2 Strikes Identification Date of strike Duration Cause Machinery Result of strike Starting Ending of Manage- Union of Succ- Parti- Unsuc- strike settlement essful ally essful succe- ssful 9.3 What part has your Union played in organising strikes during the period ? (a) What were the causes of the strike ? (b) What was the response of the workers at the call of the Union ? (c) What was the attitude of the employer ? (d) What was the ultimate result ? (e) What was the attitude of other Unions? 9.4 If the number of strikes were nil or small, what were the main factors responsible for that ? 9.5 Lock- outs Identification Date Duration Causes Machi- Results Indefinite Of lock- outs of lock- Manage- Work- nery for Suc- Parti- Unsuc- outs ment ers settlement cessful ally cessful succes- sful 9.6 In case of lock-outs during the period: (a) What action did your Union take ? (b) What was the response of the workers ? (c) What was the attitude of the employers (d) What was the ultimate result ? (e) What was the attitude of other Unions ? 9.7 In case of disputes other than Strikes and Lock-outs what steps during the period did the Union take in negotiations with the employer ? (a) What was the response of the workers ? (b) What was the attitude of the employers ? (c) What action did the Union take ? (d) What was the ultimate result ? 9.8 Methods preferred and adopted for resolving industrial disputes ( ) Collective bargaining ( ) Conciliation ( ) Arbitration ( ) Adjudication ( ) Direct action ( strike) 9.9 Methods proved most effective in resolving industrial disputes ( ) Collective bargaining ( ) Conciliation ( ) Arbitration ( ) Adjudication ( ) Direct action (strike) 9.10Have your Union ever resorted to 'go slow' tactics in dealing with any dispute ? Yes No 9.11 Has there been any case of delaying tactics adopted by the management ? Yes / No 9.12What has been the nature of grievances from the workers: (a) wage hike (b) job security (c) working conditions (d) welfare facilities 9.13What has been the role of Labour Officers towards : (a) Management (b) Union (c) Workers 9.14Do you have any specific complaints against the management ? Yes /No 9.15 What is your impression about the attitude of the management in maintaining good industrial relations ? 9.16(a) Are the Labour Laws implemented ( i) fully (ii) partly (iii) to small extent (b) If not, what steps have you taken to get them implemented ? (c) Was your Union represented in the Wage Board ? Yes /No (d) Has its award been implemented ? Yes /No (e) If not, what are the reasons 9.17 What are your suggestions for improving the industrial relations in your establishment ? Please give in order or priority. 9.18 What is the role of political parties in your activities ? 9.19 (a) Does the management give any facility in organising the meetings ? (b) How are the meetings of the Unions conducted ? (c) Do you keep any Minutes of the meeting in proper order ? 9.20 Have there been cases when the workers have not agreed to the decisions and suggestions of the leaders. Reasons for the same and the outcome of such differences ? PART X WORKERS' PARTICIPATION IN MANAGEMENT 10.1 Worker's participation in management ( ) Active ( ) Not-so- active ( ) Inactive ( ) No participation 10.2 Is there any scheme of Workers' participation in Management in your concern ? Yes /No 10.3 The method of selection of representatives in Joint Management Council: (a)Election of the workers (b) Nomination by the Union ( c) Any other 10.4 How far does the Management Council satisfy the following: 1. Promoting increased productivity for general welfare of (a) Enterprise Yes /No (b) Employers Yes No (c) Community Yes /No 2. Giving employees a better understanding of industry and process of production. Yes /No 3. Workers' urge of self-expression. Yes /No 4. Any Other 10.5 Do you consult the Council regarding:- 1. Administration and alteration in the Standing Orders. Yes /No 2. Retrenchment. Yes /No 3. Rationalisation. Yes /No 4. Introducing new methods. Yes /No 5. Procedure for engagement and punishment. 6. Any order. 10.6 What is the total strength of the Council 1. Employees ? 2. Employers ? 3. Outsiders, if any ? Total 10.7 Is there any Departmental Productive Committee also in your concern ? Yes N 10.8 Does the Joint Management Council provide you with positive suggestions : (i) Generally (ii) Sometimes (iii) Never 10.9 Is there any educational programme also to make workers conscious about the scheme ? Yes /No If so, please state 10.10 Have the Unions in your concern taken responsive view of such a scheme? Yes /No 10.11 Do you repose full faith in the workers ? Yes / No If not, what are the reasons 10.12 Do you take workers in confidence regarding the secret of trade or showing them confidential documents ? Yes /No 10.13 What has been the attitude of the workers' representatives in the Joint Management Council: (i) Co-operative (ii) Obstructive 10.14 (a)What attitude the Workers' representative adopt: (i) Active (ii) Passive 10.15(a) Do you think that the workers representative in Joint Management Council enjoy the confidence of their fellow workers in the establishment ? Yes /No Investigator's observations: Date Signature Checked by Date Tabulated by Date APPENDIX III EMPLOYERS' QUESTIONNAIRE TRADE UNIONS IN GOA: A COMPARATIVE STUDY PURPOSE OF THE STUDY: Ph D THESIS. All information will be treated as confidential. Serial No. of Schedule Date of Issue Sample No. Date of Investigation Name of Investigator Date of Return Part I GENERAL INFORMATION: 1.1 Name and Address of the Unit: 1.2 Name of the Industry to which the unit belongs: 1.3 Location of the Unit: 1.4 Year of Commencement: 1.5 Principal Product: 1.6 Secondary Product: 1.7 Form of ownership: Proprietary / Partnership / Joint Stock / any other: 1.8 If Proprietary, Name of the Proprietors: 1.9 If Partnership, Name of the Partners: 1.10 If Joint Stock Company, Public / Private: 1.11 If Joint Stock Company (a) Name of Managing Director (b) Name of General Manager 1.12. Name of the Managing Agents: PART II PERSONNEL AND EMPLOYMENT 2.1 Total strength of the staff: Year Total no. of Workers Skilled Labour Contract Labour Employed 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2.2 Classification of employees according to the employment status AVERAGE NUMBERS Employment Status 1990-1995 1995-2000 2000- 2005 Managerial Supervisory Clerical Workers Others Total 2.3 Percentage of Labour Turn-Over : 1990-1995 1995-2000 2000-2005 A. Accession Rate B. Seperation Rate C. Replacements Causes 2.4 Absenteeism according to causes: C A U S E S Year Leave other Accident Sickness Social No Others Months than holidays and and Work Maternity Religious 1990-95 (Jan-Dec) Total: 1995-2000 C AUSES (Jan-Dec) Total: 2000-2005 CA U SE S (Jan-Dec) Total: 2.5 Frequency of Absenteeism: (i) upto 10% (ii) upto 20% (iii) upto 30% (iv) above 30% 2.6 Please supply a copy of standing orders. PART III Wages and Salaries 3.1 Salary and wage bills Year Total wages paid Total Manhours worked Permanent Contract Permanent Contract Workers workers workers workers 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 3.2 Max. wage rate: Skilled workers Unskilled workers Rs. Rs. 3.3 Min. wage rate: Skilled workers: Rs. Unskilled workers: Rs. 3.4 Lowest paid workman min: Rs. 3.5 Lowest paid workman max: Rs. 3.6 Highest paid workman min: Rs. 3.7 Highest paid workman max: Rs. 3.8 Lowest paid management cadre min: Rs. 3.9 Lowest paid management cadre max: Rs. 3.10 Highest paid management cadre min: Rs. 3.11 Highest paid management cadre max: Rs. 3.12 Please supply a schedule of salary and wage rate according to the classification of jobs prevailing in your establishment PART IV WORKING CONDITIONS 4.1 Details of the length of the workday with breaks, period of change over of the shifts: 4.2 No. of mandsys lost: Year No. of mandays lost No. of days for which Workers are responsible workers are not responsible 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 4.3 Accidents during the following periods: Category with 1990-1995 1995-2000 2000-2005 Number Amount Number Amount Number Amount Causes of of of compensa- compensa- compensa- tion tion tion (a) Permanent Total Disablement (i) (ii) (iii) (iv) Partial (i) (ii) (iii) (b) Temporary (i) (ii) (iii) (c) Fatal (i) (ii) (iii) PART V FACILITIES AND WELFARE 5.1 Leave with wages (yearly basis): Category of Casual Sick Earned leave Number of Workers leave leave or holidays with Privilege leave wages Officers/ Executives Clerical Supervisory Workers:Daily rated. Monthly rated. Contract labour. Others. 5.2 Spells of total leave days: (i) upto 5 days (ii) 6 —10 days (iii) 11 — 30 days (iv) above 30 days 5.3 Provident Fund, Pensions and Gratuities: Type Date Number Contribution Contribution of of of of of payment starting beneficiaries management workers if any 90-95 95-00 00-05 90-95 95-00 00-05 90-95 95-00 00-05 Provident Fund Pension Gratuity 5.4 Provision of: (i)Education: (ii)Housing: (iii) Recreation: (iv) Canteen: (v) Creche: 5.5 E.S.I. Scheme in the unit (a) Number of workers covered by the act: (b) Contribution by the employer 1990-1995 1995-2000 2000-2005 (c) Contribution of workers 1990-1995 1995-2000 2000-2005 (d) Benefits provided during the following years Benefits Number of beneficiaries Amount 1990-95 1995-00 2000-05 1990-95 1995-00 2000-05 Sickness Maternity Disablement Dependents Medical Total PART VI TRADE UNION IN THE UNIT 6.1 Name Date Date Facilities Membership Percentage of the of of by the of the total Unions Registra- recogni- Manage- strength tion tion ment. 1. 2. 3. 4. 5. 6. 7. 8. 9. 6.2 Do you find the trade unions cooperative in carrying out the production programmes in your unit? 6.3 What in your opinion is the influence of trade union leaders on the workers? 6.4 What is your opinion about the trade union leaders? (a) Sincere/insincere (b) Popular/unpopular (c) Capable/incapable (d) Selfish/unselfish 6.5 Do you feel that the role of central trade union organisation or regional organisation have influenced the activities of the union/s in your establishment? If so in what manner? 6.6(A) Role of Trade Unions: Agree Partly Disagree agree (i) Protection of unions has made the workers adopt a casual approach to their work. (ii)Unions have succeeded in securing better wages and better benefits through their efforts. (iii)Unions play an active role in helping the workers in redressal of grievances. (iv)Unions are sincere in furthering the interests of workers. (v)Unions have cooperated in improving efficiency. (B) Effects of multiple-union structure: 1. undermines the bargaining power. 2. more advantageous to the management. 3. makes collective bargaining difficult. 4. adverse effects on organizational climate. And productivity (C) Union Leadership: 1. committed to the cause of workers 2. neglect their job responsibilities 3. rigid & not open minded 4. promote interest of a few 5. seek personal favours from the management PART VII LABOUR MANAGEMENT CO - ORDINATION 7.1 Works Committees Date of Strength Representation Frequency of Remarks Establishment Union Management meetings 7.2 Basis of selection of representatives: 7.3 Year No. of Cases Result referred Successfully Partially Not Remarks Resolved Resolved Resolved 1990-1995 1995-2000 2000-2005 7.4 Types of cases referred: 1. 2. 3. 4. 7.5 Was there any objection from the trade union about the functions of the Works Committee? (a) Nature of objection (b) Form of objection (c) Result 7.6 Joint Management Councils Date of Strength Representation Frequency Remarks Establishment Union Management of Meetings 7.7 Year No. of Cases Result referred Successfully Partially Not Remarks Resolved Resolved Resolved 1990-1995 1995-2000 2000-2005 7.8 Types of cases referred to J.M.Cs 1. 2. 3. 4. 5. 7.9 Basis of selection of representatives 7.10 Was there any objection from the trade union about the functioning of the Joint Management Council? 7.11 Labour Officers/ L W Officers Labour Officer Work actually performed Age Grade 1. 2. 3. 4. Labour Welfare Officer 1. 2. 3. 4. 7.12 Please note the grievances procedure in your institution 7.13 Number of Complaints and Grievances in the establishment during the following years Years Complaints 1990-1995 1995-2000 2000-2005 7.14 Types of Complaints During the following years Types Years 1990-1995 1995-2000 2000-2005 (a) (b) (c) (d) (e) (0 (g) 7.15 Results of Complaints Years 1990-1995 1995-2000 2000-2005 (a) Referred to grievance settlement procedure (a) Disposed off to the satisfaction of Workers (b) Cases in which workers are not (c) satisfied (d) Cases in which complaints led to dispute PART VIII DISPUTES 8.1 Number of Disputes Year No. of disputes 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 8.2 Disputes classified by causes Years Causes 1990-1995 1995-2000 2000-2005 (a) Personal (b) Service conditions (c)Working conditions (c) Wages, Bonus, D.A. (d) External Factors (e) Others 8.3 (A) No. of Strikes during the following years No. of strikes No. of cases Stay in Stay out strikes Total with complete of go-slow strikes stoppage of tactics Year work 1990-1995 1995-2000 2000-2005 (B) Strikes classified according to causes Year 1990-1995 1995-2000 2000-2005 Causes (a) Personal (b) Service conditions (c) Working conditions (d) Wages, Bonus, D.A. (e) External factors (f) Others ( C) Number of workers involved Year No. of Average No. of Estimated no. of stoppages No. of man-day actual man-days workers 1990-1995 1995-2000 2000-2005 (D) Average duration of strikes Year Average duration 1990-1995 1995-2000 2000-2005 8.4 No. of Stoppages according to results Result Year Successful Partially Unsuccessful Indefmate Total 1990-1995 1995-2000 2000-2005 8.5 No. of lockouts classified according to causes Causes Year 1990-1995 1995-2000 2000-2005 (a) Personnel (b) Service conditions (c) Working conditions (d) Wages, Bonus, D.A. (e) External Factors (f) Others 8.6 No. of lay-offs with their causes Year Cause Break Non-clear- Shortage Shortage Compensation Others down of ance of of raw of power Machinery stock material 1990-1995 1995-2000 2000-2005 Total PART IX MACHINERY FOR SETTLEMENT 9.1 Works Committees and Joint Management Councils Year No. of Cases Result Referred Successfully Partially Not Remarks Resolved Resolved Resolved 1990-1995 1995-2000 2000-2005 9.2 (A) Cases referred to the Conciliation Officer Year No. of Duration of Concilia- No. of No. of No. of cases tion Proceeding cases cases cases referred Aver- Maxi- Least settled not referred age mum settled to the Govt. 1990-1995 1995-2000 2000-2005 (B) Period for which settlement arrived at conciliation proceedings were binding on the parties. Period Year Average Minimum Maximum 1990-1995 1995-2000 2000-2005 (C) Cases in which decisions of conciliation proceedings were not honoured. Year Number of cases 1990-1995 1995-2000 2000-2005 9.3 (a) Cases referred to Conciliation Board Year No. of Duration of Concilia- No. of No. of No. of cases tion proceedings cases cases cases referred Aver- Maxi- Least settled not referred age mum settled to the Govt. 1990-1995 1995-2000 2000-2005 Total (b) Periods for which decision arrived at Conciliation Board were binding on the parties. Period 1 1 1 Year Average Minimum Maximum 1990-1995 1995-2000 2000-2005 ( c) Cases in which decisions of Conciliation Board were not honoured. Year 1990-1995 1995-2000 2000-2005 No. of Cases 9.4 Cases referred for Arbitration (A) Labour Court (i) Year No, of Duration of proceedings No. of No. of Result cases in the court awards cases referred Aver- Max- Least given withdrawn Manage- Un- ment ion 1990-1995 1995-2000 2000-2005 (ii) Period for which awards given by the Labour Court were binding on the parties Year Period i 1 1 Average Minimum Maximum 1990-1995 1995-2000 2000-2005 (iii) Cases in which award the Labour Court were not honoured. Year i 1 1 1990-1995 1995-2000 2000-2005 No. of cases (B) Cases referred for Arbitration to Industrial Tribunal. (i) Year No. of Duration of No. of No. of Result cases Proceeding in awards cases referred the Industrial given withdrawn Tribunal i Manage- Union ment 1990-1995 1995-2000 2000-2005 (ii)Periods for which awards given by the Industrial Tribunals were binding on the parties. Period Year Average Minimum Maximum 1990-1995 1995-2000 2000-2005 (iii)Cases in which awards of the Industrial Tribunals were not honoured. Year 1990-1995 1995-2000 2000-2005 No. of cases 9.5 Number of cases referred by the Government to the Court of Inquiry. Year 1990-1995 1995-2000 2000-2005 No. of Cases 9.6 Number of cases referred to High Court on points of Law Year By Employer By Union Total Results 1990-1995 1995-2000 2000-2005 9.7 Number of cases filed by Government. Year 1 1 1 1990-1995 1995-2000 2000-2005 No. of cases PART X PRODUCTIVITY 10.1 Extent of Annual Production: Year Gross Output 1990-1991 1991-1992 1992-1993 1993-1994 1994-1995 1995-1996 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 Investigator's observations: Date Signature Checked by Date Tabulated by Date APPENDIX IV INTERVIEW SCHEDULE FOR INTERVIEWING LABOUR COMMISSIONER 1. Number of trade unions in Goa: 1990-95 1995-2000 2000-2005 2. Average number of trade unions per industry in Goa: 1990-95 1995-2000 2000-2005 3. Number of strikes, lockouts 1990-95 1995-2000 2000-2005 4. Total mandays lost: 1990-95 1995-2000 2000-2005 5. Industrial absenteeism in Goa: Extent: 1990-95 1995-2000 2000-2005 Causes: Measures to reduce it: 6. Number of Government Officials in Goa: a. Labour Commissioners: b. Assistant Labour Commissioners: c. District Labour Officers: 7. Number of : 1990-95 1995-2000 2000-05 a. Workers : Skilled Semi-skilled Un-skilled b. Employers Associations c. Trade union leaders 8. Nature of trade unionism in Goa: 9. Nature of Industrial relations in Goa: 10. Common modes of demonstrations: 1990-95 1995-2000 2000-2005 11. Role of trade unions : Economic Social 12. Productivity promotion Campaigns in Goa: APPENDIX V CENTRAL TRADE UNION LEADER QUESTIONNAIRE TRADE UNIONS IN GOA: A COMPARATIVE STUDY PURPOSE OF THE STUDY: Ph.D THESIS Serial Number Date of Issue Sample Number Date of Investigation Name of Investigator Date of Return 1. Name of the Union Leader: 2. Name of the Union associated with: 3. Address of the office: 4. Address of the Head Office: 5. Date of establishment: 6. Date of Registration: 7. Position in the union: 8. Type of union: Local/ National/ International 9. Number of years occupying the position: 10. Type of workers as members: 11. Establishment of the union in Goa: 12. Number of Industries to which this union is related to: SSIs Medium Is Large Is 1990-1995 1995-2000 2000-2005 13.Unions to which it is affiliated to: 1. 2. 14. Unions affiliated to this union: 1 2. 3 4. 5. 6. 7. 8. 9. 10. 15.Number of strikes called by the union: SSIs Medium Is LSIs 1990-1995 1995-2000 2000-2005 16.Causes of strikes : SSIs Medium Is LSIs 1990-1995 CAUSES 1. 2. 3. 1995-2000 CAUSES 1. 2. 3. 2000-2005 CAUSES 1. 2. 3. 17. Result of Strikes: SSIs Medium Is LSIs 1990-1995 RESULTS 1. 2. 3. 1995-2000 RESULTS 1 2. 3. 2000-2005 RESULTS 1 2. 3. 18. Number of lockouts: SSIs Medium Is LSIs 1990-1995 1995-2000 2000-2005 19. Causes of lockouts: SSIs Medium Is LSIs 1990-1995 CAUSES 1995-2000 CAUSES 2000-2005 CAUSES 20. Role of union : (a) During lock-outs (b) Wages and job security (c) Fixing of length of the work day and breaks (d) Intensity of work and additional load (e) Training programmes (Technical / Vocational) (1) Facilities at place of work (g) Physical work environment (h) Fringe benefits (i) Measures to reduce Absenteeism (j) Measures to increase productivity . (k) Welfare facilities (1) Social Security measures (m) Health facilities (n) Educational facilities (o) Recreational facilities 21. Machinery for settling Disputes: 22. Total Number of Unions prevailing in Goa during : No. of Unions SSIs Medium Is LSIs 1990-1995 1995-2000 2000-2005 23. Causes of rise / decline in unions in Goa: 1990-1995 CAUSES 1995-2000 CAUSES 2000-2005 CAUSES 24.Suggestions for improvement in union functioning in Goa: 25.Future of unions in Goa: 26.Unions and NGOs in Goa: 27.Name of the Unions affiliated at: (A) MPT (B) GSL 1990-1995 1. 1. 2. 2. 3. 3. 1995-2000 1 1. 2. 2. 3. 3. 2000-2005 1 1. 2. 2. 3. 3. (C) Colfax (D) CIBA 1990-1995 1. 1. 2. 2. 3. 3. 1995-2000 1. 1. 2. 2. 3. 3. 2000-2005 1. 1. 2. 2. 3. 3. APPENDIX VI LIST OF TRADE UNIONS REGISTERED WITH THE REGISTRAR OF TRADE UNIONS IN GOA. 1. A.C.G.L. Workers' Union. 2. A.C.G.L. Employees Union. 3. A.C.G.L. Employee Canteen Union. 4. Adel Laboratories Pvt. Ltd, Workmen Union. 5. Ade1phi Kamgar Union. 6. Akhil Goa Rajya Anganwadi Karmachari Sanghatana. 7. Akhil Gomantak Shramik Utkarsh Sangh. 8. All Goa Co-operative Workers' Union. 9. All Goa General Employers Union. 10.All Goa Independent Security Union. 11.All Goa Janapriya Finance and Industrial Investment Allied Emloyees Association. 12.All Goa Naval Civilians Employees Union. 13.All India Theatre Employees' Association. 14.All India Hamali Worker's Union. 15.Ancestral Goa / Big Foot Employees Association. 16.Arlem Breweries Employees Union. 17.Association of Employers. 18.Association of U Co. Bank Officers, Goa. 19.Automobile Corporation of Goa Ltd. 20. Averina Beach Resort Employees Union. 21. Azad Goenkar Kranti Sena. 22. Bagmalo Beach Park Plaza Resort Employees Union. 23. Bank of Baroda Congress, Goa. 24. Bank of Baroda Employees' Union, Goa 25. Bibani Glass Fibre Employees union. 26. Bus Transporters' Association, (South Goa). 27. C.M.M. Employees' Union. 28. Centaur Staff Welfare Association. 29. Central Bank Employees Congress, Goa. 30. Central Bank Employees Union. 31. Central Bank Officers Union 32. Central Bank Officers Association. 33. CG-PPI Kundaim Employees Union. 34. Chowgule Employees Union. 35. Christine Hoden Employees Union. 36. Ciba Santa Monica Employees Union. 37. Cidade de Goa Hotel Employees Union. 38. Cosme Remedies Workers Union. 39. Crompton Greaves Ltd. Employees Union. 40. Cuncolim Auto Rickshaw Welfare Association. 41. Dabolim Airport, Porters Cum Trolly Keepers Union. 42.Damodar Mangalji Mine Workers Union. 43.Damodar Mangalji Workers Union. 44.Dena Bank Staff Union. 45.Dental Care Employees Union. 46.Dupont Sportswear Ltd, Employees Union. 47.Dura-line Workers Union. 48. E.D.C. Employees Union. 49. E'merck Employees union. 50.EDA's Postal Employee's Union. 51.E.D.C. Officers Association (EDGOA). 52.Electricity Department Junior Engineers Association, Goa. 53.Electricity Employees Union. 54.Employees Provident Fund Staff Union. 55.Employees State Insurance Corporation Employees Union, (Goa Region). 56.Employees Union of Royal Goan Beach. 57.Financial Institutions Employees Union. 58.Finolex Employees' Union. 59.Fomenta Employees Union. 60.Fort Aguada Beach Resort Employees Union 61.GAAL Ltd. Employees Consumer Co-op. Society Ltd. Workers Union. 62.GEL Employees Union. 63.GEL Officers Association. 64.General Labour Union. 65.Geno Pharmaceuticals Worker's Union. 66.Glenmark Laboratories Employees Union. 67.Goa Auto Accessories Ltd. Workers' Union. 68.Goa Bagayatdar Karmachari Kalyan Sanghatana. 69.Goa Bank Employees Association. 70.Goa Bank Workers Organisation. 71.Goa Bus & Taximen's Federation. 72.Goa Cancer Society Hospital Employees' Union. 73.Goa Carbon Workers Union. 74.Goa Co-operative Marketing Federation Employees Union. 75.Goa Daman & Diu Rural Workers Union. 76.Goa Defence Civilian Employees' Union. 77.Goa Dock Labour Union. 78.Goa Electronic Employees Union. 79.Goa Employees Congress. 80.Goa Employers Association. 81.Goa Engineering Workers' Union. 82.Goa Flour Mills Employees Union. 83.Goa Glass Fibre Employees Union. 84.Goa Hotel Workers Independent Federation(GHWIF). 85.Goa Housing Board Employees Union. 86.Goa Jagrut Kamgar Sanghatana, GAPL. 87.Goa Justice And Labour Foundation. 88.Goa Kamgar Sena. 89.Goa Kesarval and Modowell Workmen's Union. 90.Goa Labour Union. 91.Goa LIC Employees' Union. 92.Goa Mazdoor Union. 93.Goa Meat Complex Employees Welfare Union. 94.Goa Meat Complex Employees Union. 95.Goa Medical Representative Association. 96.Goa Milk Union Employees' Association. 97.Goa Mine Workers Union. 98.Goa Mining Labour Welfare Union. 99.Goa Municipal Employees Association. 100. Goa Municipal Workers Union. 101. Goa Naval Employees' Union. 102. Goa Penta Hotel Employees Union. 103. Goa Port & Dock Employees Union. 104. Goa Renaissance Tourist Taxi Association. 105. Goa Road and General Transport Worker's Union. 106. Goa Sampling Employees Association. 107. Goa Seamen's Federation. 108. Goa Shipyard Administrative Staff Association. 109. Goa Shipyard Kamgar Ekvott. 110. Goa Shipyard Kamgar Sangh. 111. Goa Shipyard Supervisory Staff Association. 112. Goa Shipyard Workers' Union. 113. Goa Shops and Industrial Workers' Union. 114. Goa Shramik Sangh. 115. Goa Telecommunications & Systems Ltd, Employees Association. 116. Goa Tourism Dev. Corpn. Ltd. Employees Union. 117. Goa Trade and Commercial Workers Union. 118. Goa Union of Journalists. 119. Goa University Non-Teaching Employees Association. 120. Goa Urban Co-operative Bank Employees' Union. 121. Goa Daman & Diu Industrial Development Corporation Employees Union. 122. Gomantak Employee's Union. 123. Gomantak Mazdoor Sangh. 124. Government Printing & Offset Press Employees Union. 125. Gualaindia (P) Ltd. Employees Union. 126. Haathi Mahal Employees Union. 127. Herald Employees Union. 128. Heritage Village Club Employees Union. 129. Hindustan Ciba- Geigy Ltd. Staff Union. 130. Hochest Marion roussel, Goa Plant Employees Union. 131. Hotel Fidalgo Employees' Union. 132. Hotel Goan Heritage Staff Union. 133. Hotel La Paz Gardens Employees Union. 134. Hotel Maharaja Employees Union. 135. ICAR Research Complex Employees Association. 136. Icarus Foods and Farms Worker's Union. 137. Insurance Corporation Employees' Union Goa. 138. Journalists' Union of Goa (JUG). 139. Kadamba Drivers & Allied Worker's Union. 140. Kadamba Kamgar Union. 141. Kadamba Officers Association (KOAT). 142. Kadamba Transport Corporation Inspectors, Controllers and Security Employees' Association. 143. Kadamba Transport Corporation Workers' Union. 144. Kadamba Workers Welfare Association. 145. Kamgar Sena. 146. Kamgarancho Ekvott. 147. Karthik Alloys Employees Union. 148. Kodak Goa Employees Union. 149. Konkan Railway Employees Sangh. 150. Konkan Railway Taxi Operators Association. 151. Kranti Auto Rickshaw Association, South Goa. 152. Krantikari Shramik Sanghatana. 153. KTC Drivers & Allied Employees Association. 154. Leela Beach Employees Union. 155. M.S.B. Caculo Employees Union. 156. M/s Elar Fashions Employees union. 157. Mabai Hotels Employees Union. 158. Majorda Beach Resort Employees Union. 159. Mandovi Pellets Ltd., Workers' Union. 160. Margao Auto-Rickshaw Welfare Association. 161. Margao Pick-Up Rickshaw Association. 162. Marmagoa Steel Employees Union. 163. Marmugao Port & Railway Worker's Union. 164. Marmugao Port Trust Marine Officers' Association. 165. Marmugao Port trust Supervisory Staff Association Goa. 166. Marmugao Stevedores' Staff Association. 167. Menezes Air Travel Employees Union. 168. Menezes Industrial Complex Employees' Association. 169. M.E S Employees Union. 170. Mill Mazdoor Union. 171. Minerals and Metals Trading Corporation (Goa regional) Employees' Union. 172. Modi Employees Association. 173. MOHP (MPT) Workers Union. 174. MOHP Technicians Association. 175. Mormugao Port Trust Officers Association. 176. Mormugao Stevedore Foreman and Supervisory Staff Association. 177. Municipal Employees Association. 178. National Commercial Employees Sangh. 179. National Industrial Corporation Ltd. Workers Union. 180. National Textile Employees Union. 181. Nurses and Hospital Employees Union. 182. Nusi Maritime Academy Employees Union. 183. Oriental Bank of Commerce Employees Union. 184. Packaging & Printing Employees Union. 185. Punjab National Bank Employees' Union Goa. 186. Pentair Water India worker's Union. 187. Petels Engineers P. Ltd, Employees Union. 188. Petroleum Employees union Goa. 189. PHIL Corporation Staff Union. 190. Photophone Ltd & its Asso. Companies Employees Union. 191. Prashant Polyconcrete General Staff Union. 192. Public Works Department Employees Union-Goa. 193. Putz Pumps (India) Pvt. Ltd. Workers Union. 194. Rajasthan Kerosene Workers Union. 195. Ramada Renaissance Resort Employees Union, Goa. 196. Rashmi Group Officers Association. 197. Rawafond Workers' Union. 198. Resort de Goa Employees Union. 199. Resort Dona Sylvia Employees' Union. 200. River Navigation Marine Workshop Employees Association. 201. Royal Goan Beach Club, Monterio Employees Union. 202. Royal Goan Haathi Mahal Workers Union. 203. Sanjivani Sakhar Karkhana Workers Union. 204. Sattari Engineering Employees Union. 205. Sattari Engineering Workers Union. 206. Sesa Goa Workers' Union. 207. Shetkari Kamgar Sangh. 208. Shipyard Employees' Union Goa.Silver Sands Beach Resort Employees Union. 209. Taj Holidays Village Employees Union. 210. Taxi Operators Association. 211. The " Oxygen and Aerated waters" Workers' Union . 212. The Bank of India Staff Union. 213. The Bicholim Urban Co-op. Bank Employees Association. 214. The Bicholim Urban Co-op. Bank Employees Federation. 215. The Bicholim Urban Co-op. Bank Employees Union. 216. The Bicholim Urban Co-op. Bank Officers Association. 217. The Citizen Co-operative Bank Employees Union. 218. The Dena Bank Employees Union. 219. The Federation of Goa Trade Unions. 220. The Fort Aguada Beach Resort Workers Association 221. The Goa Agricultural Produce Market Committee Employees Association. 222. The Goa General Employees Union. 223. The Goa Handicrafts, Rural and Small Industries Corporation Employees Union. 224. The Goa Irrigation Department Junior Engineers Association. 225. The Goa MRF Employees Union.. 226. The Goa MRF Union. 227. The Goa Rajya Workcharged & Nominal Muster Roll Employees Union. 228. The Goa State Co-op. Bank Employees' Union. 229. The Goa State Co-operative Bank Officer's Association. 230. The Goa Urban Co-operative Bank Officer's Association. 231. The Government of India, Navigation Employees Union (Goa). 232. The Hindustan Ciba-Geigy Ltd., Employees' Union. 233. The Hotel Royal Goan Beach Club Employees Union. 234. The Madgaum Urban Co-op. Bank Officers Association. 235. The Madgaum Urban Co-operative Bank Employees' Union 236. The Madgaum Urban Co-operative Bank Workers Organisation. 237. The Mapusa K.T.C. Rickshaw Owners Union. 238. The Mapusa Urban Co-op. Bank Employee's Union. 239. The Mapusa Urban Co-op. Bank Officers' Association. 240. The Marmugao Water-front Workers' Union. 241. The Minerals & Metal TRADING Corpn. Officer's Association. 242. The National Commercial & General Employees' Sang. 243. The National Mine Workers Union. 244. The Navhind Publications Employees Union. 245. The New Bank of India Employees Union. 246. The Newspaper and Press Employees Union. 247. The Old Anchor Dalmia Resort Employees Union. 248. The Surla Beneficiation Plant Workers Union. 249. Tool Room and Training Centre-Goa Employees Association. 250. Tourist Taxi Union. 251. Transport and Dock Workers' Union. 252. Union Bank Employees' Union, Goa. 253. United Bargemen's Association. 254. United Commercial Bank Employees' Association , Goa. 255. United Mine Workers Union. 256. United Taxi man's Union. 257. Usgao MRF Employees Union. 258. Vicco Laboratories Workers Union. 259. Vishal Yellow Black Taxi Motorcycle Pilot Association. 260. Vishwas Steels Employees' Union. 261. Western India Shipyard Engineers Union. 262. Whispering Palms Beach Resort Employees Union. 263. Zuari Agro Chemicals Ltd. Officer's Association. 264. Zuari Agro-Chemicals Ltd. Workers' Union. 265. Zuari Agro-Chemicals Ltd. Employees' Union (Goa). 266. Clean Cat Employees Union. 267. HFCL Employees Union. 268. The Goa Leela Union. 269. Betul Bus Owners Association. 270. Goa Tourist Taxi Association (GOTTA). 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