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In this project, I analyzed the different aspects of industrial relation at Barauni Refinery. My
prime objective is to interpret the policies and procedures adopted in maintaining the
industrial relation.
The report includes the concepts of industrial disputes, the causes of different grievances in
the organization and the methods and procedures of their redressed with the help of different
laws of Indian Government.
So it is great opportunity for me that I had done my project in IOCL at the topic of
INDUSTRIAL RELATIONS.
In my project I have also conducted a survey. The survey is based on Industrial Relations.
The result of the survey is that maximum numbers of employees are satisfied with company’s
policies.
At the time of gathering information I interacted with many employees and managers. In
IOCL, I observed organizational Behaviour & learned how to work in team and time
management.
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CHAPTER- 1
Objectives of Study
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PRIMARY OBJECTIVE: -
The primary objective of this study is to determine how to improve congenial relations
between employees and employers at Barauni Refinery.
SECONDARY OBJECTIVES:-
How to improve working conditions and to improve aspects of social protection such as
better wages, safer working conditions and improvements to employee health and social
security.
PURPOSE OF STUDY
The main purpose behind the project report is to bridge the gap between theoretical
knowledge & practical aspect. Basically it is part & parcel of educational curriculum.
This report is to convey the interested persons the whole result of the study on Industrial
Relations in detail and enable readers to analyse and determine the conclusions.
Thus the purpose of this report is the dissipation of knowledge so as to ensure their widest
use.
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INDIAN OIL COPRATION LIMITED
COMPANY PROFILE
Indian Oil Corporation Ltd. is the sole representative in Fortune Prestigious listing of the
world’s 500 largest corporations, ranked 125 for fiscal 2010 based on fiscal 2009-10
performance. It is also the 17th largest petroleum company in the world. Indian oil has been
adjudged the ‘Second’ in petroleum trading amongst the 15th National Oil Companies in the
Asia-Pacific region.
Beginning in 1959 as Indian Oil Company Ltd. was formed in 1964 with merger of Indian
Refineries Ltd. (Est. 1958). As India’s flagship national oil company, Indian oil accounts for
56% petroleum products market share, 42% national refining capacity and 67% downstream
pipeline throughput capacity.
Indian Oil controls 10 of the country’s 18 refineries with a combined rated capacity of 49.30
Million Metric Tones Per Annum (MMTPM). These include subsidiary companies Chennai
Petroleum Corporation Ltd. and Bongaigon Refinery and Petrochemicals Ltd. It owns and
operates the country’s largest network of cross-country crude oil and product pipelines of
7170 Kms. with a combined capacity of 52.75 MMTPA. Indian Oil’s country wide network
of over21000 sales points is backed for supplies by its extensive, well spread out marketing
infrastructure comprising 169 bulk storages terminals, installations and depots, 93 aviation
fuel stations and 79 LPG bottling plants. Its subsidiary, IBP Co. Ltd. is a stand-alone
marketing company with a nationwide retail network of over 2000 sales points. To maintain
strategic edge in the market place, Indian Oil has planned investments to the tune of Rs.
24400 cores, during 10th plan (2002-07), mainly in Refining and pipeline capacity
expansions, product quality up gradation, retail operations and diversification projects.
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Financial Performance
Oil gross turnover (inclusive of excise duty) for the year 2009-10 reached a new high of Rs-
2,71,074 crore, up by 15.3% as compared to Rs-2,47,457 crore in the previous year. The
profit after tax touched a high of Rs-10,221 crore.
Source:ET Graph-1
For the first quarter of the current fiscal, IOCL posted a loss of Rs- 3,338 crore as compared
to a profit of Rs- 3,683 crore for the same quarter during the previous year.
Indian Oil is and “academy” company with a score of full-fledged training centres across the
country. Building competency, confidence, and capability to face the challenges of the
market place. Among these, the Indian Oil Institute of Petroleum Management, Gurgaon,
Indian Oil Management centres for Learning, Mumbai and The Indian Oil Management
Academy, Haldia have emerged as world-class training and management academies.
Maharatana Status
Indian Oil has been conferred with the ‘Maharatna’ status and is one among the four
companies selected by the Government.
The Corporation is celebrating the year 2009 as its golden jubilee year.
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Management
Chairman
B M Bansal
Chairman & Director (Planning & Business Development)
Board of Directors
Figure-1
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Corporate Office
Figure-2
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INDIAN OIL CORPORATIN LIMITED
ORGANIZATION PROFILE
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Barauni Refinery is the 2nd public sector refinery of Indian Oil Corporation. It is located near
the Northern bank of river Ganga, flowing at a distance of 8Km in Begusarai District of
Bihar, really holds a great history. It spreads over 1000Km acres.
Barauni Refinery was formed in collaboration with Russia and Romania, situated 125Km
from Patna. It was built with initial cost of Rs. 49.40 crore. Barauni refinery was
commissioned in 1964 with a refining capacity of 1 million metric tonnes per annum
(MMTPA) and it was dedicated to the nation by the union Minister for petroleum, Prof.
Humayun Kabir in January 1965. After de-bottlenecking, revamping and expansion project,
its capacity today is 6.0 MMTPA. Matching secondary processing facilities such Resid
Fluidised Catalytic Cracker (RFCC), Diesel hydro Treating (DHDT), Sulphur Recovery unit
(SRU) have been added. These state of the art eco-friendly technologies have enabled the
refinery to produce environment-friendly green fuels complying with international standards.
Barauni refinery was initially designed to process low sulphur crude oil (Sweet crude) of
Assam. After establishment of other refineries in the northeast,Assam crude in unavailable
for Barauni. Hence, sweet crude is being sourced from African, Southeast Asian and Middle
East countries like Nigeria, Iraq & Malaysia. The crude is bought up to Haldia by very large
crude carriers (VLCCS) from where it is pumped through pipelines to Barauni Refinery,
capability for processing high-sulphur crude has been added-high-sulphur crudes-thereby
increasing not only the capacity but also the profitability of the refineries.
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OBJECTIVES, VISION & MISSION & VALUES
OF THE CORPORATION
Objectives
To ensure national interest in oil and related sectors in accordance and consistent with
government policies.
To ensure and maintain continuous and smooth supply of petroleum product by way
of crude refining , transportation and marketing to customer to use them more
efficiently.
To create a strong R & D base in the field of oil refining and stimulating the
development of new petroleum products formulation with a view to
minimize/eliminate their imports.
VISION
The vision of IOCL is to be a major diversified, transnational, integrated energy
company, with national leadership and a strong environment conscience, playing a national
role in oil security & public distribution.
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Figure-3
MISSION
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To achieve international standards of excellence in all aspects of energy and
diversified business with focus on customer delight through value of products and
services, and cost reduction.
VALUES
CARE:
Concern
Empathy
Understanding
Co-operation
Empowerment
INNOVATION:
Creativity
Ability
Flexibility
Change
PASSION:
Commitment
Dedication
Pride
Inspiration
TRUST:
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Delivered promises
Reliability
Dependability
Integrity
Truthfulness
Transparency
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Location of Barauni Refinery
Barauni Refinery is located near the northern bank of river Ganga at Barauni in Begusarai
district of north Bihar. The river Ganga flows around 8 km away from the refinery. The
refinery is strategically located on the crossroads of two important national highways, NH-30
& NH-31, and the two important railways, Eastern Railways & North Eastern Railways. The
refinery is 125 kms from Patna and about 8 kms from the Begusarai town and is surrounded
by the villages like, Bihat, Mahna, etc to name a few. This whole area is known just because
of the refinery.
Figure-4
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PRODUCTS OF IOCL
Indian Oil is not only the largest commercial enterprise in the country; it is also the flagship
corporate of Indian nation. Besides having a dominant market share, Indian Oil is widely
recognised as Indian’s dominant energy brand and customers perceive Indian oil as a reliable
symbol for high quality products and services.
Indian oil is a heritage and iconic brand at one level and a contemporary, global brand at
another level. While quality, reliability and service remains the core benefits to Indian Oil’s
customers, stringent checks are built into operating system, at every level ensuring the trust of
over a billion Indians over the last four decades.
LPG
NAPHTHA
BITUMEN
MOTOR
SPIRIT(MS)
ATF
sdfffsafs
HSD
SKO
Figure-5
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PRODUCTS COMMON USE
NAME
Liquefied LPG Cooking Gas.
Petroleum
Gas(LPG)
SRN(StraightRu Nephtha Fertilizer Industry.
n Naphtha) Power Generation.
MS(Motors Petrol Xtra Vehicle Fuel.
Sprit) Premium
HSD(high Speed Diesel Xtra Mile, Vehicular Fuel For Metros/
diesel) Euro-111 Diesel Select Cities.
LDO(light Diesel LDO Irrigation Pump-sets.
Oil) Furnace Fuel.
LSHS(Low LSHS Furnace Fuel.
sulphur heavy
Stock)
RPC(Raw RPC Production of Calcined
petroleum Petroleum Coke Which is Used in
Coke) Graphite, Battery, Aluminium.
Sulphur Sulphur Chemical Industry.
Table-1
Motor Sprit(MS)
Auto LPG
Lubricants
Bitumen
Paraffin
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Super Kerosene Oil(SKO)c.
Indian Oil’s retail brand template of extra care (Urban), Swagat (highway) and KisanSeva
Kendra`s (Rural) are widely recognized as pioneering brands in the petroleum retail segment.
Indian Oils leadership extends to its energy brand
Indane LPG
SERVO Lubricants
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Figure-6
Pipelines Division
Marketing Division
Training Division
Inventions Division
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Figure-7
Haldia Refinery(1975)
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Panipat Refinery (1988)
CPCL-Chennai
Narimanam
Bongaigaon Refinery
• Production Department
• Project Department
• Training Department
• Finance Department
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• Vigilance Department
• Planning Department
• Medical Department
The head quarter is headed by the chief Human Resource Manager, who
reports to the GM(HR)/ED(HR) and Director (HR) who is overall in charge
of HR department heads, the HR functions in Barauni Refinery.
The basic objective of this very department is to promote and develop co-
operative attitude amongst all employees by fostering harmonic relations
at all level so that each individual feels like he is contributing his best in
achieving the company objectives. The department directs its activities
through three channels.
Service to worker.
Service to management
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FUNCTION AND RESPONSIBILITY OF P&A HR DEPARTMENT
Placement, induction.
Wages Administration
INDUSTRIAL RELATIONS
Settlement of Grievances.
WELFARE ADMINSTRATION
Compensation to workers.
Co-operative activities.
Workers committee
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Graph-2
C A & T
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SIZE AND COMPOSITION OF THE
WORKFORCE
In Barauni Refinery there are nine grades in Officers and Eight grades in
non-officers or workmen cadre. Grade-A is the most senior where Grade-I
is the junior most in officers while Grade-I is senior in non-executive
category.
B General Manager 03 03 00 00 00 00
C Deputy General 08 07 00 00 00 01
Manager
D Chief Manager 14 11 02 01 00 00
E Senior Manager 34 24 06 02 01 01
F Manager 34 25 05 04 00 00
G Deputy Manager 62 26 16 08 10 02
I Officer/Engineer 159 88 29 06 33 03
Table-2(a)
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Grad Designation Stren Gener SC ST OB Fem
e gth al C ale
I Office Superintendent, 121 69 10 02 01 39
Office Section Accountant
VI Operator-E, Sampler 28 11 11 00 00 06
Table-2(b)
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TPM POLICY (TOTAL PRODUCTIVE MAINTENANCE)
Total productive maintenance is one of the essential features of IOCL. Barauni Refinery has
also followed the TPM policy in all the departments to increase there productive efficiency of
the corporation. The TPM policy aims at:
Achieving zero break defect culture to maximize over all plant effectiveness (OPE)
for safe and efficient operation with involvement of all individuals throughout the
refinery total productive maintenance.
The TPM policy generally surrounds around the concept of 5S. The 5S stands for the
following
Figure-8
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CHAPTER- 2
INTRODUCTION
Industrial Relations constitute one of the most delicate and complex problems of
the modern industrial society that is characterized by rapid change, industrial
unrest and conflicting ideology in the national & international spheres. It is a
dynamic concept that depends upon the pattern of the society economic system
and political set-up of a country and changes with the changing economic and
social order.
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It is and art of living together for the purposes of production, productive
efficiency, human well- being and industrial progress. It comprises of a network
of institutions, such as , trade unionism, collective Bargaining ,employers, the
law ,and the state, which are bound together by a set of common values and
aspiration . knowledge of such institutions is important if we are to understand
every day industrial relations phenomena. These institutions are a social network
of organization , participants, processes and decision: all of which interact and
inter-relate together within the industrial relation environment and even beyond
it.
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relationships that exists at various levels of the organizational structure . More
specifically , it connotes relations among workers themselves within the class of
employees, relations among the management within the managerial class, and
relations between the two distinct classes of workers and management . It denotes all
types of inter- group and inters group relations within industry , both formal and
informal. It consists of a complex networks of relations that arise out of functional
interdependence between workers and management and between industrial
organizations and society. Industrial relations are a social concept because it deals
with social relationships in different walks of life. It is also a relative concept
because it grows and flourished or decays in accordance with economic, social and
political conditions prevailing in a society and the laws made by the state to regulate
the . The advances made in the field of science and technology also influence the state
of industrial relations . There is greater divergence in industrial relations systems as a
result of the divergent economic, social, political and cultural environments.
The present day concept of maintaining harmonious relation in industry is not a sudden
phenomenon, but there is along is long historical background of its evolution.
In the early day worker were hire and fired and relationship between management and labour
was that of master and servant, as the principle of demand and supply governed the industrial
relations. The employer was in a commanding position and the conditions of employment and
wages were very poor. With starting of small industries , handicraft and business firms the
availability of required type of labour used to fluctuate and variations in demand and supply
were taking place. Therefore, the value of human labour was recognized as a commodity.
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Machinery concept: Since the value of human labour directly varies with the output it gives,
it was felt that like machinery , human machinery engaging in industry also required keep and
maintenance. The labour gains some importance and employers started paying some
attention to their safety and hygiene.
Customer concept of workers : During the world war when lot of defence materials was
required to be produced in the related industries, it was realized that like customers, workers
as honoured customers.
Goodwill concept governing the human relations: With discarding those labour having less
or little utility on to resist such arbitrary action of the employers which resulted in industrial
unrest , low production and manpower losses . Therefore , for smooth running of business
and industry , goodwill relations with employees were felt. However , the goodwill concept
was mainly linked with the final aim of higher returns and output.
Human relation concept : As the goodwill attitude approach of employers was not
satisfying the basic needs, social needs and recognition need of the working force, such
unsatisfied need caused frequent unprecedented behaviour tense relations resulting into
lowering of production. Therefore industrialists felt an appreciation of maintaining close
human relations. With this realization , the Government of India framed and enacted various
acts, governing the working conditions and industrial relations. In the industries, I would like
to mention here that 200 years ago when labour first tried to organize in England & America
, the common law doctrine against “conspiracy in restraint of trade” were used against
them. In India also, the English common law doctrines were followed and until the enactment
of Indian trade union Act,1926, union executive and members were subject to civil &
criminal liability for bona-fide Trade Union activities . By enactment of Trade Union Act ,
1926 the rights of collection & Bargaining by the workers were recognized . In 1946 , the
industrial Employment Act (Standing Order ) was passed to regulate the terms and conditions
of services after independence , the industrial Disputes Act , 1926, was passed, which
provides permanent machinery for the settlement of industrial Disputes, such as Work
committees , conciliation officer and industrial Tribunals . For maintaining smooth relations
government also conceived for various welfare measures to be undertaken by the employers
by enactment of the Factories act , 1948 , the ESI Act 1948, the Minimum wage Act,
1948 , the Contract Labour (Regulation and Abolition ) Act, 1970, the payment of wages
Act , 1936 , the EPE Act , 1952, the Maternity Benefit Act ,1961 , the payment of bonus
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act, 1965, etc. The guiding principles for which ha s been the establishment of social
justices . influence of the ILO can also be seen on the legislations. Voluntarism towards
solving industrial relations problem was also given emphasis such as , code of discipline ,
voluntary arbitration, etc. Participative concept of industrial relations : Gradually it was
realized for the workers participation in management to avoid industrial disputes or
differences . This scheme is considered as a mechanism where workers have a say in the
decision making process of an enterprise. The experiment of Blake, Mayo Lewin & Linker
showed that if worker are given opportunity to participate in the management process ,
therefore , be positive gains to the organizations effectiveness and moral.
In Indian workers committee, Joint Management Councils and Joint Councils are some
examples of workers participations in management . A bill on workers participations in
management was introduction in 1990 by the national front government , throw it the human
relation & participative concept of industrial relations , based on the experiment Mayo,
Blake, Likert, Mc. Gregor stress the factors endogenous to the work setting which influence
the inter personal relationship & in turn , condition employee motivation attitude & moral. In
theoretical of industrial relations have been given due importance by Johan T Dunlop. In the
context of environment.
The “system approach “ developed by John T Dunlop examine the impact of the factor &
forces which form part of the environment external to the industrial setting , in shaping &
changing industrial relation.
Dunlop regarded industrial relation system as comprising of certain actors , certain context ,
and an ideology a body of rules govern the actors at place and work community . Thus , there
are four broad aspects in the Dunlop model of industrial relations system :-
Actors
Context
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Output
Ideology
The actors namely , the managers , workers , and government functions , either
individually or as members of there on association, in a context comprising of technical,
economic budgetary & power relation aiming & at formulating & administering rules which
are the output of the system . finally , the verbally which keeps these often warning actors
according to Dunlop . Is the ideology , i.e. shared value of all concerned? Dunlop’s view can
be presented figuratively as Below:
Figure-9
In-late 1960, AWJ carriage presented an input-output model of industrial relations system.
The main components of which are as under.
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1) The input or the goal & the value & power of the actors.
3) The output of the system is the financial , psychological & social reward for the
workers.
4) Feedback through which the output flow back into the environmental sub-system.
Table-3
Thus with changes in the political and trade union profile, the growth & development
of trade unionism is not an end itself. With starting of constructing activities in Barauni
Refinery, two main unions, having following affrications, came into beings :
During the construction set up of Barauni Refinery when workers were employed by the
contractor for various project works, the prime function of union were to agitate upon fair &
equitable wage, reasonable working condition & provisions of basic amenities. Such
demands were, no doughty, difficult to regulate due to large no of contractor operating in this
refinery, which often led to militancy in the trade union. With commissioning of Barauni
Refinery in 1964 when the workers where required to posted in this permanent setup, the
prime activity of a trade union was to ensure absorption of maximum number of workers
from construction setup on this front there was many agitations & strikes with the
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management & during this phase itself, the trade unionism gained strength in Barauni
Refinery & also given to emergence of many splinter groups of trade union. How ever,
Barauni Telshodhak Mazdoor Union (BTMU) remained the major force in these unions
primarily, because this union is affiliated with AITUC & these reason/ area where refinery is
located had traditionally been a ‘Communist’ stronghold.
Before I researcher proceed about the registered Trade Union in Barauni Refinery, I would
like to mention in brief, the registration process of Trade Union under the Trade Union Act
1926 as per Section-4 of this act, any 7 or more member of Trade Union and by compiling
with the provisions with respect to registration.
Section-6 requires that no registration can be allowed unless certain condition as mentioned
in the section such as name of the Trade Union, objective of Trade Union, lists of the
members of Trade Union , manners of amendment of rules etc.
The registration of Trade Union, As per Section-7, on being satisfied with information
furnished, shall issue a certificate of registration in the prescribed form. After a careful
examination of the Trade Union activities in Barauni Refinery, presently, there are only
following two registered unions here :
SL. No. Name of Trade Union Registration No. & date of Affiliation
formation
Table-4
Since some of the above Trade Union was formed only due to various political changes in the
country, they were also short lived in Barauni Refinery and presently; only two unions are
active in I.O.C. Barauni Refinery.
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There is no any legislation, in vogue with regarded to the recognition of a trade union. In
order to make collective bargaining effective bipartite or tripartite settlement, a concept of
recognize union came into being with the declaration of code of discipline in industry(1958)
in a tripartite convention. Recognised union is the representative of the majority of the
workman has negotiating rights to settle the general demand of workman having long terms
implication the code of discipline provide the following criteria for the recognition of union:-
1. In an industry where there is only union the question of recognition of the union does
not arise.
2. The membership of union should cover at least 50% of the workers in the
establishment.
3. The union may claim to recognized if it has the membership of at least 25% of the
workers of that industry.
4. After recognition of trade union they should be in its position for two years.
5. Where there are several unions, one with the largest membership should be
recognized.
6. If union has workers has 505 or more membership of a particular establishment of that
industry it has right to deal which matters of purely local interest & individual
grievances of its own member only.
7. Only the union, which observes code of discipline which inter-alias, provides the
obligation of the union & the basis of the relationship between union & management
is entitled to be recognized.
BTMU was recognized on 26.11.1963 having its registration number 1081, as per AR-
1974 the total number of members of this union was 1634. It is affiliated by AITUC. As
per verification conducted by the state labour department, Bihar. This union commanded
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support of the majority of the workman and as such, it was given recognition with effect
form 3.10.1967. It is still a recognized union though its recognition had been challenge by
a rival union, i.e. the Petroleum & Chemical Mazdoor Union. An election for
determining the representative character of the union was held on 8.1.1976 by sector
ballot. BTMU secured 869 votes were the rival union 776 votes and thus BTMU retained
its recognition though there have been change in the post of president of union, such as in
1968, Shri Indrajeet Gupta M.P(CPI), in1972.
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R.P.Singh
C.M.Deo
Lalan Kumar(HR)
Md. Ayub
Arun Kumar(PN)
Arun Kumar(TPS)
Bipin Kumar
S.A.Hussain
R.K.Pathak(Invitee)
Sanjay Kumar
Rajendra Matho
Navin Kumar
Martina Aind
Krishna Kumari
Rajniti Singh
Treasurer 1 S.K.Verma
Special Invitees 26
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Executive Member 48
By Departmental Member 60
Table-5
Tough initially, prime role of outside leader was to guide and educate the labour force
about their right as well as the expansion of political ideology among them, but with
the emerging trend of educated labour force having primary interest of an industry in
mind rather than serving a political ideology, it is seen that slowly the outside
leadership in trade unionism is on decline.
In Barauni Refinery, it is found that mostly, all the major union operating for one or
more outside leaders as their office barriers. On discussion with the trade union as
well as management official and from the experience gained while working in this
Refinery, it is seen that outside leaders are not interfering in day-to-day problems of
the industries and normally the demand /issues resolved by the leadership comprising
of the employees. The role of outside leadership is primarily to guide the internal
leadership on the political ideology of the party and to take up the issues remaining
unresolved at higher levels though very sparingly. From the union angle, outside
union is helpful for them to raise their voice at central government levels or in the
parliament when their wage settlement are negotiated. From the management side
outside leadership act as ‘Double-edge-sword’. To clarify many a demand , the
management take help from outside leadership to impress upon the internal leadership
to be more reasonable and disciplined in the larger nation interest which is more
apprehended by outside political leader who holds responsible position, where as at
many demands, the internal leadership resorts to industrial action on issues which do
not concern with industry , but which are against a political ideology followed by
outside leaders in fight with government policies and to sum up the role of outside
leader can both be constructive as well as destructive at times depending upon the
situation and type of leadership rendered by a outside leader.
3. Lack of courage to face the facts and urge its members to consider the company’s
health & productivity.
In order to take the union leadership from its present role to the
development role, the management proposes to educate the leadership on vital issues
facing the corporation and role the union can play effectively in improving the
productivity of the organization.
INDUSTRIAL DISPUTE
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Industrial Dispute means Disagreement between an employer and its employees, usually
represented by a trade union, over some aspect of the terms or conditions of employment. A
Dispute may be followed by industrial action, in the form industrial action, in the form of a
strike or a work to rule. A disagreement between employers and workers. Some common
subjects for industrial disputes are wages and conditions, occupational, health, safety and
unfair dismissals or environmental issues.
Dispute arise out of festering conflicts. These conflicts occur at various level
within a person, within the members of groups and between groups. It has different
implications for individual behaviour and group behaviour. Here in confine to focus on inter-
group conflicts between management and workers organisation. When ever there are different
goals, conflict occur.
Purpose of the Act- The Industrial Disputes Act 1947 came into existence in
April 1947. It was enacted to make provisions for investigation and settlement of industrial
disputes and for providing certain safeguards to the workers.
MENIFESTATION OF CONFLICT
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Stress and Tension Lay off Absenteeism Unnecessary Firing
Table-6
Settlement of Dispute
A conciliation officer may be appointed for a specified area or for specified industries
in a specified area or for one or more specified industries and either permanently or for a
limited period .
Court of Enquiry: If the appropriate Government notifies the Board that the services of the
Chairman or of any other member have ceased to be available, the Board shall not act until a
new chairman or member, as the case may be has been appointed courts of enquiry. The
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appropriate Government may as occasion arises by notification in the official Gazette,
constitute a court of enquiry for enquiring into an matter appearing to be connected with or
relevant to an industrial dispute. A court may consists of one independent person or of such
number of independent persons as the appropriate Government may think fit and where a
court consists of two or more members, one of them shall be appointed as the chairman.
Labour court: If the appropriate Government notifies the court that the services of the
chairman have ceased to be available, the court shall not Act until a new chairman has been
appointment Labour Courts. The appropriate Government may, by notification in the official
Gazette, constitute one or more Labour Courts for the adjudication of industrial disputes
relating to any matter specified in the second schedule and for performing such other
functions as my be assigned to them under this Act. A Labour Court shall consist of one
person only to be appointed by the appropriated Government.
National Tribunals: The central Government may, by notification in the official Gazette,
constitute one or more National Industrial Tribunals for the adjudication of industrial disputes
which, in the opinion of the central Government, involve questions of national importance or
are of such a nature that industrial establishments situated in more than one state are likely to
be interested in, or affected by, such disputes. A national Tribunal shall consist of one-person
only to be appointed by the Central Government. A person shall not be qualified for
appointed as the presiding officer of a National Tribunal unless he is, or has been, a judge of
High court.
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make a compulsory for the government to take up all dispute relating to Barauni Refinery for
conciliation.
In practical situation, in any industry, union first rise a dispute for bilateral in
discussion with the management & in case no amicable settlement between the two parties,
either parties can send the dispute to the labour department for conciliation by the concern
authorities as indicated above. The conciliation officer, on receipt of a dispute, intervenes in
the matter and calls both the parties for discussion. However, the conciliation officer can only
conciliation upon the dispute and his attempts are to narrow down the difference between the
two parties. In case the parities agree to the suggestion of the conciliation officers that the
dispute is resolved through a conciliation settlement. In case the parties do not come to an
agreement, the conciliation officer end the conciliation in a failure and failure report is then
sent by the conciliation officer to the appropriate government. On receipt of the failure report,
the case is considered by the appropriate government and if the appropriate government is the
opinion that any industrial dispute exists or apprehended, the government may refer the
dispute under section 10 of the ID Act, either to a board of conciliation, or to labour court/
industrial tribunal as the case may be for adjudication separate schedules have been provide
in the act for the matter giving judicator for the labour or industrial tribunal.
There is also a provision in corporate in the industrial dispute act for voluntary
reference of dispute to arbitration . Section 10-A of the act state that where any industrial
dispute exists or is apprehended and the employer and the workman agree to refer the dispute
to arbitration they may, at any time, before the dispute has been referred to u/s 10 the labour
court or industrial tribunal, by a written agreement refer the dispute to arbitration.
Strike and Lockouts: Before I analyze the strikes and lockouts in Barauni Refinery, it would
be essential to know as to what strikes and lockouts stand for and what are the laws to
regulate the strikes and lockouts in an industry.
Strike: As define under section 2(Q) of the Industrial dispute act, 1947, means a cessation of
work by a body of person employed in any industry acting in combination or a concerted
refusal under a common understanding of any number of persons who are or have been so
employed to continue to work or to accept employment.
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Lockout: Lockout can be described as the anti thesis of strike. In the struggle between capital
and labour , the weapon of strike is available to labour and is often used by it; so is the
weapon of lockout available to the employers and can be used by them.
As defined in section 2(1) of industrial dispute act, 1947 , lockout means the
temporary closing of a place of employment or the suspension of work or the refusal by an
employers to continue to employ any number of people employed by him.
Legal Position:
Chapter-V of ID Act, 1947 deals with strikes and lockouts. As mentioned earlier that Barauni
Refinery falls in public utility service, I would like to discuss strikes and lockouts in public
utility service.
2. Without giving to the employer notice of strike within six weeks before striking or
3. Without 14 days of such notice or before the expiry of the day strike specified in any
such notice as stated above or
4. During the tendency of any conciliation proceeding before a conciliation officer and 7
days after the conciliation of such proceeding.
Similar restriction are placed on the right of the employer to lockout any of his workmen.
Normally in all cases, the union gave the notice in the form of ‘L’ , which was prescribed
in under ID Act,1947 along with its charter of demands. The union while giving the copy
to the management endorses a copy each to the labour authorities and other concerned
authorities , both inside as well as outside the organization. The management , on its part,
immediately swings into action on receipt of the strike notice. A copy of the strike notice
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is immediately send to the labour department with a request to intervene in the matter, as
per provision of ID Act. Normally, it has been found that labour authorities immediately
start the conciliation proceedings and call both the parties for discussion on the charter of
demands submitted by union.
Now, I shall discuss the case, analysis and result of strikes taken place from 1990.
2. Cause and Analysis :- The demand for which strike call was given, were all local
demands but having its implication in other unit of the corporation the demand were
conciliated upon by the labour authorities, both at local level as well as central level.
The conciliation proceeding , however ended in failure and strike was resorted to on
04.05.1990 and for one day on 17.05.1990. On 17.05.1990 itself, an understanding at
the level of chairman IOCL , was reached on all the main issue and the strike was
withdrawn, tough all the demands where ultimately settled by some given and take , it
is felt that union didn’t gain much by way of resorting to the strike. Result : During
the strike on both days, loss of about 90% was reported.
In addition to above strike, following three strikes have been taken place in Barauni
Refinery against the new industrial and economic policy, government policy and
privatization, announced by the government of India to liberalisation/globalization the
Indian economy:
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All such seven strikes call were given by Barauni Telsodhak Mazdoor Union
(AITUC), the reognize union. Managements stand was that this demand does not pertain
to an industry, but it is a national policy and has no comments to offer conciliation
proceeding ended in failure and strike took place. It may be maintain here that all the
strikes maintain above were preceded by industrial action such as gate meetings,
demonstration, Dharna etc.
In all the above strikes, the principle of ‘No work no pay’ was adopted.
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COLLECTION BARGANING
Meaning of Collection Bargaining
Through Collection Bargaining, negotiating parties should not only try to bargaining for
gains, but also try to evolve ways and means for solving industrial problem in the most
satisfactorily manner. The approach at the bargaining table is, therefore essentially, not a
fighting but a problem solving approach.
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PROCESS OF COLLECTION BARGAINING:-
Preparation of charter of
Selectiondemands
of representative
(Both union and
management)
()Sffsdfsfsdfs
()
Negotiation
Consent Point
Memorandum
Settlement
Figure-10
Barauni Refinery falls under the refineries and pipelines division of IOCL, which has 7
refineries and 7 cross-country pipelines. All these refinery and pipeline have one each
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recognised union, thus , making a total of 13 unions. Besides, the union of research &
development centre has also been combining for the purpose of collective bargaining.
While the local issue and demands are discuss at local unit itself with the local
management, the demands having financial and of policy nature having wide implication are
also discuss at the corporate level. The long-term settlement (LTS) having periodicity of 3 to
4 years is signed by the corporate management. Separately with the division, which contains
the financial demand, raised by the union its charter of demands.
Detail of the 9 LTS arrived at between management and the union with there periodicity is
given below:-
However, the last LTS maintain at SL. No. - 9 above as have been extended up to 31.12.2006
with certain modification form 31.12.1996. A charter of demand for the fresh LTS has
already been submitted by the 14 unions of refinery and pipeline division to the management,
discussion for which are in progress.
On going through the various LTS signed between the management and the union, it has been
observed that the following subject have been covered in these settlement.
1. Pay scale.
The growth of benefits as well as amenities, form first LTS to the last LTS has been analyze
and tabulated which are appended to this chapter.
On 11.05.1992 another agreement was signed by management and union with a view to
increasing productivity and improve the overall performance of the organization with the aid
of computers/modern technology/other productivity measures, according to which the
management has agree to pay to all the workmen existing on role as on 11.02.1991 a special
allowance called ‘Rationalization Adjustment’ as given below effective from 01.11.1987 or
employees respective dates of joining the corporation which ever is later:
While examining the history of collective bargaining and consequent the LTS arrived at
between the union and the management, it has been observe that there has been tremendous
growth in the facilities and amenities to the employee of the corporation, which prove that
there is a healthy collective bargaining environment, prevent in the corporation. In my
analysis, I have found the following factor responsible for growth of collective bargaining in
this operation.
1. IOCL having the large turnover has been generating amount of profit, which can be
said to be a major factor in the growth of benefit/amenities to the employee.
4. The unanimity between both the parties on the basic objective of the corporation and
recognition of mutual rights and obligation.
Discipline/Grievance procedure
To maintain discipline in industry is of great importance. Standing order is the
provision for determining conditions under reach the worker is employed and the rules of the
discipline are expected to follow.
The union shall nominate where there is a recognized union the workers
representative on the grievance committee, if both the representative on the grievance
committee shall be employees of the company. In case where there is no recognized union,
the grievance committee shall consist of two representatives of the workers on the works
committee to be selected by the works committee.
Where a worker has taken up grievances for a redressed under this procedure,
intervention of the conciliation machinery shall not be sought until all steps in the procedure
are exhausted. The grievance shall be presumed to assume the form of a dispute only when
the final decision of the management in respect of the grievances is not acceptable to worker.
In calculating the time intervals under the above clauses, holidays shall not be reckoned. The
management shall provide the requisite clerical and other assistance for the smooth
functioning of the grievance committee. If it is necessary for workers to leave the department
or work spot during working hours to call on any authority provided under the procedure he
shall obtain the previous permission of his superior to appear before the authority concerned.
If the workers are absent with such permission, he should not suffer any loss of wages for the
work time lost in this connection. No grievance, which is more than two months old, is taken
up under this procedure. The management reserves the right to amend these rules form time
to time. If the grievance arises out of an order shall give in by the management, the said order
shall be complied with before the workman concerned invokes the procedures laid down for
redressed of grievances. If however, there is a time lag between the issues of order and its
compliance, the nevertheless must be complied within due date, even if all the steps in the
grievance procedure have not been exhausted. If there be any individual member of the staff
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who is nominated by the management to handle grievances at the lowest level, the workman
may take up his grievance at the next higher stage.
All appeals by the aggrieved employee should be made within a period of three days failing
which it will be presumed that the decision has been accepted. Having standing order in an
industrial establishment is a statutory requirement. Section 3(1) of the industrial employer
(standing order) act, 1964. Lays down that within six months form the date on which the act
become applicable to an industrial establishment, the employer will submit draft ”standing
order” to the certifying officer to the certification.
In line with the matter set out in the schedule to act and in conformity with the model
standing order Barauni Refinery, since 05.12.1964 has its on standing order duly certified by
the certifying officer under section 5(2) of the industrial employment (standing order)
act,1964. The certified standing order operates as condition of service and are binding on the
parties in as much as the action properly taken in accordance with the standing order can not
be interfered with on general condition.
While taken disciplinary action against any worker Barauni Refinery act within the frame of
its certified standing order and follow the principle of natural justice. I would like to mention
a case study regarding disciplinary preceding that could be seen from table-i appended to the
chapter of industrial disputes.
Grievance Scope:
Complaints affecting one or more individual workman in respect of their wage payments,
overtime, leave, transfer, promotion (where a person or persons possessing the qualifications
prescribed by the management and adequate seniority has/have not been promoted) seniority,
work assignment or working condition will constitute grievance which will come under the
scope of the grievance procedure.
Grievance arising out of punishment, discharge or dismissal of workmen will not be subject
to the procedure mentioned herein. A workman who has been punished, discharged or
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dismissed will have the right to appeal to authority prescribed in the certified standing order/
model standing orders as may be applicable to him.
Grievance procedure:
1. First stage:
The aggrieved workman shall first present his grievance verbally to his immediate
supervisor. The concerned supervisor shall enquire into the matter and give his
answer verbally to the aggrieved workman within a period of four workings days after
consulting his respective sectional head, where necessary. The immediate supervisor
will maintain a record of the grievance represented to him and the answer there too.
2. Second stage:
If the aggrieved workman is not satisfied with the decision of his immediate
supervisor or does not receive answer to his grievance within the stipulated period of
four days, he shall present his grievance in writing in the prescribed form to the head
of the department (HOD) through his immediate supervisor who will send the form to
the head of the HOD within two days of receiving the same after recording his own
findings. HOD will examine all the facts relating to the complaint and if necessary,
hold discussion with the workman, the first line supervisor and the sectional head and
try to find out satisfactory solution of the grievance. He may seek the advice of
personnel officer. He has to record his decision on a grievance form and communicate
his decision in writing to the workman through the sectional head within a period
seven days. The grievance form thereafter shall be sent to the personnel department
for record.
3. Third stage:
If the decision of the head of the department is not acceptable to the workman, the
workman may request the HOD to forward the grievance to the secretary of the
grievance committee shall place the same before the committee at its meeting. The
committee shall enquire the matter and make its recommendations to the General
Manger (GM) within ten working days of the receipt of the workman’s grievance.
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If the recommendation cannot be made within this stipulated time, the reason
of the delay should be recorded. In the event of a different of opinion among the
members of the committee, the view of the members along with the relevant papers
shall be placed before the GM for final decisions. In either case, the final decision of
GM shall be communicated to the workmen concerned by the secretary of the
grievance committee within one week from the receipt of the committee’s
recommendation.
The grievance committee shall consist of four and two members representing the
management and other two, the workers. The senior personnel officer shall act as the
secretary of the committee and his role will be of advisory nature. The representative of the
workers should be selected as follows:
The union shall nominate where there is a recognized union the workers
representatives on the grievance committee, if both the representative on the grievance
committee shall be employees of the company.
In case where there is no recognized union, the grievance committee shall consist of
two representatives of the workers on the works committee to be selected by the works
committee.
Where a worker has taken up grievances for a redressed under this procedure, intervention of
the conciliation machinery shall not be sought until all steps in the procedure are exhausted.
The grievance shall be presumed to assume the form of a dispute only when the final decision
of the management in respect of the grievance is not acceptable to worker. In calculating the
time intervals under the above clauses, holidays shall not be reckoned. The management shall
provide the requisite clerical and other assistance for the smooth functioning of the grievance
committee. If it is necessary for workers to leave the department or work spot during working
hours to call on any authority provided under the procedure he shall obtain the previous
permission of his superior to appear before the authority concerned.
If the worker is absent with such permission, he should not suffer any loss of wages
for the work time lost in this connection. No grievance, which is more than two months old,
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is taken up under this procedure. The management reserves the right to amend these rules
from time to time.
The management shall provide the requisite clerical and other assistance for the
smooth functioning of the grievance committee. If it is necessary for workers to leave the
department or work spot during working hours to call on any authority provided under the
procedure he shall obtain the previous permission of his superior to appear before the
authority concerned. If the worker is absent with such permission, he should not suffer any
loss of wages for the work time lost in this connection.
No grievance , which is more than two months old, is taken up under this procedure.
The management reserves the right to amend these rules from time to time.
If the grievance arise out of an order given by the management, the said order shall
be complied with before the workman concerned invokes the procedures laid down for
redressed of grievance. If however, there is a time lag between the issues of order and its
compliance, the nevertheless must be compiled within due date, even if all the steps in the
grievance procedure have not been exhausted.
If there be any individual member of the staff who is nominated by the management
to handle grievances at the lowest level, the workman may take up his grievance at the next
higher stage.
The above grievances procedure adopted by IOCL, Barauni Refinery of are largely
model on the grievance procedures involved by the Indian labour conference to guide the
parties in drawing of there procedures, the need for which was further re-affirmed at third
meeting of the heads of public sector undertaking 1964.
No. of charge sheet / charge sheet-cum-suspension order for acts of misconduct under
the certified standing orders of Barauni Refinery during 2006-2009.
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Negligence in testing of
2006 Sample , caustic soda Lie
2 sample.
Unauthorized absence.
Unauthorized absence.
Disorderly behaviour.
2009 2 Gratification.
Table-7
One of the major causes for deteriorating industrial growth can be attributed to the inherent
conflict between the approaches and attitudes of the traditional management and trade unions.
Therefore, there has been need for effort to be mad to imbibe a culture within the
organization which would result in minimizing or eradicating the conflict situation and which
would facilitate the management and the labour to the work in close consonants. It is towards
this end of general in organizational culture with scheme for consultative and participative
style of management that are justifiable and are required.
The origin of the ides of worker’s participation in management in India can be traced to the
report of the royal commission on labour, 1931, which the recommended the setting of a joint
consultation bodies. After the war and near about India’s independence, the industrial
employment (standing order) act,1946 and the industrial dispute act,1947 formally placed the
idea of worker’s participation. The history of worker’s participation in management in India
makes three institutional landmarks.
establishment and the number of representatives of workmen on the committee shall not be
less than the number of representatives of the employers.
It is the duty of the ‘Work Committee’ to promote measurer for securing and preserving
amity and good relation to comment upon matters of their common interest or concern.
The works committee has been reconstituted in April, 2010 for two years as per the following
members:
Union Representatives :
Md. Tayab
Any other steps that may be conducive to harmonious relation between the workmen
and the management.
10 members
5 from management
5 from workmen
The primary objective of JMC in IOCL at Barauni Refinery was to promote harmonious
relation between labour and management. The other objectives were to increase
production. Secure better welfare facilities for worker help and trained workers to
understand their responsibilities and that of management. The functions of JMC as
enunciated by the 15th session of ILC, 1957 relate to improvement of working conditions
of workers, productivity.
In addition, act as liaison between labour and management and take responsibility with
regard to administration of various welfare schemes and to act as consultative body to
management in matters like changes in methods of production continuation closure of
operation etc.
During emergency (1975) anew proposal was put forwarded with regard to worker’s
participation in management. This scheme envisaged the setting up of shop council, joint
plant council and representation of workman on the board of management. It was
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left to institute any suitable form of worker’s participation depending upon the nature of
the units.
Committee.
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Advisory committee consists of representative from school, management and parents.
Chairman of the committee with respect to BR. D.A.V Public School, is GM(T) of BR.
Whereas ED is the chairman of Kendriya Vidyalaya.
To exercise general supervision over the proper running and functioning of the school
including maintenance of discipline among students as well as the members of staff. To
decide about the addition/ classes/ sections for rationalizing the educational facilities. To
render guidelines for improvement of physical conditions of school i.e. building, furniture,
fitting etc. To take stock of the problems and constraints of refinery schools at present with a
vies to finding a solution to them and also for developing them to future plans for school
facilities at Barauni Refinery.
5. Departmental Council: Though this stage of participation has not been provided in
the government scheme, but taking into consideration the profile of the refinery, this
intermediaries stage has been created at the departmental level. It has equal
representation of management and worker.
6. Plant Level Council: One plant level committee has also been set up in line with the
government scheme. This council consists of top management and top union leaders.
Though structurally, this council has been constituted and meetings also take
place, the effectiveness of the council is far from satisfactory. It appears, both the
management as well as the union have not take this participative forum seriously and
therefore, the end results have not been achieved. On discussion with some of the
council member from both the management and the union side, it has transpired that
both put blame on one another for the relative failure of the said participative
scheme. The management representative have made this forum also a grievance
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handling forum or collective bargaining forum, which is not in line of the
philosophy of the scheme. On the other hand, the representative of workers stated
that management is not serious in implementing the scheme and further only the
areas of interest of the management are being discussed in this council and not areas
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CHAPTER- 3
RESEARCH
METHODOLOGY
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Meaning of Research
“Research in common parlance refers to a search for knowledge”. Research can be explained as a
movement, a movement from known to unknown. It is actually a voyage of discovery.
Research Design
“A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure”
Nature of Research
Descriptive research includes surveys and fact-finding enquires of different kinds. As the name
suggests is designed to describe something – for example the characteristics of users of a given
product ; the degree to which product use varies with income, age, sex or other characteristics; or
the number who saw a specific television commercial.
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The methods of research utilized in descriptive research are survey methods of all kinds,
including comparative and co relational methods. In analytical research, on the other hand, the
researcher has to use facts or information already available, and analyze these to make a critical
evaluation of the material.
To be of maximum benefit, a descriptive study must only collect data for a definite purpose.
TYPES OF DATA
a) Questionnaire Method.
b) Interview Method.
The information collected was based on structured 5-point Likert Scale questionnaire. The
Questionnaire was distributed among 100 respondents & feedback was collected.
C) Research Instrument:
In this project, ‘Questionnaire’ is used as the research instrument. This questionnaire deals
with various aspects concerning the study to be undertaken. The questionnaire was objective
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in nature and was able to get the maximum information. After the data was collected, it was
analysed.
SAMPLING TECHNIQUES:
2. Sample Size: 100 Employees are selected as sample from different departments.
ANALYSIS OF DATA
I have tabulated the responses of employees and represented them in the form of PIE
CHART, GRAPHS so that whole data becomes assessable and easy to understand. After
tabulation, I have analysed the data i.e. responses of employees and their respective
percentages for most appropriate answers.
SURVEY PERIOD
Survey period is of few weeks from June 15th, 2010 to August 12th, 2010. It is not enough periods
for the study to get the accurate a specific result of the study.
SAMPLING PLAN
Table No.-8
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CHAPTER- 4
ANALYSIS
&
INTERPRETATION
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1. The relationship between employers and employees keep on
changing in view of
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Graph-3
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Interpretation: - 32 % of respondent are strongly agree with the above
statement. 41% of the respondent agrees with the statement that the fast changing industrial
scenario of the country. Remaining 27% respondent are average answer and some are no idea
regarding this statement.
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
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recognize trade union.11% of respondent are average answer of the role of trade union.
Remaining respondent are disagree and strongly disagree with the statement.
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
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Graph-5
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
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nts
Graph-6
workmen?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
f. No idea
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Scale Strongl Agre Averag Disagre Strongly No idea
y Agree e e e Disagree
Number 27 32 29 7 5 -
of
Responde
nts
Graph-7
Interpretation:-
27of respondent are strongly agree with the above statement. 32% of the respondent agrees
with the statement and 29% respondent Average about the above statement. 7% of respondent
are disagree with the above statement because of the procedure of grievance handling is very
lengthy and time taken process.
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
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f. No idea
Graph-8
Interpretation:-
Mostly 57% of respondent agrees with the statement and 23% of respondent strongly agrees
with the statement because wage and salary are revised time to time. But less employee’s
response is average and disagrees.
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagrees
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f. No idea
Graph-9
a. Strongly agree
b. Agree
c. Average
d. Disagree
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e. Strongly disagrees
f. No idea
Graph-10
society?
a. Strongly agree
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b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Graph-11
a. Strongly agree
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b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Graph-12
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11. The relationship between management and workers at
Refinery is
excellent?
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Graph- 13
Interpretation: - According to respondent, 34% are agree and 16% are strongly
agree with the above statement. Most of people are not agreed that management is excellent
but some said that is good.
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12. I am aware of the function of Conciliation Officer, Court of
inquiry, Labour
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
Graph- 14
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Interpretation:- Mostly respondent are unknown about these terms because
they have not more involve in internal politics but some (37%) agreed and well known these
term and some respondent (30%) known little about this.
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
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Graph- 15
Interpretation: - 42% respondents are agreed and 13% strongly agreed because
they have provided time-to-time training and counselling session by the organization. But
some are disagree and their answer so-so.
a. Strongly agree
b. Agree
c. Average
d. Disagree
e. Strongly disagree
f. No idea
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ee
Number 9 22 30 21 18 -
of
Responde
nts
Graph-16
a. Strongly agree
b. Agree
c. Average
d. Disagree
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e. Strongly disagree
f. No idea
Graph- 17
Interpretation: - Most of respondents, above half that means 40% and 20%
respondents are disagree and strongly agreed respectively the above statement because they
have not given much more time and said internal politics are also involve in the inquiry and
lengthy time taken process 3% have not idea regarding above statement.
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I have attempted to study the industrial relationship concept, practices and systems in the
backdrop of Barauni Refinery. In this process, in order to understand and appreciated the
industrial relation scenario in Barauni Refinery in abetter way, I have deal with the
theoretical inputs(the legal as well as the text) such as Trade union, Collective
Bargaining, Industrial Dispute(including adjudication award, strike and lockout),
discipline/grievance procedure and employees participation in management relating all
these to Barauni Refinery.
While studying the industrial relation scenario of Barauni Refinery, I have also
tried to diagnose it with the help of industrial relation system of John. T. Dunlop as
discussed in the introductory chapter. In the process, the following elements at the level
of management, union and employees have been they are:-
FINDINGS
This study is aimed at to finding the improve congenial relations between employees and
employers.
37.5% Employees are satisfied, and 62.5% dissatisfied with the working condition
provided by the IOC Ltd.
From survey, it appears that majority of respondents are not aware of Conciliation
Officer, Court of inquiry, Labour Court, Industrial Tribunal and
National Tribunal .
42.5% of Employees are satisfied, 57.5% are dissatisfied with the compensation
provided by the IOC Ltd.
Majority of Employees are dissatisfied with the election pattern of Trade union.
Most of employees are not participate in Union election because of local politic
involve in it.
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Majority of employees are dissatisfied with the retirement benefits provided by the
IOC Ltd.
Majority of employees are dissatisfied with the recreation facilities provided by the
IOC Ltd.
40% are dissatisfied with the grievance handling procedure of the company.
LIMITATIONS
The sample collected is very small compared to the population of the company. Thus
it may not bring out the exact analysis.
The vast, vague and controversial topic of the study, i.e. industrial relation.
Paucity of time.
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CONCLUSION
The information from questionnaire tells us that most of the employees of IOCL, Barauni
agree that the relationship between employees and employers are changing with liberalization
polices of the government and the role of trade union is changing from workers oriented to
corporation oriented . They think more about the productivity, profitability and cost saving
for the growth of the company . Now they are more inclined towards the company’s
profitability.
In preventive measures, the highest score was given to wages/ salary and
incentive provided by the officers in personal interview that Indian Oil Corporation Ltd. is
the best of paymaster. The data also tell us that employees are satisfied with the welfare
facilities provided by the company. Employees are very satisfied with disciplinary measures .
The least score was given by employees to the question number 10 and 11. They are not
aware of unfair labour practices “Industrial Dispute Act 1947” (on the part of management
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and on the pare f labour) very well. They trust trade union/employee association reasonably,
Very few people are aware of Labour Court, Industrial Tribunal and Notional
Tribunal .Few people are argue on some points i.e. welfare related question. Lastly data
In the suggestion column most of the employees wrote that although industrial
relations of IOCL is very health even then more transparency is needed. They suggested that
there should be more participation in decision-making. The main goal of both should be
same. Employees should be made more responsible. Trust should be built up among
employees and there should not be any dissent agenda of the management. Unbiased
appraisal system should be there. Regular monthly meetings of employee association and
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References:
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KOTHARI, C.R., RESEARCH METHODOLOGY NEW DELHI,
NEW AGE INTERNATIONAL (P).LTD.
WEBSITES:-
http://www.iocl.com
http://www.ask.com
http://www.google.com
http://whereisdoc.com
http://esnips.com
http://wikipidia.com
Local Intranet of Barauni Refinery
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APPENDICES
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QUESTIONNARIES
EMPLOYEE NAME …………………………………………….
EMPLOYEE NUMBER…………………………………………
DEPARTMENT…………………………………………………… DESIGNATION
………………………………….
1. 2. 3. 4. 5. 6.
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STRONGLY AGREE AVERAGE DISAGREE STRONGLY NO IDEA
AGREE DISAGREE
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
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STRONGLY AGREE AVERAGE DISAGREE STRONGLY NO IDEA
AGREE DISAGREE
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
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STRONGLY AGREE AVERAGE DISAGREE STRONGLY NO IDEA
AGREE DISAGREE
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
1. 2. 3. 4. 5. 6.
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15. During inquiries proceeding the charged employees are given full
opportunity to prove the innocence.
1. 2. 3. 4. 5. 6.
DATE: SIGNATURE
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APPEDIX
FORM
Name of employer
………………………………………………………………………………………………………
Address
……………………………………………………………………………………………………………
………….
from……………………………………………
Signature
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Designation
ANNESURE
Copy forwarded to :
-------------
Lists of Graph
1. Financial Performance 6
2. Structure of Personnel 24
Department
Lists of Figure
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S.No. Title Page No.
1. Keys of Management 7
2. Corporate Office 8
3. Visions of Company 12
4. Location of Company 15
5. Products of I.O.C.L. 16
6. Logos of Product 18
7. Different Division of 19
I.O.C.L.
8. Pillars of TPM 28
9. Parties of IR 35
Lists of Table
S.No. Title Page No.
1. Products Table 17
3. Growth of Trade 36
Unionism in India
6. Manifestation of 43-44
Conflict
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7. No. of Charge sheets 58-59
8. Sample Plan 68
THANK YOU
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