HUMAN RESOURCE MANAGEMENT

HRM (527)

ISSUES IN LABOR-MANAGEMENT RELATIONS

Submitted by:

(AH524979)
 ACKNOWLEDGEMENTS

First of all I would be thankful to Allah Almighty without whose blessing and mercies I were not
able to complete this project. This project is refined from a splendid efforts of many people who
contributed regardless of any reward. I thank them from the core of our hearts. May Allah give
them success by leaps and bounds.

I can‟t forget the guidance‟s and knowledge which our kind teachers have provided us. We were
lucky to have such a kind teacher who taught us and with such devotion and zest, which I could
never forget. I thank her from the core of my heart.

In the end we would like to thank to all those people who provided us with useful suggestions,
useful data and facility of composing.
 ABSTRACT

The Pakistan Television Corporation is Pakistan's national television broadcaster. The first live
transmission of PTV began on November 26, 1964, in Lahore. The PTV family includes six
channels.

Originally broadcast in black and white, PTV began color transmission in 1976. With this new
upgrade in techniques and equipment, the Pakistan Television Academy was founded and
opened in 1987 to teach students who wished to work in the medium. The broader perspective to
start electronic media in the country was to inform and educate the people through wholesome
entertainment and to inculcate in them a greater awareness of their own history, heritage, current
problems and development as well as knowledge of the world at large.

In fulfillment of its broad and main objectives, PTV's telecast policy concerning various matters
of national and international interests has always been motivated and guided by the cardinal
principles of educating viewers about the values that are vitally important in building a united,
integrated and disciplined society. These objectives have successfully been achieved through a
variety of programs on religion, education, entertainment and culture.
 TABLE OF CONTENTS
Introduction to the Topic .............................................................................................................................. 1
1.1 Labor Relations ............................................................................................................................. 1
1.2 Labor Management Relations ....................................................................................................... 1
1.2.1 Labor Rights........................................................................................................................... 2
1.2.2 Labor unions.......................................................................................................................... 2
1.2.3 Right-to-work law.................................................................................................................. 3
1.3 Issues in Labor Management Relations ........................................................................................ 4
1.3.1 Standardization ..................................................................................................................... 4
1.3.2 Bargaining Rights................................................................................................................... 4
1.3.3 Lookism ................................................................................................................................. 5
1.3.4 Multinational Corporations................................................................................................... 5
1.3.5 Considerations ...................................................................................................................... 5
1.4 Labor Rights in the Constitution of Pakistan................................................................................. 6
Practical Study............................................................................................................................................... 8
1.5 Introduction .................................................................................................................................. 8
1.5.1 Mission .................................................................................................................................. 9
1.5.2 Vision ..................................................................................................................................... 9
1.5.3 Objective ............................................................................................................................... 9
1.6 History of Trade Unions in PTV ................................................................................................... 10
1.7 Management-Union Relations in PTV ......................................................................................... 12
1.8 Issues and Resolution Techniques used by Management of PTV ............................................... 12
1.9 Trade-Union Rights and Responsibilities .................................................................................... 14
Data Collection Methods ............................................................................................................................ 16
SWOT Analysis............................................................................................................................................. 17
1.10 Strength....................................................................................................................................... 17
1.11 Weakness .................................................................................................................................... 17
1.12 Opportunities .............................................................................................................................. 17
1.13 Threats ........................................................................................................................................ 17
Conclusion ................................................................................................................................................... 18
Recommendations ...................................................................................................................................... 19
References .................................................................................................................................................. 20
 Assignment II – Human Resource Management (527)

INTRODUCTION TO THE TOPIC

1.1 LABOR RELATIONS

“Labor Relations” is the study and practice of managing unionized employment situations. In
academia, labor relations is frequently a subarea within industrial relations, though scholars from
many disciplines--including economics, sociology, history, law, and political science--also study
labor unions and labor movements. In practice, „labor relations‟ is frequently a subarea within
human resource management. Courses in labor relations typically cover labor history, labor law,
union organizing, bargaining, contract administration, and important contemporary topics.i

1.2 LABOR MANAGEMENT RELATIONS

The field of labor management relations (also called industrial relations or labor relations or
workplace relations) looks at the relationship between management and workers, particularly
groups of workers represented by a union.

Labor relations is an important factor in analyzing "varieties of capitalism", such as neo-

corporatism (or corporatism), social democracy, and neo-liberalism (or liberalism). Labor
relations can take place on many levels, such as the "shop-floor", the regional level, and the
national level. The distribution of power amongst these levels can greatly shape the way an
economy functions.

Another key question when considering systems of labor relations is their ability to adapt to
change. This change can be technological (e.g., "What do we do when an industry employing
half the population becomes obsolete?"), economic (e.g., "How do we respond to
globalization?"), or political (e.g., "How dependent is the system on a certain party or coalition
holding power?"). Governments set the framework for labor relations through legislation and
regulation. Usually, employment law covers issues such as minimum wages and wrongful
dismissal.ii

1|Page
 Assignment II – Human Resource Management (527)

1.2.1 LABOR RIGHTS

Labor rights or workers' rights are a group of legal rights and claimed human rights having to do
with labor relations between workers and their employers, usually obtained under labor and
employment law. In general, these rights' debates have to do with negotiating workers' pay,
benefits, and safe working conditions. One of the most central of these "rights" is the right to
unionize. Unions take advantage of collective bargaining and industrial action to increase their
members' wages and otherwise change their working situation. The labor movement initially
focused on this "right to unionize", but attention has shifted elsewhere. Critics of the labor rights
movement claim that regulation promoted by labor rights activists may limit opportunities for
work. In the United States, critics objected to unions establishing closed shops, situations where
employers could only hire union members. The Taft-Hartley Act banned the closed shop but
allowed the less restrictive union shop. Taft-Hartley also allowed states to pass right-to-work
laws, which require an open shop where a worker's employment is not affected by his union
membership. Proponents of "right to work" legislation claim that workers have the right to work
whether or not they join a union. Labor counters that the open shop leads to a free rider
problem.iii

1.2.2 LABOR UNIONS

Labor unions in the United States are legally recognized as representatives of workers in many
industries. The most prominent unions are among public sector employees such as teachers and
police. Activity by labor unions in the United States today centers on collective bargaining over
wages, benefits, and working conditions for their membership and on representing their members
if management attempts to violate contract provisions. Although much smaller compared to their
peak membership in the 1950s, American unions also remain an important political factor, both
through mobilization of their own memberships and through coalitions with like-minded activist
organizations around issues such as immigrant rights, trade policy, health care, and living wage
campaigns.

Unions are currently advocating new federal legislation that would allow workers to elect union
representation by simply signing a support card. The current process established by federal law

2|Page
 Assignment II – Human Resource Management (527)

requires at least 30% of employees to sign cards for the union, then wait 45 to 90 days for a
federal official to conduct a secret ballot election in which a simple majority of the employees
must vote for the union in order to obligate the employer to bargain. Unions report that, under
the present system, many employers use the 45 to 90 day period to conduct anti-union
campaigns. Some opponents of this legislation fear that removing secret balloting from the
process will lead to the intimidation and coercion of workers on behalf of the unions. During the
2008 elections, the Employee Free Choice Act had widespread support of many legislators in the
House and Senate, and of the President. Since then, support for the "card check" provisions of
the EFCA subsided substantially.iv

1.2.3 RIGHT-TO-WORK LAW

Right-to-work laws are statutes enforced in twenty-two U.S. states, mostly in the southern or
western U.S., allowed under provisions of the Taft-Hartley Act, which prohibit agreements
between labor unions and employers making membership or payment of union dues or fees a
condition of employment, either before or after hiring. v

Proponents of right-to-work laws point to the Constitutional right to freedom of association, as

well as the common-law principle of private ownership of property. They argue that workers
should be free both to join unions and to refrain from joining unions, and for this reason
sometimes refer to non-right-to-work states as "forced unionism" states. They contend that it is
wrong for unions to be able to agree with employers to include clauses in their union contracts
(also known as a union security agreement) which require all employees to either join the union,
or pay union dues as a condition of employment. Furthermore, they contend that in certain cases
forced union dues are used to support political causes, causes which some union members may
oppose. Unfortunately, it is difficult to analyze right-to-work laws by comparing states.[citation
needed] This is because there are other differences between states that are strongly associated
with right-to-work laws. For instance, states with RTW laws often have other pro-business laws,
which makes it difficult to determine the effect of any single law. v

Opponents argue right-to-work laws create a free-rider problem, in which non-union employees
(who are bound by the terms of the union contract even though they are not members of the

3|Page
 Assignment II – Human Resource Management (527)

union) benefit from collective bargaining without paying union dues. Opponents further argue
that because unions are weakened by these laws, wages are lowered and worker safety and health
is endangered. For these reasons, they often refer to right-to-work states as "right to work for
less" states or "right-to-fire" states, and "non-right-to-work" states as "free collective bargaining"
states. They also cite statistics from the United States Department of Labor showing, for
example, that, in 2003, states with right-to-work laws in general had a higher rate of workplace
fatalities per 100,000 workers. v

1.3 ISSUES IN LABOR MANAGEMENT RELATIONS

The many issues of industrial relations are concerned with a company's treatment of its
employees and workers. What used to be merely domestic issues of labor management have now
become global issues of cross-national management, as the international business sector has
grown. And when the influence of one multinational principal is perceived as more relevant than
others, it can trigger a possible examination of that principal's relationship with its home-based
workers, and possibly even doubt and uncertainty of future dealings.vi

1.3.1 STANDARDIZATION

Although the United States government has staked an interest in promoting standardized labor
practices in developing countries, their efforts, according to John W. Budd and James G.
Scoville, editors of The Ethics of Human Resources and Industrial Relations, have been
challenged by critics who argue that demands, such as restrictions on child labor practices and
the improving of adult labor practices, will only harm the workers of those countries, resulting in
the loss of needed jobs.

1.3.2 BARGAINING RIGHTS

Bargaining rights refer to union recognition and the rights of individual workers to join together
and bargain for a change in policy and organization. According to
digitalcommons.ilr.cornell.edu, The National Labor Relations Act (NLRA) maintains that a key
element to the recognition of bargaining rights is the intent to come to an agreement; a-meeting-

4|Page
 Assignment II – Human Resource Management (527)

of-the-minds, as it were. One of the major issues in American industrial relations is the
discrepancies and variations found between the NLRA, the Railway Labor Act and the different
policies found from state to state. These differences determine who in the workforce is granted
bargaining rights and who is not.

1.3.3 LOOKISM

The topic of appearance discrimination in the workplace has become a popular issue in industrial
relations. One such issue is the idea that men and women were missing out on promotions, pay
raises, top-level assignments and equal inclusion in the workplace all because of their weight.
What resulted was a 2001 study by professors Rebecca Puhl and Kelly Brownell confirming that
there was, in fact, stereotyping occurring amongst managers and administrators, and that it often
started at the hiring level. The study, which appeared in Obesity Research, raised the awareness
of lookism as yet another issue in industrial relations.

1.3.4 MULTINATIONAL CORPORATIONS

Another issue in industrial relations is the probability of the American approach to human
resource management in multinational corporations not only becoming globally popularized in
the host countries, but also influencing their governmental business policy. This issue of
influence is a particular concern to those who have a future interest in developing nations who
rely heavily on the presence of American multinational corporations to boost their present
economy, as well as foster business for the future. According to Phil Almond and Anthony
Ferner, editors of American Multinationals in Europe: Managing Employment Relations Across
National Borders, the international business community has conflicting views regarding the
effects of America's presence in multinational corporations. One view regards the United States
as a leader and innovator in cross-national corporate management, while another view questions
the hegemonic role that American multinational corporations have come to assume.

1.3.5 CONSIDERATIONS

When considering America's role in various issues of industrial relations, it is important to

remember that the global business community is not as wide and disconnected as it once was.
5|Page
 Assignment II – Human Resource Management (527)

Countries who share interests in multinational businesses also share interests in the governmental
and operational policies of developing nations that represent potential markets and future profits.
Because of this, the way in which American companies relate to their workers may be forced to
undergo a radical change or relinquish their dominant position in the theater of global opinion.

1.4 LABOR RIGHTS IN THE CONSTITUTION OF PAKISTAN

The Constitution of Pakistan contains a range of provisions with regards to labor rights found in
Part II: Fundamental Rights and Principles of Policy. vii

 Article 11 of the Constitution prohibits all forms of slavery, forced labour and child
labour;
 Article 17 provides for a fundamental right to exercise the freedom of association and the
right to form unions;
 Article 18 proscribes the right of its citizens to enter upon any lawful profession or
occupation and to conduct any lawful trade or business;
 Article 25 lays down the right to equality before the law and prohibition of discrimination
on the grounds of sex alone;
 Article 37(e) makes provision for securing just and humane conditions of work, ensuring
that children and women are not employed in vocations unsuited to their age or sex, and
for maternity benefits for women in employment.
 Article 38 of the Constitution imparts the State‟s obligations aimed at achieving equality
in the form of securing the well-being of the people, irrespective of sex, caste, creed or
race, by raising their standard of living, by preventing the concentration of wealth and
means of production and distribution in the hands of a few to the detriment of general
interest and by ensuring equitable adjustment of rights between employers and
employees, and landlords and tenants. All citizens are bestowed, within the available
resources of the country, facilities for work and adequate livelihood with reasonable rest
and leisure and the basic necessities of life, such as food, clothing, housing, education
and medical relief, for all such citizens, irrespective again of their sex, caste, creed or
race, as are permanently or temporarily unable to earn their livelihood on account of
infirmity, sickness or unemployment.

6|Page
 Assignment II – Human Resource Management (527)

 Under the Factories Act, 1934 no adult employee, defined as a worker who has
completed his or her 18th year of age, can be required or permitted to work in any
establishment in excess of nine hours a day and 48 hours a week. Similarly, no young
person, under the age of 18, can be required or permitted to work in excess of seven
hours a day and 42 hours a week. The Factories Act, which governs the conditions of
work of industrial labor, applies to factories, employing ten or more workers. The
Provincial Governments are further empowered to extend the provisions of the Act, to
even five workers.
 The right to association is guaranteed by Article 17 of the Pakistani Constitution
imparting on every citizen the right to form associations or unions, subject to any
reasonable restrictions imposed by law in the interest of sovereignty or integrity of
Pakistan, public order or morality. Under Article 3 of the IRO 2002, workers as well as
employers in any establishment or industry have the right to establish and to join
associations of their own choosing, subject to respect of the law. Both workers and
employers' organizations have the right to establish and join federations and
confederations and any such organization, federation or confederation shall have the right
to affiliate with international organizations and confederations of workers' and employers
organizations.
 Registration of a trade union is to be made under the Industrial Relations Ordinance.
Workers‟ trade unions are registered with the Registrar Trade Unions in the Province, and
if the industry or establishment is nationwide with the National Industrial Relations
Commission, after fulfilling a number of requirements, listed in Article 6 of the IRO
2002. Through its registration, the trade union obtains certain benefits: registration
confers a legal existence as an entity separate from its members. Trade unions in Pakistan
generally function on plant-wide basis, with their membership contingent on the size of
the industry/trade to which they belong. Once established, the trade unions and
employers' associations have the right to draw up their constitutions and rules, to elect
their representatives in full freedom, to organize their administration and activities and to
formulate their programs.

7|Page
 Assignment II – Human Resource Management (527)

PRACTICAL STUDY

PAKISTAN TELEVISION CORPORATION

1.5 INTRODUCTION

The Pakistan Television Corporation (PTV) is Pakistan's national television broadcaster. The
first live transmission of PTV began on November 26, 1964, in Lahore. As of 2007, the PTV
family includes six channels. Unlike other state-run corporations, the television company was
allowed by the Government of Pakistan to raise a sizeable amount of private capital to finance
the stations. This includes a Rs 25 pcm TV fee charge to all the consumers of electricity. In
October 1963, the government signed an agreement with the Nippon Electronic Company (NEC)
of Japan to have NEC operate affiliates for PTV. On 26 November 1964, the first television
station commenced broadcasts in the cities of Lahore, and Dhaka (then the capital of East
Pakistan). Centres were established in Karachi and Rawalpindi/Islamabad in 1967, and in
Peshawar and Quetta in 1974. Originally broadcast in black and white, PTV began colour
transmission on February 18, 1979. With this new upgrade in techniques and equipment, the
Pakistan Television Academy was founded and opened in 1987 to teach students who wished to
work in the medium. As with the other agreement, the government financed most of the funds
while the private venture capitalists offered to fund the remainder. Different administrative
divisions of PTV include news diviosn, current affairs, sports division, International Relations,
PTV film censor board, engineering, and Training academy. Currently, PTV can be received via
satellite in South Asia, East Asia and in the Middle East. Selected programming can be seen on
Prime TV (with a partnership) in the United Kingdom and Europe

Today, PTV is split up into the original channel feed:

 PTV Home - 24-hour entertainment channel, the transmission is broadcasted across the
Pakistan on terrestrial network and world wide through satellite.

8|Page
 Assignment II – Human Resource Management (527)

 PTV News - 24-hour news channel which can be viewed in many parts of the globe.
 PTV National - An emphasis on broadcasting programmes in different languages to
represent the whole of Pakistan.
 AJK TV - For Pakistani residents of Kashmir.
 PTV Bolan - Baluchi language channel.
 PTV Global - Offered exclusively for the United States on Dish Network, and recently
launched in Europe.

1.5.1 MISSION

 To impart refined, modern and superior education

 To disseminate accurate and authentic information
 To offer healthy and value entertainment.

1.5.2 VISION

 Pakistan television is a mirror image of the people of Pakistan. It has the privilege of
pioneering television in South Asia and enjoys the distinction of introducing a multitude
of shining stars that set the imagination of the nation alight.
 PTV is fully abreast of the challenges and are diversifying and modernizing to enhance
the quality of the programming.
 it aims to build upon professional expertise and traditions.
 it has vision to embrace information, education and entertainment by introducing new
strategies.

1.5.3 OBJECTIVE

In fulfillment of its broad and main objectives, PTV's telecast policy concerning various matters
of national and international interests has always been motivated and guided by the cardinal
principles of educating viewers about the values that are vitally important in building a united,
integrated and disciplined society. These objectives have successfully been achieved through a
variety of programs on religion, education, entertainment and culture.

9|Page
 Assignment II – Human Resource Management (527)

 The audience driven programmes have given PTV a new look and dramatically changed
the views about PTV.
 PTV has surged ahead of its competitors and as such PTV-2 has been turned into a viable
project.
 Generation of more than RS.56 million within a span of five months of the
implementation of the new idea speaks of this unparalleled achievement.

The projection of new emerging social order is highlighted in PTV's general programming
focusing directly and indirectly on the themes like morality, civic or national responsibilities,
drive against narcotics, environmental pollution, agricultural reforms in discussions, shows, and
through anchorpersons in the transmission.

1.6 HISTORY OF TRADE UNIONS IN PTV

Trade union activities at Pakistan Television Corporation (PTV) started in 1976. However, Trade
union activities were banned in 1978 in PTV under the Martial Law regime. Since then Labour-
Management Relations remained at the lowest ebb. PTV Management had indulged itself in
unfair labor practices by introducing new rules under the heading "ADI", (Administrative Staff
Instructions) making one sided amendments in the Gazetted Service Rules cf PTV. These ASIs
were framed particularly to serve their own interests and to benefit a small segment. This had
resultantly caused frustration among employees.

The contents of ASIs were mostly ambiguous which provided interpretation of one's suitings.
Since there was no union in PTV, management was free to act in its own style without any
proper check. However, Employee-Management Relations started improving when Mr. Farhad
Zaidi took over as Managing Director, PTV. He invited representatives of PTV workers from all
the centres and discussed their problems. This created an atmosphere of confidence which in turn
created a better working relationship between the employees and the management.

During the time of ban, PTV employees were not satisfied with the then existing pay structure.
The last negotiations between Union and Management were held in 1976 and a Charter of
Demands was signed and pay scales were revised upward. PTV then became the best paid

10 | P a g e
 Assignment II – Human Resource Management (527)

organization among the top 10 institutions of the country. PTV Management had not revised pay
scale at its own since 1976 except the increase that was given by the government under its own
policy. Had there been no ban on trade union in PTV in late 70's during Zia era at least 9
collective bargaining agreements would have been signed. As a matter of fact enhancement in
salaries and fringe benefits was also over due in PTV.

The political leadership of the country (PPP) was committed to the cause of the workers,
however, the bureaucracy appeared hell bent to reverse government policies. It is to be recalled
that restoration of Trade Unions occupied top position on government agenda and was a part of
PPP's manifesto. The government soon after coming into power constituted Labor Task Force
headed by Mr. Aziz Memon, MNA, to sort out workers' problems. The Labor Task Force has
reportedly submitted its report to the Government.

In an interview with the Economic Review Abdul Qadir Salat said: “The problems of PTV
employees have started mounting since ban in 1978. The worst victims were the low paid
employees who were denied all lawful facilities. Contrarily there had been substantial increase in
the salaries, fringe benefits and other privileges of the managerial staff. It is unfortunate that
payment of house requisitioning is not being made for last 5 months. Programme production by
outside agencies has adversely affected PTV's financial position. Rumours are also afloat that
some sections of PTV are being privatised and a likely golden handshake with employees is on
the card. Such reports reflects adversely on the efficiency of the employees particularly the staff
deputed to collect business. We strongly oppose the reported move of privatisation of any section
of PTV.

It is interesting to note that PTV through its transmission propagates and promotes democratic
norms over 36 countries. But unfortunately the PTV employees are denied their democratic right
to form union. We strongly demand to restore union activities in PTV before the announcement
of Labour Policy to immediately redress the problems being experienced by approximately 6,000
employees of PTV working in all four provinces and some times under odd conditions.”
Consequently, 1988 the trade unions were restored with the coming in of Benazir Bhutto‟s civil
regime.

11 | P a g e
 Assignment II – Human Resource Management (527)

1.7 MANAGEMENT-UNION RELATIONS IN PTV

Management-union relations at Pakistan Television Corporation are no different than any other
firm. The acting trade union is registered so the management has to pay heed to their concerns
otherwise it results in industrial action on the part of the unions as we already mentioned.

Mr. Muhammad Ikram at the union office PTV told us that management union relations are
regular and usual as long as some kind of dead lock occurs. Management tries to cater to the
demands of the union and the union also makes compromises to reach a decision that is
acceptable to both the parties under normal circumstances. In other instances if the dispute gains
momentum union doesn‟t hold back severe form of industrial action and management also stands
firm on its ground.

1.8 ISSUES AND RESOLUTION TECHNIQUES USED BY MANAGEMENT

OF PTV

In the history of Pakistan Television Corporation (PTV) certain management-union disputes

have been witnessed. A few of these disputes and the resolution techniques used by the
management have been narrated below:

On 22nd august 2008, the union workers at the Pakistan Television (PTV) headquarters Tuesday
night besieged the building and locked the administration officials, including the newly
appointed chairman, Dr Shahid Masud, inside their offices to protest against the administration's
inability to honor the promises made to them.

Workers besieged the PTV headquarters for more than three hours and locked the external gates
while the PTV officials locked themselves inside their offices to escape the wrath of angry
protesters. The workers were demanding the approval of the charter of demands and fulfillment
of the promises made to them by the PTV administration. The angry crowd chanted slogans
against the PTV administration and some of them held the chairman responsible for all the mess.

12 | P a g e
 Assignment II – Human Resource Management (527)

Akbar Malik, the head of the workers union, told The News that the union had nothing to do with
the chairman and the whole dispute was between the union and the PTV administration, which
has changed the main points of the charter of demands. He said that the chairman was
cooperating with them and only those with vested interest chanted slogans against him. He said
that the PTV administration wanted amendments in the charter of demands after accepting it
earlier. This enraged the workers. "We locked the doors because we did not want the
troublemakers to take advantage of the situation and did not let any one go inside the building till
our demands were accepted", said the union leader.

However, ultimately the charter of demand was accepted by the management on. Similarly, the
union and management also reached a Salary and Allowance dead lock in 2008. Trade union
demanded 100% increase in the base pay of the employees whereas management refused to give
an increase of more than 35%.

The negotiations reached a deadlock and the union threatened the management with strike and
picketing. Ultimately the managing director had to intervene to resolve the problem at 40%
increase in the base pays.

Management and union at PTV follow Industrial relations law, 2008 regarding negotiations
relating to differences and disputes.

 If at any time an employer or a collective bargaining agent finds that industrial dispute
has arisen or is likely to arise, the employer or, as the case may be, the collective
bargaining agent, may communicate his or its views in writing either to the Works
Council or to the other party so, however, that, where the views are so communicated to
the Work Council, a copy of the communication shall also be sent to the other party.
 On the receipt of the communication under sub-section 1. the works Council or the party
receiving it shall try to settle the dispute by bilateral negotiations within ten days of
receipt of the communication or within such further period as may be agreed upon by the
parties and, if the parties reach a settlement, a memorandum of settlement shall be
recorded in writing and signed by both the parties and a copy thereof shall be forwarded
to the conciliator and the authorities mentioned in clause (xxv) of Section (3) where a

13 | P a g e
 Assignment II – Human Resource Management (527)

settlement is not reached between the employer and the collective bargaining agent or, if
the views of the employer and the collective bargaining agent have been communicated
under sub-section (1) to the Works Council, there is a failure of bilateral negotiations in
the Works Council, the employer or the collective bargaining agent may, within seven
days from the end of the period referred to in sub-section (2), serve on the other party to
the dispute a notice of lock-out or strike, as the case may be, n accordance with the
provisions of this Act.

1.9 TRADE-UNION RIGHTS AND RESPONSIBILITIES

Industrial relations at PTV are in accordance with the Industrial Relations Act, 2008 according to
which trade unions have following rights:

1. No employer or trade union of employers and no person acting on behalf of either shall:

a) Impose any condition in a contract of employment seeking to restrain the right of a

person who is a party to such contract to join a trade union or continue his member ship
of a trade union

b) Refuse to employ or refuse to continue to employ any person on the ground that such
person is, or is not a member or officer of a trade union;

c) Discriminate against any person in regard to any employment, promotion, condition of

employment or working condition on the ground that such person is, or is not, a member
or officer of a trade union;

d) Dismiss, discharge, remove from employment or transfer or threaten to dismiss,

discharge or remove from employment or transfer a workman of injure or threaten to
injure him in respect of his employment by reason that the workman.

a. is or propose to become, or seeks to persuade any other person to become, a

member or officer of a trade union; OR

b. participate in the promotion, formation or activities of a trade union;

14 | P a g e
 Assignment II – Human Resource Management (527)

e) Induce any person to refrain from becoming, or to cease to be a member or officer of a

trade union, by conferring or offering to confer any advantage on, or by procuring or
offering to procure any advantage for such person or any other person;

f) Compel or attempt to compel any officer of the collective bargaining agent to arrive at a
settlement by using intimidation, objection, pressure, threat, confinement to a place,
physical injury, disconnection of water, power and telephone facilities and such other
methods;

g) Interfere with or in any way influence the balloting provided for section 24.

h) Recruit any new workman during the period of a notice of strike under Section 44 or
during the currency of a strike which is not illegal except where the conciliator having
been satisfied that complete cessation of work is likely to cause serious damage to the
machinery or installation, has permitted temporary employment of a limited number of
workmen in the section where damage is likely to occur;

i) Close down the whole of the establishment in contravention of Standing Order 11-A of
the industrial and Commercial Employment ( Standing Orders) Ordinance, 1968 (W.P.
Ordinance VI of 1968) or;

j) Commence, continue, instigate or incite others to take part in, or expend or supply money
or otherwise act in furtherance or support of, an illegal lockout.

2. Nothing in sub-section (1) shall be deemed to preclude an employer from requiring that a
person upon his appointment or promotion to managerial position shall cease to be, and
shall be disqualified from being, a member or officer of a trade union of workmen.

15 | P a g e
 Assignment II – Human Resource Management (527)

DATA COLLECTION METHODS

I choose PTV on the following basis:

As PTV is a well-known organization not only in Pakistan but also around the world, for it is the
only organization, which claims to provide family entertainment, education and information.

I studied the structure of PTV Islamabad center. In spite of the shortage of time, lack of printed
material and hesitation of high officials in disclosing the required information, I managed to have
a short but comprehensive analytic study of this organization.

Other data/information regarding PTV is taken from its website.

16 | P a g e
 Assignment II – Human Resource Management (527)

SWOT ANALYSIS
1.10 STRENGTH

 Nationwide coverage unlike any other channel.

 Gives live coverage from everywhere
 Being a Government institute, it has rights to take coverage of almost everything, unlike
other TV channels.

1.11 WEAKNESS

 PTV is the business of government induced programs

 Level of entertainment is low.
 PTV is criticized with the government
 The management keeps on changing with the change of government

1.12 OPPORTUNITIES

 PTV can be expanded globally.

 Quality can be added to programs with a very slight change in culture.
 Variations in programs can be

1.13 THREATS

 The threats are all the other quality cable operators which have taken the market share.
 In PEST, the political forces are playing a lot of role in the media these days, the
economic factors are diminishing, social effects are causing other channels to capture
PTV's share and technological advances have led PTV to change its infrastructure a bit.
 New entertainment TV channels are spreading very quickly.

17 | P a g e
 Assignment II – Human Resource Management (527)

CONCLUSION

Industrial relations at PTV are in accordance with the Industrial Relations Act, 2008 according to
which trade unions have specific rights; No employer or trade union of employers and no person
acting on behalf of either shall, Impose any condition in a contract of employment seeking to
restrain the right of a person who is a party to such contract to join a trade union or continue his
member ship of a trade union, Refuse to employ or refuse to continue to employ any person on
the ground that such person is, or is not a member or officer of a trade union; Discriminate
against any person in regard to any employment, promotion, condition of employment or
working condition on the ground that such person is, or is not, a member or officer of a trade
union; Dismiss, discharge, remove from employment or transfer or threaten to dismiss, discharge
or remove from employment or transfer a workman of injure or threaten to injure him in respect
of his employment by reason that the workman; Induce any person to refrain from becoming, or
to cease to be a member or officer of a trade union, by conferring or offering to confer any
advantage on, or by procuring or offering to procure any advantage for such person or any other
person; Compel or attempt to compel any officer of the collective bargaining agent to arrive at a
settlement by using intimidation, objection, pressure, threat, confinement to a place, physical
injury, disconnection of water, power and telephone facilities and such other methods; Interfere
with or in any way influence the balloting provided for section 24. Recruit any new workman
during the period of a notice of strike under Section 44 or during the currency of a strike which is
not illegal except where the conciliator having been satisfied that complete cessation of work is
likely to cause serious damage to the machinery or installation, has permitted temporary
employment of a limited number of workmen in the section where damage is likely to occur;

18 | P a g e
 Assignment II – Human Resource Management (527)

RECOMMENDATIONS

As PTV is a very huge organization so there are some problems, which are faced by the
employees of PTV Islamabad center.

1. Union plays a very vital role in the development of any organization. As far as PTV is
concerned union is banned from 1974, which is not a good sign for the development of
organization.

2. The promotion policy in PTV is too much slow which creates discouragement among the
employees.

3. Transfer and promotion of employees are made on political basis. Qualification is not
considered for promotion.

4. Only salary section is properly computerized, while the remaining sections have no
proper computer facility.

5. There is delay in payment to actors.

6. There is no proper check on medical funds. This amount is misused.

7. The authority is centralized in PTV.

8. No proper networking among the functional areas of business that yield in high degree of
confusions and ultimately effects on efficiency of workers.

9. Late payment of over times that‟s why majority workers are un motivated.

10. There is a need of more staff in PTV because in PTV the task of three persons is
performing by one person that results in to low degree of satisfaction and commitment
with the organization.

19 | P a g e
 Assignment II – Human Resource Management (527)

REFERENCES

i
- John W. Budd (2010) Labor Relations: Striking a Balance, 3rd ed. (Boston:
McGraw-Hill/Irwin)
ii
- http://psychology.wikia.com/wiki/Labor_management_relations
iii
- http://en.wikipedia.org/wiki/Labor_rights
iv
- http://en.wikipedia.org/wiki/Labor_unions_in_the_United_States
v
- http://en.wikipedia.org/wiki/Right-to-work_law
vi
- http://www.ehow.com/about_5283298_issues-industrial-relations.html
vii
- http://www.ilo.org/public/english/dialogue/ifpdial/info/national/pak.htm

20 | P a g e