CENTRAL MINE PLANNING AND DESIGN

INSTITUTE LIMITED

The Central Mine Planning and Design Institute (CMPDI) is a premier consultant in open
pit and underground mine planning and design in coal, lignite and other minerals. CMPDI has
prepared over 900 mining project reports with individual project capacity up to 25 Mtpa.

New generation exploration technology coupled with skilled manpower has made CMPDI a
leader in mineral exploration, resource evaluation, resource management, mining geology,
hydro geological and geophysical studies, engineering geology investigation, etc.

CMPDI holds a position of eminence in the field of environmental engineering both in coal
and other sectors. CMPDI has well equipped network of 6 laboratories located in various
coalfields to regularly monitor air, water, noise parameters. There are 7 regional offices of
CMPDI Ltd.

CMPDI functions through its corporate headquarters at Ranchi and its Regional Institutes
(RIs) numbered 1 to 7 located at Asansol, Dhanbad, Ranchi, Nagpur, Bilaspur, Singrauli and
Bhubneshwar respectively along with various field units and exploration(drilling) camps.

CMPDI (Central Mine Planning & Design Institute Limited), an ISO-9001 company, holds
the pre-eminent position as the India's largest consultancy organisation and the market leader
in an expanding earth resource sector.

CMPDI was accorded the status of Mini Ratna (Cat-II) by the Govt. of India on 29th May,
2009

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MISSION AND VISION OF ORGANISATION

MISSION

To provide total consultancy in coal and mineral exploration, mining engineering and allied
fields as premier consultants in India and a leading one in the international arena.

VISION

To be a market leader in an expanding earth resource sector and allied professional activities

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 INDUSTRIAL RELATIONS

INTRODUCTION
Industrial relation is defined as relation of Individual or group of employee and employer for
engaging themselves in a way to maximize the productive activities.

In the words of Lester, “Industrial relations involve attempts at arriving at solutions between
the conflicting objectives and values; between the profit motive and social gain; between
discipline and freedom, between authority and industrial democracy; between bargaining and
co-operation; and between conflicting interests of the individual, the group and the
community

Industrial relations are the relationships between employees and employers within the
organizational settings. The field of industrial relations looks at the relationship between
management and workers, particularly groups of workers represented by a union. Industrial
relations are basically the interactions between employers, employees and the government,
and the institutions and associations through which such interactions are mediated.

Objectives of Industrial Relations:

1. Protect management and labor interests by securing mutual relations between the two
groups.

2. Avoid disputes between management and labor, and create a harmonizing relationship
between the groups so productivity can be increased.

3. Ensure full employment and reduce absenteeism, hence, increasing productivity and
profits.

4. Emphasize labor employer partnership to establish and maintain industrial democracy.

This is done to ensure the sharing of profit gains, and personal developmental of all all
employees.

5. Provide better wages and living conditions to labor, so misunderstandings between

management and labor are reduced to a minimum.

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 6. To bring about government control over plants where losses are running high, or where
products are produced in the public interest.

7. To bridge a gap between various public factions and reshape the complex social
relationships emerging out of technological advances by controlling and disciplining
members, and adjusting their conflicts of interests.

Conditions That Lead to Good Industrial Relations

 Compliance
Good industrial relations depend on the employer and the union having a complete
understanding of the law and its provisions.

 Relationship-Building
Collegial and respectful relationships between labor union officials and the employer's
management are necessary for positive industrial relations.

 Good Faith Bargaining

The federal labor act requires that both the employer and the union bargain in good faith
concerning collective bargaining agreements, or labor union contracts. 

 Grievance Handling
Employee grievances must be addressed in a timely manner, because doing so promotes
positive relationships between employees and their supervisors, which underlies good
industrial relations. Importantly, grievances should be resolved before they escalate and
require resolution through arbitration.

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INDUSTRIAL RELATIONS AT CMPDI

The relationship shared between employer and employees is good in CMPDI Ltd

Good working conditions are provided for their psychological satisfaction so as to contribute
towards organisations productivity and profitability.

The involvement of union in management’s decision is also sound which can be seen in joint
consultative committee(JCC).

In JCC decisions regarding wages, D.A, work norms, Underground allowance, Leave,
National/Festival Holidays, Leave travel concessions, HRA, Gratuity, Medical and Education
facilities, Industrial harmony etc are taken.

Other then JCC there are Standardization Committee, Structural meetings, for collective
bargaining. The agreements reached upon by these committees and the decision taken by
these committees are properly abided by both the parties and are agreed upon with full
consent. This helps in maintaining industrial harmony between both the parties.

There are 4 kinds of Trade Union for Non-executive employees in CMPDI Ltd. and all of
them are affiliated to National level trade unions.

There is only one trade union for Executive employees and it is not affiliated.

Though there are multiple trade unions in this case there is inter rivalry also but they do take
care of there members and protect there interest and fight for it. This helps in maintaining a
good relationship between trade union leaders and its members.

For the settlement of industrial disputes a grievance handling committee is constituted which
helps in speedy and fair settlement of disputes. It comprises of number of sequential steps
which will be discussed in industrial disputes section.

Two cases have been discussed to understand the Grievance Handling mechanism of CMPDI
Ltd. It discusses about the causes for which Industrial Disputes occurred, time taken for
settlement of the dispute, Machinery followed. In all the cases discussed we saw Principle of
natural justice is followed. The award was given in the favour of management in both the
cases.

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There is Standing Orders for CMPDI Ltd. Employees which they have to abide in any case. It
has been constituted by Coal India Limited, Kolkata. But has latter been modified by CMPDI
Ltd. According to its requirement and work culture.

It shall apply to all workmen employed in all units of CMPDI Ltd. situated in different places
in the country which come within the definition of Industrial Establishment as defined in the
Industrial Employment (standing orders) Act,1946 and include all the workmen governed by
the National Coal Wage Agreement provided that the workmen exempted under section
13(B) of the Act shall be excluded from the scope of these Standing orders.

These Standing orders can further be modified in consultation with the union and
management by the Regional Labour Commissioner (Central), Ranchi.

It plays an important role in maintaining industrial peace and harmony among union and
management.

INDUSTRIAL DISPUTES
Here we will discuss causes of Industrial disputes and machinery for settlement of industrial
disputes in context of CMPDI Ltd.

CAUSES OF INDUSTRIAL DISPUTES

1. Terms of employment of contract labour

2. Regularisation of jobs of temporary workmen to permanent workmen
3. Wages and salary
4. Promotion and transfer
5. Acts of misconduct
6. Retrenchment, Dismissal, Discharge, etc
7. Attitude of workers
8. Indiscipline and violence among the workers
9. Disinterest of management to discuss with the workers

MACHINRY FOR SETTLEMENT OF INDUSTRIAL DISPUTES

If any employee of CMPDI Ltd. violates the rules and regulations prescribed in the CSO’s or
the CDA rules, he/she will be entitled for the disciplinary proceedings.

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Step by step process of disciplinary proceedings:

 Issue of Show cause notice

A show cause notice is issued to the employee. Seeking his reply as to what happened and
why within a specific period of time he has to reply.

 Issue of Charge sheet

In this step HOD of the concerned department acts as a disciplinary authority and issues a
charge sheet to the concerned employee seeking the reply from him whether he has to say
something in his defence or not.

If the reply doesn’t reach the HOD in time it is treated as the employee is guilty and he will
be will get punishment according to CSO or CDA.

If the HOD feels that the reply given by the employee is reasonable, then the charges can be
declined, but if he feels that the reply is not reasonable, the enquiry has to be started.

 Enquiry officer and one supporting officer appointed

One enquiry officer is appointed by the management along with one supporting officer called
as presenting officer. The presenting officer presents the case in front of management.
Appointment of presenting officer is binding on the enquiry officer.

 Notice to the employee

The enquiry officer issues the notice to the concerned employee seeking his reply on or
before a specified date.

 Presenting officer of the employee

If the employee wants he can appoint his co-worker or representatives from the trade union of
which he is a member as a presenting officer, but it is not binding on him.

 Written document submission

In it written documents are submitted from both sides to the management supporting there
case.

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 Witness presentation

In it witness is presented from both sides supporting the case and can be cross questioned by
each other’s presenting officer to prove the point.

 Oral submission/ Argument stage

In it both parties argue to prove their point in front of management.

 Conclusion

A report containing the findings on the basis of written documents, witness presented, and
argument stage is filled by the enquiry officer. It includes the allegation, whether the action is
correct or incorrect. The enquiry officer doesn’t decide whether to punish or not he just gives
his report to management.

 Management decides whether to punish or not. In this stage management is the

disciplinary authority.

Principle of natural justice is followed i.e day to day proceedings are sent to employee for his
information. Before punishment, the enquiry report is sent to the employee, so that if he
wants to say anything in his defence, he can say now.

GRIEVANCE HANDLING PROCEDURE

The grievance handling mechanism at CMPDI functions in a step by step manner. Following
are the steps followed if an employee is faced with a grievance:

 Application to HOD

The employee faced with the grievance firstly gives an application to HOD

 HOD tries to settle

After receiving the application from concerned employee, HOD tries to settle the matter.

 Grievance handling committee

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If the HOD couldn’t settle the matter then a grievance handling committee is formed, which
currently consists of 1 member from Finance department , 1 member from Personnel and
Administration department and one member is GM HR Department. The committee then tries
to settle the grievance.

Also the grievance is tried to settle in Trade Union meetings.

 Employee authorises union to assist his case

The employee then seeks help from the subscribed TU. The respective TU helps the
employee.

 TU applies to management

The TU applies to the management regarding the grievance. The case is again looked into by
management

 TU sends the case to Assistant Labour Commissioner (ALC)

The ALC then tries to settle the grievance. The ALC is appointed by the central government.
If the case is of dismissal/discharge of an employee, then it can directly go to the ALC, else it
has to be processed via TU

 ALC issues notice to the management

ALC issues a written notice to the management and seeks reply on or before a specified date.

 Management’s reply

Management replies to the ALC notice on or before the specified date. If ALC is satisfied by
the management’s reply then its ok else conciliation officer is appointed by the ALC

 Reply sent to Union

A copy of management’s reply is sent to the union and union’s reply is expected

 Written document submission

Written documents are submitted from both sides management and union supporting there
case

 Witness presentation

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Any witness to support the case is presented in front of conciliation officer from both sides
and his statement is recorded.

 Argument stage

In this stage both parties come in front of each other and argue everything about the case.
This stage has to be oral as well as written.

 Negotiation

In this stage, the conciliation officer judges arguments of both the sides and negotiates
between both the parties and tries to settle the matter. If the matter gets settled, then its good
else, Failure of conciliation (FOC)

 Report of FOC

The report of FOC goes to both management and the central government ( Labour ministry)

 Labour ministry sends the report to coal ministry

 Coal ministry sends the report to Coal India

 Coal India sends the report to respective subsidiary (In this case CMPDI Ltd.) and
seeks its reply

 Reply from subsidiary is sent to Coal India

 Coal India sends the reply to Coal ministry

 Refer to Tribunal

If the Coal ministry feels that the case is referable, they refer it to the tribunal. In Jharkhand
there are 2 tribunals situated in Dhanbad (Tribunal 1 and Tribunal 2)

 Issue notice

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Once the case is referred to tribunal, tribunal issues a notice to both the management and
union and seeks their reply in written statements

 Document stage

Any document supporting the case is submitted in the tribunal from both sides

 Witness stage

Any witness supporting the case is presented in the tribunal from both sides

 Argument stage

Both parties argues the case in front of the tribunal in written and oral form

 Judgement

Based on the facts, documents and witness produced in the tribunal, the tribunal judges the
case in front of one party and its judgement is known as award.If the award issued by the
tribunal is agreed by both parties then it is ok , else the case is sent to High court of the
representative state. In Jharkhand, the case goes to the High Court of Ranchi

In the High court same procedure is followed as in tribunal:

 Issues of notice
 Document stage
 Witness stage
 Argument stage
 Judgement

If both the parties agree upon the judgement from the High court, then its ok, else appeal is
filed in The Supreme court of India.

Supreme court also follows the same step:

 Issues of notice
 Document stage
 Witness stage
 Argument stage
 Judgement

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The judgement from The Supreme court of India will be final no other appeal will be
entertained on the same case.

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TRADE UNIONS

First the industrial disputes are tried to be shorted out at departmental level but if it is not
shorted out there then it is sent to trade union for settlement of disputes on behalf of
employees by means of collective bargaining. There is a proper mechanism for settlement of
industrial disputes which has been further discussed in my project.

Definition

A trade union or labor union is an organization of workers who have come together to

achieve common goals such as protecting the integrity of its trade, improving safety
standards, achieving higher pay and benefits such as health care and retirement, increasing
the number of employees an employer assigns to complete the work, and better working
conditions. The trade union, through its leadership, bargains with the employer on behalf of
union members (rank and file members) and negotiates labour contracts (collective
bargaining) with employers. 

OBJECTIVES

1. Ensure Security of Workers:

This involves continued employment of workers, prevent retrenchment, lay off or lock-outs.
Restrict application of “fire” or dismissal or discharge and VRS.

2. Obtain Better Economic Returns:

This involves wages hike at periodic intervals, bonus at higher rate, other admissible
allowances, subsidized canteen and transport facilities.

3. Secure Power To Influence Management:

This involves workers’ participation in management, decision making, role of union in policy
decisions affecting workers, and staff members.

4. Secure Power To Influence Government:

This involves influence on government to pass labour legislation which improves working
conditions, safety, welfare, security and retirement benefits of workers and their dependents,
seek redresses of grievances as and when needed.
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Functions of a Trade Union:
The important basic functions of unions listed by National Commission on labour are:

(i) To secure fair wages to workers.

(ii) To safeguard security of tenure and improve conditions of service.

(iii) To enlarge opportunities for promotion and training.

(iv) To improve working and living conditions.

(v) To provide for educational, cultural and recreational facilities.

(vi) To co-operate in and facilitate technological advance by broadening the understanding of

workers on its underlying issues.

(vii) To promote identity of interests of workers with their industry.

(viii) To offer responsive co-operation in improving levels of production and productivity,

discipline and high standards of quality and

(ix) To promote individual and collective welfare

In CMPDI, there are 4 recognised Trade Unions which are as follows:

For Non-Executive Employees

1. National Coal Organisation Employees Association (NCOEA) affiliated with CITU

2. Koyla Mazdoor Union (KMU) affiliated with AITUC
3. Rashtriya Colliery Mazdoor Sangh (RKMS) affiliated with INTUC
4. Colliery Karamchari Sangh (CKS) affiliated with BMS

The Union subscribed fee is deducted through Check off system in which the subscription fee
is deducted directly from salary, only for union members of RKMS and CKS

The union subscription fee for NCOEA and KMU is collected individually from the union
members.

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For Executive Employees

Coal Mines Officer’s Association of India (CMOAI)

The Trade Union is not affiliated.

The Union subscription is deducted directly from salary.

For all the above mentioned Trade unions, the company conducts meeting with any 1 Trade
union in a quarterly basis in which Trade unions submit their demands to the management.

There is active participation of Union members in managements decision and this can be
proved from these meetings. Like Joint consultative Committee in which there are 2 persons
for each Trade Union along with management to discuss the agendas. It is conducted on half
yearly basis. There is welfare board meeting which includes active participation of union
members along with the management. It is mainly concerned with welfare of employees.
There is one more meeting i.e Joint Bipartite committee for the coal industry (JBCCI) which
is conducted in every 5 years for discussing the National Coal Wage Agreement. In which
members are there from union side depending upon the size of union and from management
side.

Here the problem faced by Trade union is low membership due to multiplicity of unions and
there is politicalization of Trade unions.

So, Trade union plays a very important role in CMPDI Ltd. as it fights for its member’s
rights, creates a healthy relation between management and workmen and abides by the
agreement reached upon by the committee.

In this way it creates healthy environment in an organisation.

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COLLECTIVE BARGAINING
It is also one of the mechanism to solve the Industrial disputes in which there are two parties
management and union. There are equal number of representatives from both sides and try to
short out disputes between employer and employee.

It is a tool meant for negotiation of Labour-management issues. In it employer and employee

act as a group rather than individual. It is a technique adopted by workers and employers
collectively to resolve grievances with or without assistance of third party. Its aim is to reach
settlement acceptable to both the parties.

In CMPDI Ltd. collective bargaining is done by the means of different kinds of meeting
conducted from time to time. Among these meetings the most important one is Joint
Consultative committee which is conducted on a quarterly or half yearly basis. There are 2
members from each. Trade Union and one representative of management of the concerned
department.

CMPDI has only one representative from the management side and 2 representatives from
trade unions side.

Thus in this way Collective Bargaining takes place in coal industry and there is active
involvement of union in management’s decision making. It discusses all matter related to
terms of employment. Both management and union agree to abide by this agreement without
raising any dispute during this period.

In this way a good Industrial relation is maintained between workmen and employer in
CMPDI Ltd.

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 RESEARCH METHODOLOGY

OBJECTIVES OF RESEARCH

1. To determine the effectiveness of Grievance handling mechanism

2. To determine effectiveness of Collective bargaining
3. To analyze the IR & Trade Union in CMPDI

RESEARCH PROBLEM

A research problem refers to some difficulty which the researcher experience in context of
either a theoretical or practical situation and wants to obtain solution for the same.

As per my project Research problem is “To study the effectiveness of Industrial Relations in
CMPDI Ltd.”.

Research design: Exploratory as well as descriptive.

Sampling design: Stratified random sampling design

Research tool: Questionnaire and survey

Sources of data collection: Primary data and Secondary data

Sample size: 50

Sample area: CMPDI

Sampling unit: Non Executive Employees

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 DATA ANALYSIS

1. Awareness of the concept of Industrial Relations

No of Percentage of
Opinion respondents Respondents

Yes 33 66%

No 16 32%

Partially 1 2%

2%

32%
Yes
No
Partialy
66%

Findings

From this we can conclude that most people are aware of the concept of industrial
relations in CMPDI.

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2. Employees, employers and government are the players of the industrial
relations system
Percentage of
Opinion No of respondents Respondents

Agree 26 52%

Strongly Agree 12 24%

Can't Say 0 0%

Disagree 6 12%

Strongly Disagree 4 8%

8%

13%
Strongly agree
Agree
Disagree
54% Strongly Disagree
Can’t say
25%

Findings:
From this we can say that most employees in the organisation find that employees,
employers and government are the key players of the industrial relations.

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3. Existence of trade union in industrial premises leads to providing good
working conditions and solve various employees related problem

percentage
of
No of Respondent
Opinion respondents s

Strongly agree 36 72%

Agree 10 20%

Can't Say 0 0%

Disagree 3 6%

Strongly Disagree 1 2%

2%
6%

20%
Strongly agree
Agree
Disagree
Strongly disagree
Cant Say

72%

Findings

Most of the employees in the organisation agree that trade union is essential in providing
good working conditions and solve various employee related problem.

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4. Need for Improvement in grievance handling mechanism
)
No of Percentage of
Opinion respondents Respondents

Strongly agree 12 6%

Agree 4 2%

Can't Say 4 2%

Disagree 29 58%

Strongly Disagree 64 32%

2%
6% 2%

32% Strongly agree

Agree
Disagree
Strongly disagree
Cant say

58%

Findings

All though most of the people are satisfied with the working of current grievance
handling mechanism but few of people want some improvements in the mechanism.

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 5. You have the cordial relations with your superiors and sub-
ordinates.

percentage
No of of
Opinion respondents Respondents

Strongly agree 37 74%

Agree 8 16%

Cant say 1 2%

Disagree 4 8%

Strongly disagree 0 0%

Sales
8%
2%

strongly agree
16% agree
cant say
disagree
strongly disagree

74%

Findings :

From the above analysis 16% of respondents are agreed, 74% are strongly agreed about the
above statement. Therefore most of the respondents had the cordial relations with their
superiors and sub-ordinates.

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 6. Satisfaction with Management relation

percentage
No of of
Opinion respondents Respondents

Yes 32 64%

No 0 0%

Partially 12 24%

Little 6 12%

little
12%

partially
24%

Yes
64%

Findings:

Data shows that no employee is dissatisfied with the management and interestingly
majority of people is fully satisfied with management. One possible reason for this could
be job security and less pressure on employees by management.

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 7. Satisfaction in working of current grievance handling mechanism

No of Percentage of
Opinion respondents Respondents

Yes 33 66%

No 2 4%

Partially 3 6%

Little 12 24%

Can’t say 0 0%

4% 6%

24% yes
little
66% no
partially
Cant say

Findings:
The results provided by this survey say that people are satisfied with the current
grievance handling mechanism

8. Satisfaction in working of Trade Union

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 percentage
No of of
Opinion respondents Respondents

Yes 38 76%

No 4 8%

Partially 6 12%

Little 2 4%

Can’t say 0 0%

Little
4%
Partially
12%

No
8%

Yes
76%

Findings:

From this we can conclude that very few people are dissatisfied with the Trade Unions in
CMPDI. Most of people are satisfied.

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 9. Days taken by the management in solving the grievance from
problem presentation
percentage
No of of
Opinion respondents Respondents

1 week 1 2%

2 week 1 2%

3 week 6 12%

4 week 8 16%

5 week or more 34 68%

2% 2%

12%

1 Week
2 Week
16% 3 Week
4 Week
5 Week and above
68%

Findings

From the above data we can say that the grievance solving program in CMPDI takes a
long time

10.Awareness about Collective bargaining

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 percentage
No of of
Opinion respondents Respondents

Yes 15 30%

No 3 6%

Partially 26 52%

Little 6 12%

Can’t say 0 0%

A little Not at all Yes

12% 6% 30%

Partially
52%

Findings

This result was also similar to that of awareness of Trade Unions, only difference is
People knowing fully about collective bargaining are in large number i.e 30%. 6% of very
low grade employees don’t know at all about this.

11. Active participation in Trade Union Activities

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 No of % of
Opinion respondents Respondents

Yes 21 42%

No 29 58%

Yes
42%

No
58%

Findings:

According to the survey there are 42% of employees in CMPDI that actively
participate in activities of Trade union and give Priority to trade union activities.

12. Organisation has a separate dispute settlement authority

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 percentage
No of of
Opinion respondents Respondents

Yes 44 88%

No 6 12%

12%

yes
no

88%

Findings
From the above we can say that employess are aware of the dispute settlement authority
in CMPDI.

OBSERVATION

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 PAST CASES ANALYSED

CASE 1
In 1992, at the drilling camp of CMPDI Ltd., in Feb 1992, 17 workers employed for
carrying water to every hutment at drilling camp, raised an Industrial dispute demanding
to regularise there services after employing them intermittently from the year 1989
onwards.

Firstly, all the 17 people approached their respective HOD’s and after that a committee
was formed to look into the case. But the committee could not settled the case and all 17
employees approached their respective subscribed union for help. The Union applied to
the management and to the ALC.

The ALC also issued a notice to the management of CMPDI and seek the reply. The reply
was sent to the ALC. But since he was not satisfied with the reply, he appointed the
conciliation officer.

The conciliation officer issued the notice to management as well as union and seek reply.
Both the parties sent their reply to the conciliation officer. The written document
submitted from both the sides. Management submitted the appointment letter, attendance
book etc. The union submitted the necessary documents required to support the case.

In the witness stage, all the witness required to support the case were presented. From the
management side some officials were presented who were then employed at the same
drilling camp and also management allowed union to cross questioned them. Witness
from union side also appeared before conciliation officer.

At the argument stage, management argued the point of completing 240 days of service in
a single calendar year. The union side argued upon shifting of drilling camp before
completing 240 days and counting again starting from zero.

The conciliation failed and the FOC was sent to ministry and from ministry to Coal India
and from Coal India to CMPDI. CMPDI sent its reply to Coal India and Coal India sent it
to the ministry. The ministry then referred the case to Tribunal 1 at Dhanbad. At the
tribunal, again a notice was sent to management and union and reply was asked from both
of them.

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 The written document was submitted from both the sides. . Management submitted the
appointment letter, attendance book etc. The union submitted the necessary documents
required to support the case.

In the witness stage, all the witness required to support the case were presented. From the
management side some officials were presented who were then employed at the same
drilling camp and also management allowed union to cross questioned them. Witness
from union side also appeared before conciliation officer.

At the argument stage, management argued the point of completing 240 days of service in
a single cellendar year. The union side argued upon shifting of drilling camp before
completing 240 days and counting again starting from zero.

Finally, in 1994 award was issued in the favour of CMPDI which clearly stated-“ It is
held that the actions of M/S CMPDI Ltd. is quite legally justified in not regularising the
services of the concerned because they were not employed for more then 240 days in the
year 1989 and thereafter intermittently which itself speaks of their intermittent
employment. Therefore they are not entitled any relief from any date whatsoever.”

CASE 2

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 Two sweepers were employed in the campus of CMPDI, Ranchi on 6.11.1987 along with
10 other employees. Since they were not reporting to job from past 2 years, they were
retrenched by the management of CMPDI.

In reply to the retrenchment, they filed a case and raised an Industrial dispute as the
management refused to give them the retrenchment bonuses such as 15 days of average
pay, preference to retrenched worker at the time of recruitment etc.

Both the employees approached their HODs and then a committee was formed. Both the
employees approached their respective subscribed Trade union and seeked help from
them.

Finally, the matter was sent to the ALC, Dhurwa, Ranchi and reply was seeked from both
the sides and a conciliation officer was appointed.

On beginning of the conciliation proceedings, the documents were submitted from both
the sides. The management submitted the attendance book of all the sweepers in which in
front of the names of these two employees, their names were written. Beside every other
employee signature was done which clearly proved that someone else was making
attendance on their behalf.

The management also argued one point, since, they are employed in the campus by means
of outside contractor and not directly by the management of CMPDI, those workers are
not entitled to any retrenchment benefits from the management of CMPDI. The union
also argued on their point.

Their final judgement was in favour of CMPDI by the conciliation officer. Both of them
didn’t align with the conciliation, so FOC was sent to Central government.

Finally, after due process the case was referred to the Tribunal 1, Dhanbad and the above
mentioned process was followed. The management also argued on the same point of the
employees being an employee of outside contractor, so they are not entitled for
retrenchment benefit from the company.

The final award was issued in the favour of CMPDI, which clearly stated-“It is held that
the action of the management of Ms/CMPDI Ltd. is quite legally justified in not giving
them any retrenchment benefit to both the employees as they are the employees of the

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 contractor and not CMPDI. Therefore they are not entitled for any relief from any date
whatsoever.”

FINDINGS

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 1. Most people are aware of the concept of Industrial Relations in CMPDI.

2. Most employees in the organisation find that employees, employers and

government are the key players of the industrial relations.

3. Most of the employees in the organisation agree that trade union is essential in

providing good working conditions and solve various employee related problem

4. Most of the people are satisfied with the working of current grievance handling

mechanism but few of people want some improvements in the mechanism.

5. Principle of natural justice is followed.

6. Most of the employees felt that they have cordial relations with their superiors and

sub-ordinates.

7. No employee is dissatisfied with the management and interestingly majority of

people is fully satisfied with management. One possible reason for this could be

job security and less pressure on employees by management.

8. Few people are dissatisfied with the Trade Unions in CMPDI. Most of people are

satisfied.

9. Less number of employees in CMPDI that actively participate in activities of

Trade union and give Priority to trade union activities.

10. Employees are aware of the dispute settlement authority in CMPDI.

11. Grievance handling mechanism of CMPDI Ltd. is very time taking.

12. There are very less number of Grievances pending as on date and very less

number of new grievances is reported.

13. Maximum Grievances arise as a result of regularisation of work.

14. CMPDI Ltd. has a working Grievance Handling mechanism but grievance solving

program in CMPDI takes a long time.

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 CONCLUSION

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Through function of IR department in CMPDI Ltd. Ranchi I came to know about how IR
department functions in an effective manner to establish a healthy relationship between
employer and workmen.

IR department helps to maintain good Industrial relation by means of Joint Consultative

Committee for CMPDI Ltd. constituted on a quarterly or half yearly basis for collective
bargaining. It gives opportunity to the union members to participate in management’s
decision. Thus creates a sense of belongingness among TU.

Due to multiplicity of TUs there is low membership and inter union rivalry.

There is effective disciplinary proceeding in case of misconduct and an effective Grievance

handling mechanism to settle the Industrial disputes in CMPDIL but it takes a lot of time. So,
it needs to be improved.

Thus there are 2 important factors which contribute towards developing a healthy Industrial
relation in CMPDI Ltd that is Trade unions and Collective bargaining .But it needs to be
improved so as to make it more effective.

SUGGESTIONS AND RECOMENDATIONS

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 1. Multiplicity of unions to be reduced in order to avoid inter-union rivalry

2. The number of steps in Grievance handling mechanism should be reduced so that it

takes less time.

3. As it takes so many years for grievances to settled so effective machinery should be

set up for speedy settlement of disputes.

4. A committee should be appointed to keep a look at employees action i.e to see

whether agreement reached upon by means of Collective Bargaining is being
followed properly or not.

5. Further steps should be taken to improve Industrial relation in CMPDI Ltd. as there is
always some chance for improvement.

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