Volvo Strike, Industrial Relations The genesis of the conflict lies in the low wages at the factory, right from the time the Volvo buses division was set up in 2001. The share of Azad Builders, who had a 30 per cent minority stake in Volvo India, was bought out by Volvo in 2008, making it a fully-owned subsidiary of the Swedish giant. At this point of time, workers were being paid monthly wage of Rs 5,500. After continuous demands from the workers for higher wages – the management consented to give a salary hike of a measly Rs 650 in July 2009. When the workers asked for a higher wage uptick, the management of Volvo insisted that they would only negotiate with a recognised union. This requirement led to the creation of the Volvo Bus Workers Union (VBWU) and was registered in October 2009. The VBWU presented its official charter of demands to the management in January 2010.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
- Infosys is a global IT consulting firm founded in 1981 that has grown to revenues of $6.6 billion. It aims to be a globally respected corporation through client value, leadership by example, integrity, fairness, and excellence.
- Infosys uses a performance management system to communicate strategy, set employee expectations, measure and motivate performance, address underperformance, and facilitate development through training and performance reviews.
- Key result areas are mutually set through manager-employee discussions and reviewed through an online system. Performance is assessed bi-annually through this system and rated on a scale of 1+ to 4, with ratings impacting incentives, salary, and promotions. Feedback is also provided as an important part
This document contains a 24 question survey about HR practices at Reliance HR Services Pvt Ltd in Chennai. The survey asks employees about their satisfaction with various aspects of their employment including compensation and benefits, work conditions, training opportunities, career development, and employer-employee relations. Employees are asked to rate their level of satisfaction with these areas on scales such as "highly satisfied" to "highly dissatisfied". The purpose is to understand employee perceptions of HR effectiveness and ways to improve HR practices.
The document outlines 14 steps for developing and implementing a Human Resource Information System (HRIS). The steps include: conducting a feasibility study; selecting a project team; defining requirements; analyzing vendors; negotiating a package contract; training users; tailoring the system; collecting data; testing the system; starting use of the system; running the system in parallel initially; providing maintenance; and evaluating the system's performance. The goal of the HRIS is to systematically store employee data to aid in planning, decision making, and reporting.
Bata India Limited was originally incorporated in 1931 as BataShoe Company Limited to manufacture and market footwear and related products. It has undergone several name changes over the years. Bata faced significant labor problems at its major factories in West Bengal and Bangalore, with the Bata Mazdoor Union (BMU) in West Bengal being a central issue. In the 1990s and 2000s, Bata struggled financially and made major changes like top management overhaul and factory closures, exacerbating tensions with unions and leading to shutdowns and violence, often influenced by political parties. Communication failures between management and workers as well as political interference contributed to the long-running labor disputes faced by Bata.
The document provides background information on working capital management. It discusses how working capital is essential for companies to meet daily expenses but needs to be managed properly. It then introduces the Orissa Power Transmission Corporation Limited (OPTCL), one of India's largest power transmission organizations, as the focus of the study. The study will analyze OPTCL's working capital position and make recommendations. It outlines the objectives, hypotheses and limitations of the study. Finally, it provides an overview of OPTCL, including its vision, mission and operations across Orissa.
Industrial disputes(causes and consequences)Raj Akki
This document discusses various types of industrial disputes and their causes and consequences. It defines an industrial dispute as any disagreement between employers and employees related to employment terms or conditions. Causes of disputes include industrial factors like wages and hours, management attitude issues, government machinery problems, and other issues like union rivalry. Consequences include strikes, lockouts, layoffs, and retrenchment, which are also defined in the document. Strikes involve a cessation of work, while lockouts involve employers closing businesses. Layoffs are temporary removals from payroll, while retrenchment is permanent termination for economic reasons.
This document discusses Honda Motorcycles and Scooters India (HMSI)'s human resource policies and challenges. HMSI is a subsidiary of Honda Motor Company established in 1999 in India. It summarizes HMSI's HR policies, issues around appraisals, employee treatment, and restrictions on union formation. It then outlines how HMSI's management style violated labor laws and led to a breakdown in industrial relations, including dismissals of workers in July 2005. The document concludes with recommendations for restoring employee dignity and addressing past management failures through an open door policy, leadership changes, and collective bargaining.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
- Infosys is a global IT consulting firm founded in 1981 that has grown to revenues of $6.6 billion. It aims to be a globally respected corporation through client value, leadership by example, integrity, fairness, and excellence.
- Infosys uses a performance management system to communicate strategy, set employee expectations, measure and motivate performance, address underperformance, and facilitate development through training and performance reviews.
- Key result areas are mutually set through manager-employee discussions and reviewed through an online system. Performance is assessed bi-annually through this system and rated on a scale of 1+ to 4, with ratings impacting incentives, salary, and promotions. Feedback is also provided as an important part
This document contains a 24 question survey about HR practices at Reliance HR Services Pvt Ltd in Chennai. The survey asks employees about their satisfaction with various aspects of their employment including compensation and benefits, work conditions, training opportunities, career development, and employer-employee relations. Employees are asked to rate their level of satisfaction with these areas on scales such as "highly satisfied" to "highly dissatisfied". The purpose is to understand employee perceptions of HR effectiveness and ways to improve HR practices.
The document outlines 14 steps for developing and implementing a Human Resource Information System (HRIS). The steps include: conducting a feasibility study; selecting a project team; defining requirements; analyzing vendors; negotiating a package contract; training users; tailoring the system; collecting data; testing the system; starting use of the system; running the system in parallel initially; providing maintenance; and evaluating the system's performance. The goal of the HRIS is to systematically store employee data to aid in planning, decision making, and reporting.
Bata India Limited was originally incorporated in 1931 as BataShoe Company Limited to manufacture and market footwear and related products. It has undergone several name changes over the years. Bata faced significant labor problems at its major factories in West Bengal and Bangalore, with the Bata Mazdoor Union (BMU) in West Bengal being a central issue. In the 1990s and 2000s, Bata struggled financially and made major changes like top management overhaul and factory closures, exacerbating tensions with unions and leading to shutdowns and violence, often influenced by political parties. Communication failures between management and workers as well as political interference contributed to the long-running labor disputes faced by Bata.
The document provides background information on working capital management. It discusses how working capital is essential for companies to meet daily expenses but needs to be managed properly. It then introduces the Orissa Power Transmission Corporation Limited (OPTCL), one of India's largest power transmission organizations, as the focus of the study. The study will analyze OPTCL's working capital position and make recommendations. It outlines the objectives, hypotheses and limitations of the study. Finally, it provides an overview of OPTCL, including its vision, mission and operations across Orissa.
Industrial disputes(causes and consequences)Raj Akki
This document discusses various types of industrial disputes and their causes and consequences. It defines an industrial dispute as any disagreement between employers and employees related to employment terms or conditions. Causes of disputes include industrial factors like wages and hours, management attitude issues, government machinery problems, and other issues like union rivalry. Consequences include strikes, lockouts, layoffs, and retrenchment, which are also defined in the document. Strikes involve a cessation of work, while lockouts involve employers closing businesses. Layoffs are temporary removals from payroll, while retrenchment is permanent termination for economic reasons.
This document discusses Honda Motorcycles and Scooters India (HMSI)'s human resource policies and challenges. HMSI is a subsidiary of Honda Motor Company established in 1999 in India. It summarizes HMSI's HR policies, issues around appraisals, employee treatment, and restrictions on union formation. It then outlines how HMSI's management style violated labor laws and led to a breakdown in industrial relations, including dismissals of workers in July 2005. The document concludes with recommendations for restoring employee dignity and addressing past management failures through an open door policy, leadership changes, and collective bargaining.
Other Financial Services-Leasing and Hire Purchase; Debt Securitization; Hous...Ashish Hande
This document discusses leasing and related financial concepts. It begins by defining leasing as an agreement between two parties, a leasing company and user, for the temporary possession and use of an asset for a specified period in exchange for rental payments. It then covers essential elements of leasing agreements, types of leasing, steps in leasing transactions, advantages and limitations of leasing, contents of lease agreements, and the structure of the leasing industry in India.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
MBA HR PROJECT REPORT ON TRAINING AND DEVELOPMENTSalim Palayi
The document is a project report on studying the effectiveness of training and development at Veekesy Polymers Pvt Ltd. It includes an introduction outlining the objectives and scope of the study. It also includes chapters on the industrial profile of the footwear industry, company profile of Veekesy Polymers, theoretical concepts of training and development, data analysis and interpretations from a study conducted, and conclusions. The report aims to analyze the training methods used, assess effectiveness, understand employee satisfaction with training, and identify need for further training.
The document discusses performance appraisal at Solitaire Infosys. It provides background on the company and outlines the objectives and purpose of studying its performance appraisal system. This includes understanding employee satisfaction and the appraisal techniques used. It then describes the performance appraisal process, methods of assessment, and goals. Finally, it discusses the research design and responses from an employee survey on topics like feedback and the effectiveness of the current system. In conclusions, it recommends improvements like transparent career planning, rewards for good work, and focusing on individual development.
Labour unrest at manesar, plant of maruti suzukiSatyam Chauhan
The document summarizes the labor unrest that occurred at Maruti Suzuki's Manesar plant in Haryana, India in 2012. It describes the history of industrial relations issues at Maruti since 1997. In late 2011 and early 2012, unrest began as local labor leaders demanded the right to form alternative unions. In July 2012, violence broke out after workers demanded large pay increases and benefits. The causes of the unrest are analyzed as wage disparities, lack of trust in management, and workers feeling entitled to more profits. The impacts included a month-long shutdown costing Rs. 1,500 crore and changed hiring policies.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
The document discusses new trends in compensation management, including benefits like health insurance, accommodations, loans, education assistance, work-life balance policies, and variable pay. It provides details on approaches to compensation like pay transparency, broad banding, incentive pay, employee stock ownership plans, and flexible benefits programs including modular, core-plus, and flexible spending plans. The trends are aimed at attracting and retaining employees through customized compensation packages.
(Icici copy)summer internship report icici direct (1)kavita tripathi
This document provides information about a summer training project conducted by Kavita Tripathi for her MBA program. The project was titled "Mutual Fund Simplified" and was conducted under the supervision of industry guide Mr. Ashish Ranjan and faculty guide Ms. Saumya Rastogi. The document includes an acknowledgement, executive summary, and details about ICICI group and its subsidiaries such as ICICI Bank, ICICI Prudential Life Insurance, and ICICI Securities. It also provides information about mutual funds and the objectives and methodology of the summer training project.
The document discusses the roles and responsibilities of merchant bankers in India according to SEBI regulations. Key points:
- Merchant bankers are regulated by SEBI and involved in public issues, rights issues, open offers, and buybacks.
- They must meet requirements for capital, staffing, experience, and qualifications.
- As lead managers, they perform key functions like pricing issues, marketing, and preparing offer documents.
- Post-issue, they monitor allotments and refunds, file reports, and ensure investor grievances are addressed.
The document provides details about Praveen Kumar Pandey's summer internship project at Bharti AXA Life Insurance Co. Ltd. It includes an introduction to the insurance industry and Bharti AXA, the objectives of the project, methodology used which was a questionnaire, and outlines of the report chapters which will cover the company profile, research methodology, findings, conclusion and recommendations.
Industrial Relations Systems - Industrial Relationsmanumelwin
An industrial relations system consists of the whole gamut of relationships between employees and employees and employers which are managed by the means of conflict and cooperation.
The document provides mission and vision statements for five companies:
1. IBM's vision is to build globally recognized excellence in nanotechnology research in Egypt through strategic investments and partnerships. Its mission is to strengthen scientific research in areas of strategic value to Egypt.
2. Coca-Cola's mission is to refresh the world and inspire optimism. Its vision is to maximize long-term shareholder returns while being responsible.
3. Kingfisher Airline's vision is to deliver a safe and enjoyable travel experience. Its mission is to offer passengers a good travel experience.
4. Toyota's vision is to be the most respected automaker through best people and technology. Its mission is environmental sustainability and clean energy.
The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
PERCEPTION TOWARDS CURRENT ACCOUNTS OF HDFC BANKAnkur Mittal
This document is a project report submitted for a Master's degree in Business Administration. It examines customer satisfaction levels and perceptions of current accounts at HDFC Bank in Panipat City, India. The project was supervised by Mr. Yoginder Kataria and submitted by Ankur Mittal. It includes an acknowledgement, executive summary, table of contents, and introduction to the banking industry and HDFC Bank. The report aims to understand customer profiles, preferences, and satisfaction regarding HDFC Bank's current account products and services in Panipat City.
Icici bank ppt on micro market and internship workAmanKumarSingh90
This document discusses ICICI Bank's operations in a micro-market area. It provides demographic information about the local population as well as a breakdown of public and private bank branches. It identifies challenges faced in lead generation in the area. Finally, it outlines findings from customer feedback, including that customers are generally satisfied with ICICI Bank but prefer visiting branches for many transactions and could benefit from improved digital services and customer relationships.
Unilever is an Anglo-Dutch multinational consumer goods company formed in 1930. It owns many of the world's top brands in foods, beverages, cleaning agents, and personal care products. Unilever began operations in Bangladesh in 1964 and now has over 10,000 employees in the country. It manufactures products in Chittagong and its brands are used in over 90% of Bangladeshi households. The company offers competitive salaries and benefits for employees and seeks fresh graduates, experienced specialists, and skilled workers.
1. The document discusses HUL's recruitment and selection process, which includes advertising vacancies, screening applications, conducting tests and interviews to assess skills, and emphasizing fit between candidates and jobs.
2. HUL has special recruitment programs for MBAs that tailor roles to candidates' backgrounds and provide development opportunities.
3. Employee training focuses on leadership and includes mentoring, rural assignments, and case discussions, while performance reviews utilize 360 degree feedback and transparent career planning.
A study of customer satisfaction on after sales and service conducted at arpi...Projects Kart
This document discusses customer satisfaction after sales and service. It introduces the topic and defines customer satisfaction as relating to satisfying human wants through exchange of goods and services. Satisfying customers is important for business management. The document outlines the objectives of the study which are to understand customer perceptions of after sales service, their satisfaction levels and what influences satisfaction. It also aims to study the impact on future sales and whether customers are satisfied with the service. The scope is limited to customers of Bajaj vehicles in Hassan, India. The study uses questionnaires and interviews as primary data collection methods.
Employee recruiting & selection process in Unilever Bangladesh LimitedUITS,Dhaka
Unilever Bangladesh recruits employees through three main categories: fresh graduates as knowledge workers, specialist experienced hires, and skilled labor. The recruitment process begins with personnel planning and vacancy announcements. Applicants are evaluated through tests and interviews to select the best candidates. Recommendations include arranging more on-campus recruitment events and simplifying application forms.
Technology as A Tool for Turnaround: A Case of Scooter India Limited Abhishek Jain
- Scooter India Limited (SIL) was incorporated in 1972 as a joint venture to manufacture scooters but faced many initial problems including delays, inadequate human resource planning, and prioritizing low cost over technology.
- Its first product, the Vijay Deluxe scooter, developed a poor reputation due to inferior quality and frequent breakdowns. SIL also experienced its first labor strike in 1977 over issues of payment and bonuses.
- Through the 1970s and 1980s, SIL struggled with increased competition, financial difficulties, and deteriorating quality as it took on additional businesses like three-wheelers and precision instruments that performed poorly.
- By the late 1980s, SIL was losing money
The company decided to sell its Salt Lake factory due to declining production and losses resulting from a prolonged dispute with workers over wages. The workers resisted the sale as they feared losing their jobs or facing pay cuts under new ownership. The company could have potentially avoided this conflict by maintaining better communication with unions, addressing worker wage concerns earlier to prevent disputes, or finding alternative solutions that reassured workers about job security and compensation.
Other Financial Services-Leasing and Hire Purchase; Debt Securitization; Hous...Ashish Hande
This document discusses leasing and related financial concepts. It begins by defining leasing as an agreement between two parties, a leasing company and user, for the temporary possession and use of an asset for a specified period in exchange for rental payments. It then covers essential elements of leasing agreements, types of leasing, steps in leasing transactions, advantages and limitations of leasing, contents of lease agreements, and the structure of the leasing industry in India.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
MBA HR PROJECT REPORT ON TRAINING AND DEVELOPMENTSalim Palayi
The document is a project report on studying the effectiveness of training and development at Veekesy Polymers Pvt Ltd. It includes an introduction outlining the objectives and scope of the study. It also includes chapters on the industrial profile of the footwear industry, company profile of Veekesy Polymers, theoretical concepts of training and development, data analysis and interpretations from a study conducted, and conclusions. The report aims to analyze the training methods used, assess effectiveness, understand employee satisfaction with training, and identify need for further training.
The document discusses performance appraisal at Solitaire Infosys. It provides background on the company and outlines the objectives and purpose of studying its performance appraisal system. This includes understanding employee satisfaction and the appraisal techniques used. It then describes the performance appraisal process, methods of assessment, and goals. Finally, it discusses the research design and responses from an employee survey on topics like feedback and the effectiveness of the current system. In conclusions, it recommends improvements like transparent career planning, rewards for good work, and focusing on individual development.
Labour unrest at manesar, plant of maruti suzukiSatyam Chauhan
The document summarizes the labor unrest that occurred at Maruti Suzuki's Manesar plant in Haryana, India in 2012. It describes the history of industrial relations issues at Maruti since 1997. In late 2011 and early 2012, unrest began as local labor leaders demanded the right to form alternative unions. In July 2012, violence broke out after workers demanded large pay increases and benefits. The causes of the unrest are analyzed as wage disparities, lack of trust in management, and workers feeling entitled to more profits. The impacts included a month-long shutdown costing Rs. 1,500 crore and changed hiring policies.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
The document discusses new trends in compensation management, including benefits like health insurance, accommodations, loans, education assistance, work-life balance policies, and variable pay. It provides details on approaches to compensation like pay transparency, broad banding, incentive pay, employee stock ownership plans, and flexible benefits programs including modular, core-plus, and flexible spending plans. The trends are aimed at attracting and retaining employees through customized compensation packages.
(Icici copy)summer internship report icici direct (1)kavita tripathi
This document provides information about a summer training project conducted by Kavita Tripathi for her MBA program. The project was titled "Mutual Fund Simplified" and was conducted under the supervision of industry guide Mr. Ashish Ranjan and faculty guide Ms. Saumya Rastogi. The document includes an acknowledgement, executive summary, and details about ICICI group and its subsidiaries such as ICICI Bank, ICICI Prudential Life Insurance, and ICICI Securities. It also provides information about mutual funds and the objectives and methodology of the summer training project.
The document discusses the roles and responsibilities of merchant bankers in India according to SEBI regulations. Key points:
- Merchant bankers are regulated by SEBI and involved in public issues, rights issues, open offers, and buybacks.
- They must meet requirements for capital, staffing, experience, and qualifications.
- As lead managers, they perform key functions like pricing issues, marketing, and preparing offer documents.
- Post-issue, they monitor allotments and refunds, file reports, and ensure investor grievances are addressed.
The document provides details about Praveen Kumar Pandey's summer internship project at Bharti AXA Life Insurance Co. Ltd. It includes an introduction to the insurance industry and Bharti AXA, the objectives of the project, methodology used which was a questionnaire, and outlines of the report chapters which will cover the company profile, research methodology, findings, conclusion and recommendations.
Industrial Relations Systems - Industrial Relationsmanumelwin
An industrial relations system consists of the whole gamut of relationships between employees and employees and employers which are managed by the means of conflict and cooperation.
The document provides mission and vision statements for five companies:
1. IBM's vision is to build globally recognized excellence in nanotechnology research in Egypt through strategic investments and partnerships. Its mission is to strengthen scientific research in areas of strategic value to Egypt.
2. Coca-Cola's mission is to refresh the world and inspire optimism. Its vision is to maximize long-term shareholder returns while being responsible.
3. Kingfisher Airline's vision is to deliver a safe and enjoyable travel experience. Its mission is to offer passengers a good travel experience.
4. Toyota's vision is to be the most respected automaker through best people and technology. Its mission is environmental sustainability and clean energy.
The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
PERCEPTION TOWARDS CURRENT ACCOUNTS OF HDFC BANKAnkur Mittal
This document is a project report submitted for a Master's degree in Business Administration. It examines customer satisfaction levels and perceptions of current accounts at HDFC Bank in Panipat City, India. The project was supervised by Mr. Yoginder Kataria and submitted by Ankur Mittal. It includes an acknowledgement, executive summary, table of contents, and introduction to the banking industry and HDFC Bank. The report aims to understand customer profiles, preferences, and satisfaction regarding HDFC Bank's current account products and services in Panipat City.
Icici bank ppt on micro market and internship workAmanKumarSingh90
This document discusses ICICI Bank's operations in a micro-market area. It provides demographic information about the local population as well as a breakdown of public and private bank branches. It identifies challenges faced in lead generation in the area. Finally, it outlines findings from customer feedback, including that customers are generally satisfied with ICICI Bank but prefer visiting branches for many transactions and could benefit from improved digital services and customer relationships.
Unilever is an Anglo-Dutch multinational consumer goods company formed in 1930. It owns many of the world's top brands in foods, beverages, cleaning agents, and personal care products. Unilever began operations in Bangladesh in 1964 and now has over 10,000 employees in the country. It manufactures products in Chittagong and its brands are used in over 90% of Bangladeshi households. The company offers competitive salaries and benefits for employees and seeks fresh graduates, experienced specialists, and skilled workers.
1. The document discusses HUL's recruitment and selection process, which includes advertising vacancies, screening applications, conducting tests and interviews to assess skills, and emphasizing fit between candidates and jobs.
2. HUL has special recruitment programs for MBAs that tailor roles to candidates' backgrounds and provide development opportunities.
3. Employee training focuses on leadership and includes mentoring, rural assignments, and case discussions, while performance reviews utilize 360 degree feedback and transparent career planning.
A study of customer satisfaction on after sales and service conducted at arpi...Projects Kart
This document discusses customer satisfaction after sales and service. It introduces the topic and defines customer satisfaction as relating to satisfying human wants through exchange of goods and services. Satisfying customers is important for business management. The document outlines the objectives of the study which are to understand customer perceptions of after sales service, their satisfaction levels and what influences satisfaction. It also aims to study the impact on future sales and whether customers are satisfied with the service. The scope is limited to customers of Bajaj vehicles in Hassan, India. The study uses questionnaires and interviews as primary data collection methods.
Employee recruiting & selection process in Unilever Bangladesh LimitedUITS,Dhaka
Unilever Bangladesh recruits employees through three main categories: fresh graduates as knowledge workers, specialist experienced hires, and skilled labor. The recruitment process begins with personnel planning and vacancy announcements. Applicants are evaluated through tests and interviews to select the best candidates. Recommendations include arranging more on-campus recruitment events and simplifying application forms.
Technology as A Tool for Turnaround: A Case of Scooter India Limited Abhishek Jain
- Scooter India Limited (SIL) was incorporated in 1972 as a joint venture to manufacture scooters but faced many initial problems including delays, inadequate human resource planning, and prioritizing low cost over technology.
- Its first product, the Vijay Deluxe scooter, developed a poor reputation due to inferior quality and frequent breakdowns. SIL also experienced its first labor strike in 1977 over issues of payment and bonuses.
- Through the 1970s and 1980s, SIL struggled with increased competition, financial difficulties, and deteriorating quality as it took on additional businesses like three-wheelers and precision instruments that performed poorly.
- By the late 1980s, SIL was losing money
The company decided to sell its Salt Lake factory due to declining production and losses resulting from a prolonged dispute with workers over wages. The workers resisted the sale as they feared losing their jobs or facing pay cuts under new ownership. The company could have potentially avoided this conflict by maintaining better communication with unions, addressing worker wage concerns earlier to prevent disputes, or finding alternative solutions that reassured workers about job security and compensation.
Industrial unrest in India is often caused by issues related to wages, lack of welfare and social security benefits, demands for improved working conditions, globalization pressures, and changing lifestyles. The government of India has implemented various policies and acts like the Industrial Disputes Act of 1947, industrial tribunals, and a Code of Discipline to prevent disputes and promote cooperation between labor and management. However, labor unrest still occurs frequently, as seen in examples involving Honda, Mahindra & Mahindra, and Hyundai in India, resulting in production losses and revenue declines for these companies. Both organizations and workers would benefit from finding ways to resolve issues and avoid unrest.
This document discusses various types of industrial disputes, including strikes, lockouts, gherao (surrounding management), picketing, boycotts. It provides examples of disputes that occurred at companies like Maruti Suzuki, Hyundai, Verizon, Toyota. Disputes can arise due to issues around compensation, benefits, unions, outsourcing jobs. Resolution may involve accepting agreements, wage increases but also suspensions and loss of jobs. Third party interventions are sometimes required but not always lead to win-win outcomes. Globalization and organizational changes can threaten worker interests and fuel disputes.
NOCIL has over 40 years of experience in the rubber chemicals industry in India. It is one of the largest manufacturers of rubber chemicals in the country, offering a wide range of products to meet customer needs. The document discusses NOCIL's stakeholder structure, with promoters holding 36.85% of shares. It also analyzes NOCIL's financial performance using various ratios to measure leverage, coverage, and dividend payout. Peer comparison shows NOCIL has lower debt ratios and higher coverage and dividend cover ratios relative to companies like Finolex.
- Industrial disputes arise between workers and employers due to conflicting interests over wages, working conditions, and other employment terms.
- The Government of India passed the Industrial Disputes Act in 1947 to provide mechanisms for resolving industrial disputes, such as conciliation officers, labor courts, and tribunals.
- Demands for higher wages are the most common cause of industrial disputes in India, as wage growth has not kept pace with rising prices. Other major causes include demands for better bonuses and working conditions.
Walton Mobile is the third largest mobile phone brand in Bangladesh with 12% market share. It is part of the larger Walton Group, which was founded in 1977 and has expanded into various industries including electronics. Walton Mobile started in 2010 and has grown significantly, expanding its product offerings. It aims to become the top brand in Bangladesh's mobile phone market by continuing to introduce new phones with advanced technology manufactured at its own factory.
The company R.K. Brewery Limited implemented a new performance-based salary scheme in 2008 that increased productivity by 30% but also caused salaries to increase for only 80% of employees. The trade union membership declined to 45% by 2009 due to salary differences among employees. In 2010, as the collective agreement was set to expire, the trade union requested a collective bargaining meeting with management to address salary differentials causing social issues among employees. The HR manager discussed the issue with senior management and decided to negotiate salaries, benefits and other issues individually with employees rather than through collective bargaining as before.
Print Final Updated Shivita VECV SIP Report PIMR.pdfShivikaAgrawal
- VE Commercial Vehicles Limited is a joint venture between Volvo Group and Eicher Motors that manufactures commercial vehicles.
- It has five divisions that manufacture trucks, buses, components and engines. The company's facilities are located in Pithampur, Madhya Pradesh.
- VE Commercial Vehicles was established in 2008 to modernize commercial transportation in India through innovations in technology and deep understanding of the local market.
This document provides a case study on industrial unrest at Maruti Suzuki Limited in India. It discusses two major instances of unrest - in 2000 and 2011. In 2000, workers went on strike over issues like incentive schemes and increased production targets. This led to a production drop of 40%. In 2011, unrest began at the Manesar plant as workers demanded recognition of a new union. This resulted in lockouts and strikes over several months as workers and management disagreed over issues like suspensions, good conduct bonds, and union recognition. Both instances of unrest significantly impacted production at Maruti Suzuki.
The bidi rolling industry in India employs over 5 million workers, most of whom are women. Bidi laws were passed due to worker actions led by SEWA, an organization that advocates for self-employed women. SEWA helped bidi workers organize and led efforts that resulted in minimum wages, welfare benefits, housing assistance, and provident fund payments for over 190 bidi workers. While the bidi industry provides many jobs, it contributed only 0.65% of India's total manufacturing output in 2010-2011.
Round nut caulking process optimization and crack eliminationshravan shanbhog
Bosch India is a subsidiary of Bosch Group of Germany and is India's largest auto component manufacturer. It was founded in 1951 as Motor Industries Company Limited (MICO) and manufactured spark plugs and diesel fuel injection equipment. In 2007, it changed its name to Bosch Limited. It has manufacturing facilities across India and manufactures automotive components, industrial machinery, power tools and security systems. Glow plugs are used in diesel engines to assist with cold starting by heating the combustion chamber. They contain a tubular heating element with a filament surrounded by magnesium oxide powder insulation. During operation, glow plugs heat the combustion chamber to ignite the fuel when the engine is cold.
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A Comparison Between Pre and Post Covid-19 Recruitment Strategies in Tata Con...Home
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2. • Volvo India Private Limited was
established in 1998 as a fully-
owned subsidiary of Volvo,
Sweden.
• The company has its
manufacturing plant at Hoskote
near Bangalore, where it
assembles heavy commercial
vehicles.
• In 2001, the company introduced
its first bus model in India, Volvo
B7R, thus moving closer to
becoming a complete
transportation solutions provider
Workers vs Volvo: Wheeling in Industrial Dispute 2
Division of
Volvo Group India Private Limited
2021
4. • Low Wages at the factory, right from the time
the Volvo buses division was setup in 2001.
• Workers were paid ₹5,500 monthly
• After continuous demand salary was hiked of a
measly ₹650 in July 2009.
• Demand for higher wage uptick, the
management insisted to negotiate only with
recognised union.
• Creation of Volvo Bus Workers Union (VBWU) in
October 2009
Workers vs Volvo: Wheeling in Industrial Dispute 4
Genesis of the conflict
2021
5. • The management then entered into negotiations with the elected heads of the
union on Friday, April 23, 2010.
• The negotiations went on for a long time and came to a conclusion only at
17:30 hrs. on that day 10mins before workers bus-departure time 17:40
• Raghuram who was a manager in the administration asked the buses to leave
at 17:35 hrs, five minutes before their usual time
Spark of mis-management 5
Spark of mis-management
2021
6. Spark of mis-management
Govt. failure to
intervene
Workers vs Volvo: Wheeling in Industrial Dispute 6
2021
MLA ignoring the
reports
Labour
Substitution
Negative PR
campaign
Suspending Union
Rep
Harassment of
workers
State Govt. failure to intervene
or take statutory action on
industrial dispute
Labour officials have submitted
“confidential reports” after
negotiations failed, but no action
has been taken.
Volvo has hired contract
labourers to keep the wheels
rolling
Alleging workers assault on
foreigner, Mr Schwartz
Management suspended the
representatives of the Union
which led full-strike
To their dismay, started to find
themselves being increasingly
harassed on the factory floor
7. The strike led to tripartite negotiations and
successfully ended with the long awaited wage
settlement (valid for three years) with salaries
increasing in the range of Rs 3,500-5,000 for
the employees.
Harassment of
workers
Workers vs Volvo: Wheeling in Industrial Dispute 7
2021
8. Harassment of workers
Dragging the grudge
• Workers harassment increased on factory floor
• Probation periods were increased
• Mangers accusing employees product sabotaging
and dragging them to police
• Trainees were not regularised and number of
contract workers increased
• Denying leaves
• Reducing quality of transportation
Hiding the shame face
Workers vs Volvo: Wheeling in Industrial Dispute 8
2021
• 3 mangers involved in April 23 incident were
moved out of company
• Despite managements error, they didn’t reinstate
union representatives
• Publicly supporting dialogue with union, elected
union members were under suspension for year
• No legitimate representation and increased
harassment, workers strike again on August 2,
2011.
9. Double digit inflation in economy
• Indian economy saw rising inflation since 2008.
• Automotive companies refused raise wages while
trying to increase productivity
• Innovative to solution to rising input cost & market
volatility was to increase pressure on workers.
• Lack of creative problem solving led to increased
industrial disputes.
Conflict of interest
• Govt. Karnataka has been prized client of Volvo
• Corruption accusation against Transport minister
• Govt. in its zeal to boost industry was prime facilitator
land for Volvo factory and leading purchaser of Volvo
buses.
• Govt. in conflict of interest when workers exploited by
same factory and it is the arbitrator in the dispute
Workers vs Volvo: Wheeling in Industrial Dispute 9
2021
There are some external considerations that need to be factored in to understand the strike in the right
perspective.
10. THE LARGER
PICTURE
• Indian companies increasingly
using and exploiting contract
workers.
• Contract workers are abused to
meet globalization demands &
competition
• Govt. must implement relaxed
labour practices only after
rigorous social security
mechanisms, stringent health and
safety laws.
Workers vs Volvo: Wheeling in Industrial Dispute 10
2021
11. CONCLUSION
It is the inability of the managements across India to maturely handle the market
and workers that reflects in the high number of industrial disputes across the
country. Harassing the workers and increasing their work-loads to intolerable
levels is not a solution to market problems. This is understood by the best
companies that have survived over long periods of time.
While harassing workers may give some short-term marginal benefits in the
balance sheets - it will only ruin the enterprise, its image and its products in the
longer run.
As for the employees of Volvo, small but determined, their struggle for a decent
livelihood moves onto another day.
Workers vs Volvo: Wheeling in Industrial Dispute 11
Problem solver approach than creator
2021
One would imagine that companies that manufacture for and cater to the luxury segment of a product would manage to find enough margins to look after its workers well (each Volvo bus is sold between Rs 70 lakh to Rs 1.2 crore). Clearly, we are expecting too much here. It must be pointed out that it is the continued exploitation of the workers in this prestigious firm that initially led them to form a Union to get their voice heard.
Largely unreported by mainstream media, the workers at the only factory of the Swedish bus manufacturing firm Volvo, every regular employee of Volvo was protesting outside the factory premises against the oppressive management practices adopted by the company.
Located just 30 kilometres from Bangalore, the strike proceeded even as the management continued to push forward production using a combination of less experienced trainees, probationers and other assorted contract workers hired from staffing agencies. Needless to say, the quantity of production was strongly impacted and the clients that placed orders with Volvo were concerned about the quality of buses delivered during this period of time.
The genesis of the conflict lies in the low wages at the factory, right from the time the Volvo buses division was set up in 2001. The share of Azad Builders, who had a 30 per cent minority stake in Volvo India, was bought out by Volvo in 2008, making it a fully-owned subsidiary of the Swedish giant. At this point of time, workers were being paid monthly wage of Rs 5,500. After continuous demands from the workers for higher wages – the management consented to give a salary hike of a measly Rs 650 in July 2009. When the workers asked for a higher wage uptick, the management of Volvo insisted that they would only negotiate with a recognised union. This requirement led to the creation of the Volvo Bus Workers Union (VBWU) and was registered in October 2009. The VBWU presented its official charter of demands to the management in January 2010.
The management then entered into negotiations with the elected heads of the union on Friday, April 23, 2010. The negotiations went on for a long time and came to a conclusion only at 17:30 hrs on that day. Since the negotiations were to result in the long anticipated wage increases, there was a lot of curiosity among a section of the workers who waited near the meeting room to know what had happened. It was precisely between the conclusion of the meeting and the usual bus-departure time of 17:40 hrs, that Raghuram who was a manager in the administration asked the buses to leave at 17:35 hrs, five minutes before their usual time. Some other workers who were peacefully sitting in the bus, disembarked to protest this decision to send the buses early. The buses were sent out all the same. Being 10 kilometres from nearest town, Hoskote, these buses are the workers sole mode of transport after work.
Incidentally, the long-drawn strike, supported by every permanent factory employee, went on in Labour Minister B.N. Bache Gowda's Assembly constituency. Labour officials had submitted “confidential reports” after negotiations failed, but no action was taken. Meanwhile, Volvo hired contract labourers to keep the wheels rolling.
Upon discovering that the buses had already left, all the workers then went to the management asking for the buses to be recalled, but the management refused. It is during this argument that there was a surge in the crowd which resulted in some people being pushed – both among the workers and the management. This was given a negative spin in the subsequent public relations campaign by Volvo as an assault by the workers on a foreigner, Mr Schwartz. The workers surrounded the management asking for transportation and this brouhaha went on till the early hours of the next day which was a Saturday, a holiday. On the same day the management suspended the representatives of the Union and two others. With no progress in sight, in August 2010, the workers went on a full-strike demanding the required wage hike that had never materialised and the reinstatement of their union representatives.
The strike led to tripartite negotiations and successfully ended with the long awaited wage settlement (valid for three years) with salaries increasing in the range of Rs 3,500-5,000 for the employees.
However the workers, to their dismay, started to find themselves being increasingly harassed on the factory floor. All the probation periods were increased by one year, the managers started accusing employees of product sabotage and dragging them to the police, trainees were not regularised and there was an increase in the number of contract workers used (who are paid around half the salary of a regular employee). Apart from this, the management started to resort to other petty actions like denying workers any kind of leaves (whether for exams or personal problems), reducing the quality of transportation (without changing the salary contribution under the transportation head), harassment about breaks and so on.
What should be noted is that the three managers who were involved in the incidents of April 23, have since been moved out of the company or the division. Despite discovering errors on the side of the management during their domestic enquiries, the management did not reinstate the union representatives. While publicly taking a stand supporting dialogue with unions, Volvo internally kept its elected union members under suspension for over a year. With no other legitimate representation and facing increased harassment at the workplace, the workers saw no other option but to go on strike again on August 2, 2011. Their demands were primarily to reinstate the elected representatives of the union and against the harassment of probationers/trainees and regular employees. Subsequently, the union representatives were dismissed and the strike went on till September 25, 2011.
There are some external considerations that need to be factored in to understand the strike in the right perspective.
One: There has been double-digit inflation in the Indian economy since 2008 and it is through this period that automotive companies have refused to raise wages while trying to increase productivity. Their 'innovative' solution to compensate for rising input costs and market volatility was to increase the pressure on the workers. This not only depicts a profound lack of creative problem solving but has also led to increased industrial disputes from the north (1) to the south (2) of the country in 2011. The clinching aspect is that most of the unrest is limited to the automotive sector which was facing various other market-related problems. It then becomes obvious that the market problems are being transmitted onto the ordinary employees thus reflecting the incompetency of the management.
Two: The Karnataka Government has been very closely linked with and is a prized client of Volvo. It had purchased around 250 Volvo buses as part of the urban renewal scheme – JNNURM during that period. Volvo found its name mentioned in a corruption accusation involving a trip by the Karnataka Transport Minister R Ashok to Sweden where Volvo is head-quartered (3). This was promptly denied by both the Minister and Volvo. The concerned Transport Department later retracted and apologised stating that it had provided wrong information in its RTI reply (4). The Government, in its zeal to boost industry, has also been a prime facilitator in the acquisition of the Volvo factory's land while being a leading purchaser of Volvo buses. This puts the Government in an uncomfortable conflict of interest when workers are exploited in the very same factory and it is the arbitrator in the dispute.
Three: There has been an increasing usage and exploitation of contract workers by Indian companies. The reaction of firms to local competition and globalisation has been the creative use (and abuse) of contractors and contract workers. The frustration against these rampant practices was recently shown in a trite Supreme Court judgement admonishing a private company for taking advantage of contract workers and summarily dismissing its petition. (5). Labour reforms, while simplifying the laws, should ensure that the workers are protected and allows them to work in a decent work environment. Those in policy-making capacities must keep in mind that Western free-market type relaxed labour practices, were implemented only after enforcing rigorous social security mechanisms and stringent health and safety laws – none of which exist in India.
It is the inability of the managements across India to maturely handle the market and workers that reflects in the high number of industrial disputes across the country. Harassing the workers and increasing their work-loads to intolerable levels is not a solution to market problems. This is understood by the best companies that have survived over long periods of time. While harassing workers may give some short-term marginal benefits in the balance sheets - it will only ruin the enterprise, its image and its products in the longer run. As for the employees of Volvo, small but determined, their struggle for a decent livelihood moves onto another day.