HOME ASSIGNMENT-1

Q1. Explain the provisions of the factory act 1948 relating welfare and safety workers.

The following sections 21 to 41 deal with the safety provisions for factory workers.

State of Gujarat vs. Jethalal 1964 SC - (Sec 21 – Fencing of machinery. ) That someone without the

approval or knowledge of the occupier has removed a safety mechanism, is no defense.

Finch vs Telegraph Construction and Maintenance Co - (Sec 35 - Protection to eyes) - Only hanging of

goggles is not enough but the workers must be informed of their whereabout.

The following sections 42 to 50 deal with the welfare provisions for factory workers.

Sec 42 Washing Facilities

Sec 43 Facility for drying and storage of clothes

Sec 44 Facility for sitting

Sec 45 First Aid Appliances

Sec 46 Canteen

Bengal Water Proof Workers vs State of West Bengal 1970 - Held that the liability of a company is only

to set up a canteen so that workers can take advantage of it. The terms and conditions of service of the

staff of the canteen do not come under that liability.

Sec 47 Shelter, rest rooms, and lunch rooms

Sec 48 Creche

Sec 49 Welfare Officer

Sec 50 Power to make rules to supplement this chapter: This includes requiring any factory or class of

factories to involve workers representatives in the management of welfare activities for the workers. It

also allows the state to exempt certain factories from welfare provisions, provided that alternative

arrangements are made.

Health and Safety In Mines - Mines Act 1952

Sec. 19 - Drinking Water

Sec. 20 - Conservancy (Latrines and Urinals)

Sec. 21 - Medical Appliances

Notice, Prevention, and investigation of Accidents and Diseases.

Health and Welfare In Plantations - Plantations Labor Act 1951

HeathDrinking water, conservancy, medical facilities, Annual leave with wages, sickness and maternity

benefits.

Welfare

Canteens for 150+ workers, creches, recreational, educational, and housing facilities.

Provisions for welfare of Women

Given in Factory Act :

Sec. 19 - Toilets and Urinals,

Sec. 27 - Prohibition of employing women and children near cotton openers.

Sec. 48 - Creches

Sec. 66 - Further restrictions on employment of women - no flex on working hrs, no change of shifts

except after holiday.

Maternity Benefit Act 1961

Equal Remuneration Act 1976

Q2. Discuss the role of ethical codes in economic discipline in organizations. Suggest various ways of

handling grievances also

Leadership Ethics

The ethics that leaders in an organization use to manage employees may have an effect on the morale

and loyalty of workers. The code of ethics leaders use determines discipline procedures and the

acceptable behavior for all workers in an organization. When leaders have high ethical standards, it

encourages workers in the organization to meet that same level. Ethical leadership also enhances the

company’s reputation in the financial market and community. A solid reputation for ethics and integrity

in the community may improve the company’s business.

Employee Ethics

Ethical behavior among workers in an organization ensures that employees complete work with honesty

and integrity. Employees who use ethics to guide their behavior adhere to employee policies and rules

while striving to meet the goals of the organization. Ethical employees also meet standards for quality in

their work, which can enhance the company’s reputation for quality products and service.

Ethical Organizational Culture

Leaders and employees adhering to a code of ethics create an ethical organizational culture. The leaders

of a business may create an ethical culture by exhibiting the type of behavior they'd like to see in

employees. The organization can reinforce ethical behavior by rewarding employees who exhibit the

values and integrity that coincides with the company code of ethics and disciplining those who make the

wrong choices.

Benefits to the Organization

A positive and healthy corporate culture improves the morale among workers in the organization, which

may increase productivity and employee retention; this, in turn, has financial benefits for the

organization. Higher levels of productivity improve the efficiency in the company, while increasing

employee retention reduces the cost of replacing employees

Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice which an employee experiences about

his job and it’s nature, about the management policies and procedures. It must be expressed by the employee and

brought to the notice of the management and the organization. Grievances take the form of collective disputes when they

are not resolved. Also they will then lower the morale and efficiency of the employees. Unattended grievances result in

frustration, dissatisfaction, low productivity, lack of interest in work, absenteeism, etc. In short, grievance arises when

employees’ expectations are not fulfilled from the organization as a result of which a feeling of discontentment and

dissatisfaction arises. This dissatisfaction must crop up from employment issues and not from personal issues.

Grievance may result from the following factors-

a. Improper working conditions such as strict production standards, unsafe workplace, bad relation with managers,

etc.

b. Irrational management policies such as overtime, transfers, demotions, inappropriate salary structure, etc.

c. Violation of organizational rules and practices

The manager should immediately identify all grievances and must take appropriate steps to eliminate

the causes of such grievances so that the employees remain loyal and committed to their work. Effective

grievance management is an essential part of personnel management. The managers should adopt the

following approach to manage grievance effectively-

1. Quick action- As soon as the grievance arises, it should be identified and resolved. Training must

be given to the managers to effectively and timely manage a grievance. This will lower the

detrimental effects of grievance on the employees and their performance.

2. Acknowledging grievance- The manager must acknowledge the grievance put forward by the

employee as manifestation of true and real feelings of the employees. Acknowledgement by the

manager implies that the manager is eager to look into the complaint impartially and without

any bias. This will create a conducive work environment with instances of grievance reduced.

3. Gathering facts- The managers should gather appropriate and sufficient facts exp explaining the

grievance’s nature. A record of such facts must be maintained so that these can be used in later

stage of grievance redressal.

4. Examining the causes of grievance- The actual cause of grievance should be identified.

Accordingly remedial actions should be taken to prevent repetition of the grievance.

5. Decisioning- After identifying the causes of grievance, alternative course of actions should be

thought of to manage the grievance. The effect of each course of action on the existing and

future management policies and procedure should be analyzed and accordingly decision should

be taken by the manager.

6. Execution and review- The manager should execute the decision quickly, ignoring the fact, that

it may or may not hurt the employees concerned. After implementing the decision, a follow-up

must be there to ensure that the grievance has been resolved completely and adequately.

7. An effective grievance procedure ensures an amiable work environment because it redresses

the grievance to mutual satisfaction of both the employees and the managers. It also helps the

management to frame policies and procedures acceptable to the employees. It becomes an

effective medium for the employees to express t feelings, discontent and dissatisfaction openly

and formally.

Q3.Discuss briefly the functioning ILO in promotion of healthy industrial relations in emerging

economies

To coordinate the preparation of a flagship Global Social Protection Floor Report, that will serve

as an advocacy tool and as general guidance on global and regional policies and strategies to

support the implementation of the social protection floor in developing countries and address

poverty issues in developed countries;

To provide input regarding the adaptation of the global concept of a social protection floor to

regional, national and local needs, priorities and constraints;

To encourage international dialogue among key actors and stakeholders on appropriate policy

issues;

To advise on policies and strategies to increase the fiscal space and ensure financial

sustainability and affordability of the social protection floor.

International Labour Organization (ILO), specialized agency of the United Nations (UN) dedicated to

improving labour conditions and living standards throughout the world. Established in 1919 by

the Treaty of Versailles as an affiliated agency of the League of Nations, the ILO became the first

affiliated specialized agency of the United Nations in 1946. In recognition of its activities, the ILO was

awarded the Nobel Prize for Peace in 1969.

The functions of the ILO include the development and promotion of standards for national legislation to

protect and improve working conditions and standards of living. The ILO also provides technical

assistance in social policy and administration and in workforce training; fosters cooperative

organizations and rural industries; compiles labour statistics and conducts research on the social

problems of international competition, unemployment and underemployment, labour and industrial

relations, and technological change (including automation); and helps to protect the rights of

international migrants and organized labour. n its first decade the ILO was primarily concerned with

legislative and research efforts, with defining and promoting proper minimum standards of labour

legislation for adoption by member states, and with arranging for collaboration among workers,

employers, government delegates, and ILO professional staff. During the worldwide economic

depression of the 1930s the ILO sought ways to combat widespread unemployment. With the postwar

breakup of the European colonial empires and the expansion of ILO membership to include poorer and

less developed countries, the ILO addressed itself to new issues, including the social problems created

by the liberalization of international trade, the problem of child labour, and the relationship between

working conditions and the environment.

Among intergovernmental organizations the ILO is unique in that its approximately 175 member states

are represented not only by delegates of their governments but also by delegates of those states’

employers and workers, especially trade unions. National representatives meet annually at the

International Labour Conference. The ILO’s executive authority is vested in a 56-member Governing

Body, which is elected by the Conference. The International Labour Office in Geneva, Switzerland,

composed of the permanent Secretariat and professional staff, handles day-to-day operations under the

supervision of an appointed director general.

The ILO Declaration on Fundamental Principles and Rights at Work is an enduring commitment by

Governments, workers’ and employers’ organisations to the universal values on which the ILO was

founded. Its purpose is to stimulate efforts that ensure social progress goes hand in hand with economic

progress and development.

The Principles and Rights

Freedom of Association and Collective Bargaining

Elimination of Forced and Compulsory Labour

Abolition of Child Labour

Elimination of Discrimination

Priorities of the Declaration:

Reconciling social justice with globalisation

Reducing inequalities within and between countries

Contributing to poverty reduction

Reducing unemployment and underemployment

Raising the quality of employment

Addressing rising insecurity and social polarisation

Objectives of the Declaration:

Re-assert fundamental social rights as universal values

Accelerate progress in poverty reduction

Recognise fundamental principles and rights as a tool for development

Offer Special Protection for vulnerable groups

Increase support from donors and other organisations for fundamental principles and rights

Role of the Social Partners

Engaging in social dialogue

Implementing fundamental principles and rights

Promoting and disseminating information on the fundamental principles and rights

Providing monitoring and feedback

Social Partners and Social Dialogue

Link between good labour relations and productivity

Minimises conflict and promotes stability

Enhances flexibility and adaptability

Promotes innovation and problem solving

Replaces adversarial approach with more constructive relations