Mr. Alok Pratap Singh (05)Dr. Badari Narayana T K (10)Mr. Venumadhav (41)Mr. Venkataramana (46)

GROUP - 7

Three Joys: Joy of buying Joy of selling Joy of Manufacturing In addition the ‘ Joy of creating’

helped staff derive happiness from their daily work

HMSI is a wholly owned subsidiary of Honda Motor Company Ltd

Total Employees Strength – 3000

2000 workers :1300 core + 700 contract 1000 supervisors/ Managers Additional 700 Trainees + 300 Apprentices

Worker wages – U/S = 8150 & Skilled = 11200.

Welfare Measures:- Subsidized canteen, Uniforms, Hosp reimbursement, Transport Facility, Sports club

Industrial Relations:

Smooth for first two yearsLater Part was characterized by:Perception of unfairness by workers (Diwali gifts)Unreasonable Work floor restrictions (Movement Sheet)Abuse of authority, partiality and nepotism by (postings and soft

duties).Communication Gap (Top mgmt- Indian Mgrs- workers)Cultural Insensitivity (Sikh officer incident)Owing to the prevalent environment, workers put forward 50

demands & attempted to form a union – rejected.Work slow down – Gherao – Violence- Suspension – Political

intervention- Civil unrest – Protest and state intervention

Developing Cooperative IR : From Adversarialism to Pluarism and now moving to Neo-Unitarism

Continuous Communication : Sustained interactions that mutually benefit the parties concerned – meeting every fortnight with Union representatives

HRM Strategy : Building psychological contract – OTJJ –On the job joy

Open approach to grievance redressal

Flexibility Approach Analyse the impact of future policy changes and

make employees participate in policy changes Training & development for employees Encourage feedback from employees

Lack of cross-cultural understanding Lack of training on inter personal , team building and

negotiation skills among managers Authoritarian approach of management towards employees Aliénation & discontent: Social & psychological problems,

Insensitivity towards religion and cultural issues Management efforts to prevent union formation.. Grievance redressal – Fear of approaching the management

Implementation of Neo- unitaristic approach Dignity at work – Valuing every individual, freedom, respect

and opportunity To re-build the mutual trust between employees and

management Meeting Ambitious expansion plans Internalisation of Honda way of culture among employees –

Joy of creating Build better Industrial relations to improve productivity

Global HR strategy followed three joys along with Joy of creating (i.e. deriving happiness from daily work). But the Joy of creating was not perceived at HMSI.

Earlier adversarial approach was followed by HMSI and post July scenario, they were forced to adopt Pluralist approach

Lack of motivation and satisfaction Remuneration Disparity – Bonus, Salary Communication – “Dream Team” hasn’t addressed employee

concerns. Training & Development – Lack of Interpersonal Team Building,

Negotiation skill and conflict management Divergence of interests among employees and the management No focus on balancing reward and culture. Flexibility management: Failure of top management to understand

labour requirements and maintaining a peaceful working environment

Adversarialism Neo-

Unitarism

HRM strategy should be used to promote co-operative IR

• Joy of creating – OTJJ – Recognition, reward & fun

IR should shift from adversarialism to neo-unitarism

Managers were not proactive in addressing the workers issue Union serves as platform for employee grievances: It develops an

environment of partnership and co-creation between employers and employees

Management of cross culture understanding (MNC) Integrated dominant HR frame work is the solution to build the

cooperation between employers and employees Attempt to relate Practice with Causality i.e. Understand the roots of

conflict and work towards resolving it rather than attempting to patch up or neglect before reaching the threshold

Union-substitution strategies should be implemented to achieve employees satisfaction