A Study On INDUSTRIAL RELATIONS

(With reference to Oil and Natural Gas Corporation LTD, RAJAHMUNDRY)

A Project Report submitted to JNTU, Kakinada In Partial fulfillment of the requirements for the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted byM.MANIDEEPIKA

(Regd. No: 13021E0009)

. Under the Guidance ofMr. K.RAJESH, MHRM.HR MANAGER, ONGC

SCHOOL OF MANAGEMENT STUDIES, JNTUK KAKINADA(Approved by AICTE, GOVT.OF A.P. & Affiliated to JNTU, Kakinada)

Sarpavaram road, Kakinada, E.G.Dist (A.P.)2013-2015

CERTIFICATE

This is to certify that the project entitled “A STUDY ON INDUSTRIAL RELATIONS”

with reference to OIL AND NATURAL GAS CORPORATION LTD., RAJAHMUNDRY,

submitted to JNTU, Kakinada in partial fulfillment of the requirement for the award of the

Degree of MASTER OF BUSINESS ADMINISTRATION carried out by M.MANIDEEPIKA,

Reg. No. 13021E0009 is a bonafied work done under my guidance.

Mr. K.RAJESH, MHRM. HR MANAGER, ONGC

RAJAHMUNDRY

DECLARATION

I hereby declare that this project report entitled “INDUSTRIAL RELATIONS” with

reference to OIL AND NTURAL GAS CORPORATION LTD., RAJAHMUNDRY, submitted by

me towards the partial fulfillment for the requirement of the MASTER OF BUSINESS

ADMINISTRATION degree in JAWAHARLAL NEHRU TEHNOLOGICAL UNIVERSITY,

KAKINADA is my own work and it is not submitted to any other Universities/institutions

or published anywhere for the award of any degree or diploma.

Place : Date : M.MANIDEEPIKA (13021E0009)

Enclose the Color Xerox Copy Project completion certificate issued by

the company

ACKNOWLEDGEMENT

With great pleasure we want to take this opportunity to express our heart full gratitude to all the people who helped in making this project work a grand success.

We are grateful to Mr. ------------- for his valuable suggestions and guidance given by him during the execution of this project work.

We would like to thank ------------, Head of the Department of Master of Business Administration, for being moral support throughout the period of our study in SSMIST.

First of all we are highly indebted to Director Prof. -------for giving us the permission to carry out this project.

We would like to thank the Teaching & Non teaching staff of MBA Department for sharing their knowledge with us.

Last but not the least ,we express our sincere thanks to --------- chairman, -------------, for his continuous care towards our achievements.

I am very much grateful to faculty members of the Department for their Kind cooperation with out which this work could not have been to this shape. I would like to thank the non-teaching Staff & all my friends who made me stay here at JNTUK is a memorable one.

PROJECT ASSOCIATES M.MANI DEEPIKA 13021E0009

Date:Place:

INDEX

S.NO

CONTENT PAGE NO

CHAPTER I

1.1 Introduction

1.2 Need for the Study

1.3 Objectives of the Study

1.4 Methodology of the Study

1.5 Limitations

CHAPTER II

2.1 Industry Profile

2.2 Company Profile

CHAPTER III

3.1 Theoretical Frame Work

CHAPTER IV

4.1 Data Analysis & Interpretation

CHAPTER V

5.1 Findings, Suggestions & Conclusion

6 Bibliography

CHAPTER 1

INDUSTRIAL RELATIONS

INTRODUCTION:

The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’. “Industry” refers to “any productive activity in which an individual (or a group of individuals) is (are) engaged”. By “relations” we mean “the relationships that exist within the industry between the employer and his workmen.” The term industrial relations explain the relationship between employees and management which stem directly or indirectly from union-employer relationship. 

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. 

The term industrial relations have a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations cover all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labor-management relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers. 

The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. Industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers’ participation in decision-making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.

According to Prof. Dunlop, “Industrial relations may be defined as the complex of inter-relations among workers, managers and Government”.

Industrial relations are concerned with the relationship between management and trade unions representing the labor power regarding the terms and conditions of employment and unemployment and conditions at work place. Industrial peace in a country is an important prerequisite for its industrial development. It implies existence of harmonious industrial relations between the management and workers. The interference of government in industrial relations through legal and administrative measures is quite common. Thus, the arena of industrial relations has been extended to relations among the state, employers and employees. It is fact that industrial relations connote a vast complex of relationships obtaining between management and employees, union and management, union and employees and between employees themselves. Both parties to industrial relations have a common interest in industry, but many a time, they are found to be pulling in different directions, which lead to industrial unrest. Therefore, it has become necessary to secure the cooperation of both workers and management to achieve good industrial relations.

THREE ACTORS OF INDUSTRIAL RELATIONS

According to John T. Dunlop three major participants or actors of industrial relations viz., workers and their organizations, management and Government are identified.

WORKERS AND THEIR ORGANIZATIONS

The total worker plays an important role in industrial relations. The total worker includes working age, educational background, family background, psychological factors, culture, skills etc., Worker’s organizations prominently known as trade unions play their role more to protect the workers’ economic interest through collective bargaining and by bringing pressure on management through economic and political tactics.

EMPLOYERS AND THEIR ORGANIZATIONS

Employer is a crucial factor in industrial relations. He employs the worker, pays the wages and various allowances, and regulates the working relations through various rules, regulations and by enforcing labor laws. Employers form their organizations to equate or excel their bargaining power with that of trade unions. These organizations protect the interest of the employer by pressuring the trade unions and government.

GOVERNMENT

Government plays a balancing role as custodian of the nation. Government exerts its influence on industrial relations through its labor policy, industrial relations policy, implementing labor laws, the process of conciliation an adjudication by playing the role of a mediator etc.,

NEED OF THE STUDY

Any organization to be effectively performed should have sound Industrial Relations. A sound Industrial Relations comprises..,

1. Congenial relations between employees and employer.

2. Congenial labor management relations

3. Minimized industrial conflicts

4. Highly developed trade unions

5. Contribution to the organizational objectives

With respect to all these requirements an IR has to be maintained. As the contribution of IR is vast there is a definite need to undertake a study to assess and to develop the given requirements.

OBJECTIVES OF THE STUDY

1. To find the nature of relationships in and between different organizational levels. 2. To assess the relationship between Employees, Unions and Employers. 3. To know the nature of industrial disputes aroused at the organization.4. To study the process of collective bargaining and grievance handling.5. To know the safety and welfare measures provided for employees.6. To know about workers participation in management.

SCOPE OF THE STUDY:

The relationship between employer and employee is the most important relationship in the corporate world. The positive relationship between both of them is effective technique for the growth if the organization. It would almost impossible to increase the production with out greatest co-operation between employer and employee.One of the most important and the challenging task of the manager is to satisfy employee to a large extent and to minimize their conflicts. In order to satisfy employees and manager must have to adopt motivational factors, incentive schemes.My topic is IR which is broadly related with the relationship between the employer and employee with the terms and conditions of employment.

So, the IR is very broad topic in present scenario, every company want to enhance its productivity. But the productivity can’t be improved unless and until the employees are not satisfied. Without satisfying the employees, the organization can’t go in the long run and can’t compete with its competitors. In order to enhance productivity and satisfying the employees, they have to maintain cordial relationship between employees, employer and Government. So that, they can survive in long run and can compete with its competitors.

LIMITATIONS OF THE STUDY:

1. As industrial relations is a vast topic the time period available was very less.2. It became difficult to match project schedule with employees’ time tables to conduct

personal interviews and surveys.3. Because of employees busy schedule it became difficult to gather questionnaire.

RESEARCH METHODOLOGY USED:

A research methodology is a sample frame work or a plan for study that is used as a guide for conducting research. It is a blue print that is followed in processing research work. Thus in good research methodology the line of action has to be chosen carefully from various alternatives.

RESEARCH DESIGN:

“Research design is the plan and structure of investigation so conceived as to obtain answers to research questions.”

NATURE OF RESEARCH:

Descriptive Research design is used for study.Descriptive research as the name suggests is designed to describe something- for example the characteristics of users of given product; the degree to which product use varies with income, age, sex or other characteristics; or the number who saw a specific television commercial.To be of maximum benefit, a descriptive study must only collect data for a definite purpose.Your objective and understanding should be clear and specific. It is a kind of survey method.

Meaning of research:

“Research in common parlance refers to a search for knowledge”. Research can be explained as

a movement, a movement from known to unknown. It is actually a voyage of discovery. Research always starts with a question or problem. Its purpose is to find answers to questions through the application to the scientific

method. It is a systematic and intensive study directed towards a more complete knowledge of the

subject studied.

So research is a scientific and systematic search for gaining information and knowledge on a specific topic or phenomena.

RESEARCH METHOD:

Data collection methodThe data collected to carry out the study involves two types of data.

1 Primary Data: The primary data has been collected from the employees. This data helps most for the completion of the study by providing full and direct information, which needs some interpretation and analysis, to attain the objectives of the study.

2 Secondary Data: This secondary data has been collected from various sources such as books, journals, magazines and sites. Although the data collected or gathered from these sources neither participate directly in the analysis nor influence the outcomes. This forms a basis for an effective approach in making a report of what has been studied. This data forms a part of the report and facilitates to acquire pre-requisite knowledge regarding the study under consideration.

Data collection tools

1. To collect the above-mentioned primary data, the following tools can serve at its best:

2. Personal Interview: The employees under consideration have been interviewed personally to get the desired responses by asking questions. And those responses were noted

3. Structural Questionnaire: The questionnaire consists of a set of close-ended questions, which are orderly arranged to extract the best from employees. In this study we make use of the questionnaire, for collecting the responses of workmen level and staff level separately

Research measuring tools

To carry out the above laid research design and to collect data in the prescribed manner, we have to use a tool that facilitates our study. As we cannot take all employees into consideration certain sample of staff and workmen is considered.

The sample size for staff level is 30The sample size for officer level is 45

CHAPTER 2

OIL AND NATURAL GAS CORPORATION LTD

INDUSTRY PROFILE

Oil and Natural Gas Corporation Limited (ONGC), a ‘Maharatna’ public sector

enterprise, is one of the leading enterprises in the country with significant contribution in its

industrial and economic growth. Born about 52 years ago, in August 1956, ONGC has grown

today into a full-fledged horizontally integrated up stream petroleum company within house

service capabilities and infrastructure in the range of oil and gas exploration and public related

activities. ONGC was incorporated under the companies Act 1956 on 23 June by an Act of

parliament passed on 4 September 1993 pursuant to the decision of Government of India to

transform the Oil and Natural Gas Commission into a public limited company.

ONGC virtually represents the Indian upstream sector, contributing about 90% to the

country’s Oil and Gas production. ONGC made important oil and gas discoveries barely within a

couple of years and today the number of discovered fields are around 265. Since its inception,

ONGC has produced more than 600 million tones of crude oil and supplied more than 200

million cubic meters gas, thus fueling India’s economy. To achieve the sustained growth, ONGC

has decided to double the oil and gas reserves in the next 20 years. In 52 years of operations

ONGC accreted 6 billion tones oil and oil equivalent reserves the major part of ONGC revenue

accurse from the sale of crude oil, natural gas and value added products (Naphtha, SKO etc).

The first oil discovery in India was made in Digboi in Assam in 1889. Those days nobody

thought this discovery was to play in the country’s quest for oil and gas later years. Over years

grown oil and gas sector played a key role in the country’s energy sector and account for 54% of

India’s commercial energy consumption, as India is eight largest consumer of oil in the world.

On a conservative basis petroleum product consumption in India is expected to grow

from present level of 97 million tones P.A in 1999-2001to about 180 million tones P.A in 2006-

07 and further about 370 million tones P.A by 2024-25 and demand for natural gas which was

110 ton million standard cubic meters per day in 1999-2001 is expected to reach 231 million

cubic meters per day by 2006-07 and further to 391 million cubic meters per day by 2024-25.

India proved the oil and gas reserves are 0.5% of world reserves where as oil production

is 0.9% and gas production 1.2% of total production respectively. The sedimentary basin are of

the country is about 4% of the total world sedimentary area.

India is endowed with 26 sedimentary basins along with deep-water sedimentary areas.

All 26 sedimentary basins of the country are not alike from the oil and gas prospectively point of

view based on degree of exploration and prospectively as presently known these basins have

been divided into 4 categories. The highly prospective basins included Bombay offshore;

Cambay, upper Assam, Assam-Arakan, Krishna-Godavari and Cauvery basin and low

prospective basins are Ganga, Vindhya, and Kerala-Konkan, Mahanadi and Bengal basin.

The great strides have been made in oil and gas exploration by two National oil

companies namely Oil and Natural Gas Corporation Ltd (ONGC) and oil India Ltd (OIL LTD).

A number of new discoveries have been in the Gulf of Cambay, Krishna-Godavari and

Rajasthan basins by private/joint venture companies. In deep water areas of the Krishna-

Godavari basins many large prospects are under drilling. This would result in finding several gas

fields along the east coast with 3-4 years. This area can produce 25-30% more gas over the

current production.

As private participation is increased for regulatory the upstream of oil and gas sector a

regulatory body was set by Government, the Director General of Hydrocarbons (D.G.H) under

Ministry of petroleum and Natural Gas.

Till QI FY99, the Indian oil and gas industry has been under state control. The production

pattern, capital expenditure and pricing of petroleum products were determined by the state. The

pricing system assured all players a normative post-tax return of 12% on worth.

The control measures were initiated and retention pricing for refineries has been

abolished w.e.f. April 1998. However, controls on 5 products (MS, HSB, ATF, SKO, LPG) that

contribute 70% of values, continue to remain, subsidies on LPG and SKO will be limited to 15%

and 33% of import parity prices and tariff o crude and petroleum products will be reduced 0-5%

and 15% respectively.

The major gainers of deregulation process will be old players with old and depreciated

unit’s like-MRL, CRL, BPCL, HPCL, IOCL etc. New refineries like MRPL, Essar OIL and

reliance petroleum will be hard hit, as their refining margins under the market determined pricing

mechanism would be lower than that under the APM. In addition, net profit will be affected by

high interest and depreciation outgo. It is important to more that a six-MTPA refinery (current

minimum economic size) will cost Rs.36bn.

Global oil and gas production is skewed with most of the reserves concentrated in the

Middle East, which supplies to deficit countries in the America and the Asia-Pacific. As at the

end 1998, the world had proven oil reserves of a little over and proven gas reserves of little less

than 140 trillion cubic meters.

Amongst players, ONGC has a virtual monopoly in upstream crude oil and gas

production, while GAIL has a monopoly in marketing and distribution of gas. The refining and

marketing sector is again dominated by PSUs, which account for nearly 95% of the total refining

capacity and100% of products marketed. JOIL is the market leader in both refining and

marketing followed by BPCL and HPCL. MRPL was the first non-PSU in the sector, followed

by Reliance and Essar by 1999-2000.

Stock valuations continue to remain depressed. The two negative factors for the sector are

dim outlook on global refining margins and supply of stock in the form of government

disinvestment. Investors should use all disinvestment programs as a buying opportunity because

the long-term fundamental story is still intact.

GLOBAL SCENARIO:Primary energy consumption:

Primary energy is a critical input and in line with economic growth, as observed since the

late seventies, the world consumption of energy increased from about 4800 million metric ton of

oil equivalent in 1970 to about 8877 mote in 1999, representing a CAGR of about 1.98%. The

growth in consumption would have been much higher but for the disintegration of the former

Soviet Union, whose energy consumption levels dropped by more than 35% in the last five years

The average per capita consumption of energy vis-à-vis hydro carbons (kgOE)

Country /region Primary energy Hydrocarbons

World 1454 927

India 285 113

China 688 169

Pakistan 264 231

Bangladesh 81 80

Japan 3962 2520

U.K 3856 2719

Germany 4120 2539

Importance of oil & gas in primary energy:

Oil and gas constitute a significant 63% of the primary energy consumption. The

situation in Asia, Australia is different with coal still remaining the primary source of energy.

However the scenario is rapidly changing, for instance in the last decade, oil and gasconsumption

has grown at more than 70% in the Asia-Pacific region vis-à-vis 15% in the rest of the world.

The Asia-Pacific region is thus gaining importance in the oil and gas map, with India and china

together accounting for 47.50% of the total demand in this region.

In the last decade, natural gas has taken the lead in growth and in the emerging energy

scenario; it is seen as an environmental-friendly substitute for relatively scarcer oil. Consumption

of natural gas has grown by more than 26% vis-à-vis 15% in consumption of oil.

Oil and gas reserves:

As the end 2008, the world had proven oil reserves of a little over 1055 million barrels

while that of gas, a little less than 140 trillion cubic meters. At the current rate of production, oil

reserves are likely to last for about 40 years and natural gas reserves for 65 years the reserves are

however unevenly distributed with the Middle East countries together holding 65% of oil and

34% of gas reserves.

Energy scenario in India:

Primary energy consumption in India excluding the non-commercial energy sources like

wood and animal waste, the primary energy consumption in India was 285 Kg OE in 2007 as

against 5800KgOE in North America. Coal constitutes to be the most important source of energy

constituting more than 56% of the total energy consumption though there is a conscious shift

towards oil as alternate fuel. The overall demand for oil products increased form 74 MTPA in

2006 to 90mtpa in 2007, representing CARG of 5%. At current levels the estimated demand by

2009 is expected to be around 114mpta while the refining capacity would be around 155 MTPA.

Inadequate availability of geophysical data with the perception is that the blocks being

offered do not have the geo-potential for being developed in commercial fields.

1. The size of blocks offered is too small.

2. Time taken to award a contract runs in to several years.

3. Several post contract clearances are required to start the operations.

Exploration & production:

Increasing the competency of ONGC & OIL by empowering the Board of Directors to

diversify in to downstream, allowing them to market their own produce, providing level playing

field to all companies in biding for blocks, relinquishment etc and providing international price

for domestic crude produced by them.

Enhancement of domestic production through reserve accretion in India and abroad.

Acquisition and absorption of new technology for reserve accretion. Mobilization of

venture capital required for building national oil industry.

Simplifying procedures in awarding production-sharing contracts, provision of fiscal

incentives and rationalization of tariff structure.

Assignment of regulatory and monitory functions to Directorate General of

Hydrocarbons which shall be and Autonomous body.

SALIENT FEATURES OF NEW EXPLORATION LICENSING POLICY (NELP), 1997:

International price to be paid for crude oil extracted from new wells to all companies

including ONGC & OIL.

On all new findings, cuss abolished and royalty made advalorem at 12.50% for inland

and 10% for offshore areas, for deep-water areas is beyond 400 meters depth, royalty will

be 5% for the first 7 years.

Tax holiday for 7 years commencement of commercial production from blocks in

Northeastern Region.

Total freedom to market crude in the domestic market.

Any company can bid directly without participation of ONGC or OIL as against the

earlier stipulation of mandatory participation of ONGC/OIL up to 14%

ONGC/OIL to compete with other companies for winning licensees.

FUTURE SCENARIO:

With the widening gap between demand and supply, both for oil and gas, the outlook for

the upstream sector is extremely positive; the decontrol of the sector would give more strength to

these companies to pursue their goals with greater vigour. In our opinion, natural gas could turn

out to be a dark horse for the E&P and distribution companies; The New Exploration Licensing

Policy has already given a thrust and direction to the reforms in the upstream sector, with virtual

decontrol of the sector for oil & gas explored and produced in new fields.

Natural Gas Demand (MMSCMD)

Year Demand

1999-2000 110

2001-2002 151

2006-2007 231

2011-2012 313

2024-2025 391

Business risk:

The uncertainties involved in finding commercial quantities & gas and the intensive

capital required for venturing into the business make E&O prone to great business risk. Tens of

millions of dollars may well have been spent with out discovering a viable oil & gas field. Given

this inherent risk in business where in puts can be determined and outputs are probable, the

successful ventures have to generate sufficient profits for the unsuccessful ones to keep the

business ongoing. An estimated US$ 50 mn may have to be spent over a period of 3 to 6

Years, before one realistically conclude whether the field is fit to be fully developed for

commercial exploitation. In order to counter this business risk, E7P companies are spreading

both horizontally and vertically. Horizontal risk spreading envisages acquisition of large acreage

in varied geological environments consisting, various categories of sedimentary basins. Vertical

risk spreading envisages farming-out participating interest to other oil companies in the oil field

owned by the other companies, Risk is thus spread widely.

Exploration and production sector in India:

Exploration activity started in India way back in 1866 in the northeastern state of Assam,

just seven years after drilling of the first oil well in Pennsylvania, USA. For about a century the

E&P activity was restricted to the northeastern part of the country and till early 1960’s the total

crude production in India was only about 10,000 bpd. Burma oil was the only company engaged

in E&P. With the demand growing, the government recognized the need to explore hydrocarbon

resources and accordingly set up Oil & Natural Gas Commission in 1956, Burma oil was also

merged with Oil India Ltd, and this was however taken over by GOI in 1981. ONGC was

converted in to a public ltd company in 1993. ONGC and OIL enjoy the status of National Oil

Companies and have a duopoly with about 90% and 10% share respectively. The NOC market

their produce directly except natural gas, which is distributed through Gas Authority of India

Ltd.

Quality of crude produced in India:

The crude produced by ONGC in the Bombay offshore basin, typically about 38 API

with about 0.03% sulphur, is considered to be very light and sweet and comparable with

Nigerian light crude. The crude produced in the onshore fields typically is about 32 API with

about 0.20% sulphur and comparable with minas crude from Indonesia. In our opinion, the crude

produced in the Bombay high would trade at a premium to Saudi light/ Brent and other crude

would approximately equate with Brent prices, strictly from purity and specific gravity of point

of view.

ONGC VIDESH LTD:

ONGC Videsh Ltd is a wholly owned subsidiary of ONGC. It is the biggest Indian

multinational, with a committed overseas investment, with a committed overseas investment of

over USD 5 billion, involved in 25 Oil & Gas properties across 15 countries – Vietnam, Sudan,

Russia, Iraq, Myanmar, Libya, Cuba , Brazil, Nigeria, JDA, Egypt, Qatar, Nigeria, Columbia and

Syria. It is the second largest E&P Company in India by reserves, second only to parent ONGC.

With a long –term target of acquiring 60 mmtpa of equity oil and gas overseas by 2025, OVL is

currently working towards a goal of 20 mmtpa by 2010.

ONGC NILE GANGA BV:

ONGC Nile Ganga BV is a wholly-owned subsidiary of ONGC Videsh Ltd. Incorporated

in the Netherlands, it has a 25% participating Interest in the Greater Nile Oil Project in Sudan,

located in the Mug lad Basin, around 435 miles south west of the capital, Khartoum. It has

established over a billion barrels of Oil Reserves, with current production of 285,000 BOPD

from 10 fields. The other partners in the consortium are China’s china National petroleum

Company with 405 PI and Malaysia’s Patrons with 30% participative interest. Intensive

exploratory efforts are going in Blocks 1A, 2A and 4 in order to establish additional reserves.

ONGC MITTAL ENERGY LTD:

ONGC Mittal Energy Services Ltd, headquartered at London, is a joint venture between

ONGC and the Mittal Investments Sarl that was formed with the same ownership structure as

that of OMEL, for cooperation in a variety of trading activities and shipping of Oil and Gas,

including Liquefied Natural Gas, sourced through ONGC Mittal Energy.

MANGALORE REFINERY & PETROCHEMICALS LTD:

MRPL is a State-of –the-art, grass-root refinery at Mangalore and is subsidiary of ONGC.

The refinery has got a versatile design with high flexibility to process Crude of various API, with

a high degree of automation.

MRPL, with a design capacity to process 9.69 million metric tones per annum, has the

highest capacity utilization (125%) among all Indian refineries. It is the only refinery in India to

have 2 Hydro- crackers producing Premium Diesel. It is also the only refinery in India to have 2

Continuous Catalytic Regeneration Plat forming units producing Unleaded Petrol of High

Octane. It is also the first Indian refinery to produce Euro III and IV Motor Spirit and HSD (high

speed diesel).

The Refinery has been adjudged the most energy – efficient Indian refinery, winning the

prestigious Jawaharlal Nehru Centenary Award for Energy Performance from the centre for High

Technology under the Ministry of petroleum & Natural Gas, for the third consecutive year.

MANGALORE PETROCHEMICALS LTD:

Mangalore Petrochemical Ltd, with 46% equity participation by ONGC, 3% by MRPL

and the balance 51% by banks financial institutions, will implement the Aromatics

Petrochemicals complex within the Mangalore SEZ in Karnataka, with an estimated investment

of Rs. 4852 core as a value-addition initiative to the Naphtha stream of MRPL, to be

commissioned around the end of 2010.

MANGALORE SEZ LTD:

ONGC is the anchor co-promoter of Mangalore SEZ Ltd., which has been incorporated

on 24th February 2006. ONGC holds 23% equity in this Special Purpose Vehicle, which has been

established to develop infrastructure for Marl’s project within the SEZ (special Economic Zone.

DAHEJ SEZ LTD:

ONGC is the co-promoter of Dahej SEZ ltd. With a 23% equity participation. DSL has been

incorporated with the objective of developing a special economic Zone at Dahej, Gujarat. A

petrochemical Complex involving dual fuel cracker polymer plant at a cost of RS 13,540 crore is

being set up, involving an equity investment of Rs.992 crore by ONGC.

ONGC PETRO – ADDITION LTD:

The company – the SPV of Dahej petrochemicals Complex, has been incorporated and

named as ONGC Petro-additions Ltd. It will have 26 equity participation of ONGC, 5% by

GSPC and the balance 69% by strategic investors and financial institutions. The mega

petrochemicals project, involving an estimated investment of Rs. 13600 crore, along with global

– scale cracker and downstream polymer plants has been planned for fast-track implementation.

This will be commissioned around mid 2010, catalyzing significant economic development in

Western India and the rest of the country.

PETRNONET LNG LTD:

ONGC has a125% equity in Petro net LNG LTD, which has set up India’s first LNG

receiving and degasification terminal, at Dahej in Gujarat and is building another terminal at

Kochi in Kerala.

PERTRONNET MHB LTD:

ONGC holds 235equity in PMHBL, a product pipeline company linking MRPL to

Bangalore.

POWER PLANT AT TRIPURA:

ONGC is setting up a mega 2*370 MW advanced-class, combined cycle power plant at

palatana in Tripura. The Estimated Cost of this project is around Rs.2088 crore; this project will

be implemented by the end of 2009. The generated power will cater to the demand of the

Northeast and will also be transmitted to the northern Grid to feed demands in North India.

PAWANHANS HELICOPTERS LTD:

ONGC has 21.5% equity in PHHL, provides helicopter services, primarily to ONGC.

PHHL earned a net profit of Rs.37 crore in 2005-06.

RECOGNITIONS AND AWARDS

Global Rankings / Recognitions:

Ranked the No.1 E&P Company in the world and 20th amongst leading global energy

majors as per the ‘Platt’s Top 250’ Global Energy Company Ranking 2006.

Ranked 402nd in the Fortune Global 500 list for 2006, up from 454th last year, based on

Revenues; ONGC is ranked 115th in the new list, leading all Indian Cooperates.

Topped the list of six Indian companies figured in Business Week’s first annual ranking

of Asia’s 50 best-performing listed companies, drawn from a list of 625 Asia firms,

ONGC was ranked ‘third’ among the 50 best Asian firms.

Ranked 158th amongst the world’s largest companies as per market capitalization on 31 st

March 2006 in the 10th annual Financial Times, Global 500 listing.

Leads the list of Indian corporate titans, in the Forbes Global 2000, with 256 th ranking in

the list of 2000 business entities based on Sales, Profits, Assets and Market Valuation.

Sole Indian entry into the UNCTAD’s top 50, non –financial Transnational Corporation

from developing countries ranked by foreign assets

Ranked 18th amongst 50 publicly traded global companies in the Oil & Gas industry

based on market capitalization and 15th amongst 27 listed integrated Oil & Gas

companies.

Conferred the ‘Golden peacock Global Award for Corporate Governance’s during the

International Conference on Corporate Governance.

Topped the Business Today list of Most Valuable Companies in India for the second year

in a row. In the ranking, ONGC topped all three categories viz. Market Capitalization,

Net Profit and Net Worth.

Topped Business India’s Super 100 list of Indian Companies, based on a weighted

average of several parameters, including Market Capitalization, Profit after Tax, Net

Fixed Assets and Net Sales.

Ranked 11th in the Economic Times 500 ranking, with the highest Market Capitalization

and Net Profit, mainly due to lower P/E ratio and Return on Net Worth.

Ranked as the Most Respected Company in the PSU category in the 2006 Business world

Survey released in Business World Magazine

HUMAN RESOURCE DEVELOPMENT IN ONGC:ONGC is a company with a global character. It believes, thinks and performs in line with

global best-in-breed practices. It encourages employees to think in sync with the world and prove

themselves by availing global opportunities.

In association with technical institutes of national international repute. ONGC has

sponsored a number of its employees to develop their competencies. The aim is to improve

professional excellence and develop all-round management skills at all levels. Some of these

initiatives are:

(i) UnnatiPrayas Scheme:

ONGC pioneered in–house Engineering and Technology education programmers, under

which employees are conferred with B.Tech. Degree awarded by Punjab Technical University,

Jalandhar, in the fields of Mechanical, Electrical, Electronics & Communication and

Instrumentation Engineering. An additional course of Diploma in Electrical Engineering.

(ii) Super UnnatiPrayas Scheme:

Customized and exclusive MBA programmers and administered at the Indian Institute of

Foreign Trade, where employees are conferred MBA degree in International Business. ONGC

executives excelled and eight out of the first batch of twenty, surpassed the highest grade of the

topper of the regular batch, by achieving CGPA of more than 3.9 another MBA Programme is

conducted at MDI, Gurgaon.

(iii) ARCUBE:

A year back, ONGC initiated a comprehensive study to redefine the organization in order to

achieve world-class performance levels. The three R’s represent Roster, Roles and

Responsibilities. From the findings of this study, the following HR initiatives have been

identified and are under implementation.

1. Competency mapping in the core business areas of exploration

2. Rationalization of Cadres and Disciplines in line with the best global practices

3. Optimum manpower deployment in operational sited like Rigs and Production

installations.

Highlights of ONGC:

India’s Highest Market Capital Company

One of World’s top 25 Oil companies

Highest ever dividend declared for 2005-06

It presence in 14 countries

It producing 1.27 Million barrels per day of Oil & gas

ONGC ties up with HMT and Indian Airlines

ONGC has become the first Indian corporate to touch Five digit Profits

AgraniSamman

The Management of Oil and Natural Gas Corporation Limited had introduced the

“AgraniSamman” Ex-gratia Benefit Scheme in recognition of valuable contribution made by

the pioneers to the cause of ONGC to mitigate their post-separation hardships. The Scheme is

available to eligible pre-15.10.1959 employees as well as to those eligible post-14.10.1959

employees who superannuated/died while in service prior to 1.4.1991 (in case of executives) and

16.11.1995 (in case of non-executives) and those post 14.10.1959 employees who voluntarily

retired prior to 1.4.1990.

PROFILE OF RAJAHMUNDRY ASSET

The Rajahmundry Asset was established during 1977-78 and is presently headed by Shri.

A.A. Khan, Executive Director. Rajahmundry Asset, erstwhile known as KG Project, is one of

the major work centers in Southern Region of ONGC. The area of operations in Andhra Pradesh

is spreading in East Godavari, West Godavari and Krishna Districts.

The following are the milestones of Rajahmundry Asset since its inception.

o Geological Surveys initiated in 1959

o Geophysical Surveys initiated in 1960

o First exploratory drilling commenced in the basin at Narasapur—1 in 1979.

o First off shore well G-1 -1 drilled in 1980 at a water depth of 250 produced oil.

o Oil production and on land commercial production of gas started in 1988

o Oil production started from November 1987.

o Commenced Gas sales in February 1988.

o Deepest On land well: Bhavadevarapalli-1 (5001 m)

o Deepest Offshore well: GS-11-1 (4611 m)

o ISO-140001 awarded to Tatipaka Mini refinery in 2003

o ‘Sagarsamridhi’ campaign started in 2004-05.

Resources of the Asset:

Currently, there are about 1452 employees are working in Rajahmundry Asset, East

Coast offshore Asset and KG-PG Basin. In Rajahmundry Asset there are about 18 Production

installations as under:

The following are the salient features of the Rajahmundry Asset:

Rajahmundry Asset is operating and handling production both in onshore as well as in

Offshore.

Rajahmundry Asset is the only Asset in ONGC that manages operations in both upstream

and downstream sector.

Tatipaka Mini Refinery (ISO14001) is the first of its kind in ONGC, which is operating

in this Asset.

PRESENT PRODUCTIONS STATUS:

OIL PRODUCTION: 840 TONS/ day

GAS PRODUCTION: 4.15 MMCMD

VAP PRODUCTS: 270 TONS/DAY

Group Gathering Station 2

Gas Collecting Station 9

Extended Production Testing 7

Effluent Treatment Plant 2

Water Injection plant 1

Tatipaka Mini Refinery 1

On land Drilling Rigs: 7

Offshore Rigs: 7

A. Naphtha : 95 Tons/day

B. Kerosene oil : 35 tons/day

C. High speed Diesel : 65 tons/day

D. Low sulphur high stock: 75 tons/ day

Wings of the work center:

1. Administrative Office- Godavari Bhavan, Rajahmundry

2. Dowleshwaram Workshop (6Kms)

3. Narsapur sub-office (90 Kms)

4. Kakinada Offshore Supply Base (60 kms)

5. Vizag Liaison office (201 km)

6. Hyderabad Marketing Division (501 km)

7. Tatipaka Refinery (90 kms)

8. Field -7 Rigs and 19 Installations

Targets:

Over achieved assigned onshore production targets

Oil: 109%

Gas: 104%

VAP: 125%

Letter of Appreciation form C&MD for consistent performance

2008-09 Achieved Outstanding grade (113%) in performance contract

Reduced gas flaring from 20000 SCMD to 2000 SCMD

Oil reconciliation factor: 0.75 % against PC target of 0.9%

Commissioned first IOR scheme (water Injection) at Lingala Field

Average on land rig building time – 7.19 days: Fastest in ONGC

E-1400-17 drilled highest number of wells in a year: 7 wells

SPECIAL INITIATIVES (FOR ENHANCING PRODUCTION):

Fast Track field development

Side Tracking of NF/Abandoned wells

Cluster Drilling for Field Development.

AWARDS

2004-Winner: Production mines

(Lowest accident free rate)

2005—winner: production Mines

(Longest Accident free Period)

2006—Runner: production Mines

(Lowest Injury frequency Rate)

2006—Runner: Drilling Mines

National Safety Awards-2007

Winner: Drilling Mines

Runner: Production Mines

Greentech Awards for the year 2009

Safety Excellence Gold Award : Drilling Rig E-760-M

Safety Excellence Silver Award : Drilling Rig E-2000-3

Awards and Accolades:

Drilling mineof Rajahmundry Asset won the national safety winner award for the longest

accident free period.

First time in ONGC on land Drilling rig E-1400-17 of RJY Asset has won the prestigious

DIRECTOR TECHNICAL & QUALITY ASSURANCEaward for the year 2007-2000.

On land rig E-760-M has been awarded Greentech safety GOLD award for the year 2008

On land rig E-2000-1 has been awarded Greentech safety silver award for the year 2008

Acquired QHSE re- certification for all the seven on land rigs.

Infrastructure:Drilling Installations:

TOTAL 7 NOS DEPARTMENTAL RIGS & 2 NOS OF CHARTERED HIRE RIGS ARE WORKING IN RAJAHMUNDRY ASSET /KG BASIN.

Rig Name StartedWell

Target depth

Distance from Hq (KM)

E-760-M Kalpataru 29.11.1987 GMDG 1700 100

E-1400-16 Vashistha 15.07.1988 SUAE 3700 140

E-1400-17 Kamadhenu 18.11.1988 KVDS 1840 110

E-2000-1 Gauthami 04.04.1978WRKAA 3400 130

E-1400-3 Godavari 24.11.1980 SMAAA 4800 130

BI-2000-2 Krishna 25.01.1986 PGAB 4800 60

F-6100-3 Kaveri 06.11.1987 ERAAA 2900 90

CHARTERED HIRE RIGS

SHIVANI-I MWAN 3000 50

SHIVANI-II RZDA 2600 100

HUMAN RESOURCE:

CLASS

1

CLASS

2

CLASS

3

CLASS

4FIELD OPERATORS

FIELD EXECUTIVE

TOTAL

984 142 125 168 272 9 1700

WELLS DRILLED:

ONLAND OFFSHORE TOTAL

WELLS DRILLED 486 136 522

OIL WELLS 34 21 55

GAS WELLS 151 25 176

ONGC Rajahmundry Asset is situated in150 acres of land acquired by ONGC for the

purpose of office complex, residential accommodation, ONGC KV, Shopping Centre, Medical

Centre, sports complex in a lush green environment. It is full of trees with wide variety viz.

Mango, Cashew-nut, neem and other flower lawns.

ACCOMMODATION & OTHER AMENITIES

The Godavari Bhavan, the Office buildings on the NH-5 (Visakhapatnam – Vijayawada

Highway) having 4 storied, which accommodated all the offices and controls the entire

operations of the Asset. It has 143 living quarters of D, C & B type.

The ONGC KendriyaVidyalaya, Rajahmundry, affiliated to CBSE, was started in the year 1994.

The Vidyalaya has classes from I to XII with Science Stream at the Plus-Two level. The

Vidyalaya provides opportunities to its students to participate in a variety of activities. The

Vidyalaya participates in Games & Sports, other activities organized locally and also at Inter

KendriyaVidyalaya level by the KendriyaVidyalayaSangathan. The activities include

Mathematics Olympiad, Green Olympiad, National Level Essay and Painting Competitions,

Adventure Activities, Educational Tours, Exhibitions, Scouting etc. The Vidyalaya has a well

stocked library of over 4400 books to inculcate regular reading habits. We subscribe to over 27

magazines and periodicals of educational and literary nature.

GOLFING: There is an 18 hole green golf course with lush green belt area scattered in 50

acres of land. The Godavari Golf Club allows all the persons of Golf lovers to play in its Gold

course.

CHILDREN PARK: There is also a beautiful and spacious Children Park inside sports

complex. Children enjoy the park in all evenings along with their parents.

GYMNASIUM: The existing gym has been renovated for the rejuvenation of employees with

state of the art equipment of internal standards. One can simply spend 30-45 minutes in the gym

for good health and wealth.

INDOOR GAMES : There is a well developed indoor shuttle badminton court, which is being

well utilized to its fullest capacity

OUTDOOR GAMES: Two lawn tennis courts, two basket ball courts, one football and

cricket ground, one skating rink for you and your children for the daily outing. This is in addition

to the sports ground available at KV School.

ONGC IN KRISHNA GODAVARI BASIN:

The planned exploration work of oil and gas by ONGC in the Southern part of India

started was way back in 1958. The geo-scientific surveys led to discovery of a major

petroliferous sedimentary basin, which is now famous as “Krishna Godavari project” covering an

area of 20,000 sq km on land in Andhra Pradesh and about 25000 sq km offshore. The gas was

discovered in the first well drilled in Narsapur field in 1978and in 1980 oil and gas were

discovered in the first well on G-1 structure in the Godavari offshore. After the start of

commercial gas supply to its first consumer M/s Delta Paper Mills in February 1988, the Krishna

Godavari Project has come up on the oil map of India with its headquarters at Rajahmundry in

the East Godavari District of Andhra Pradesh.

HR VISION:

To attain organizational excellence by developing and inspiring the true potential of

company’s human capital and providing opportunities for growth, wellbeing and enrichment.

HR MISSION:

To create a value and knowledge based organization by including a culture of learning,

innovation & teamwork and aligning business priorities with aspiration of employees leading to

development of an empowered, responsive and competent human capital.

HR Objectives:

To develop and sustain core values.

To develop business leaders for tomorrow.

To provide job contentment through empowerment, accountability and responsibility.

To build and upgrade competencies through virtual learning, opportunities for growth and

providing challenges in the job.

To foster a climate of creativity, innovation and enthusiasm.

To enhance the quality of life of employees and their families.

Inculcate high understanding of service to a greater cause.

HR STRATEGY:

To meet challenging demands of the business environment focus of the HR strategy is on

change of the employee’s mindset.

Building quality culture and resources.

Re-engineering and redeployment for maximizing utilization of HR potential.

To build and upgrade competencies through virtual learning, opportunities for growth and

providing challenges in the job.

Re-strengthening mutual faith, trust and respect.

Inculcating a spirit of learning & enjoying challenges.

Developing human resource through virtual learning, providing opportunities for growth,

inculcating involvement and exposure to benchmarking in performance.

ROLE OF HR:

Alignment of HR vision with corporate vision.

Shift from support group to strategic partner in business operations.

HR as a change agent.

Enhance productivity and performance by developing employee competency and

potential.

Developing potential attitude and approach.

Developing ‘Global Managers’ for tomorrow to ensure the role of global players.

HR AUDIT:

IR for enhancing efficiency and productivity.

Introducing the concepts of monitoring and knowledge management.

Conducting a climate survey to identify areas for OD interventions.

A MOTIVATED TEAM:

HR policies at ONGC revolve around the basic tenant of creating a highly motivated,

vibrant & self-driven team. The company cares for each & every employee and has in – built

systems to recognize & reward them periodically.

Motivation plays an important role in the HR development. In order to keep its

employees motivated the company has incorporated schemes such as Reward and Recognition

scheme, Grievance handling scheme and Suggestion Scheme.

INCENTIVE SCHEMES TO ENHANCE PRODUCTIVITY:

Productivity honorarium scheme.

Job incentive

Quarterly incentive

Reserve Establishment Honorarium.

Roll out of succession planning model for identified key persons.

Group incentives for cohesion team working, with a view to enhance productivity.

CHAPTER 3

THEORITICAL FRAME WORK

INDUSTRIAL RELATIONS

Industrial relations is a multidisciplinary field that studies the employment relationship. Industrial relations is increasingly being called employment relations or employee relations because of the importance of non-industrial employment relationships. This move is sometimes seen as further broadening of the human resource management trend. Indeed, some authors now define human resource management as synonymous with employee relations. Other authors see employee relations as dealing only with non-unionized workers, whereas labor relations is seen as dealing with unionized workers. Industrial relations studies examine various employment situations, not just ones with a unionized workforce. However, according to Bruce E. Kaufman "To a large degree, most scholars regard trade unionism, collective bargaining and labor-management relations, and the national labor policy and labor law within which they are embedded, as the core subjects of the field.

CONCEPT OF INDUSTRIAL RELATIONS

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.

The term industrial relations has a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations covers all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labor-management relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers.

The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. Industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers’ participation in decision-making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.

Industrial relations is used to denote the collective relationships between management and the workers. Traditionally, the term industrial relations is used to cover such aspects of industrial life

as trade unionism, collective bargaining, workers participation in management, discipline and grievance handling, industrial disputes and interpretation of labor laws and rules and code ofconduct.

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.

The National Commission on Labor (NCL) also emphasize on the same concept. According to NCL, industrial relations affect not merely the interests of the two participants- labor and management, but also the economic and social goals to which the State addresses itself. To regulate these relations in socially desirable channels is a function, which the State is in the best position to perform.

In fact, industrial relation encompasses all such factors that influence behavior of people at work. A few such important factors are below

Characters: It aims to study the role of workers unions and employers federations officials, shop stewards, industrial relations officers/ manager, mediator/conciliators / arbitrator, judges of labor court, tribunal etc.

Institution: It includes government, employers, trade unions, union federations or associations, government bodies, labor courts, tribunals and other organizations which have direct or indirect impact on the industrial relations systems.

Methods: Methods focus on collective bargaining, workers participation in the industrial relations schemes, discipline procedure, grievance redressal machinery, dispute settlements machinery working of closed shops, union reorganization, organizations of protests through methods like revisions of existing rules, regulations, policies, procedures, hearing of labor courts, tribunals etc

Contents: It includes matter pertaining to employment conditions like pay, hours of works, leave with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc., laws relating to such activities, regulations governing labor welfare, social security, industrial relations, issues concerning with workers participation in management, collective bargaining, etc.

HISTORY

Industrial relations has its roots in the industrial revolution which created the modern employment relationship by spawning free labor markets and large-scale industrial organizations with thousands of wage workers. As society wrestled with these massive economic and social changes, labor problems arose. Low wages, long working hours, monotonous and dangerous work, and abusive supervisory practices led to high employee turnover, violent strikes, and the threat of social instability. Intellectually, industrial relations was formed at the end of the 19th century as a middle ground between classical economics and Marxism, with Sidney Webb and Beatrice Webb's Industrial Democracy (1897) being the key intellectual work. Industrial relations thus rejected the classical econ.

Institutionally, industrial relations was founded by John R. Commons when he created the first academic industrial relations program at the University of Wisconsin in 1920. Early financial support for the field came from John D. Rockefeller, Jr. who supported progressive labor-management relations in the aftermath of the bloody strike at a Rockefeller-owned coal mine in Colorado. In Britain, another progressive industrialist, Montague Burton, endowed chairs in industrial relations at Leeds, Cardiff and Cambridge in 1930, and the discipline was formalized in the 1950s with the formation of the Oxford School by Allan Flanders and Hugh Clegg.

Industrial relations were formed with a strong problem-solving orientation that rejected both the classical economists' laissez faire solutions to labor problems and the Marxist solution of class revolution. It is this approach that underlies the New Deal legislation in the United States, such as the National Labor Relations Act and the Fair Labor Standards Act.

FUNCTIONS OF INDUSTRIAL RELATIONS

Communication is to be established between workers and the management in order to

bridge the traditional gulf between the two.

To establish a rapport between managers and the managed.

To ensure creative contribution of trade unions to avoid industrial conflicts, to safeguard the interests of workers on the one hand and the management on the other hand, to avoid unhealthy, unethical atmosphere in an industry.

To lay down such considerations which may promote understanding, creativity and cooperativeness to raise industrial productivity, to ensure better workers’ participation

CHARACTERISTICS OF INDUSTRIAL RELATIONS

Industrial Relations are outcome of employment relationship in an industrial enterprise.

Industrial Relations develop the skills and methods of adjusting to a cooperating with each other.

Industrial relations system creates complex rules and regulations to maintain harmonious relations

The government-involves to shape the industrial relations through laws, rules, agreements, awards etc.,

The important factors of industrial relations are: employees and their organizations, employer and their associations and government.

IMPORTANCE OF INDUSTRIAL RELATIONS:

‘Industrial Relations’ constitute one of the most delicate and complex problems of modern industrial society. Industrial relations has become one of the vital aspects in today’s industrial system as the times have always been changing bringing a lot of change in working and living conditions of people. Keeping pace with changing trends and tough competition with the world outside has become the key factor. Many changes have occurred in just a few decades with the advent of Industrial Revolution. The need for a more sophisticated industrial system should be devised keeping employee and his needs in mind. The importance of employee relations can be appreciated by observing the following aspects/changes:

With growing prosperity and rising wages, workers have gained better living conditions, polished education, sophistication and generally greater mobility.

Career patterns have changed as growing proportions have been compelled to leave the farms and become wage and salary earners under trying factory conditions.

Large number of men, women and children dwelling in urban areas under mass ignorance are drenched in poverty possessing diverse conflicting ideologies. The working organizations in which they are employed have become larger and shifted from

individual to corporate ownership.

There also exists status-dominated, secondary group-oriented, universalistic and aspirant-sophisticated class in the urban areas.

Employees have their unions and employers their bargaining associations to give a tough fight to each other and establish their powers.

The government has played a growing role in industrial relations, in part by becoming the employer for millions of workers and in part by regulating working conditions in private employment.

Rapid changes have taken place in the techniques and methods of production. Technological advances have eliminated long established jobs and have created opportunities that require different patterns of experience and education.

Non-fulfillment of many demands of the workers has brought industrial unrest. They are the points of flexion and the base of industrial edifice.

All these changes have made employment relationship more complex. Hence, a clear understanding about these is as interesting as it is a revealing experience. The creation and maintenance of good relations between the workers and the management is the very basis on which the development of an Industrial Democracy depends. It in turn seeks to gain cooperation of the two partners in industry in the field of production and promotes industrial peace. The healthy and orderly industrial relations in an enterprise generate attitudes that procreate progress and stabilize democratic institutions. ‘Stable industrial relations’ means a situation when requirements of management and the work force are discussed between them in a spirit of mutual trust and confidence and without causing friction. For example, the management would like to developStable relation with a view to getting a disciplined and conscientious workforce for more work. This would reduce supervisory and administrative work as also enable better planning for future production and expansion. The workforce, on the other hand, expects liberal thinking by management and a more human approach to its need by giving stable relations. Stable relationship is, therefore, means to an end and not an end in itself. The unions are also involved in industrial relations. Through stability they obtain for the work force more benefits. The Government would like stable relations to prevail both for better production and for easier law and order.

THEORETICAL PERSPECTIVES

Industrial relations scholars have described three major theoretical perspectives or frameworks that contrast in their understanding and analysis of workplace relations. The three views are generally known as unitarism, pluralist and radical. Each offers a particular perception of workplace relations and will therefore interpret such events as workplace conflict, the role of unions and job regulation differently. The radical perspective is sometimes referred to as the "conflict model", although this is somewhat ambiguous, as pluralism also tends to see conflict as inherent in workplaces. Radical theories are strongly identified with Marxist theories, although they are not limited to these.

Pluralist perspective

In pluralism, the organization is perceived as being made up of powerful and divergent sub-groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In particular, the two predominant sub-groups in the pluralist perspective are the management and trade unions.

Consequently, the role of management would lean less towards enforcing and controlling and more toward persuasion and co-ordination. Trade unions are deemed as legitimate representatives of employees; conflict is dealt by collective bargaining and is viewed not necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and positive change.

Unitarist perspective

In unitarism, the organization is perceived as an integrated and harmonious whole with the ideal of "one happy family", where management and other members of the staff all share a common purpose, emphasizing mutual cooperation. Furthermore, unitarism has a paternalistic approach where it demands loyalty of all employees, being predominantly managerial in its emphasis and application.

Consequently, trade unions are deemed as unnecessary since the loyalty between employees and organizations are considered mutually exclusive, where there can't be two sides of industry. Conflict is gave the pathological result of agitators, interpersonal friction and communication breakdown.

Marxist/Radical perspective

This view of industrial relations looks at the nature of the capitalist society, where there is a fundamental division of interest between capital and labor, and sees workplace relations against

this background. This perspective sees inequalities of power and economic wealth as having their roots in the nature of the capitalist economic system. Conflict is therefore seen as inevitable and trade unions are a natural response of workers to their exploitation by capital. Whilst there may be periods of acquiescence, the Marxist view would be that institutions of joint regulation would enhance rather than limit management's position as they presume the continuation of capitalism rather than challenge it.

INDUSTRIAL RELATIONS TODAY

Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labor) and employers (management).By many accounts, industrial relations today is in crisis. In academia, its traditional positions are threatened on one side by the dominance of mainstream economics and organizational behavior, and on the other by postmodernism. In policy-making circles, the industrial relations emphasis on institutional intervention is trumped by a neoliberal emphasis on the laissez faire promotion of free markets. In practice, labor unions are declining and fewer companies have industrial relations functions. The number of academic programs in industrial relations is therefore shrinking, and scholars are leaving the field for other areas, especially human resource management and organizational behavior. The importance of work, however, is stronger than ever, and the lessons of industrial relations remain vital. The challenge for industrial relations is to re-establish these connections with the broader academic, policy, and business worlds.

INDUSTRIAL DISPUTES

An industrial dispute may be defined as a conflict or difference of opinion between management and workers on the terms of employment. It is a disagreement between an employer and employee’s representative; usually a trade union, over pay and other working conditions and can result in industrial actions when an industrial dispute occurs, both the parties, that is the management and workmen, try to pressurize each other. The management may resort to lock outs while the workers may resort to strikes.According to the Industrial disputes act, 1947, an Industrial dispute is defined as any dispute or difference between employers and employers. Or between employers and workmen, or between workmen and workmen, which is connected with the employment or non-employment or the terms of employment or with the conditions of labor, of any person.

The definition includes all the aspects of dispute. It not only includes the disagreement between employees and employers, but also emphasizes the difference of opinion between worker and worker. The disputes generally arise on account of poor wage structure or poor working conditions. This disagreement or difference could be on any matter concerning the workers individually or collectively. It must be connected with employment or non-employment or with the conditions of labor.

From the point of view of the employer an industrial dispute resulting in stoppage of work means a stoppage of production. This results in increase in the average cost of production since fixed expenses continue to be incurred. It also leads to a fall in sales and the rate of turnover, leading to a fall in profits. The employer may also be liable to compensate his customers with whom he may have contracted for regular supply. Apart from the immediate economic effects, loss of prestige and credit, alienation of the labor force, and other non-economic, psychological and social consequences may also arise. Loss due to destruction of property, personal injury and physical intimidation or inconvenience also arises.

For the employee, an industrial dispute entails loss of income. The regular income by way of wages and allowances ceases, and great hard ship may be caused to the worker and his family. Employees also suffer from personal injury if they indulge into strikes and psychological and physical consequences of forced idleness. The threat of loss of employment in case of failure to settle the dispute advantageously, or the threat of reprisal action by employers also exists.

Prolonged stoppages of work have also an adverse effect on the national productivity, national income. They cause wastage of national resources. Hatred may be generated resulting in political unrest and disrupting amicable social/industrial relations or community attitudes.

COLLECTIVE BARGAINING PROCESS

Collective bargaining generally includes negotiations between the two parties (employees’ representatives and employer’s representatives). Collective bargaining consists of negotiations between an employer and a group of employees that determine the conditions of employment. Often employees are represented in the bargaining by a union or other labor organization. The result of collective bargaining procedure is called the collective bargaining agreement (CBA). Collective agreements may be in the form of procedural agreements or substantive agreements. Procedural agreements deal with the relationship between workers and management and the procedures to be adopted for resolving individual or group disputes.

This will normally include procedures in respect of individual grievances, disputes and discipline. Frequently, procedural agreements are put into the company rule book which provides information on the overall terms and conditions of employment and codes of behavior. A substantive agreement deals with specific issues, such as basic pay, overtime premiums, bonus arrangements, holiday entitlements, hours of work, etc. In many companies, agreements have a fixed time scale and a collective bargaining process will review the procedural agreement when negotiations take place on pay and conditions of employment. 

The collective bargaining process comprises of five core steps:

1. Prepare: This phase involves composition of a negotiation team. The negotiation team should consist of representatives of both the parties with adequate knowledge and skills for negotiation. In this phase both the employer’s representatives and the union examine their own situation in order to develop the issues that they believe will be most important. The first thing to be done is to determine whether there is actually any reason to negotiate at all. A correct understanding of the main issues to be covered and intimate knowledge of operations, working conditions, production norms and other relevant conditions is required.

2. Discuss: Here, the parties decide the ground rules that will guide the negotiations. A process well begun is half done and this is no less true in case of collective bargaining. An environment of mutual trust and understanding is also created so that the collective bargaining agreement would be reached.

3. Propose: This phase involves the initial opening statements and the possible options that exist to resolve them. In a word, this phase could be described as ‘brainstorming’. The exchange of messages takes place and opinion of both the parties is sought.

4. Bargain: negotiations are easy if a problem solving attitude is adopted. This stage comprises the time when ‘what ifs’ and ‘supposals’ are set forth and the drafting of agreements take place.

5. Settlement: Once the parties are through with the bargaining process, a consensual agreement is reached upon wherein both the parties agree to a common decision regarding the problem or the issue. This stage is described as consisting of effective joint implementation of the agreement through shared visions, strategic planning and negotiated change.

EMPLOYEE WELFARE

Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, relations and insurance against disease, accident and unemployment for workers and their families. Labor welfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages or salaries.

Labor welfare has the following objectives:

1. To provide better life and health to the workers2. To make the workers happy and satisfied3. To relieve workers from industrial fatigue and to improve intellectual, cultural and

material conditions of living of the workers.

The basic features of labor welfare measures are as follows:

1. Labor welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status.

2. Welfare measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining

3. Labor welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time.

4. Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency.

5. The purpose of labor welfare is to bring about the development of the whole personality of the workers to make a better workforce.

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows:

They provide better physical and mental health to workers and thus promote a healthy work environment

Facilities like housing schemes, medical benefits, and education and recreation

facilities for workers’ families help in raising their standards of living. This makes workers to pay more attention towards work and thus increases their productivity.

Employers get stable labor force by providing welfare facilities. Workers take active interest in their jobs and work with a feeling of involvement and participation.

Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace.

The social evils prevalent among the labors such as substance abuse, etc are reduced to a greater extent by the welfare policies.

TRADE-UNIONS

A trade union is an organization of employees formed on a continuous basis for the purpose of securing diverse range of benefits. It is a continuous association of wage earners for the purpose of maintaining and improving the conditions of their working lives.

The Trade Union Act 1926 defines a trade union as a combination, whether temporary or permanent, formed primarily for the purpose of regulating the relations between workmen and employers or between workmen and workmen, or between employers and employers, or for imposing restrictive condition on the conduct of any trade or business, and includes any federation of two or more trade unions.

This definition is very exhaustive as it includes associations of both the workers and employers and the federations of their associations. Here, the relationships that have been talked about are both temporary and permanent. This means it applies to temporary workers (or contractual employees) as well. Then this definition, primarily, talks about three relationships. They are the relationships between the:

workmen and workmen, workmen and employers, and Employers and employers.

Thus, a trade union can be seen as a group of employees in a particular sector, whose aim is to negotiate with employers over pay, job security, working hours, etc, using the collective power of its members. In general, a union is there to represent the interests of its members, and may even engage in political activity where legislation affects their members. Trade unions are voluntary associations formed for the pursuit of protecting the common interests of its members and also promote welfare. They protect the economic, political and social interests of their members.

Features of trade unions:

1. It is an association either of employers or employees or of independent workers. They may consist of :-

o Employers’ association (e.g., Employer’s Federation of India, Indian paper mill association, etc.)

o General labor unionso Friendly societieso Unions of intellectual labor (e.g., All India Teachers Association)

2. It is formed on a continuous basis. It is a permanent body and not a casual or

temporary one. They persist throughout the year.

3. It is formed to protect and promote all kinds of interests –economic, political and social-of its members. The dominant interest with which a union is concerned is, however, economic.

4. It achieves its objectives through collective action and group effort. Negotiations and collective bargaining are the tools for accomplishing objectives.

5. Trade unions have shown remarkable progress since their inception; moreover, the character of trade unions has also been changing. In spite of only focusing on the economic benefits of workers, the trade unions are also working towards raising the status of labors as a part of industry.

GRIEVANCE HANDLING

Grievance may be defined as any discontent or dissatisfaction with any aspect of the organization. When a complaint remains unattended and the employee concerned feels lack of justice and fair play, then the dissatisfaction grows and assumes a status of grievance. Therefore it is important that dissatisfaction be given an outlet. For this management should be concerned with grievance management. Grievance management entails the way in which the manager deals with the grievances in his or her service. Consequently, effective grievance management can contribute to effective working relationships in organizations. Grievance management indicates potential problems within the workforce and with out it management may be unable to respond to employee concerns because managers are unaware of them.

According to Dale Yoder, “Grievance is a written complaint filed by an employee and claiming unfair treatment.

In a trade union, a grievance is a complaint filed by an employee which may be resolved by

procedures provided for in a collective agreement or by mechanisms established by an employer.

Such a grievance may arise from a violation of the collective agreement or violations of the law, such

as workplace safety regulations. All employees have the contractual right to raise a grievance, and

there is a statutory Code of Practice for handling grievances.

Ordinarily, unionized workers must ask their operations managers for time during work hours to meet

with a shop steward in order to discuss the problem, which may or may not result in a grievance. If

the grievance cannot be resolved through negotiation between labor and

management, mediation, arbitration or legal remedies may be employed. Typically, everyone

involved with a grievance has strict time lines which must be met in the processing of this formal

complaint, until it is resolved. Employers cannot legally treat an employee any differently whether he

or she has filed a grievance or not. The difference between a grievance and a complaint, in the

unionized workplace, is whether the subject matter relates to the collective bargaining agreement.

A serious grievance may lead to a strike action.

INDUSTRIAL RELATIONS AT ONGC

IR VISION

HARMONIOUS INDUSTRIAL RELATIONS SCENARIO IN THE CORPORATION BASED ON

MUTUAL TRUST, CONFIDENCE, COOPERATION, COLLABORATION AND PARTICIPATION OF

COLLECTIVES.

IR MISSION

TO STRENGTHEN BIPARTISM / JOINT NEGOTIATING MACHINERY, GRIEVANCE REDRESSAL

SYSTEM, PARTICIPATIVE MANAGEMENT, MONITORING OF IMPLEMENTATION OF JOINT

DECISIONS TO PREVENT MANDAYS LOSS DUE TO INDUSTRIAL ACTION.

OBJECTIVES

- TO PURSUE A POSITIVE AND PROACTIVE APPROACH IN INDUSTRIAL RELATIONS.

- TO ASSIST MANAGEMENT IN FORMULATING INDUSTRIAL RELATIONS POLICY /

STRATEGY, WHEREVER REQUIRED, FOR DEALING WITH IR RELATED ISSUES.

- TO STRENGTHEN BIPARTISM, FORUMS OF PARTICIPATIVE MANAGEMENT, GRIEVANCE

MANAGEMENT SYSTEM.

- TO ANALYSE / SCRUTINISE ISSUES BASED ON THE POLICY, PRECEDENCE, RULES AND

PROVISIONS OF THE LABOUR LAWS, WHEREVER REFERRED TO.

- TO FOSTER A CULTURE OF COLLABORATION AND INTERACTION WITHIN THE

DEPARTMENT, WITH THE ASSOCIATION/UNIONS, TO SMOOTHEN THE CHANNELS OF

COMMUNICATION AND TO ENRICH MUTUAL UNDERSTANDING.

- TO PROVIDE PROMPT AND QUALITY-ADVICE TO THE VARIOUS GROUPS ON ISSUES

THAT INVOLVE THE CONCEPT OF LABOUR LAWS OR HAVE IMPACT ON INDUSTRIAL

RELATIONS SCENARIO.

- TO CREATE AND MAINTAIN DATA-BASE REGARDING VARIOUS ACTIVITIES OF IR

DEPARTMENT.

- TO PROMOTE INDUSTRIAL PEACE AND HARMONY THROUGH FOLLOW-UP OF THE

IMPLEMENTATION OF AGREEMENTS/ SETTLEMENTS, DECISION TAKEN IN COURSE OF

MEETINGS WITH ASSOCIATION/UNIONS, IDENTIFY OUTSTANDING ISSUES AND

CONTRIBUTE TO THEIR RESOLUTION, FORMULATE STRATEGY TO DEAL WITH

SITUATION OF INDUSTRIAL ACTION.

- TO IMPRESS UPON THE GROUPS, WORK-CENTRES, DEPARTMENTS TO RATIONALISE

DEPENDENCE ON THE CONTRACT LABOUR, ADHERING TO THE STATUTORY

PROVISIONS, CIRCULARS AND INSTRUCTIONS ISSUED FROM TIME TO TIME.

- TO STRENGTHEN LIAISON WITH THE AUTHORITIES OF LABOUR DEPARTMENT AT

LOCAL/ALL INDIA LEVEL AND ALSO WITH IR EXECUTIVES OF OTHER OIL SECTOR PSUs.

IR SET UP AND ITS ROLE IN ONGC.

In order to achieve the organizational objective, it is necessary to maintain harmonious and congenial industrial

relations in an organization. Maintenance of such relations is a complex process, which mainly depends on the

dynamic policy and practices pursued by all concerned, who strive to achieve the organizational objectives.

In many organizations there is no separate set up of Industrial Relations and the P&A officers discharge the

functions of Industrial Relations by providing professional support to the Line Managers.

ONGC is a multi-location and multi-disciplinary organization, also having multiplicity of unions with the

scenario of inter and intra union rivalries. In addition, there is also a provision for lateral shifting of executives

in HR discipline from other disciplines, who require professional support of IR officers. Further, the Industrial

Relations scenario is changing which requires a dynamic IR Policy.

In view of the facts stated above, ONGC has a separate Industrial Relations set up, as one of allied services of

HR discipline. It provides professional support to In charge HR/ER in the work centers for prevention and

settlement of industrial disputes. At HQ, IR Department (Corporate IR) is reporting to Chief, ER, creating an

environment of mutual trust, cooperation, faith and participation between management and the

Unions/Association.

ROLE OF IR DISCIPLINE IN ONGC

Industrial Relations issues arise mainly because of decisions taken, not taken or wrongly taken by the HR and

the Line Managers. Sometimes such IR issues are also due to either inter and intra-union rivalries or some

extraneous considerations. Industrial Relations basically relate to bipartite relations of unions and the

Management, matters governing such relations by statutes or any other matter related to various labour laws.

Industrial Relations function is basically a service function which provides professional support not only to the

Line Managers, but also to various departments of HR/ER. The functions of Industrial Relations are not

quantifiable. However, it is reflected in the shape of harmony, effective handling of issues and the manner in

which bipartite meetings take place and also the handling of industrial disputes at the forum of conciliation and

adjudication. The quality of performance depends on the professional knowledge, skill and attitude of the

executives and staff who perform this sensitive function and also the quality to introspect and appreciate the

views of others. In the above context, the role of IR executives at the Corporate level and at Work centre level

can be broadly described as under:-

Role of IR Executives at Corporate Level:

1. To provide professional assistance in formulating and implementing systems and practices;

2. To organize meetings with ASTO and recognized Unions/Associations, formulate agenda, draw minutes,

draft settlement and agreement and prepare status of implementation from time to time;

3. To forward issues to concerned departments raised by ASTO & Unions for comments, necessary action;

4. To deal with all matters relating to intra-union/Association (ASTO) rivalries;

5. To interact with Association, Unions and deal with matters related thereto;

6. To deal with matters relating to recognition of unions;

7. To strengthen the forums of bipartism, participative management and grievance redressal machinery.

8. To deal with all forms of industrial actions such as notice of direct action/strike with the authorities under

ID Act and also in the court of law;

9. To give feedback on IR Scenario and outstanding issues to the competent authority from time to time;

10. To obtain Notification under ID Act from the Ministry of Labor, declaring service in any Oil field to be a

‘Public Utility Service’;

11. To maintain liaison with authorities under Industrial Disputes Act, 1947;

12. To provide advice/assistance to concerned departments in preparing comments/replies on issues before

conciliation, adjudication, contract labor and contingent labor etc.;

13. To vet the clauses of contracts regarding Labor Laws;

14. To furnish comments for reply to Ministry of Labor through Administrative Ministry on proposals for

reference of industrial disputes to Industrial Tribunal and also to prepare suggestions of ONGC on

proposed amendment of labor laws, Bills, functioning of participative forums etc.;

15. To provide advice to concerned departments for implementation of labor laws, Govt. guidelines and

executive instructions regarding labor laws;

16. To provide advice/suggestions on IR issues and labor laws;

17. Actions on issues relating to IR, if any, in MOU signed with the Govt. by ONGC;

18. To provide guidance to work centers on IR related issues, as and when required;

19. To draw up draft settlements and agreements with the labor unions;

20. To examine issues referred by work centers to Director(HR)/ED-Chief, ER raised under various labour

laws;

21. To send periodic reports including the strike and labor situation reports to the authorities at HQ and the

authorities under the ID Act;

22. To compile and send Quarterly Compliance Report on ‘Legal Compliance and Disclosure on issues of

Corporate Governance’ to the Company Secretary;

23. To prepare and put up replies to VIP references and Parliament Questions involving IR related matters

from time to time;

24. To create data base at Corporate level on various indices relating to Industrial Relations.

Role of IR Executives at Work centre Level:

To directly report and assist In charge HR/ER, who will be overall accountable for discharge of the following

Matters:-

1. To assist in dealing with matters relating to recognition of unions, industrial actions, inter & intra-union

rivalries, timely information regarding apprehended strike/dispute to Director(HR)/Chief, ER/Corporate IR,

indicating the action being taken and also the developments from time to time.

2. To organize meetings with ASTO and recognized unions/associations, formulate agenda, draw minutes,

forward the same to concerned authorities, as per provisions under Joint Negotiating Machinery, seek

direction of Key Executives as and when required to resolve the issues, and send report to HQ.

3. To establish contacts with trade unions/employees and management and hold consultations with local

management and workers.

4. To bring to the notice of the management the grievances of workers, individual as well as collective, with a

view to securing their expeditious redressal.

5. To study and understand the point of view of labor in order to help the management to shape and formulate

Labor Policies and to interpret these policies to the workers in a language they can understand.

6. To watch Industrial Relations with a view to using his influence in the event of a dispute arising between

the management and workers.

7. To exercise a restraining influence over workers going on strikes, to the extent possible.

8. To ensure fulfillment on the part of the management, of the obligations, statutory or otherwise, concerning

the application of provisions of all applicable labor laws and implementation of decisions.

9. To have liaison with the authorities under labor laws.

10. To encourage the formation of Works Committees and perform specific assignment laid down under GMS

and Scheme of Employees Participation in Management.

11. To apprise the Key Executives of any development regarding industrial relations, seek their advice so as to

take prompt action on deterioration of industrial relations.

12. To examine and provide comments on matters under various applicable labor laws.

13. To help the work centre to deal with industrial disputes and resolution of disputes at

conciliation/adjudication and before any other authorities under labor laws.

14. To create data base on all identified IR indices and provide such information in time to Corporate IR.

15. To aid and advise the concerned departments to send returns & reports under various labor laws and obtain

compliance.

16. To send the periodical reports including the strike and labor situation report to the authorities at HQ and the

authorities under ID Act.

17. To send the statutory reports and other reports in time to the Govt. of India.

POLICY OF RECOGNITION OF UNIONS IN ONGC

The recognition of trade unions in ONGC is done under the provisions of the Code of Discipline, adopted by the

Central Employers’ and Workers’ Organizations, in pursuance of the suggestions in Indian Labor Conference,

w.e.f. June 1, 1958. The Code of Discipline has played significant role for maintaining harmonious industrial

relations in ONGC.

ONGC confers recognition to the union, commanding majority, on the basis of verification of membership

through the process of secret ballot conducted by Central Industrial Relations Machinery (CIRM) of the

Ministry of Labor, Govt. of India. It was started in 1995, but subsequently after 1997, it was institutionalized.

Prior to 1995, recognition was done through verification of membership by CIRM, which was a cumbersome

process, at times leading to litigations and considerable delay. As a result, the unions continued to be recognized

for years. In the meantime, some recognized unions, with whom the management negotiated and bargained, had

lost their majority character. In such case, in some work centers’ even if an agreement was arrived at with the

recognized union, the other union raised industrial dispute as it was not acceptable to the majority of

workmen/employees of the concerned work centre. As a result, industrial peace was also threatened because of

demonstration, dharna etc.

Prior to 1982, ONGC conferred recognition to a union on project level. However, with the growth of activities

leading to increase in the number of projects, a policy was adopted for conferring recognition at the Regional

level to keep the number of recognized unions within reasonable limit. However, consequent upon

implementation of CRC, the regional concept was not relevant and the concept of

Asset/Basin/Institute/Plant/Office was introduced. Therefore, the policy of recognition of unions had to be

tuned in the manner in which, the number of recognized unions remains within reasonable limit. As a result, the

recognition policy was tuned, conferring recognition to a union which emerged as majority union for different

identified work centers’, mentioning the name of the work centre in which the union had emerged with

majority. In pursuance of such policy, the number of recognized unions was kept under reasonable limit. At

present, ONGC Purbanchal Employees Association is recognized for Nazira/Sivasagar and also Jorhat where

the secret ballot was held separately. Similarly, in Western Sector, ONGC Employees Mazdoor Sabha is

recognized for Baroda, Ahmedabad, Mehsana, Cambay and Jodhpur, though the secret ballot was held for

different work centres, separately. However, ONGC Employees Association (INTUC) emerged as majority

union at Ankleshwar and as such the said union was recognized for Ankleshwar. Thus, in different work centres

of Western Sector, only two unions were recognized.

In view of the above, in place of regional recognition, the concept of sector-wise recognition continues. The

existing constituencies for recognition of unions, are as under:

Sector Constituencies for recognition

Mumbai Sector The constituency of recognition is one which includes Mumbai, Hazira & UranSouthern Sector The constituency of recognition is one which includes Chennai, Karaikal and

Rajahmundry.Central Sector The constituencies of recognition are :

(i) Kolkata

(ii) AgartalaEastern Sector The constituencies of recognition are :

(i) Nazira/Sivasagar & Jorhat

(ii) SilcharWestern Sector The constituencies of recognition are :

(i) Ahmedabad

(ii) Ankleshwar

(iii) Baroda, Mehsana, Cambay & JodhpurHQ The constituency of recognition is Dehradun.

The above constituencies will continue at present. However, it is suggested to go for recognition of one union in

each sector.

If one union is declared as majority union in more than one constituency, based on secret ballot, the same union

will be recognized as majority union for such constituency.

The need of the hour, in the wake of changing economic scenario of liberalization, privatization and

competition, is to eschew conflict and usher in an era of cooperation between management and the unions for

achieving targets, reduction of cost, improving quality of products etc. The rivalry of unions leads to industrial

unrest, which affects smooth functioning of an establishment and ultimately its production. Such rivalry has to

be prevented through appropriate policy particularly of recognition. If the verification of strength of unions is

held periodically by an independent agency, the union behaves as per their strength and cannot challenge the

majority union by resorting to tactics of de-establishing the recognized union, which commands majority. It was

therefore, decided to have a policy of recognition which can be done periodically. After great persuasion, the

recognized unions principally agreed in the meeting held with their Presidents and General Secretaries on

13.7.96, to introduce the policy of verification for ascertaining the majority character of union through secret

ballot. While doing so, the unions requested the management to have its own policy for recognition through

secret ballot, having provision for recognition for 3 years instead of 2 years, as provided in the Code of

Discipline.

The Code of Discipline is not mandatory. An establishment can have its own Recognition Policy. Accordingly,

a comprehensive draft Policy for recognition through secret ballot, based on the instructions of CLC(C) in this

regard, was made and presented in the JCM held on 14-15 November, 1995 at New Delhi. As mentioned in the

draft policy, recognition to a union has to be for 3 years, whereas the advice of the Ministry of Labour is to

confer recognition for 2 years. In order to implement the policy of ONGC for recognition to unions for 3 years,

the issue was discussed with CLC(C) under whose instruction, the secret ballot is conducted. He was of the

opinion that it is not obligatory on the part of an establishment to get the secret ballot conducted through CIRM

and the establishment can conduct secret ballot by own arrangement, have its own policy and confer recognition

for 3 years.

In ONGC, the secret ballot has so far been conducted by CIRM of Ministry of Labor and recognition has been

conferred to the majority union after getting letter from the Ministry of Labor. The practice followed so far, has

not led to any litigation. In fact this has helped in inculcating confidence among the unions regarding

impartiality and acceptance of the system of secret ballot for ascertaining the relative strength of the unions.

If ONGC wants to conduct secret ballot through CIRM, the same has to be in accordance with the instructions

of CLC(C) in this regard and not in accordance with ONGC’s Policy. It is clarified that ONGC’s policy is also

in line with CLC(C)’s instructions. Therefore, the verification of relative strength of unions will continue to be

held as per instructions of CLC(C). However, the period of 2 years will be extended by one year to a recognized

union, following due procedure after circulation of this Manual. There is no statutory restriction against

extension of such period and the status of the majority character of the union can only be changed when the

process of secret ballot is conducted and the other union is identified as majority union.

ONGC’s policy has been incorporated in the Manual, as the same was prepared and approved in principle by

the unions, which has stipulation of 3 years recognition. The Memorandum on the subject issued by the Chief

Labor Commissioner vide instruction No. 85/80 dated 18.12.80 has also been given in this Chapter for reference

and compliance by the work centers’.

The adoption of the process of Secret Ballot, for ascertaining the majority character of a union before conferring

/ changing the recognition to a union is now “the policy of ONGC”. The guidelines issued by the Corporate IR

in this connection in December, 1998 have also been incorporated in this Chapter.

CODE OF DISCIPLINE

OBJECTIVES OF THE CODE OF DISCIPLINE

The Code has been aimed at establishing cordial relations between management and workers on a voluntary

basis, to facilitate harmony and to put an end to industrial unrest. The objectives, as stated in the Code, are:

i) to emphasize upon the employers and employees to recognize each others’ rights and obligations;

ii) to promote constructive cooperation between the parties concerned at all levels;

iii) to secure settlement of disputes and grievances by mutual negotiation, conciliation and voluntary

arbitration;

iv) to eliminate all forms of coercion, intimidation and violence in industrial relations;

v) to avoid work stoppages;

vi) to facilitate the free growth of trade unions; and

vii) to maintain discipline in industry.

The Code is a comprehensive formulation providing for almost all the functions of an industrial relations

system as would be clear from the actual wordings of the Code reproduced below:

I. To Maintain Discipline in Industry (both in public and private sector)

There has to be a just recognition by employers and workers of the rights and responsibilities of either party, as

defined by the laws and agreements (including bipartite and tripartite agreements arrived at all levels from time

to time); and a proper and willing discharge by either party of its obligation consequent on such recognition.

The Central and State Governments, on their part, will arrange to examine and set right any shortcomings in the

machinery they constitute for the administration of labor laws.

II. To Ensure Better Discipline in Industry, Management and Union(s) Agree

(i) that no unilateral action should be taken in connection with any industrial matter and that disputes

should be settled at appropriate level;

(ii) that the existing machinery for settlement of disputes should be utilized with the utmost expedition;

(iii) that there should be no strike or lock-out without notice;

(iv) that affirming their faith, in democratic principles, they bind themselves to settle all future differences,

disputes and grievances by mutual negotiation, conciliation and voluntary arbitration;

· that neither will have recourse to (a) coercion, (b) intimidation, (c) victimization, and (d) go-slow;

· that they will avoid (a) litigation, (b) sit-down and stay-in-strikes, and (c) lock-outs;

· that they will promote constructive cooperation between their representatives at all levels and as between

workers themselves and abide by the spirit of agreements mutually entered into;

· that they will establish upon a mutually agreed basis a Grievance Procedure which will ensure a speedy

and full investigation leading to settlement;

· that they will abide by various stages in the Grievance Procedure and take no arbitrary action which

would bypass this procedure; and

· that they will educate the management personnel and workers regarding their obligations to each other.

· Management Agrees

· not to increase work-loads unless agreed upon or settled otherwise;

· not to support or encourage any unfair labor practice such as : (a) interference with the right of

employees to enroll or continue as union members; (b) discrimination, restraint or coercion against any

employee because of recognized activity of trade unions; and (c) victimization of any employee and

abuse of authority in any form;

· to take prompt action for (a) settlement of grievance, and (b) implementation of settlements, awards,

decisions and orders;

· to display in conspicuous places in the undertaking the provision of this Code in local language(s);

· to distinguish between actions justifying immediate discharge and those where discharge must be

preceded by a warning, reprimand, suspension or some other form of disciplinary action and to arrange

that all such disciplinary action should be subject to an appeal through normal Grievance Procedure;

· to take appropriate disciplinary action against its officers and members in cases where inquiries reveal

that they were responsible for precipitated action by workers leading to indiscipline; and

· to recognize the union in accordance with the criteria (Annexure A given below) evolved at the 16 th

session of the Indian Labor Conference held in May, 1958.

IV. Union(s) Agree

(i) not to encourage any form of physical duress;

(ii) not to permit demonstrations which are not peaceful and not to permit rowdyism in demonstration;

(iii) that their members will not engage or cause other employees to engage in any union activity during

working hours, unless as provided for by law, agreement or practice;

(iv) to discourage unfair labor practices such as : (a) negligence of duty, (b) careless operation, (c) damage to

property, (d) interference with or disturbance to normal work, and (e) insubordination;

(v) to take prompt action to implement awards, agreements, settlements and decisions;

(vi) to display in conspicuous places in the union offices, the provision of this Code in the local language

(s); and

(vii) to express disapproval and to take appropriate action against office bearers and members for indulging

in action against the spirit of this Code.

The Code does not have any legal sanction but the following moral sanctions are behind it:

(1) The Central Employers’ and Workers’ Organization shall take the following steps against their

constituent units, guilty of breaches of Code :

(a) to ask the unit to explain the infringement of the Code;

(b) to give notice to the unit to set right the infringement within a specific period;

(c) to warn, and in case of a more serious nature to censure the unit concerned for its actions

constituting infringement;

(d) to disaffiliate the unit from its membership in case of persistent violation of the Code; and

(e) not to give countenance, in any manner, to non-members who did not observe the Code

(2) Grave, willful and persistent breaches of the Code by any party should be widely publicized.

(3) Failure to observe the Code would entail de-recognition normally for a period of one year. (This period

may be increased or decreased by the Implementing Committee concerned).

(4) A dispute may not ordinarily be referred for adjudication if there is a strike or lockout without proper notice or in breach of the Code as determined by an Implementation Machinery unless such strike or lockout as the case may be called off

GRIEVANCE MANAGEMENT SYSTEM

1. OBJECTIVE

The objective of the Grievance Management System is to provide easily accessible machinery to the employees of the Corporation for redressal of their grievances so as to have increased satisfaction on the job which may result in improved productivity and efficiency of the organization.

2. APPLICABILITY

All regular employees working in the Corporation.

3. SCOPE

A grievance for the purpose of this Grievance Management System would only mean a complaint of an individual employee for not getting any benefit because of non-implementation of Company policies, rules, regulations, management’s decisions.

It includes matters relating to wages/salary, leave, promotion increment, transfer, seniority, work assignment, working conditions, interpretation of service rules etc. but shall not relate to:

(A) Disciplinary action taken under the Conduct, Discipline and Appeal Rules of the Corporation; (B) General issues requiring policy decision in respect of pay scales, dearness allowance, fringe benefits,

etc; (C) Performance Appraisal Report; (D) An issue of grievance of general applicability or of considerable magnitude or raised collectively by the

employees; (E) Past employees of the Commission / Corporation; (F) Promotion to the post of E5 level & above; (G) Training either in India or abroad; (H) Cases where the prescribed procedure of GMS has been invoked once.

The channels under this system may be availed of by an employee when the occasion for complaint actually arises, leading to a grievance. Such complaint or grievance may be raised by an employee under GMS within 90 working days from the date such grievance was caused.

4. CHANNELS OF GMS

The Grievance Management System consists of structured formal channels as follows:-

i) Reporting Authority of the individual.

ii) Head of the Department

iii) Key Executive.

If not resolved hence after, the case could be taken to an Appeals Committee by the aggrieved party.

Chief ER would examine the case received from Key Executive and put up his recommendations to Director (HR) or Appeals Committee. The grievance transparent for making decision as per policy/laid down rules will be put up to Director(HR) and grievance not transparent for making the decision as per policy/laid down rules and need interaction will be referred to Chairman Appeals Committee with recommendations by the GGM-Chief ER for their decision.

The Secretary/Executive Officer of the Appeals Committee will put up all details/comments of Key Executive, concerned sectional head at Dehradun to GGM-Chief ER for his recommendations/decision. The total time for this function including examination/recommendation of Chief ER will be 45 working days from the receipt of application of individual for Appeals Committee.

4.1 CHANNEL-I REPORTING AUTHORITY THE INDIVIDUAL.

The aggrieved employee shall take up his grievance with the Reporting Authority of the individual in writing in duplicate in the prescribed proforma annexed herewith (Annexure-I) to be, available in HR/ER Department of the work centre. One copy of this will be retained by the Reporting Authority of the individual and duplicate copy will be endorsed to concerned establishment for verification of facts/records and comments.

The Reporting Authority will examine the grievance and take decision within his purview as per Policy, Rules of the organization and convey decision to the aggrieved employee within seven working days from the date of receipt of the grievance.

4.2 CHANNEL-II HEAD OF THE DEPARTMENT.

- An employee who is aggrieved shall take up his grievance with his Head of Department as a written grievance in duplicate proforma annexed herewith (Annexure-I) available in HR/ER Department. One copy will be retained by the Head of Department and the duplicate copy will be endorsed by him to the concerned Establishment Section for verification of facts and comments.

- The concerned Personnel Executive will verify the facts and record his comments within 3 working days and submit the same to the Head of Department.

- A decision will be conveyed to the aggrieved employee by the Head of Department within 15 working days from the date of receipt of Grievance by the Head of the Department in writing.

- Head of the Department will be the Authority at this stage to settle grievances within the existing policy, Rules, decisions by their proper/correct interpretation and implementation.

- An employee, who feels aggrieved on any issue as mentioned below, may raise grievance before his/her Head of the Department in the prescribed proforma annexed herewith:

Leave matters Overtime matters Working conditions Kits, liveries etc. Perceived discrimination in treatment within the Department. Any other matter within his powers.

- Grievance other than the above will be forwarded by the Head of Department to the Key Executive with his comments, if any, within seven working days from the date of its receipt.

- The decision on the grievance at this Channel will be communicated to the aggrieved employee within 15 days.

4.3 CHANNEL-III - KEY EXECUTIVE.

- If an aggrieved employee is not satisfied with the decision of the Head of Department or does not get a reply within 15 days, he may raise his grievance at Channel- III i.e. Key Executive, in the prescribed proforma annexed herewith (Annexure-II) to be available in HR/ER Department through proper channel to the Key Executive of the work centre, with an advance copy to In charge HR/ER of the work centre clearly stating the reasons for which he is not satisfied with the decision, if taken at Channel-II.

- Grievance received by the Key Executive shall be examined / heard and decision conveyed to aggrieved employee within 45 working days from the date of its receipt of grievance by the Key Executive/In charge HR/ER of the work centre.

- If the request of the employee is acceded to, a copy of the decision will be sent to the concerned HR Executive for its speedy implementation within 15 working days from the date of decision by the Key Executive.

An aggrieved employee may present his case in person and/or with the assistance of any other employee in the service of the Corporation for this purpose. However, if the Key Executive is of the opinion, on the basis of the documents so submitted by the employee that there is no need for hearing, the Key Executive may arrive at the decision without hearing. In case the Key Executive is of the considered opinion that hearing is required an aggrieved employee will get prior information at least 7 working days in advance regarding hearing of his grievance by the Key Executive.

-The aggrieved employee and the other employee whose assistance is sought would obtain prior permission from his supervisor for appearing before the Key Executive.

The following grievances will be settled at the level of the Key Executive.

Perceived discrimination in treatment e.g. promotion, pay fixation, seniority, transfer etc. Job related matters, place of posting, nature of work etc. Frustration arising out of adverse interpretation of policy, service matters, inter-personal relationship etc. Welfare e.g. housing, club, sports, educational facility, canteen, transportation, hospital etc. Grievances not settled at Channel-II.

- The Key Executive will examine/redress grievances on the basis of the existing policy/guidelines and decision of the Corporation.

- Where the Key Executive feels that the guideline /interpretation of the policy/decision etc. is required from HQ, it may be sought from the Departments concerned.

- The Incharge HR/ER of the work centre shall examine whether the complaints are covered under GMS, raised within the time limit, involves by-passing of earlier channel in formal channels, whether the facts mentioned by

the employee have been examined by the concerned Personnel Executive and if he finds that it does not confirm to the provision of GMS, he will, within 3 days, bring to the notice of the Key Executive and inform the aggrieved employee or the concerned executive for necessary action.

- The entire process of seeking guideline/interpretation, hearing /examination / decision and implementation of the decision of the Key Executive, shall be completed within the maximum period of 60 working days from the date of receipt of a grievance. In the event of any delay beyond 60 working days, an aggrieved employee shall have the option to straight way submit his appeal to the Appeals Committee at Headquarters.

- In-charge HR/ER of the respective work centre will co-ordinate for implementation of the Grievance Management System in the work centre.

5. APPEALS COMMITTEE

An aggrieved employee whose grievance has not been settled at Channel-III within 60 days from the date of receipt of his grievance by the Key Executive or who is not satisfied with the decision, given by the Key Executive, may appeal to the Appeals Committee located at HQ, clearly stating the reasons for his dissatisfaction. He will submit his appeal in the prescribed proforma annexed herewith (Annexure-III) to be available in the HR/ER Department or with the Executive Officer of the Appeals Committee at HQ, Tel Bhavan, Dehradun along with all documents/papers of the Channel-III through proper channel, with a copy thereof to the Executive Officer of the Appeals Committee and In charge HR/ER of the work-centre.

- The Appeals Committee will be located at Dehradun.

- The Appeals Committee will consist of one or two outside professionals, as the case may be, as Chairman and Vice-Chairman of the Committee.

- The Appeals Committee shall obtain the complete details/comments of the case from the departments concerned at HQ. Thereafter, they may have members either from HR/Finance/Concerned user department, (not below E6 level) if felt necessary for a better appreciation of the case.

- In addition the Appeals Committee may co-opt the following, if felt necessary: - a) SC/ST Chief Liaison Officer / Chief Coordination Officer, if the grievance relates to employees of SC/ST category. b) An officer of the Legal Department.

- An aggrieved employee may file appeal pertaining to decision of Key Executive in respect of service matters or any other matter if he is not satisfied with the reply or redressal of grievance at Channel-III or he does not get reply within the stipulated period at Channel-III, stating reasons for his not being satisfied, with the details of the earlier stage through proper channel. However, the Appeals Committee at HQ on the basis of reasons may decide whether the appeal will be admitted for consideration by it or not. In case it is decided that the appeal is not to be entertained the individual employee should be informed stating the reasons thereof.

- The Appeals Committee will examine the grievance in depth and may also provide an opportunity of hearing to the aggrieved employee, if felt necessary.

- The Chairman, Appeals Committee will decide their programmes after approval of Director (HR). The AC

will have discretion to ask for any information, data (even of confidential in nature) from any section/Department, if deemed necessary to examine the grievance in depth including origin thereof for redressal of such grievance. It may also suggest suitable measures to the management for prevention of such grievance in the organization in future.

- If the Appeals Committee calls for any information and data, as stated above, the concerned Departmental Head will ensure to furnish the same to the Committee within 7 working days from the receipt of such request.

- The Appeals Committee will submit its recommendations to the C&MD, expeditiously within 60 days. However, in case the relevant information are not available and for any other reason, it is not possible to submit the recommendations within 60 days, the reasons thereof may be intimated to C&MD by the Chairman, Appeals Committee and in such case, the recommendations may be submitted to him within 90 days.

- If C&MD so desires, depending on implications and the magnitude of the grievance, he may seek the views of Director (HR), otherwise he may accept or reject the recommendations of the Appeals Committee. The final decision, after due approval of the Competent Authority will be communicated to the aggrieved employee by the Executive Officer, Appeals Committee through his Departmental Head and a copy of the same shall also be endorsed to the concerned HR/ER Department of the work-center for implementation/ record of the same.

- The Appeals Committee will have its office at HQ Dehradun. The In-charge, Appeals Committee Cell will act as Executive Officer of the Appeals Committee. He will arrange to provide all secretarial assistance to the Chairman, Appeals Committee which will include sending acknowledgement to the employee on receipt of the grievance, preliminary scrutiny, calling for the required papers, organizing meetings, recording proceedings, upkeep of registers, records, sending returns, reports, communication to concerned Department, correspondence & co-ordination on behalf of the Appeals Committee.

CHAPTER 4

DATA ANALYSIS AND INTERPRETATIONSET I

1. Your communications are good with trade unions.

Parameters Total respondents Percentage of respondentsStrongly agree 8 16Agree 21 42Neither agree nor disagree 10 20Strongly disagree 3 6Disagree 8 16Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 16% of employees on whom we conducted survey strongly agrees that their communications are good with trade unions

2. 42% agree

3. 20% neither agree nor disagree

4. 6% strongly disagree and

5. 16% disagree

2. Communications and consultations are good among work force/employees in ONGC.

Parameters Total respondents Percentage of respondentsStrongly agree 9 18Agree 28 56Neither agree nor disagree 5 10Strongly disagree 5 10Disagree 3 6Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 18% of employees on whom we conducted survey strongly agrees that their Communications and consultations are good among work force/employees in ONGC

2. 56% agree

3. 10% neither agree nor disagree

4. 10% strongly disagree and

5. 6% disagree

3. Does your organization give training in dispute awareness?

Parameters Total respondents Percentage of respondentsYes 23 46No 27 54Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 46% of employees on whom we conducted survey strongly agrees that their organization gives training in dispute awareness

2. 54% disagree

4. Various loop holes persist in industrial relations.

Parameters Total respondents Percentage of respondentsStrongly agree 5 10Agree 18 36Neither agree nor disagree 12 24Strongly disagree 7 14Disagree 8 16Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 10% of employees on whom we conducted survey strongly agrees that Various loop holes persist in industrial relations

2. 36% agree

3. 24% neither agree nor disagree

4. 14% strongly disagree and

5. 16% disagree

5. There is a special legislation existing in your organization referring to psycho-social factors.

Parameters Total respondents Percentage of respondentsStrongly agree 6 12Agree 12 24Neither agree nor disagree 17 34Strongly disagree 7 14Disagree 8 16Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 12% of employees on whom we conducted survey strongly agrees that there is a special legislation existing in your organization referring to psycho-social factors.

2. 24% agree

3. 34% neither agree nor disagree

4. 14% strongly disagree and

5. 16% disagree

6. Organization restructuring is important in solving irrelevance/dispute.

Parameters Total respondents Percentage of respondentsStrongly agree 7 14Agree 20 40Neither agree nor disagree 9 18Strongly disagree 6 12Disagree 8 16Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 40% of employees on whom we conducted survey strongly agrees that organization restructuring is important in solving irrelevance/dispute

2. 14% agree

3. 18% neither agree nor disagree

4. 12% strongly disagree and

5. 16% disagree

7. over time leads to work related stress and disputes.

Parameters Total respondents Percentage of respondentsStrongly agree 9 18Agree 14 28Neither agree nor disagree 13 26Strongly disagree 8 16Disagree 6 12Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 18% of employees on whom we conducted survey strongly agrees that over time leads to work related stress and disputes.

2. 28% agree

3. 26% neither agree nor disagree

4. 16% strongly disagree and

5. 12% disagree

8. Effective grievance handling is very important in an organization.

Parameters Total respondents Percentage of respondentsStrongly agree 29 58Agree 21 42Neither agree nor disagree 0 0Strongly disagree 0 0Disagree 0 0Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 58% of employees on whom we conducted survey strongly agree that effective grievance handling is very important in an organization

2. 42% agree

3. 0% neither agree nor disagree

4. 0% strongly disagree and

5. 0% disagree

9. There are various challenges persisting in grievance handling.

Parameters Total respondents Percentage of respondentsStrongly agree 16 32Agree 21 42Neither agree nor disagree 13 26Strongly disagree 0 0Disagree 0 0Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 32% of employees on whom we conducted survey strongly agree that there are various challenges persisting in grievance handling.

2. 42% agree

3. 26% neither agree nor disagree

4. 0% strongly disagree and

5. 0% disagree

10. Grievance handling varies according to gender.

Parameters Total respondents Percentage of respondentsStrongly agree 8 16Agree 16 32Neither agree nor disagree 6 12Strongly disagree 10 20Disagree 10 20Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 16% of employees on whom we conducted survey strongly agree that grievance handling varies according to gender.

2. 32% agree

3. 12% neither agree nor disagree

4. 20% strongly disagree and

5. 20% disagree

11. In case of inability in arriving at consensus during industrial dispute, do you agree tripartite intervention?

Parameters Total respondents Percentage of respondentsStrongly agree 12 24Agree 25 50Neither agree nor disagree 13 26Strongly disagree 0 0Disagree 0 0Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 24% of employees on whom we conducted survey strongly agree tripartite intervention

2. 50% agree

3. 26% neither agree nor disagree

4. 0% strongly disagree and

5. 0% disagree

12. Tripartite intervention is effective in solving problems.

Parameters Total respondents Percentage of respondentsStrongly agree 9 18Agree 28 56Neither agree nor disagree 13 26Strongly disagree 0 0Disagree 0 0Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 18% of employees on whom we conducted survey strongly agree that tripartite intervention is effective in solving problems

2. 56% agree

3. 26% neither agree nor disagree

4. 0% strongly disagree and

5. 0% disagree

13. Welfare activities can improve industrial relations.

Parameters Total respondents Percentage of respondentsStrongly agree 18 36Agree 22 44Neither agree nor disagree 10 20Strongly disagree 0 0Disagree 0 0Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 36% of employees on whom we conducted survey strongly agree that welfare activities can improve industrial relations.

2. 44% agree

3. 20% neither agree nor disagree

4. 0% strongly disagree and

5. 0% disagrees

14. Trade unions will enhance industrial relations.

Parameters Total respondents Percentage of respondentsStrongly agree 8 16Agree 21 42Neither agree nor disagree 13 26Strongly disagree 4 8Disagree 4 8Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 16% of employees on whom we conducted survey strongly agree that trade unions will enhance industrial relations.

2. 42% agree

3. 26% neither agree nor disagree

4. 8% strongly disagree and

5. 8% disagrees

15. Political intervention in management or trade unions will affect industrial relations.

Parameters Total respondents Percentage of respondentsStrongly agree 16 32Agree 20 40Neither agree nor disagree 10 20Strongly disagree 0 0Disagree 9 18Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 32% of employees on whom we conducted survey strongly agree that political intervention in management or trade unions will affect industrial relations

2. 40% agree

3. 20% neither agree nor disagree

4. 0% strongly disagree and

5. 18% disagrees

16. Employees of trade union are given an opportunity in decision making.

Parameters Total respondents Percentage of respondentsStrongly agree 9 18Agree 22 44Neither agree nor disagree 14 28Strongly disagree 10 20Disagree 0 0Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 18% of employees on whom we conducted survey strongly agree that employees of trade union are given an opportunity in decision making.

2. 44% agree

3. 28% neither agree nor disagree

4. 20% strongly disagree and

5. 0% disagrees

17. Organizational development is possible through trade unions.

Parameters Total respondents Percentage of respondentsStrongly agree 10 20Agree 22 44Neither agree nor disagree 18 36Strongly disagree 0 0Disagree 6 12Total 50 100

Strongly agree

Agree Neither agree nor disagree

Strongly disagree

Disagree Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 20% of employees on whom we conducted survey strongly agree that organizational development is possible through trade unions.

2. 44% agree

3. 36% neither agree nor disagree

4. 0% strongly disagree and

5. 12% disagrees

SET II

1. How are the Industrial relations in the company?

Parameters Total respondents Percentage of respondentsa. Good 26 52b. Fair 13 26c. To be improved 12 22Total 50 100

a. Good b. Fair c. To be improved

Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 52% of employees on whom we conducted survey agree that Industrial relations in the company are good.

2. 26% agree that they are fair

3. 22% agree that they are to be improved

2. Do you have free access to the top management?

Parameters Total respondents Percentage of respondentsYes 35 70No 15 30Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 70% of employees on whom we conducted survey say that they have free access to the top management

2. 30% of employees on whom we conducted survey say that they have no free access to the top management

3. Does the top management listen to you with patience?

Parameters Total respondents Percentage of respondentsYes 42 84No 8 16Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 84% of employees on whom we conducted survey say that the top management listens to them with patience

2. 16% of employees on whom we conducted survey say that the top management doesn’t listen to them with patience

4. Does the management have faith in the employees as one of the main resources?

Parameters Total respondents Percentage of respondentsYes 44 88No 6 12Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondents

Percentage of re-spondents

INFERENCE:From the above graph it is observed that

1. 88% of employees on whom we conducted survey say that the the management have faith in the employees as one of the main resources

2. 12% of employees on whom we conducted survey say that the management has no faith in the employees as one of the main resources

5. Whether employees have confidence in the management to run the industry efficiently?

Parameters Total respondents Percentage of respondentsYes 34 68No 7 14Can't say 9 18Total 50 100

Yes No Can't say Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 68% of employees on whom we conducted survey say that the employees have confidence in the management that it can run the industry efficiently

2. 14% of employees on whom we conducted survey say that the employees have no confidence in the management that it cannot run the industry efficiently

3. 18% of employees on whom we conducted survey say that they can’t say

6. Does management always expects more from employees?

Parameters Total respondents Percentage of respondentsYes 42 84No 8 16Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 84% of employees on whom we conducted survey say that the management always expects more from employees

2. 16% of employees on whom we conducted survey say that the management doesn’t expect more from employees

7. Do employees expect more benefits from the management?

Parameters Total respondents Percentage of respondentsYes 40 80No 10 20Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 80% of employees on whom we conducted survey say that the employees expect more benefits from the management

2. 20% of employees on whom we conducted survey say that the employees do not expect more benefits from the management

8. Is the management satisfied with employee’s performance?

Parameters Total respondents Percentage of respondentsYes 41 82No 9 18Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 82% of employees on whom we conducted survey say that the management is satisfied with employee’s performance

2. 18% of employees on whom we conducted survey say that the management is not satisfied with employee’s performance

9. Are you satisfied with management’s offers?

Parameters Total respondents Percentage of respondentsYes 40 80No 10 20Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 80% of employees on whom we conducted survey say that they are satisfied with management’s offers

2. 20% of employees on whom we conducted survey say that they are not satisfied with management’s offers

10. Is there any serious conflict between management and employees w.r.t wages/salaries?

Parameters Total respondents Percentage of respondentsYes 8 16No 42 84Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 16% of employees on whom we conducted survey say that there are serious conflicts between management and employees w.r.t wages/salaries

2. 84% of employees on whom we conducted survey say that there are no serious conflicts between management and employees w.r.t wages/salaries

11. Canteen, Recreation, Transport and accommodation facilities are

Parameters Total respondents Percentage of respondentsa. Good 13 26b. Fair 22 44c. To be improved 15 30Total 50 100

a. Good b. Fair c. To be improved

Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 26% of employees on whom we conducted survey say that canteen, Recreation, Transport and accommodation facilities are good.

2. 44% of employees say that canteen, Recreation, Transport and accommodation facilities are fair.

3. 30% employees say that canteen, Recreation, Transport and accommodation facilities are to be improved.

12. Indiscipline among employees is

Parameters Total respondents Percentage of respondentsMore 7 14To a little extent 17 34 Normal 26 52Absent 0 0Total 50 100

More To a little extent Normal Absent Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 14% of employees on whom we conducted survey say that indiscipline among employees is more.

2. 34% of employees say that indiscipline among employees is to a little extent.

3. 52% employees say that indiscipline among employees is normal.

4. 0% employees say that indiscipline among employees is absent.

13. Punishments for indiscipline are

Parameters Total respondents Percentage of respondentsHarsh 11 22In proportionate 13 26Fair 26 52 Medium 0 0Total 50 100

Harsh In proportionate Fair Medium Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 22% of employees on whom we conducted survey say that punishments for indiscipline are harsh.

2. 26% of employees say that punishments for indiscipline are in proportionate.

3. 52% employees say that punishments for indiscipline are fair.

4. 0% employees say that punishments for indiscipline are medium.

14. Do you like your children working in this industry if they are employed?

Parameters Total respondents Percentage of respondentsYes 26 52No 11 22Can't say 13 26Total 50 100

Yes No Can't say Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 52% of employees on whom we conducted survey say that they like their children working in this industry if they are employed

2. 22% of employees say that they don’t like their children working in this industry if they are employed

3. 26% employees say that they can’t say.

15. Industrial peace, more than the prevailing scenario can be achieved through

Parameters Total respondents Percentage of respondents

Increasing the facilities and amenities 27 54

Increasing wages/other monetary benefits 10 20

Through counseling individual workmen 13 26d. Can’t say 0 0Total 50 100

Incr

easin

g the f

aciliti

es an

d amen

ities

b. Incr

easin

g wag

es/o

ther

monet

ary b

enefi

ts

c. Th

rough

counse

ling i

ndividual

workm

en

d. Can

’t sa

y

Tota

l0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 54% of employees on whom we conducted survey say that industrial peace, more than the prevailing scenario can be achieved through increasing the facilities and amenities

2. 20% of employees say industrial peace, more than the prevailing scenario can be achieved through increasing wages/other monetary benefits

3. 26% employees say that industrial peace, more than the prevailing scenario can be achieved through counseling individual workmen

4. 0% employees say that can’t say

16. Dissatisfaction in various aspects among the employees is more in ONGC

Parameters Total respondents Percentage of respondentsYes 12 24

No 13 26Normal 25 50Can’t say 0 0Total 50 100

Yes No Normal Can’t say Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 24% of employees on whom we conducted survey say that the dissatisfaction in various aspects among the employees is more in ONGC

2. 26% of employees say that the dissatisfaction in various aspects among the employees is not more in ONGC

3. 50% of employees say that the dissatisfaction in various aspects among the employees is normal in ONGC

4. 0% employees say that they can’t say.

17. Your position in this company when compared to other industries in this area is

Parameters Total respondents Percentage of respondents

Better 28 56On par with 22 44Lower than others 0 0Total 50 100

Better On par with Lower than others

Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 56% of employees on whom we conducted survey say that their position in this company when compared to other industries in this area is better.

2. 44% of employees say that their position in this company when compared to other industries in this area is on par with.

3. 0% of employees say that their position in this company when compared to other industries in this area is lower than others.

18. How are opportunities outside w.r.t salary/comfort/facilities etc., outside if you leave?

Parameters Total respondents Percentage of respondentsBetter than this job 18 36Equaling this job 21 42Lower than this job 11 22Total 50 100

Better than this job

Equaling this job Lower than this job

Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 36% of employees on whom we conducted survey say that opportunities outside w.r.t salary/comfort/facilities are better than this job.

2. 42% of employees say that opportunities outside w.r.t salary/comfort/facilities are equaling this job.

3. 22% of employees say that opportunities outside w.r.t salary/comfort/facilities are lower than this job.

19. Yours over all opinion on the top management

Parameters Total respondents Percentage of respondentsGood 24 48Fair 19 38Bad 7 14Total 50 100

Good Fair Bad Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 48% of employees on whom we conducted survey say that their overall opinion on the top management is good.

2. 38% of employees say that their overall opinion on the top management is fair.

3. 14% of employees say that their overall opinion on the top management is bad.

20. Is there any grievance handling procedure provided to you by ONGC?

Parameters Total respondents Percentage of respondents

Yes 29 58No 21 42Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 58% of employees on whom we conducted survey say that there is grievance handling procedure provided to them by ONGC.

2. 42% of employees say that there is no grievance handling procedure provided to them by ONGC.

21. Are you satisfied with the grievance handling procedure provided to you by the company?

Parameters Total respondents Percentage of respondentsYes 23 46No 27 54Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 46% of employees on whom we conducted survey say that they are satisfied with the grievance handling procedure provided to them by the company.

2. 54% of employees say that they are not satisfied with the grievance handling procedure provided to them by the company.

22. Are you satisfied with the working conditions at the ONGC?

Parameters Total respondents Percentage of respondentsYes 31 62No 19 38Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 62% of employees on whom we conducted survey say that they are satisfied with the working conditions provided to them by the company.

2. 38% of employees say that they are not satisfied with the working conditions provided to them by the company.

23. Are you satisfied with wages and incentives provided at ONGC?

Parameters Total respondents Percentage of respondentsYes 35 70No 15 30Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 70% of employees on whom we conducted survey say that they are satisfied with wages and incentives provided at ONGC

2. 30% of employees say that they are not satisfied with wages and incentives provided at ONGC

24. Are you satisfied by the welfare programs at ONGC?

Parameters Total respondents Percentage of respondentsYes 44 88No 6 12Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 88% of employees on whom we conducted survey say that they are satisfied with the welfare programs at ONGC

2. 12% of employees say that they are not satisfied with the welfare programs at ONGC

25. Are you satisfied by the medical benefits provided at ONGC?

Parameters Total respondents Percentage of respondentsYes 45 90No 5 10Total 50 100

Yes No Total0

20

40

60

80

100

120

Total respondentsPercentage of respondents

INFERENCE:From the above graph it is observed that

1. 90% of employees on whom we conducted survey say that they are satisfied medical benefits provided at ONGC.

2. 10% of employees say that they are not satisfied with medical benefits provided at ONGC.

CHAPTER 5