MUTE CONFLICT *

Dr.C.S.RANGARAJAN

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Dr.C.S.Rangarajan discusses some aspects of the grievances of workerswhich are presumed to be the cause of conflict in the industrial setting. This paper is a part of a research study undertaken in the city of Madras during 1984-85 and the data were collected from a renowned public sector undertaking. His paper highlights two factors that crucially influence conflict-promotion and bureaucracy. The extensive data presented here makes the analysis convincing.-----------------------------------------------------------------------------------------------Before tasting the forbidden fruit, Adam and Eve, the first man and woman, would have had the taste of conflict. Satan, who induced Adam and Eve to fall in line with his evil designs was hoist with his own petard when he declared in a conflictful state of mind that ‘it is better to reign in hell than to serve in heaven’.The various conflicting theories on conflict that have emerged during the last several centuries bear testimony to the fact that conflict is a social phenomenon and that it offers continuity to the ongoings in a society. There has never been a conflict among Sociologists about the sociological significance of conflict. But for the conflict between the claimants that actions as the derivative of system and that system as the derivative of action, the science of Sociology would not have come to such a glorious pass.

If bureaucratic measures could be attributed as responses to break down in social relationships, in modern organization theory, the conflicts that engulf the work situations may be seen as a consequence of a breakdown -----------------------------------------------------------------------------------------------

* Courtesy: The Loyola Journal of Social Sciences, Tiruvananthapuram in which the article appeared in 1987-1988

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---------------------------------------------------------------------------------------in the standard mechanism of decision-making. Seen in this perspective, conflict may be taken to be a ‘motivating’ factor in obtaining of making concessions or forcing one into decision-making. The discussion in this paper is limited to some aspects of the grievances of workers, which may be presumed to be the cause of conflict on a low key. Since it is the ‘mind that makes a heaven of hell or hell of heaven’, what needs to be brought above the watermark of visibility is the fact that the ‘means of expression of industrial conflict are as unlimited as the ingenuity of man’. The conflict, for the purpose of our study, is operationalized to mean grievances of workers. The purpose of the discussion is to consider the grievances of workers that can be taken to be the clues to workers’ manifestation of mute conflict. The parameters of the grievances of workers are promotion, leave, transfer, overtime etc.

Research Project

This paper reports the results of a research project undertaken in the city of Madras during 1984-1985. Data were gathered from a sample of 125 workers and 32 executives out of a total number of 1315 workers and 65 executive through systematic random sampling procedure. The data were gathered through interviews on the basis of two separate interview schedule, one meant for the workers and the other for the executives.

The industry, selected for the fieldwork, is engaged in the manufacture of telecommunication equipment. We shall pseudonymously refer the industry as Rara Avis in order to identify the Company as well as to protect its identity.Rava Avis is a renowned public sector undertaking catering to the requirements of major customers, comprising the Post and

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Telegraph, Defence Services, Railways, News Agencies, and Airlines since 1960.The technology associated with the manufacture of electromechanical telecommunication equipment has been replaced by electronic equipment all the world over. Since the technology employed by Rara Avis has become obsolete, it has been decided to adopt an entirely new technology. Its new unit is being located in one of the backward areas in Hosur which is situated 40 kilometers away from Bangalore in the border areas of the State of Tamilnadu abutting the State of Karnataka. The new unit was expected to go on stream towards the beginning of 1987. With the commencement of production at the Hosur plant, the production in the Madras unit was envisaged to be phased out progressively. With the phasing out of electromechanical telecommunication equipment, the need to provide alternative employment to the existing labour force arises. Since the unit springing up is highly labour saving, the entire labour force may not be accommodated there. Apart from this, the entire labour force may not opt for being relocated in Hosur. With a view to obviating the problem that may crop up as a consequence of introduction of new technology, manufacture of electrical typewriters in the existing plant at Madras is being taken up in order to provide alternative employment to the labour force likely to become redundant.

With the liberalization of the licensing policy by the Government of India, after assumption of office by the new Prime Minister, the monopoly enjoyed by Rara Avis in the manufacture of telecommunication equipment is broken. Several private sector undertakings, taking advantage of the liberalized licensing policy vie with one another to start manufacture of electronic telecommunication equipment. Electrical typewriters based on second generation technology, and electronic typewriters based on third generation technology have started entering the market

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in a big way. Rara Avis is already reeling under the pressure of surplus labour as a consequence of the failure of the electrical typewriter project started with indigenous know-how some years ago.Though it is said that the new automated technology is capable of halting or reversing the trend toward alienation, if this argument is taken to its logical end, failure to catch up with the advancing and imposing technological change in time might have equal consequences for the labour, since time is said to be the essence of any endeavour.

GRIEVANCESThe data obtained from the workers on the nature of their grievances are given in the following table:

--------------------------------------------------------------------------------------- Table 1: Parameters of Grievances---------------------------------------------------------------------------------------Nature of Grievances Number Percent---------------------------------------------------------------------------------------Promotion 97 77.6

Leave 11 8.8

Transfer 10 8.0

Overtime 7 5.6--------------------------------------------------------------------------------------Total 125 100.0--------------------------------------------------------------------------------------

The data suggest that the matters resulting in workers’ Grievances remain increasingly concentrated in promotion. The ‘instrumental’ concern of the workers, namely, promotion, is

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represented by a single largest number (77.6 percent) of the workers. Though promotion is an important phenomenon, in a growth-retarded industry, the opportunities for promotion are bound to be scarce. Workers nurture a feeling that the decision to go in for electrical typewriters coupled with the decision on liberalization of the licensing policy for the manufacture of electronic telecommunication equipment will jeopardize their job security. Since other private sector industries have flooded the market with their product, competitive production cost will become crucial to Rara Avis’ success. Rara Avis, in the circumstances, will have to address themselves to the more fundamental question whether the existing clientele would continue to extend their patronage. Workers may not tolerate insecurity wrought into their jobs by new technology. Since the new technology is highly labour saving, there is an increased potential for conflict. Since the labour saving technology prevents the possibility of large scale ‘relocation’, production switching, seen in this perspective, tantamount to ‘whipsawing’ the labour.

The ‘deskilling’ which the workers have suffered as a consequence of pursuance of an ‘obsolete’ technology and as a result of Rara Avis’ failure to cash in with the march of new technology in time, the workers remain locked into the organization.

The data obtained on the age, level of education, and the total years of service in the Company where fieldwork took place indicate that the single largest group of workers, constituting 40 percent of the sample are in the age group ranging from 40 to 44 years. Another age group of workers comprising 24 percent of the entire sample of workers is between 35 to 39 years. The number of workers in the two extremities of the age group of 25 to 29 and 50 to 54 is uniformly small. What is significant about the data on educational attainment of workers is that there is not even a

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single worker who is an illiterate. While 75.2 percent of the workers possess technical training certificate, only 2.4 percent of the workers have obtained degree.

In regard to total years of service in the Company, 60.8 percent of the workers have worked in the Company for 16 years or over as compared to 39.2 percent of the workers who have worked in the Company for 15 years or under.

The data gathered also reveal that the single largest number (45.6 percent) of the workers are in the income range of Rs 1201-1400. 35.2 percent of the workers are within the income range of Rs 1401-1600. The data relating to overtime work show that 47.2 percent of the workers perform less than 50 hours of overtime work in a year, whereas 15.2 percent of the workers work overtime in excess of 150 hours and 12.8 percent of the workers work 101 to 150 hours in a year.

The dependency on a particular employer may be answered in terms of age, their level of education, major portion of their working lives having been spent with Rara Avis and the ‘unkind’ labour market in which ‘trained incapacity’ is not welcome. The roots of the workers can be found in their being able to (i) get adequate wages commensurate with their level of education (ii) adequate overtime wages which they could expend to take ‘time off’ in order to engage themselves in private business and thereby augment their financial resources and (iii) in their not being able to get over the ‘fear the unknown’ buttressed by their age and commitment to their family. The process of ‘vicious circle’ or ‘regression spiral’ keeps the workers tied down, and therefore Rara Avis has the dubious distinction of not remaining denuded of labour.

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The workers, because of their life-long commitment, have no alternative other than to ‘voice’ their dissatisfaction in search of improvement. It is therefore natural for the workers to take refuge under certain adaptive behaviour. Absenteeism, apathetic and disinterested approach to the formal goals of the organization become accepted ways of behaviour, which serve as a means of ‘letting off steam’ and thus removing potentially explosive pressures .Coser’s argument that frequent minor conflicts may be functional in that they defuse more serious conflicts comes in line with the above observations.

LEAVE

Exploration in some details of grievances relating to leave, transfer, and overtime reveals that the single largest among grievances categorized, leave accounts for 8.8 percent. Read with the executives’ responses presented below. It appears that the charges against the workers may be deciphered largely in terms of late coming (bad time keeping) and leave of absence without sanction. Table 2: Nature of non-compliance with rules--------------------------------------------------------------------------------------Nature of no compliance Number of responses Percent--------------------------------------------------------------------------------------Attendance (bad time keeping) 23 38.33

Leave of absence without sanction 28 46.67

Overtime refusal 5 8.33

Transfer 4 6.67TOTAL 60 100.00

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N=60-------------------------------------------------------------------------------------

It is relevant to mention that the Standing Orders governing the services of the workers came into force in Rara Avis after due certification under the Industrial Employment (Standing Orders) Act 1946 on 19.4.1962. According to the Rules, a worker is allowed to report for duty fifteen minutes late. A worker who turns up for duty beyond the grace period of fifteen minutes is either shut out or is allowed to work at the discretion of the executive in charge of the plant, duly debiting the minutes by which he reports late for duty to his leave account. Prior to the introduction of this rule, workers coming late were admitted without their having to surrender a portion of their leave. The crumbling of this ‘indulgency pattern’ is not only resented by the workers, but the extension of this ‘leniency’ on a selective basis to those workers who maintain an informal relationship with the executives creates dissatisfaction among the affected workers.

According to Table 2, 45.67 percent of the responses of the executives relate to workers absenting themselves without prior sanction of leave. Since a sizable portion of the workers are found to be migrants who seem to be maintaining a link with their native places, the link they still maintain with their native places might be contributing toward their absenting themselves without further sanction of leave. According to leave rules in vogue in Rara Avis, any extension of leave once sanctioned shall be supported by leave application in writing. Once a worker goes on leave with leave duly sanctioned, he does not appear to be inclined to get the leave sanctioned duly extended, as and when required, by making out an application. The reason for such a lapse on the part of the worker is attributed to non-availability of leave to the credit of a majority of such workers on the one hand, and on the other,

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the administration ‘winking’ at such an indifference. Since the ‘leniency’ is not applied uniformly, some workers, more by accident than by design, get caught for non-compliance with the rules. The leave rules further state that if a worker absents himself for more than fifteen days without leave having been sanctioned, he shall be treated as having brought upon himself ‘voluntary termination’ of service.

The provisions of the Industrial Disputes Act, 1947, which are germane for our purpose, are narrated below:

Section 2 (oo) of the Industrial Disputes Act, 1947 defines ‘retrenchment’ to mean the termination by the employer of the services of a worker for any reason whatsoever, otherwise than as a punishment inflicted by way of disciplinary action, but does not include,

i) Voluntary retirement of the workmen; orii) Retirement of the workman on reaching the age of

superannuation if the contract of employment between the employer and the workman concerned contains a stipulation in this behold; or

iii) Termination of service of a workman on the grounds of continued ill health.

Section 25F of the Industrial Disputes Act, 1947 places certain constraints on the employer. The conditions imposed are the conditions precedent to retrenchment and those conditions are as follows:

i) The worker shall be given in writing one month’s notice indicating the reason for retrenchment or in lieu of notice wages for the notice period.

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ii) The workman, shall be paid at the time of retrenchment, compensation at the rate of fifteen days average pay on the basis of the last drawn wages for every completed year of continuous service or any part thereof in excess of six months.

Under Section 25G and Section 25H of the Industrial Disputes Act, 1947, the procedure that shall be followed in indicated:

(i) The employer shall ordinarily retrench workman, applying the principle of ‘the last to come, the first to go’.

(ii) In the event of any proposal at a later to take into employment any persons, opportunities to the retrenched workmen on the basis of ‘seniority list’ shall be given to offer themselves for re-employment.

The object the legislation had in mind in constituting certain conditions precedent was to partially mitigate the hardships caused by retrenchment. The Supreme Court of India, in the dispute between Santosh Gupta and State Bank of Patiala, holding the termination void ab initio and inoperative for non-compliance with the provisions of Section 25F of the Industrial Disputes Act, 1947, goes on to say as follows: ”As the expression ‘retrenchment compensation’ indicates a compensation paid to a workman on his retrenchment and it is intended to give some relief and to soften the rigour of hardship which retrenchment invariably causes. The retrenched workman is suddenly and without his fault, thrown on the street and has to face the grim problem of unemployment. At the commencement of his employment, a workman naturally expects and looks forward to security of service spread over a long period, but retrenchment destroys his hopes and

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expectations. The object of retrenchment compensation is to give partial protection to the retrenched employee and his family to enable them to tide over hard periods of unemployment.”In analyzing the definition of ‘retrenchment’ in the dispute between the State Bank of India and V.N. Sundaramoney, the Supreme Court of India has held: “Termination…. for any reason whatsoever” are the key words. Whatever the reasons, every termination spells retrenchment …Termination embraces not merely the act of termination by the employer, but the fact of termination howsoever produced”.In this historic judgment and subsequent judgments in the disputes between Avon Services Production Agencies (P) Ltd and the Industrial Tribunal, Haryana, and Santosh Gupta and State Bank of Patiala, to mention a few, the Supreme Court of India has held that if due weight is given to the words ‘termination…… for any reason whatsoever’ it is difficult to escape the conclusion that the expression ‘termination’ must take in its embrace ‘every termination of service’ and ‘non-compliance’ with the provisions relating to ‘conditions precedent to retrenchment’ renders such termination negatory in the eyes of law.

Since termination brought about by voluntary or involuntary action, whether that is produced by overt, or covert operation of the provisions of the Standing Orders, come within the meaning of ‘retrenchment’ of Section 2 (oo) of the Industrial Disputes Act, 1947, termination under the cloak of ‘automatic voluntary relinquishment of service’ on remaining absent without leave beyond the period of fifteen days is also held by the Patna High Court to be retrenchment and the termination rendered void ab initio and inoperative for non-compliance with the provisions ‘conditions precedent to retrenchment.’

In Rara Avis, six workmen have brought upon themselves termination of service due to overstay under the leave provisions relating to ‘automatic voluntary relinquishment’. Though these six workmen do not form part of our sample, as they could not be contacted, it is to be

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seen that the pronouncements of the Judiciary constrain organizations from taking any action outside the Industrial Disputes Act, though the provisions under the Standing Orders empower employers to terminate the services of the workmen not reporting for duty for a period of fifteen days or over without prior sanctions of leave.

ABSENTEEISM

Absenteeism has come to stay as one of the major problems with many ramifications. Absenteeism in Rara Avis, during the last three years as culled out from secondary sources is given in the following table:

---------------------------------------------------------------------------------------------- Table 3: Rate of Absenteeism in Rara Avis-----------------------------------------------------------------------------------------------Sections 1982 1983 1984----------------------------------------------------------------------------------------------Workshop 14.2 13.0 14.5

Assembly 14.0 12.9 14.4

Tool Room 12.5 12.9 14.7

Maintenance 12.9 13.3 12.7

Inspection 12.1 11.0 13.9

Painting, Heat 14.6 13.6 14.0TreatmentOthers 11.7 11.9 12.6-----------------------------------------------------------------------------------------------

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Table 3 relating to percentage of absenteeism in Rara Avis read with the following Table indicates the number of absentee workers in each division.

--------------------------------------------------------------------------------------------- Table 4: Distribution of workers, by absenteeism---------------------------------------------------------------------------------------------Division Total Labour Number of workers During the year 1984 strength absenting each day Operation coming to a standstill (once in how many days)----------------------------------------------------------------------------------------------Workshop 643 93 6.91

Assembly 184 27 6.81

Tool Room 96 14 6.86

Maintenance 113 14 8.10

Inspection 167 23 7.26

Others 571 76 7.51-----------------------------------------------------------------------------------------------

Out of 5,23,330 mandays Rara Avis was scheduled to work in 1984, the mandays lost was of the order of 72,865 representing 13.92 percent out of 295 working days available for a labour force of 1774. The ‘presenteeism’ was of the order of 4,50,465 man-days representing86.07 percent. In other words, on every 7.18 days, the entire labour force of 1774 absents itself, thereby bringing the operations to a halt in toto. Out of 295 working days available during 1984, 41.07 days in a full year account for loss of production due to ‘absenteeism’. Since a

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little over 200 workers, recruited for the purpose of the electrical typewriter project some years ago which had its ‘waterloo’, are stated to be constituting the ‘disguised’ unemployed in Rara Avis, the absence of 247 workers on each day is not taken to be a serious lapse on the part of the workers, since such a lapse meets with the organizational requirements.

TRANSFER

The percentage of charges of transfer according to Table 1 is 8.0. It is relevant to see as to how and why transfers are effected from one division to another. The sales division receives indents for a variety of telecommunication equipment from one of the wings of Ministry of Communication. The variation in the offtake of a variety of finished products depends upon the incoming orders. On the basis of the product requirements, the sales division refers these indents to the planning and production control division for action. With constraints brought upon production to meet market fluctuations, the main-power requirements of each division is decided by the planning and production control division, taking into consideration the surplus labour in each division, and accordingly internal transfers are effected.

The workers confined to our study were transferred from the Workshop to Assembly and Motor divisions during 1982. Though they resisted the move through the Union, the management was able to cope with the situation by informing the workers and the Union that they would be left with no option other than to bring into play the provisions of Section 2 (oo) of the Industrial Disputes Act, 1947 and retrench the workers, since they happened to be the ‘last to come’. Since the Industrial Disputes Act served as a ‘constraint’ on the workers, the management was able to obtain the ‘consent’ of the workers and thereby prevent ‘conflict’ from making day to day

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operations difficult. However, these qualified fitters are not satisfied with the transfers.

OVERTIME WORKConsequent upon the introduction of labour saving devices and abandonment of the electrical typewriter project with indigenous know-how, for which additional workers were recruited, a little over 200 workers are stated to be surplus. In that way, disguised or concealed unemployment is in existence in Rara Avis. Even if the surplus is siphoned off, the total output is unlikely to fall, provided the productivity is high.

Since sales are routed through one of the wings of the Ministry of Communication, there appears to be a wide fluctuation in the movement of products. It therefore becomes necessary for the production to meet the target requirements of sales. The sales activity falls outside the scope of the present study However, production tends to be lower in order not only to keep pace with sales, but also in order not to suffer accumulation of stocks and consequent increased investment on dead capital. When sales take up ‘window dressing’ in order to put up a satisfactory performance toward the fag end of the financial year, production has to gear up the level of production of finished products. In the Indian context, the month of March symbolizes the end of the financial year, and the beginning of a new year of determination, expectations and uncertainties and fulfilment. In such a situation, engagement of labour on overtime work becomes inevitable. The workers are stated to be working on fifty percent efficiency due to the availability of surplus labour, which is indicative of the existence of an ‘in-built go-slow’ in Rara Avis. Having due regard to the fluctuating nature of product demand, engagement of workers to

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do extra hours of work to fulfil commitments cannot be done away with.

In maintenance and power house, the operations have to continue without any interruption. As provided for in the Tamilnadu Factories Rules 1950 under Rule 84 (c), if the succeeding shift worker does not turn up for work, the preceding shift worker shall continue, having due regard to the continuous nature of operations.The Tamilnadu Factories Rules give ‘consent’ for the workers to continue beyond the statutorily fixed eight hours of a day’s normal work, in the event of the worker scheduled for the next shift not reporting for work. The preceding shift worker, as and when he continues to work in the succeeding shift is not only entitled to overtime wages at double the normal wages as provided for in Section 59 of the Factories Act, 1948, which reads as follows: Section 59. Extra Wages for Overtime work ‘Where a worker works in a factory for more than 9 hours in any day or for more than 48 hours in a week, he shall, in respect of overtime work, be entitled to wages at the rate of twice his ordinary rate of wages”

but shall not be asked to commence the next shift before a period of 16 hours has elapsed as per the provisions of Rule 84 (1) of the Tamilnadu Factories Rules, 1950. Since an informal arrangement is prevalent among the workers, workers are reported to be absenting themselves in rotation in order to help the previous shift worker to continue in the place of the succeeding shift worker, who absents himself deliberately. The ‘unintended consequence’ of Rule 84 ( c ) of the Tamilnadu FactoriesRules, 1950 is that by giving ‘consent’ to engagement of workers beyond 8 hours a day, the Rule serves a purpose other than the one

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‘intended’ in the workers getting organized in an informal way to help themselves.

The analysis of overtime work done by the workers confined to the present study indicates that a majority (75.2 percent) of the workers work overtime. The overall picture in regard to overtime work in Rara Avis, culled out from secondary sources, show that as against 32.65 hours of overtime work per worker in a full year during 1983, the average rate of overtime work per worker during 1984 has increased to 76.60 hours in a full year. Since engagement of workers on overtime work is done selectively depending upon production and maintenance exigencies, and types of jobs to be carried out, it may be presumed that each worker would have worked for not less than 100 hours of overtime during 1984. Since a majority of workers (80.8 percent) falls in the income range of Rs 1201-1600, and since the overall average of overtime work per worker during 1984 was 76.60 hours, it is calculated that each worker would have received upward of 6.38 percent of his wages at double the rate as overtime wages. Such of those workers who had performed in excess of 100 hours during 1984 would have received upward of 8.33 percent by way of overtime wages at double the rate.

During informal discussions, many of the workers had indicated that the additional income they get by working overtime comes handy for them to take ‘time off’, thereby enabling them to avoid the possibility of such ‘time off’ making inroads into their overall earnings.

Many of the workers appear to be engaged in secondary occupations. For example, a painter earning a salary of Rs 1000/- per month may lose Rs 40/- a day if he takes a day’s time off on loss of pay. But he not only makes good such a loss by working overtime on some other day, but by undertaking private work of painting cars, refrigerators, domestic ovens and so on outside the organization on days when he

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takes ‘time off’, he is able to augment his earnings. Many of the workers appear to be running their own small scale industries. Some of them even meet the requirements of components of Rara Avis, taking advantage of the encouragement Rara Avis extends to small scale industries in line with one of its objectives, forming part of the social responsibilities of industries.

Since working overtime has latent functions, workers do not refuse overtime work under normal circumstances. Since an imbalance in the effort-reward relationship is perceived by the workers, the earnings through overtime over bridge the gap between effort-reward relationship. However, such earnings lead to the workers taking ‘time off’. Since ‘leisure does not exist for work, but work for leisure’, taking time off may have latent functions in that they may open up avenues and outlets for augmenting income intended for consumption born of time off. Absenteeism, which arises due to engagement of workers on overtime, may be seen as paradoxical outcome of ‘unintended’ consequences.

CONCLUSION

A major source of present and even more potential discontent particularly among the workers is promotion. ‘Like a blind man searching for a black cat in a dark room where it is not there’, workers are looking forward to promotion which is denied to them due to various commissions and omissions, according to a union leader’s indignant observation. It appears that their jobs do not form part of their ‘central life interest’, but what links them to their jobs is their ‘instrumental orientation’ leading to their ‘calculative involvement’. A committed worker is a ‘rara avis’, * if length of service is not taken cognizance of as the only determinant. Many employees continue to be members of the organization, yet they feel far removed from it, feeling the blissful isolation from within. In such a situation, the workers have

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to seek their fortunes, not elsewhere, but inside the organization, voicing their dissatisfaction. The subdued grievance activity that revolves their personal growth is an outgrowth of the workers’ dissatisfaction, since it is the ‘mind that makes a stone wall of prisons’.

Bureaucracy in an industrial milieu is not only charged with the task of providing catharsis for the tension brewing, but is also entrusted with the task of striving to put the employee-employer relationship on a sound footing with an eye on increased productivity. However, workers misgivings that they may lose rather than gain from increase in productivity need to be overcome. So long as the executives are not allowed to assume the role of realistic clinicians, they will be construed as playing the role of morticians with no constraints on their eagerness to bury men’s hopes. Bureaucracy with a vision should not only inculcate in the minds of men the duties and responsibilities, but should also understand that ‘better management is a matter of closer study and more administrative training for the men at the top’. Since the danger is likely to arise from repression of personal aggressiveness in individuals, the extent to which efforts are made to resolve grievances of the workersIs crucial to Rara Avis’ success.----------------------------------------------------------------------------------------------

*Rara Avis … Something seldom seen – Literally a rare bird__________________________________________________________

This article came handy for M.S. Babji to expand the scope of study and get the degree of Doctor of Philosophy in Sociology awarded on submitting his thesis entitled "Covert Industrial Conflict in Tamilnadu: A sociological study” in 1995._____________________________________________________

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