rade unionism: perceptions and attitudes of workers, managers and leadersD
By: hal, ManoranjanS.
Contributor(s): rivastava, B.L.T.
Material type:
ArticlePublisher: 200ODescription: .177-98.T.Subject(s): Managersp | rade unions
In:
Indian Journal of Industrial RelationsSummary: his study, based on a questionnaire survey in South Eastern Railway, Kharagpur, examined the perceptions and attitudes of actors of the industrial relations system. Workers were found to be satisfied with the approach of the management but not with union leaders. Managers were also trying to adopt people building strategies and gain the confidence of workers through establishing direct channels of communication with them and bypassing the union. They considered union leaders as obstacles, not willing to maintain good relationships. Union leaders succumbed to pressure due to the loss of membership and lack of participation of workers in union activities. They were satisfied with the prevailing union-management relationships but considered management as an opposing force, as they were working towards decreasing the membership, and creating multiplicity for their own interests. Thus, union leaders had to bear the responsibility to increase membership, work for the success of the union as well as maintain a favourable union-management relationship. Implications of the findings for the management and union leaders are briefly discussed. - Reproduced.
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Indian Institute of Public Administration | Volume no: 82, Issue no: T | Available | AR55201 |
his study, based on a questionnaire survey in South Eastern Railway, Kharagpur, examined the perceptions and attitudes of actors of the industrial relations system. Workers were found to be satisfied with the approach of the management but not with union leaders. Managers were also trying to adopt people building strategies and gain the confidence of workers through establishing direct channels of communication with them and bypassing the union. They considered union leaders as obstacles, not willing to maintain good relationships. Union leaders succumbed to pressure due to the loss of membership and lack of participation of workers in union activities. They were satisfied with the prevailing union-management relationships but considered management as an opposing force, as they were working towards decreasing the membership, and creating multiplicity for their own interests. Thus, union leaders had to bear the responsibility to increase membership, work for the success of the union as well as maintain a favourable union-management relationship. Implications of the findings for the management and union leaders are briefly discussed. - Reproduced.
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