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The Knowledge Economy in India pp 214–259 Cite as

Industrial Relations and Increasing Globalization: A Case Study of India

  • C. S. Venkata Ratnam  

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This chapter briefly traces some of the key issues and trends in industrial relations in the wake of globalization, with particular reference to India. Specifically it deals briefly with (1) the historical development of industrial relations and the corresponding legal framework in the country, (2) examines the impact of liberalization on industrial relations in the context of increasing globalization, (3) discusses employment, employment security and social safety nets, (4) key issues concerning multinationals, privatization and export processing zones, (5) new approaches to work organization, (6) international labour standards, (7) recent trends and developments in collective bargaining, workers’ participation, labour laws and industrial relations, and (8) finally discusses the role of trade unions, employers organizations and the government in developing systems of industrial relations.

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Johri, C.K. (1992) Industrialism and Industrial Relations in India . New Delhi: Oxford University Press.

Mathur, A. (1989) Industrial Restructuring and Union Power: Micro-Economic Dimensions of Economic Restructuring and Industrial Relations in India . New Delhi: ILOARTEP.

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Ratnam, C.S.V. (2003). Industrial Relations and Increasing Globalization: A Case Study of India. In: Richter, FJ., Banerjee, P. (eds) The Knowledge Economy in India. Palgrave Macmillan, London.

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The interim order passed by the high Court in WMP NO.6177 of 2016 in WP No. 6958 of 2016 on 25.02.2016, granting interim stay of the retrospective effect of the amendment to the Payment of Bonus Act 1965.

1.      Withdrawal age has been increased from 54 years to 57 years under para 68NN – Withdrawal within one year before retirement. 2.      New Para 68-NNNN has been introduced “Option for withdrawal  on cessation of Employment” (i.e. before attaining retirement age or 58 yrs). Employee can withdraw only his own share of total contribution including the interest thereon [...]

Effective 01-01-2015 the PF admin charges (under Account No.2) has been reduced from 1.1o% to .85% and therefore the final Employer PF contribution comes down to 13.36%. The PF admin charges will be a minimum of Rs. 500 and minimum EDLI charges of Rs. 200 even if the number of employees drop to one and [...]

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HRM Case Studies With Solutions

Let’s study Human Resource Management Case Studies with solutions. HRM Case studies play a vital role in management education especially in subjects like Human Resource Management (HRM), Personnel Management, PAAP and related subjects.

It gives a clear picture of the concepts when you practise them through case studies. Here we have given some live HRM case studies that are short, useful & interesting. This will allow you to think beyond the theoretical part and make you capable to apply the concepts in real-time situations.

Table of Contents

We are also providing solutions which are free of cost. We welcome your feedback about these HRM case studies.

Below are short and simple Case Studies on HRM with Solutions, Questions, and Answers.

HRM Case Study 1

Harsha and Franklin both of them are postgraduates in management under different streams from the same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in the HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more responsibility being in core finance.

By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers.

Harsha felt that now a day’s Franklin is not like as he uses to be in the past. She noticed some behavioural changes with him. During general conversations, she feels that Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not even recognized by fellow employees.

One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she does not know this before she also revealed here current experience with him. Mr. Mehta who does not want to lose both of them promised her that he will handle this and he won’t allow Franklin to resign.

In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is

1) when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by Harsha he gets well treated by others.

2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so.

3) Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps silent in the meeting.

It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsha and myself have the same qualification, from the same institute, passed out in the same year both with first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here”.

By listening to this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behaviour of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before.

Questions for HRM Case Studies: Case Study 1

Find the reason that Mr. Mehta would have given to Franklin.

Solution for HRM Case Study 1

Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from the same college in the same year. Both of them joined the company together both have the same experience. Even in performance-wise, both stands in the same level i.e. both are constant performers and good performers.

Franklin analyzed all the above-said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analyzed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees’ attention in this aspect. Harsha being a counsellor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counselling and most of the time she suggests the best solutions for such issues.

Franklin though holding a key position in finance his profile does not allow him to interact with the employees. Though he has a helping tendency he does only when someone approached him personally. As the employees of other departments do not have any relation with him they never approach him for help. Mr. Mehta having a good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons and made Franklin understood the reality.

Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counselling or approached her for any issues. And as usual, she would have counselled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him.

When it comes to the point that even in-office meetings Harsha, points are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to employees or from the employees’ point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion.

After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud of the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days.

HRM Case Studies Part 2:

HRM Case Study 2

Watson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities, infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality.

The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc…

The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work is

  • The company hired new employees for a higher-level post without considering the potential internal candidates.
  • The newly hired employees are placed with higher packages than that of existing employees in the same cadre.
  • Narrate the case with a suitable title for the case. Justify your title.

Solution for HRM Case Case Study 2

Employee Equality is not the need for every hour. In the above-said case, Watson Ltd had provided all facilities to employees at each grade in an equal manner. But still, the employees started creating certain issues like materials are meeting the quality supply schedule is not met etc. And the HR manager said that the policy of hiring new employees for the higher post without considering old potential employees is the major problem.

“Employee recognition VS Employee equality ”. As the HR manager states that employees are not been recognized for the potential rather the company has gone for new recruitment. Because of which the company faces problems.

  • The points rose by the HR manager as the reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource related concepts.

Yes, the points raised by the HR manager is justifiable because “Human beings are social Animals as popularly” said by many Human resources Scholars. So human minds demand social recognition, self-respect, consideration, etc for their work and performance.

In the above-said case, even the company provides and stands by the concept of employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction towards the organization and they showed in the way of quality issues and slow down production.

Related HR concept.

Slow down Production:

The concept of slow down production is a type of employee’s strike. The Industrial Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for strike they follow slow down strike. The impact of which will be understood after a particular time period.

Employee Recognition:

Human beings can be easily motivated by Rewards and recognition than that of money. In this case, also the employee is not satisfied even after all facilities just because of the reason that they are not recognized.

Hawthrone Experiment:

In the four types of test conducted by Elton Mayo, the remarkable hike in production is recognized in the stage when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson Ltd. Before the new hires if the management consulted the employees both management and employees would have avoided this issue

Hygiene Factor:

The theory of hygiene factors states that there are certain factors related to employees the presence of which will not create a major impact but the absence of such things will lead to a de motivation to the employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to a great extent.

  • Help the organization to come out from this critical issue. If you are in the role of HR manager what will be your immediate step to solve this case.

If I was in the post of the HR manager I will try to discuss the issue and ask for the reason from the management for new recruiting rather than considering available potential talents. I will personally analyse the reasons provided by management and if acceptable I will discuss the same with the employees. Everything is possible with a discussion. So I will discuss and convince the employee that this won’t happen again in the organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.

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    industrial relation laws should be judiciously consolidated into one single law called 'labour management relations' law. This study concentrates upon how the broad structure of specific patterns of industrial relations operates in a given context, and thereby provide an insight for solving a number of emerging problems.

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    result of the structural changes in management-labour relations, as is commonly thought, and more the result of the politics of labour. The nature of industrial relations reveals in fact that disputes within indus-try continue to be defined by classical management/capital-labour P. Bowles et al. (eds.), Globalization and Labour in China and ...

  6. Class in Industrial Disputes: Case Studies from Bangalore

    The case studies presented below highlight this emerging negotiate a wage rise, unless there was a 50 per cent rise in. trend wherein industrial disputes are isolated from the productivity. Workers were not prepared for the productivity. mainstream of political and policy context, both in terms of the increase.

  7. PDF Industrial Relations and Increasing Globalization: A Case Study of India*

    industrial relations: 1 The legal framework for industrial relations has focused more narrowly on the 8 per cent workforce in the organized sector. The plethora laws provided little coverage and extended protection to a microscopic minority of the workforce. There is a need to make the coverage uni-

  8. Industrial relations : text and case studies

    Industrial relations : text and case studies by Green, G. D. (Geoffrey David), 1948-Publication date 1994 Topics ... Pdf_module_version 0.0.18 Ppi 360 Rcs_key 24143 Republisher_date 20220308210731 Republisher_operator [email protected];[email protected]

  9. Research Guides: Industrial Relations: Case Studies & Analysis

    Publication Date: 2013. Provides a structured approach to case analysis and guides students and practitioners through the techniques that ensure high-quality analysis and recommendations. The Case Study Handbook by William C. Ellet. Call Number: HD30.4 .E435 2007. ISBN: 9781422101582. Publication Date: 2007. If you're enrolled in an executive ...

  10. PDF The Case Approach to Industrial Relations

    on Company and Union and Labor-Management Relations in Illini City - are typical of an intensified current interest in case studies of local industrial relations situations. The two articles which follow are , generally speaking , compressed versions of the conclusions of each study , by the original authors . Father Theodore V. Purcell is a ...

  11. Case study 2 solution

    EMPLOYMENT AND INDUSTRIAL RELATIONS FINAL ASSESSMENT CASE STUDY 2 SOLUTIONS. Compare the Trade Union movement in UK, Australia, Germany and Sweden? In doing so, also discuss the similarities and differences in their trade union movement history, and types of trade union in the 4 countries (4 marks). Country. Trade Union Movement History Types ...

  12. (PDF) Introduction to Industrial Relations

    Industrial relations is also described as the interdisciplinary study of employment relations (Kaufman, 1993), that provides a means by which collective bargaining or industrial actions through ...

  13. PDF title and content-OBH311

    • the nature of industrial relations • the need for the peaceful employer and employee relations • the different approaches to industrial relations 1.1 INTRODUCTION Industrial Relations (IR) has traditionally been a fire-fighting function in our country. The IR man comes into full play only after the crisis erupts. This is

  14. PDF Module 1: Introduction to Industiral Realations Unit-1 Industrial

    The term industrial relations has a broad as well as 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,

  15. Case Studies

    A guide to resources available through the Industrial Relations/Human Resources Library and the University of Toronto Library System Case Studies ... A Guide to Case Analysis, by McGraw-Hill (PDF) Cengage Learning - Analyzing and writing case studies ... Fee-based resource (not available through University of Toronto Libraries). A leader in ...


    Much before the assault case, Bata's chronically restive factory at Batanagar had always plagued by labor strife. In 1992, the factory was closed for four and a half months. In 1995, Bata entered into a 3-year bipartite agreement with the workers, represented by the then 10,000 strong BMU, which also had the West Bengal government as a signatory.

  17. HR Indya

    The Employee's Compensation (Amendment) Bill, 2016 was introduced in Lok Sabha on August 5, 2016 by the Minister for Labour and Employment, Mr. Bandaru Dattatreya. The Bill amends the Employee's Compensation Act, 1923. The Act provides payment of compensation to employees and their dependants in the case of injury by industrial accidents ...

  18. (PDF) Industry 4.0: A case study of industrial company transformation

    Industry 4.0: A case study of industrial company transformation into Smart Factory with an accent on internal logistics and production Conference: 36th International Business Information...


    Situation: The Acme Tube Company has for the last 10 years used 42" square reusable wooden boxes to ship custom length short tubing. During the past year the unit cost of a shipping box has soared from $14.50 to $40.00 per unit. In addition, box maintenance has gone up from $5 per year to $22 per year.

  20. (PDF) Human Resource Management: Case Study with Solutions

    Abstract. Human resource management (HRM) plays a vital role in organizations as it focuses on effectively managing the human capital to align with organizational goals and objectives. This ...

  21. HRM Case Studies With Solutions

    Solution for HRM Case Study 1. Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from the same college in the same year.

  22. Case Studies in Industrial Relations Solutions Manual

    Unlike static PDF Case Studies in Industrial Relations solution manuals or printed answer keys, our experts show you how to solve each problem step-by-step. No need to wait for office hours or assignments to be graded to find out where you took a wrong turn. You can check your reasoning as you tackle a problem using our interactive solutions ...

  23. Presentation Case Study

    Presentation Case Study - View presentation slides online. hi. hi. Open navigation menu. ... Industrial relations basically a process in which communication, ... INDUSTRIAL RELATION WORD.pdf. Sy BBA - 07 SANSKRUTI BALAPURE. MPRA Paper 6085. MPRA Paper 6085. Brey Callao.