IRLL Module AssignmentName-Sonu Rajpal Batch – PCL-IRoll no-14109006

Assessment Front Sheet

IMPORTANT: Your assignment will not be accepted without the FRONT SHEET.

Campus: Aurangabad

Level: PCL-1

Module Name: Industrial Relation and Labour Laws

Student’s Name: Sonu Rajpal

Issued on: 01.12.10

Actual Submission Date:

13.12.10

Stream: PGPBE, HR

Year/Semester 2009- 2011

Assignment Type: Module Assignment

Assessor’s Name: Sonali Dutta mam

Reqd. Submission Date: 13.12.10

Submitted to : Sonali Dutta mam

Higher Level Skills

Students are expected to develop the following skills in this assignment:

Cognitive skills of critical thinking, analysis and synthesis. Effective use of communication and information technology for business applications. Effective self-management in terms of planning, motivation, initiative and enterprise.

Certificate by the Student:

Plagiarism is a serious College offence.

I certify that this is my own work. I have referenced all relevant materials.

______Sonu_________

(Student’s Name/Signatures)

EXPECTED OUTCOMES Assessment Criteria – To achieve each outcome a student must demonstrate the ability to :

Achieved (Y/N)

Understanding the significance of Training and Development

Compare the outcome of training and development by illustrating live case study

Understand various aspects to be taken into account while designing training model

Design and develop a training model and programme of any given organization

Identify and explain macro and micro environmental factors for Training design, considering the relevancy in prevailing environment in India.

Assignment Grading Summary (To be filled by the Assessor)

Grades Grade Descriptors Achieved Yes/No (Y / N)

P A Pass grade is achieved by meeting all the requirements defined.

M1 Identify and apply strategies to find appropriate solutions.

M2 Select/design and apply appropriate methods/techniques.

M3 Present and communicate appropriate findings.

D1Use critical reflection to evaluate own work and justify valid conclusions.

D2Ability to anticipate and solve complex tasks in relation to the assignment.

D3 Demonstrate convergent, lateral and creative thinking.

OVERALL ASSESSMENT GRADE:

TUTOR’S COMMENTS ON

ASSIGNMENT:

SUGGESTED MAKE UP PLAN

(applicable in case the student is asked to re-do the assignment)

REVISED ASSESSMENT GRADE

TUTOR’S COMMENT ON REVISEDWORK (IF ANY)

Date: Assessor’s Name / Signatures:

Case-Study

IR Problems at Toyota Kirloskar Motor Private Limited

On January 08, 2006, Toyota Motor Corporation's (Toyota) Indian joint venture company, Toyota Kirloskar Motor Private Limited (TKM) declared a lockout at its plant in Bidadi, Karnataka. The lockout came after two days of agitation by the plant's employees against the dismissal of three workers by the management. The strike was the outcome of an incident that occurred in February 2004 when the management suspended 15 employees on the grounds of disrupting work and for unruly behavior. In 2006, TKM dismissed three of these fifteen employees after a year-long investigation and appraisal of their performance. The management stated that the three employees had been dismissed due to their indiscipline and poor performance.

In response to the company's decision, the employees belonging to the TKM Employees' Union (TKMEU) decided to go on strike.

They alleged that the three employees had been dismissed because they had been actively participating in the functioning of the TKMEU and demanded that they be reinstated. As of January 2006, TKM had 2,358 employees on its rolls at Bidadi. Of these, 1,550 workers were members of the TKMEU.

Rejecting their demands, TKM's management stated that workers once dismissed would not be taken back. The workers immediately went on strike. The management then declared a lockout stating concern for the safety of the plant and the workers as the reason. It also added that the lockout would continue for an indefinite period until the work atmosphere became peaceful.

You are required to make a report of 2500 words covering the following.

Q1. What are the factors that lead to strikes and lockouts at a factory and the impact of such happenings on the employees and the company?

Q2. What are the HR policies adopted by organizations to prevent labor unrest at the workplace?

Q3. Examine the role played by the top management in ensuring peaceful working environment.

Q4. Analyze the role of external parties such as trade unions; political parties etc in disturbing the working environment in a company.

Toyota Kirloskar Motor Private Limited: As a joint venture between Kirloskar Group and Toyota Motor Corporation, Toyota Kirloskar Motor Private Limited (TKM) aims to play a major role in the development of the automotive industry and the creation of employment opportunities, not only through its dealer network, but also through ancillary industries.

TKM firmly believes that the success of this venture depends on providing high quality products and services to all valued customers through the efforts of its team members.

Factors that lead to strikes and lockouts:

The lockout came after two days of agitation by the plant's employees against the dismissal of three workers by the management. The strike was the outcome of an incident that occurred in February 2004 when the management suspended 15 employees on the grounds of disrupting work and for unruly behavior. In 2006, TKM dismissed three of these fifteen employees after a year-long investigation and appraisal of their performance. The management stated that the three employees had been dismissed due to their indiscipline and poor performance. In response to the company's decision, the employees belonging to the TKM Employees' Union (TKMEU) decided to go on strike.

TKM did not face any major problems due to the strike of the workers and the lockout at its plant, having ensured that the market supply was not affected by either. TKM had made appropriate arrangements to meet the market demand for its cars in the event of the talks failing between the management and the union...

TKM Statement the workers began their strike on January 06, 2006 Heavy workload and unfavourable working conditions. Ill workers were forced to work. Workers suffered from spinal cord problems and respiratory problems. Management failed to provide safety equipment to protect workers against paint and dust. Workers have to obtain permission from supervisors to visit the toilet. No proper and fair investigation conducted by management before dismissal of three workers.

Impact:

TKM did not face any major problems due to the strike of the workers and the lockout at its plant. TKM had made appropriate arrangement to meet the market demand for its cars if the talk between the management and union fails. It had trained about 700 people to work on the shop floor in case of emergencies. The company produced 30 vehicles per day.

Empowering employees.... to achieve perfection

TKM firmly believes that employees are the main source of strength for the organization.

The human resources management in Toyota seeks to create a corporate culture where values such as "Continuous Improvement" and "Respect for People" are fully reflected in all actual corporate and individual activities.

The company takes maximum care to ensure stability of employment and strives to improve working conditions.

To develop human resources and improve the technical skills of its employees, TKM's young team members are regularly sent to Japan, Indonesia and Taiwan for training programs. More than 425 team members have benefited from such programs at various Toyota plants worldwide.

TKM also believes in continuously improving its products and practices. Every team member is encouraged to give suggestions to improve the product, efficiency of processes or working conditions.

Employees are also appropriately rewarded for the same.

Thus TKM seeks to progress by empowering its employees.

Conclusion: The case of Toyota Kirloskar, therefore, points to an urgent need for challenging the irrational priority treatment of the Central and State governments for TNCs, by according public service utility status for instance, that curtails the right of workers to protest. Though workers are organized in Toyota Kirloskar, in many cases the collective actions do not translate into effective negotiations or settlements. Therefore, there is also a need to empower and support the unions through education and advocacy.