Tax & Labor Law Advocate
Pvt. Job- Hr Professional
Hrm, Admin, Ir
Binod Kumar Jha
Dgm Hr & Admin At Abir Infrastructures
Sr. Hr Executive
Assistant Manager- Hr
Ram Prasad Singh
Compensation And Benefit Head
Maintenance Of Hardware, Network Etc
Asst Manager - Hr, Inox
I am really shocked after reading this case study since it open many flaws of MSL. I am still confused wheather the Govt. is still going to take any action or not. The methods mentioned above to deal with labours are really good and we all know in every negotiation you should go for the win- win situation. But the MSL are not taking any action to listen to the problems of there labour. Definately MONEY corrupted the seniors and the bribe method was taken to solve every strike.
MSL case study should be circulated to every one and every one should know that the Japanese are not that good in Managing things when it comes to MSL.
feeling sorry for the labours since they were very ill treated by the MSL :(
Very Nice Post and very very much informative........
12th September 2012 From India, Muzaffarnagar
I have gone through the case study of yours relating to MSL. Its a good listen to all of us who are associated in HR Profession. MSL incident is just an eye opener for HR fraternity. Its high time that Govt. of India to think over the proper implementation of Industrial Dispute Act 1947 and related laws.
Nice informative post.
12th September 2012 From India, Siliguri
A True HR Person should know the labour laws well, the MSL authorities spends crores for HR Practices by leaving the real one IR Practices. Even, if you go through their Selection procedures for HR, it is purely HR only. It is revealed from the case study well, that every HR Person should know IR Practices too.
Especially when you working as "Plant HR" person, you should know labour laws too. Then only you can survive in the position. But this is not happened in MSL.
Thanks for sharing with the Society.
Thanks & Regards
Senior HR & IR Professional.
M: 098846 23097
14th September 2012 From India, Chennai
Well thanks for sharing these information that you have presented here but could you please share something about your motive/purpose of this CASE STUDY OF HR. I mean, are you the researcher, student and or what was the idea behind getting these all information.
“A Case studies can be used for descriptive, explanatory, or exploratory purposes” that I guess you forget to share with us.
Second, what are the sources and references of collection of these data/details?
See, as we all are well aware of the problems happened in the past months with MSL but to talk about a company and showing facts directly without any connection, base and motive/purpose, or doing a good research and knowing about their past Practices that may influence to many that can really not be a good thing. Therefore, while discussing we must not forget to share our motive and sources/reference that we are using to share the information. “Even the students are defined the value of them by their teachers on why references/sources are important for a project report and how to use it”
You and many of knows many of things from Media/ industry people and other about the problems emerged during the time that hit MSL and other industry people badly but still we people who are sitting outside and not a part of MSL can’t actually claim what happened there internally and became the main cause that made all these mess. However, we can learn by the things and take actions at our own by considering the issues we have in our knowledge.
Your effort are appreciated but to let you know that the information you have collected are containing many issues/points that are not actually existing. Perhaps you dont knows history of MSL and their HR Practices. Maruti Suzuki has won many national and international awards since it began production and has established many big platforms and learning example to this world by by their strategies, effective Manpower Planning, Employee welfare and many.
Like B. RAVIMURUGAN highlighting some valid and valuable points here beautiful which is true but some unfortunate conditions, uncertainties and mistakes of few people that cause these all mess in past months, can never be consider for accusing the system and HR practice there.
@B. RAVIMURUGAN I would like to express my sincere thanks to you.
But yes we must learn from the problems that MSL has also presented if you are not updated. To get updates on the same i request you to please do more research and read the news about them and about the actions that has taken by MSL
19th November 2012 From India, Gurgaon
Thanks for sharing this. it is really an eye opener in terms of labour relationship in manufacturing plant, many companies now are welcoming workers to escalate to higher level without interruption to make them feel heard.
Thanks & Regards,
22nd November 2012 From India, Bhagalpur
You have taken a lot of pain to study MSL. But few of the points which you mentioned are contradictory.
1. Practically, HR mangaer is a executor of policies, which are framed by the top management. If the top managment is not having good vision, HR Manager will be in-effective in such conditions.
2. Metality of Japanese and Indian do not match in any way. We are managed by Indians.
3. Why Shivkumar and Sonu Gujjar should not be blamed, who acted against the workers of MSL.
4. There have been a change in attitute of the workers, when they are put on the permanent cadre of the company.
5. MSL management has taken positive view by providing assitance for formation of Union. In fact they did good thing, so that industrial peace and harmony can be maintained
23rd November 2012 From India, Surat
Let us understand difference between Superstition and Science. Vaastu Shastra is a science like other science in the world.
There is no question arises to social stata of society. Rahul Gandhi being a son of Gandhi family, can work as labourer in MSL.
If workers feel that they are cheated by the management, then there is Govt machinary who can act prejudicially.
Yes, any person who is socially backward irrespect of cast or creed should be helped by all of us including Govt.
We need to study both sides of the coin, whether it is management or workers. One sided decesion is always harmful.
This is my person view as being in Industrial Relations for last thirty years.
With regards to your feelings.
23rd November 2012 From India, Surat
24th November 2012 From India, New Delhi
Its a good initiation taken by Ms. Bhargavi, projecting the issue in shot and opened it for discussions. Since, perception and analysis of individuals differ, its the time to give the actual conclusion referring all the pros and corns, learn from the mistakes and try to suggest the better ways keeping this as a alarm for IR practices.
Hope, Seniors will definetly put their views in this sensitive issue.
27th November 2012 From India, Bangalore
Your slides are good but need to know in depth and penetrate the problems stated. The ratio of permanent and Temp workforce is 30:70, they have narrowed the ratio recently but is it a solution of the problem? Are workers really compensated not fairly? Then Govt. should come forward with solution. But remuneration is not only reason, HR professional needs to penetrate deep into the real reason. I think cognitive approach in real work field will make a difference. Work Supervisor needs to make cohesive ambiance to work smoothly. Ultimately they are the one who are called personnel Manager first.
29th November 2012 From India, Bhagalpur
Ours is a manufacturing concern and right now we are going through the same phase what had been with MSL. Cost management is one of the KRAs for HR Department and also you have to see the productivity of each employee and the effective utilization of available resources. Obviously as HR professional, you have to score on your KRAs. It is so observed, when a contract or causal employee is made regular employee his efficiency level proportionately goes down. Some of them become more indiscipline especially when they are unionized. Ultimately HR department has to spend more time in dealing frivolous issues than implementing some innovative and constructive HR practices. Practically it is very challenging. Union rep works with single motive of creating problems with the help of hand picked so called workers rep and getting favour from the management in disguise. Unionized workers are really very tough to handle with and finally workers and management both become victims in the hands of Union representatives.
Can any of you suggest, how to pre- empt MSL kind of situation ??
2nd December 2012 From India, Mumbai
1.The supervisor had to be suspended and domestic inquiry has to be initiated against him also.
2.Management was need to be transparent,rational and must follow principle of equality.
1.The worker was only suspended for domestic inquiry not dismissed.
2.Why they have not waited for domestic inquiry?
3.In domestic inquiry equal opportunity always given to refute the charges and given his evidence,to cross examine the witness of management.
4.Why the labor department was not approached by any of the senior union leaders if working conditions were harsh, wages were low and large number of contract labor was appointed ?
5.Why the workers who provoked and involved in the violence not advised other workers also not to take law into their hand?
I completely disagree with the following points -
1.It is also important to be careful about the workers who have nothing to lose.
2.The workers are left with the only option of expressing anger at
8th December 2012 From India, New Delhi
On reading your case study my reactions were the similar to that of Mr. Anil Kumar Arora. On the face of it, it seems one sided and biased - not an objective and balanced one. Its a well known fact that the workers at MSL are handsomely paid. I may be wrong but my feeling is - regular workers at any organization are a class apart from the contract workers and don't even mingle well - what to talk of empathizing with them!
Regards - rsdv
10th December 2012 From India, Indore
I appreciate the time and effort you took to make a deep research and prepare a report based on the study...But pls keep in mind, whenever you prepare report or do a case study ... you need to study both the parties in the case and prepare positives and negatives of both sides.This report actually shows the details only from one side of the case which are the workers of the company. It will be good if u can equally make a study from the company's side as well and then make a clear report based on the findings from both the parties.
Anyways good attempt.. all the best
14th December 2012 From India, Kochi
If You all want to understand the Maruti IR issues from professional and academic perspective in totality, you can go through this case study published in Sep.12 issue of Business manager magazine.
This case study from the magazine has also been taken up for MBA students by many institutes to learn the intricacies of Employees relations.
16th December 2012 From India, Delhi
thanks for sharing the case , which is a very good lesson for all the HR persons to maintain a good culture in the organization for the fruit full of the company. Any how we have to think about the workers also as they are the peoples who contribute their efforts towards the company.
16th December 2012 From India, Mumbai
This is really interesting and useful for the freshers in the field of HR/ HR faternity..........
Thank you very much plz keep updating like this information for us ( freshers) to develop our professionallity...
17th December 2012 From India, Visakhapatnam
Thanks for posting this. To many friends, it may seem inappropriate that Maruti Suzuki has been named directly and opinions directed against them. But all these things are already in the public domain and you have only brought it up in this HR Forum. This is welcome. And it may not harm the interests of Maruti Suzuki if all of us patiently follow the threads and gather bits of critical comments for war gaming the turn of events and formalise our way ahead. It can happen in any company, anywhere in the world.
- Pain:Good for health. Every company, worth its name must compile their worst case studies, brainstorm and come to an understanding of what went wrong, where, why, since when!! Getting into a self congratulatory chuckle and a false belief of everything being hunky dory, is a sure sign of the impending storm. Pain is not bad, because it tells us the problem our body has, that needs to be cured. Not having a problem is not ideal for an organization..there are multiferous activities happening in a manufacturing unit...production, security, fire safety, raw materials, logistics etc.etc. and there would be issues that need to be resolved. As managers, we have to identify them fast, try to resolve, escalate it timely and advise the management appropriately, in a forthright manner. For heaven's sake, do not sugarcoat for fear of being blamed for the lapse. A stitch in time....!!
- What is in a name? For us Indians, it is everything. Big names are intimidating for sure. And therein comes an aura of invincibility, impeccability and infallibility. And when the occupants of such titanic ships sleep in a complacent slumber, no one would imagine that an iceberg may be on its way and their master captain may falter in timely course correction. I too was surprised at the turn of events. I had gone through the gruelling spells of TPM and Kaizen to understand the Japanese management methods. Implementation and indigenisation of any and every concept must always follow. We as managers, must understand that, like technology, even concepts become trite and need to be made specific to the current environment.
- Processes and ISO syndrome. ISO certifications are necessary in today's international business. We all know, following the misty and slippery haze of 9000/14000/18000/TSXXXX etc. and keeping pace with the gruelling audit schedules at the cost of productive interventions in the field is not easy. It comes at a huge cost..most of the CEOs are, in their heart of hearts, better without them. Thankfully they have now been integrated. But, they all talk about processes and documented procedures. And all HR managers know, it is not a rocket science. Well developed processes, procedures and systems are the lifelines of any company. What these ISOs do not teach us and cannot fathom is the art of man management. Labour relations is one such aspect. Getting certified and passing the audit muster is no barometer for either spring or autumn in an organization. It lies deep within.
- Managing Labour relations. It is too complex to be fully understood by any one of us. But what is clear is that human beings need to be led and not managed. We lead by personal example, transparency, humanness, shared values, walking the talk, sharing the fruits and respecting the sensibilities of the people we lead. And we manage them through sticks, policies, backdoor negotiations and rules. Managing is easy, leading is not, as leading requires us to let go of our comfort zones, restrict our privileges and devoting more time towards our workers. Leading evokes respect while managing is derogatory. A famous military vow that every army officer has to take goes like this...." safety, honour and welfare of your country ( your company) comes first...always and everytime...safety, honour and welfare of the men you command (workers) come next....your own safety and welfare come last..always and everytime." Can we replicate it for the company that we draw our sustenance from?
Abdul kalam, our ex president, as the boss in DRDO, is believed to have taken the children of a junior officer to a fair himself, as the officer was busy in his work and could not keep his promise of taking his children there...this he did without the officer even knowing about it. This is leadership. Do we remember all our workers...their family issues? Have we got involved in their daily hardships?? I dont know, how many of us do. But, a pat on the shoulder is worth many increments.
- Ownership. Are we ready to acknowledge that our work and hence that company we work for, has only remained a means of our sustenance/livelihood and its well being do not figure into our scheme of things. They remain the ladder through which we negotiate the snakes and reach to a higher position in another company. Instead of having meetings galore, do we spend enough time on factors really pushing productivity of workers rather than making pi charts and presenting them in good english during review meetings!! Are we advising the management correctly even at the cost of earning their ire and disturbing their game of golf or the goblet of chilled wine. As management, are we ready to listen to our line managers, pay heed to the emanating smoke and support them? There is a famous line..." war is too dangerous a matter to be left to the generals". Labour relations are also sensitive and needs a firm grip by the management. If everyone is playing safe and passing the buck - from AM-AGM to VP, who is going to bell the cat?
- Fancy for Cosmetic jargonism. HR seems to have collected such a treasure of fanciful terminologies and OD diagnostics that it has become incomprehensible by the general public, like me. It is scary, to say the least. And the companies, in a bid to outdo the other, compete and rustle after the plethora of such surgeons to get their house in order. Millions spent on such extravaganzas are justified. But, try and take a sanction for some hot water containers or better chairs for the workers rest rooms and you hit a bottleneck!! Spend small amounts in a productive manner for the workers and it yields geometric dividends. Please try it out. How many of us have seen companies spending lakhs on team building events for executives in star hotels but scuttling your bids for a fresh pair of sports uniforms for the cricket team!! Penny wise and .........!! I sometimes feel, like Indian policy makers and the parliament too, let us freeze any more interventions, any new HR policies and get hold of what is alreadepths of oury existing and try to implement it in true spirit. Let our practical approach to problem solving be simple and not become a host to the complex matrices and unfathomable depths as we come across while negotiating the minefield of appraisal forms.
Quality of Leaders. As Bhargavi has pointed out, any mismatch between the workers and their managers is bound to create friction. All our workers come from villages, with poor backgrounds and fixed beliefs. They have their own perceptions and expectations. We can drive our production. But we can not drive the workers. Productivity has to be induced through positive strokes, healthy interventions and good rapport between the managers and workers. Indian workers are not as demanding as their western counterparts and do not wish parity with the managers, as the western workers are entitled too and is permitted by their culture. Thus our managers, can really lead their workers very well, by being a part of them.
I thank you all and wish that such events do not descend in your organizations. Your positive approach would make things easier for future.
Thanks to Bhargavi. It is a problem, relevant for the whole industry and through this forum, lessons must emerge.
23rd December 2012 From India, Delhi
second this movement is pre-planned because they are well prepared for attack and....
third what ever may be the reason you don't have to become voilent for fullfilling your demands....
may be there is some failur on the part of the management and HR, but the labour politics is also responsible for the same...
i have seen many instance where unions are demands manu things which are not possible or sometimes supporting the worker which have faults on his side....
so this is a good study but i hope that the same also cover the part of HR/ Management that how they are feeling when they are getting blackmail by these unions....
Thanks & Regards
25th December 2012 From United States, Ashburn
I appreciate the write up and understanding about the matter which give us different perspective about the Incidence.
i am not aware about sources from where you have collected the data but i would like to tell the HR managers are not allowed in most of the organization to do the justice because policies are formed from top management and we have to implement that so we have very limited option to implement things on the ground reality .
I just suggest senior officials of any organization they must understand the ground reality and that can be only done by involving to lower level management.
28th December 2012 From India, Delhi
It was very informative & also enabling HR professionals to take right action, at bad times i.e industrial disputes.The concerns you emphasized is not only happening to MSL but also to its Vendors & ancillaries.
But the case u discussed also has a story of a GM HR, He was known to be very humble, favorable to mainly contract workers & a artist in negotiation skills.
A good labor cant take a live!!!
3rd January 2013 From India, Delhi
12th January 2013 From India, Dehra Dun
Thank you so much to share the thinking case study to us, in this case study says to us the importance of relation between the HR and the employees when a problem arise the concern no one can stop the problem so the HR wants to move carefully in the modern business environment we can argue about the topics but one can go deeply the problems it says a big corruption happen in the departmental wise the corruption successfully managed by the top level through the violence,we know clearly employees efforts or skill directly converted the production or profit of the company so the company could not make it an issues from the side of any employees especially the Japaneses firms,why am saying this matter in here because of the Japanese policy of HR not related to this cases They provide a life time employment in the employee then how it match the present situation, Here am once more quoted "we can play with the fire but we cant play with the employees" .
14th January 2013 From India, Ernakulam
You have unveiled the truth of Industries in our country. It is all same as Britishers were doing, Landlords (Jamindars) had done and are still doing in UP,MP, Bihar, Jharkhand and in many northern and Southern states, and Contractors are doing in our country. This reality of Exploitation, Autocracy is learned from Modern Management sciences developed in USA, Europe (Britain, France, Germany ) like other many countries.
Many Industries/Companies are practicing the same as Management has been practicing in MSL. In Pithampur (Near -Indore) Madhya Pradesh the industry Kinetic Honda Now Mahindra Motors, is doing the same.
Many Industries are preferring to employ contractual labour only but Managers are permanent. The salary/remunaeration given to employees- worker is rarely increased or increased as hundred two hundred only . But for Managers it is 20000, 500000. double trible.
What teh Managers do they suggest that the job which is done in 2 miniutes should be done in one minutes are two jobs in two minutes. To implement KAIZEN or the systems invented in USA, Japan but not the Salary in Japan.
16th January 2013 From India, Indore
Its realy gud to know about this case study. Its really shows one thing labour laws are always implies about labour wellfare and improve management productivity but here in MSL they implemented laws which is not providing wellfare of labour.
Dragedy is govt is not involved at any part..
18th January 2013 From India, Chennai
Your efforts are appreciable. The incident in MSL was a real lesson for the HR fraternity that the HR should rise to the expectations and emotions of the lower strata of manpower and modify the age-old policies and practices to take them along for a better standard of living.
21st January 2013 From India, Mumbai
I have gone through this Case study many times and tried not to comment on it but when ever I check Home it comes so I am just compelled to say few words.
1st the facts and figures mentioned are doubtful.
Secondly MSL is far better in all the spheres of Management then most of the Indian Companies.
3rdly the practice of Contract labor is an accepted fact in Indian Industries and unnecessary and illogical demands and labor unrest and biased labor Laws are responsible for this practice.
As a whole I feel the writer is biased against M S L and the Case Study is too one sided.
24th January 2013 From India, Delhi
30th January 2013 From India, Chennai
I have gone through your article and my observations are as under.
1. It is the prerogative of the management to decide the ratio of permanent workers vs. contract workers. So long they are paying the minimum wages and the facilities required as per law there is nothing wrong. In fact this practice is followed by most of the Navaratna companies of Govt. of India. The difference of wages of the permanent workers and the contract workers is also there in these companies and it is substantial.
2. There was a dispute as cited in the article between the supervisor and the worker which is common in the Industries. The issue is whether the industrial unrest was because it was not handled properly or other reasons. It apparently appears that the cited dispute may not be the correct reason there may be other reasons also.
3. As an HR specialist one should not only present the case, but also identify the problem and suggest solutions considering the practice in various industries. The article is not exactly case study; it is report of the incident at MSL.
4. It is requested that you consider the existing industrial scenario and then present the article because there are some interesting comments which are as follows
a. Permanent workers’ productivity is not high as that of contract workers. Why it is so?
b. In the article itself it is mentioned that the reasons for escalation of conflict was due to low wages, poor working conditions and large number of contract workers. How do you justify these whether the wages were lower than the permanent workers or minimum wages. What way the working conditions were poor? In a shop floor permanent and contract workers both have to work then how the conditions differ when the shop floor is same. How large number of contract workers matter. Are you suggesting that all these workers should be made permanent? With this prescription the labor dispute may be solved for the time being but the company will be dead. If it is a viable solution then giant PSU don’t do this.
c. Can you cite in India a company where union activities have boosted up productivity or have improved the conditions of the workmen?
5. I think in our system there is no proper check and balance either for the workmen/ Union or the management. Both try to exploit when they get an opportunity. Sometimes we are only responsible for this type of situation some HR managers just to show the efficiency or the saving made by them towards the cost to company curtail the benefit management is willing to give to its employees.
30th January 2013 From India, Vijayawada
Thanks a lot for sharing MSIL inside information and really it is worth reading and it should not happend if it is real.
I have been in HR Profeesion more than 20 years and worked MNC companies, what I feel, any reputed or progressive companies never go against to the workers. They know the Human resources are very important for their sustenance and development.
In top companies, there are certain elements generally provoke and bring unrest to the workers for their personal vendetaa or political gain. I just want to give one instance happened during my career, one of female employee sexually harassed by her male collegue. The affected girl secretarly reported the matter to HRD. HRD called the man and given serious warning and also issued disciplinary notice. After 15 days, the same man spreaded false information about management & management functioning and collected a group of people and start threatening to HR department on some other issues and finally went for total strike. Later, it was very difficult task to bring it down to control. Similarly many instances are there. As such, we need to check with both side of argument and decide on any issue.
1st February 2013 From India, Chennai
I do agree with Mr. Anil Arora & Mr. Ravimurgan. As an outsiders, without knowing the fact, we can't comment or apply our notions about any such Organization, People or Practices. Though, we all have sympathy with whatever happened, we must refrain from doing so. Moreover, knowing & being well versed with IR Laws actually helps a lot in such situation, because Laws & Systems- if use correctly can do wonders & prevent such possible situations. Also, pls be careful to post such case study or your personal views on any bigger platform as not everyone likes such direct Conclusion. So, I must say that, pls put/ write your Purpose or Objective of this case study, Sources & references, etc... (as correctly suggested by Mr. Anil). Pls do some more home work on the same. Hope you will not take any suggestion by Cite members personally, as its our responsibility to guide/ advice & put our convictions across to help each other.
7th February 2013 From Japan
I would like to thank and appreciate all of your efforts for sharing the valuable information related to the labour dispute happened in MSL. I would also like to emphasize on the labour welfare part. We need to understand their need and act accordingly. Only thinking of win - win situation as far as negotiation is concerned may not help for a long and healthy industrial relation and peace. really very informative case study... Diptiranjan Das
13th February 2013 From India, Keonjhar
Its totally shame to All HR Professionals that Many Popular organization are using contractual staff in HR Department after knowing very well that under CL (R&A) Act 1970 and rules 1971 organization can not engage on core activity. So i think all HR professionals is responsible for voilation of labour laws.
14th February 2013 From India, Mumbai
One point I want to stress is that, even though the MSL has earned the best management practices in the international forum, conditions in the India is different like culture, habits, education. The HR policies are in MSL are made by Japanese HR persons. They have little knowledge about the local customs and conditions, educations etc. Their policies may be well in Japan envirornment but it does not work in the Indian conditions. Same is in the case of NOKIA and Hyundai Motors also which are multinationals and even claim that best HR practices are implemented. Rise in cost of living, decrease in the real wages is creating frustation in the workforce not only in the MSL and other parts also. So first thing is to give the worker a comfortable living and good working conditions, social security and medical and health requirements to be fulfilled giving recognition to their efforts. We have to take care of these things to keep the employees happy.
26th February 2013 From India, Hyderabad
Can anyone explain the role of government machinery in MSL case? What was the role of ALC & DLC in regards to 70% contract labour deployment in running factory? Was there any legal case/show cause between Haryana Govt. & MSL?
2nd March 2013 From India, New Delhi
Most of the Managements ask the question " What can you save for us? Labour costs are going up, how can we accommodate this, cost of production will go up, for which many of the contractors do tricks in payscales, even minimum wages are not paid in many listed industries, workers are made to stay in rooms which are in unhealthy conditions, away from families, they are forced to work for more that 16 hours a day with single OT. Whenever they approach for leave are told "Tumhara kam kaun karega, Tum ko kam nahi chatha chale jao".
All these are again fabricated and shown to the relevant departments, where in authorities / officers take some bribe and say "ALL IS WELL".
Many just bothers about adherence to labour laws or statutory compliance measures. Thus, a much bigger approach is required to tackle.
Performance will be based on "Savings". So all the drama goes on. Many corporates do follow this approach. Also the population adds to the crisis, "TUM NAHI TO DOOSRA" is the buzz word.
GOD SAVE INDIA & INDIANS!
5th March 2013 From India, Bangalore
on that ugly day i was there.
at that time i was thinking that it was completely the misbehaved by worker.
But know i know that the situation of the time and some inappropriate steps
leads to this kind of tragedy. but yet worker's are only working because of there basic need other wise
maruti will be shuttered for whole.
9th March 2013 From India, Rohtak
We have to balance with Employee and Employer, let us take the ratio as 60% for the Employer and 40% for the Employee, but some of our HR not even considering for 20% ratio for the employees, that's why, they have been hit badly by a Group. Let us understand the real scenario and play our role well.
Thanks & Regards
B. RAVI MURUGAN
Senior HR & IR Professional.
20th March 2015 From India, Chennai
This case is an eye opener. But it has not awaken the Industries yet.
Many industry have yet to improve and treat human being (worker) as human being.
Still the Managers who a suggest to reduce time between processes and apply KAIZEN and other methods of Work improvement or so called Production and productivity increase. Managers suggest these and get hike in package, on the other hand the worker the real performer is squeezed into the system but his /her salary remains same (which happens to be 1/4 max. of the Managers).
Manesar Plant has possibly overlooked and appreciated the Managers only and ignored the human behaviour also.
Your write -up is still important and of value for the HR professionals and teachers/students.
4th January 2016 From India, Indore