Rajasthan High Court has summoned the Managing Director and Chief Managing Director of Rajasthan State Road Transport Corporation (RSRTC) to appear in person on February 3, 2026 in a contempt case tied to employee regularisation under a 1995 scheme. The petitioners argued RSRTC did not comply with an earlier High Court direction (2018) to consider them for regularisation, treating them as "deemed in service" based on a 1996 labour court award. The report says the High Court's single bench order was upheld by the division bench in 2020 and by the Supreme Court in 2021, yet RSRTC still refused regularisation via a 2024 order, citing grounds the court had already quashed earlier.
This is what employees experience as the most humiliating kind of organisational violence: not termination, but endless procedural denial. When a worker wins in court and still does not get the outcome, the message they receive is simple - "you can be right and still be powerless." That feeling spreads. It infects teams that are not even part of the case: they start questioning whether rules, seniority, and promises mean anything. It also changes how unions recruit support: not with ideology, but with proof that the system stalls until it is forced. In such climates, even honest managers begin to look complicit, because the institution teaches everyone the same lesson - patience is punished, escalation is rewarded.
For compliance leaders, contempt is the nightmare category because it is not about interpretation - it is about obedience to binding directions. Once courts start calling top brass personally, the risk shifts from HR policy to leadership credibility and individual accountability. This is where HR needs a hard control: a "court orders register" with owners, deadlines, evidence of actions taken, and escalation rules when departments attempt to relitigate what is already settled. Regularisation disputes also sit at the intersection of Industrial Disputes frameworks, service rules, and constitutional fairness expectations in public employment - meaning delays are not neutral, they create compounding legal exposure.
@TOI
When a worker wins in court but still loses in practice, what does that do to the legitimacy of the employer?
What governance mechanism would make it impossible for a court order to quietly "die" inside the organisation?
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7This is what employees experience as the most humiliating kind of organisational violence: not termination, but endless procedural denial. When a worker wins in court and still does not get the outcome, the message they receive is simple - "you can be right and still be powerless." That feeling spreads. It infects teams that are not even part of the case: they start questioning whether rules, seniority, and promises mean anything. It also changes how unions recruit support: not with ideology, but with proof that the system stalls until it is forced. In such climates, even honest managers begin to look complicit, because the institution teaches everyone the same lesson - patience is punished, escalation is rewarded.
For compliance leaders, contempt is the nightmare category because it is not about interpretation - it is about obedience to binding directions. Once courts start calling top brass personally, the risk shifts from HR policy to leadership credibility and individual accountability. This is where HR needs a hard control: a "court orders register" with owners, deadlines, evidence of actions taken, and escalation rules when departments attempt to relitigate what is already settled. Regularisation disputes also sit at the intersection of Industrial Disputes frameworks, service rules, and constitutional fairness expectations in public employment - meaning delays are not neutral, they create compounding legal exposure.
@TOI
When a worker wins in court but still loses in practice, what does that do to the legitimacy of the employer?
What governance mechanism would make it impossible for a court order to quietly "die" inside the organisation?
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