The information that you have given is very exhaustive. Although I have been keeping track of all the printed material on the Maruti Case, I did not find much of the information that you have provided. I would request you to provide proper citation/references.
From India, New Delhi
1From India, New Delhi
Hi Everyone,
It's a good initiative taken by Ms. Bhargavi, presenting the issue concisely and opening it up for discussion. Since perceptions and analyses vary among individuals, it's time to reach a conclusion by considering all the pros and cons, learning from mistakes, and suggesting better ways to improve IR practices.
I hope that seniors will definitely share their views on this sensitive issue.
From India, Bangalore
It's a good initiative taken by Ms. Bhargavi, presenting the issue concisely and opening it up for discussion. Since perceptions and analyses vary among individuals, it's time to reach a conclusion by considering all the pros and cons, learning from mistakes, and suggesting better ways to improve IR practices.
I hope that seniors will definitely share their views on this sensitive issue.
From India, Bangalore
Dear Dhara,
Your slides are good but you need to delve deeper and address the problems more thoroughly. The ratio of permanent to temporary workforce is currently 30:70. While this ratio has been narrowed recently, is it truly a solution to the problem? Are workers being compensated fairly? If not, the government should step in with a solution. However, remuneration is not the only factor; HR professionals need to explore the underlying reasons more extensively. I believe adopting a cognitive approach in the actual work field will make a significant difference. Work supervisors must create a cohesive environment for smooth operations. Ultimately, they are the ones who are initially referred to as personnel managers.
Regards, Deepa Srivastava 9178570228
From India, Bhagalpur
Your slides are good but you need to delve deeper and address the problems more thoroughly. The ratio of permanent to temporary workforce is currently 30:70. While this ratio has been narrowed recently, is it truly a solution to the problem? Are workers being compensated fairly? If not, the government should step in with a solution. However, remuneration is not the only factor; HR professionals need to explore the underlying reasons more extensively. I believe adopting a cognitive approach in the actual work field will make a significant difference. Work supervisors must create a cohesive environment for smooth operations. Ultimately, they are the ones who are initially referred to as personnel managers.
Regards, Deepa Srivastava 9178570228
From India, Bhagalpur
Thank you, Bhargavi, for your post. I must say in India, companies think that they can do all their work by giving bribes. We should all stand up on this matter and try to implement friendly HR practices in our organizations, at least.
From India, Kolkata
From India, Kolkata
Hi Friends,
Our company is a manufacturing concern currently experiencing a situation similar to what MSL went through. Cost management is one of the key result areas (KRAs) for the HR Department, and you also need to monitor the productivity of each employee and ensure the effective utilization of available resources. As HR professionals, it is essential to meet your KRAs. It has been observed that when a contract or casual employee transitions to a regular employee, their efficiency levels tend to decrease. Some employees may become more undisciplined, especially when they are part of a union. Consequently, the HR department ends up spending more time dealing with frivolous issues rather than implementing innovative and constructive HR practices. Dealing with union-related matters is indeed very challenging. Union representatives often work with the sole aim of causing issues through hand-picked worker representatives and seeking favors from the management in disguise. Unionized workers can be very difficult to manage, leading to both workers and management becoming victims of the union representatives.
Can any of you suggest how to prevent a situation similar to what MSL faced?
Ram Singh
9892270790
From India, Mumbai
Our company is a manufacturing concern currently experiencing a situation similar to what MSL went through. Cost management is one of the key result areas (KRAs) for the HR Department, and you also need to monitor the productivity of each employee and ensure the effective utilization of available resources. As HR professionals, it is essential to meet your KRAs. It has been observed that when a contract or casual employee transitions to a regular employee, their efficiency levels tend to decrease. Some employees may become more undisciplined, especially when they are part of a union. Consequently, the HR department ends up spending more time dealing with frivolous issues rather than implementing innovative and constructive HR practices. Dealing with union-related matters is indeed very challenging. Union representatives often work with the sole aim of causing issues through hand-picked worker representatives and seeking favors from the management in disguise. Unionized workers can be very difficult to manage, leading to both workers and management becoming victims of the union representatives.
Can any of you suggest how to prevent a situation similar to what MSL faced?
Ram Singh
9892270790
From India, Mumbai
Management:
1. The supervisor had to be suspended, and a domestic inquiry has to be initiated against him as well.
2. Management needed to be transparent, rational, and must follow the principle of equality.
Workers:
1. The worker was only suspended for a domestic inquiry, not dismissed.
2. Why did they not wait for the domestic inquiry?
3. In a domestic inquiry, equal opportunity is always given to refute the charges and present evidence, to cross-examine the witnesses of management.
4. Why were the labor department not approached by any of the senior union leaders if working conditions were harsh, wages were low, and a large number of contract laborers were appointed?
5. Why were the workers who provoked and were involved in the violence not advised to also advise other workers to not take the law into their own hands?
Dear Bhargavi,
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.
(Ensure there is a single line break between paragraphs)
From India, New Delhi
1. The supervisor had to be suspended, and a domestic inquiry has to be initiated against him as well.
2. Management needed to be transparent, rational, and must follow the principle of equality.
Workers:
1. The worker was only suspended for a domestic inquiry, not dismissed.
2. Why did they not wait for the domestic inquiry?
3. In a domestic inquiry, equal opportunity is always given to refute the charges and present evidence, to cross-examine the witnesses of management.
4. Why were the labor department not approached by any of the senior union leaders if working conditions were harsh, wages were low, and a large number of contract laborers were appointed?
5. Why were the workers who provoked and were involved in the violence not advised to also advise other workers to not take the law into their own hands?
Dear Bhargavi,
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.
(Ensure there is a single line break between paragraphs)
From India, New Delhi
Dear Bhargavi,
On reading your case study, my reactions were similar to that of Mr. Anil Kumar Arora. On the face of it, it seems one-sided and biased - not objective and balanced. It's a well-known fact that the workers at MSL are handsomely paid. I may be wrong, but my feeling is that regular workers at any organization are a class apart from the contract workers and don't even mingle well - not to mention empathizing with them!
Regards,
rsdv
From India, Indore
On reading your case study, my reactions were similar to that of Mr. Anil Kumar Arora. On the face of it, it seems one-sided and biased - not objective and balanced. It's a well-known fact that the workers at MSL are handsomely paid. I may be wrong, but my feeling is that regular workers at any organization are a class apart from the contract workers and don't even mingle well - not to mention empathizing with them!
Regards,
rsdv
From India, Indore
Hi Bhargavi,
I appreciate the time and effort you took to conduct thorough research and prepare a report based on the study. However, please keep in mind that when you prepare a report or conduct a case study, it is essential to study both parties involved and present the positives and negatives of each side. The current report only reflects the perspective of one side, which is the workers of the company. It would be beneficial if you could equally analyze the company's viewpoint and then create a comprehensive report based on the findings from both parties.
Regardless, it was a good attempt. All the best.
From India, Kochi
I appreciate the time and effort you took to conduct thorough research and prepare a report based on the study. However, please keep in mind that when you prepare a report or conduct a case study, it is essential to study both parties involved and present the positives and negatives of each side. The current report only reflects the perspective of one side, which is the workers of the company. It would be beneficial if you could equally analyze the company's viewpoint and then create a comprehensive report based on the findings from both parties.
Regardless, it was a good attempt. All the best.
From India, Kochi
Dear Friends,
If you all want to understand the Maruti IR issues from a professional and academic perspective in totality, you can go through this case study published in the September 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 employee relations.
Regards,
Anil Kaushik
From India, Delhi
If you all want to understand the Maruti IR issues from a professional and academic perspective in totality, you can go through this case study published in the September 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 employee relations.
Regards,
Anil Kaushik
From India, Delhi
Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.