A few decades ago, it was always assumed that labor, represented by strong Trade Unions, was the enemy number one of Management. There used to be a massive distrust between the two parties and not a single day passed, when each party would try to create trouble for the other, through means, fair and foul.
The advent of the advanced behavioral sciences research and the professionals trained in the nuances of such research, that is, the MBAs from the very famous B schools such as the Tata Institute of Social Sciences, Mumbai, started making a huge difference, and the entire approach towards labor changed from the excessive importance given to implementation of labor laws, to approaches aimed at securing the voluntary contribution of labor at all levels.
In reality, such attempts have succeeded to some extent. However, given the existing global environment where there is a huge amount of uncertain events, leading to increased cost of production and slowdown in global markets for most products, the relationship between Management and labor cannot be one of milk and honey flowing in all directions at any point in time.
Yet, there are some common guidelines that one needs to follow, and if these guidelines are strictly followed, the relationship can be better.
The first guideline is to build a climate of trust and discipline. If the Managers want labor to be disciplined, they need to be disciplined themselves. They need to set an example, Transparency and openness have to be really practiced. There can be no compromise in this respect.
Similarly, there is also an urgent need to treat organized labor as a business partner. The Japanese are experts in this field. Through very simple Quality Circles, they have not only involved the labor, but also brought about dramatic improvements in the latter's outlook. They have made a big difference to the quality of participation of labor in day to day work. In fact, Quality Circles have been a big success in many other cases, and it is always wise to learn from such good examples.
The third guidelines is to give a thrust to cost control, but by involving labor. Once this happens, their voluntary cooperation is very easy to obtain. For instance, in many organizations of the TVS group, there are suggestion schemes, which are basically exercises designed to cut cost, through innovative practices.
The fourth guideline is to at least have one yearly event, where the employees get together and participate in what may be called the 'Annual Day", with members of their families. Companies like BHEL have such exercises. Even if there is some money involved, the money is well spent, as the average employee gets a big chance to involve his family and show them the surroundings in which he would work on a given day.
The fifth guideline is to make the work place an interesting one, by giving them a little scope to involve themselves in social groups. Man is a social animal, and apart from the Quality Circles, if there are attempts to involve the labor in such groups, it can produce wonders.
The sixth guideline is to give away some small swards to workmen, like the Best Employee of the Month, Best Employee Suggestion for the Month, and so on. Once these wards are instituted, the workmen will be more than motivated.
The seventh guideline is to enable the employees to have meaningful relationships with their family members at home. When they have good relationships at home, they tend to have good relationships in the office as well.
Taking the help of professional counselors to wean away employees from very harmful practices like alcoholism, can indeed help a great deal.
The eighth guideline is to enable the employees to have a good say in community matters, particularly in social work in the immediate neighborhood.
For example, if the employees can contribute to blood donation camps, planting of trees, making the old age homes better places to live in through some work, and so on, the employees are very likely to develop mature outlook in work as well.
The next guideline is to institute some welfare measures to help employees to build their own homes, and save enough for the education of their children. They should be constantly educated about some schemes where some small savings done today, will have a big effect tomorrow.
These are days when every employee is worried about his future. Given such realities, it is but essential that Managements do something very urgently to address such concerns and help labor see a good amount of light at the end of the tunnel.
Contrary to all public perception, particularly those of line managers, labor is not at all bad in both intent and in behavior. If they are given meaningful space to do creative work, if they are involved, if they are listened to, and if their small grievances like quality of food in the canteen are resolved, we can make giant strides in inter-personal relationships.
The trick is to keep on trying. The trick is to never give up. Sincerity and honesty are very important indeed. Once this happens, there is bound to be a massive thrust in improvement of inter-personal relationships. In huge cities like New Delhi and Mumbai, the social life of workmen is subject to a huge amount of stress.
Serious attempts need to be made to address these concerns. Some short-sighted Managements attempt to cut costs drastically on canteen subsidy, and welfare measures. These things lead to wrong perceptions and opinions of labor.
There should be a very serious movement at securing the involvement of labor. Many organizations like the Aditya Birla Group, the Tatas, the TVS group of Chennai, the Murugappa Group of Chennai, and so on, have made great strides at innovative experiments.
These innovative measures often get discussed in various conferences as well. The trick is to constantly learn from such experiences and evolve some common denominators that can be implemented in a big way. Working around the problem, is much better than forgetting the problem.
If there are serious efforts on the part of any Management, inter-personal relationships between Management and labor, can be very healthy indeed.