CHAPTER V1
TRADE UNION LEADERSHIP
6.1.1 The Concept of Leadership
6.1.2 Leadership Functions
6.1.3 Dimensions in Trade Union Leadership
6.1.4 Big Name Leaders
6.1.5 Politics and Union Leadership.
6.1.6 Leadership and Motivation
6.2.1 Leaders in Action
6.2.2 Factors contributing to the emergence of Trade Union Movements
6.2.3 Membership Drive
6.2.4 Leaders' Perception of Members' Expectations
6.2.5 Union Goals and Leaders' Achievement
6.2.6 Leaders' Perception of Initial Goals of the Unions
6.2.7 Leaders' Perception of the Present Goals of the Unions
6.2.8 Factors Contributing to the Leaders' Success
6.2.9 Strategies and Weapons of Union Leaders
6.2.10 Reasons for Failure and Pursuance of Unsolved Issues
6.2.11 Participation in Management
6.2.12 Managerial Personnel's Opinion Regarding Leadership
6.2.13 Conclusion
References
6.1.1 The Concept of Leadership
Leadership may be defined as a position of power held by an individual in
a group, wh~chprovides him with an opportunity to exercise interpersonal
influence on the group members for mobilising and directing their efforts towards
certain goals. The leader, at the centre of a group's power structure, keeps the
group together, infuses life into it, moves it towards its goals and maintains its
momentum.
He may emerge in a group by virtue of his personality
characteristics and qualities or by virtue of common consent by group members.
He continues in the leadership position at the pleasure of group members
collectively. 1.eadcrship position exists in most group settings irrcspcct~vcof thc
size of the group. For example a leader of national or international standing
commands wide spread influence over a large number of people while the
influence of the leader of a small work group in an organisation is very limited.
Both are leaders in their own right and fulfil the definition of leadership.
Leadership is an influence process. The leader is in a position to shape,
regulate control and change the attitudes, behaviour and performance of his
group members. In a group, leader and his followers play the roles expected of
them and thereby seek to justify their respective positions. Some leaders may be
able to play their roles effectively whereby, they succeed in getting the willing
co-operation and commitment of their followers, beyond the normal call of duty.
Great leaders can be identified in many walks of life who command tremendous
influence and prestige. At the same time, there are also many weak leaders who
are barely able to get things done. Much depends on the abilities, and behaviour
of leaders, the nature and characteristics of group members and the interplay of
various forces in the situation.
In any group situation, the leader has a few basis of power by virtue of
which he is in a position to influence the behaviour of group members. They are
(a) knowledge; information and experience. (b) resources for dispensing favours,
rewards and penalties, (c) formal authority (d) charisma (e) distinct personality
characteristics like for example, will to dominate, ability to establish rapport, skill
to communicate, identify with and understand people's decisiveness and so on.
Skilful use of this power basis by a leader is likely to bring success to him and
success in some cases adds to power of the leader. A successful leader gains
more credibility in the eyes of the people, they often tend to ignore other
deficiencies in him; they resolve to adhere to him and allow themselves to be
further exposed to his influence attempts. In this way some leaders entrench
themselves in their positions. Some even misuse their power and often get away
with it. Powcr carries with it an equal amount of responsibility. Leaders who
relate their power with responsibility in a consistent manner are more successful
in their influence than otherwise.
In a sense, the essence of leadership is influence based on dom~nance
over persuasive and social skills which go beyond the exercise of power in a new
manna-. It 1s an influence to make the group march towards goal achievement
even in the faces of a series of internal and external obstacles. It is an influence
to make the group perform much more than routine compliance with normal
expectations. It is an influence to make the group maintain its morale and
continue to innovate in crisis situations.
In formal organisation, leaders occupy designated positions and command
position power which is also called formal authority. Their leadership may or
may not be solely based on formal authority. They may command other sources
of power also which we have stated earlier. In some organisations, especially
business and other related organisations, managers or administrators are leaders
of their groups. They d i s c h q e the role of leadershp in relation to their group
members.
A sort of leader -follower influence relationship exists between a
manager and his subordinates.
Managers at different levels need different
combinations of skills- institutional skills, conceptual analytical skills,
administrative skills, human relations skills and technical sk~lls. For example,
top managers need more institutional and conceptual analytical skills than
managers at lower levels. A first line supervisor requires technical and human
relations skills to a considerable degree.
6.1.2 Leadership Functions
A leader, whether formal or informal, is required to undertake several
functions in relation to his group. He has to trust the group into a cohesive,
disciplined and working unit. He has to give a sense of direction to his yroup
members to develop, mobilise and utilise their efforts towards meaninghl ends.
He has to interact with, inspire and arouse group members to perform well. He
has to create the required environment and design the needed facilities and
reward structure in whch group members can effectively work towards group
goals and drive satisfaction.
He has to provide support to his group by
understanding their values, needs and expectations and helping them to achieve
them within the work setting as far as possible. He has to resolve conflict in the
group and make the group adjust to changes and cope with crisis so as to survive
and achieve group goals.
The essential basis of leadership is power, which gives leaders the
generalised abllity to command.
Power itself has its basis in knowledge,
resources, reward and coercion, power may have legitimacy but not legality.
To a considerable extent, the leader derives his power from the fact of
acceptance of h ~ sleadership by a set of followers who form the source of
emergence and sustenance of the leader.
Influence is some times reciprocal between the leader and his followers.
They influence each other and it is often difficult to determine who influences
whom and to what extent in each case.
Leaders at once shape and reflect the values, aspirations and views of
their followers. They interact with their followers on a social basis identify
themselves with the basic interests of the group which they lead and promote
reciprocal loyalty and cohesiveness.
Leadership is an emotional and political
process.
Leaders are
emotionally involved with their goals and with their followers. They suffer the
consequence of their adverse decisions personally. The inter-play of emotion is
more than that of reason in the case of leadership.
Leaders operate in an unstructured, open, flexible and dynamic setting.
Roles, rules and relationshps are not well defined. The influences operating on
leaders are diverse, complex, conflicting and ever changing.
L.eaders c~theremerge out of the situation or are elected by a group of
people, whether large or small.
Some get leadership training on the job.
Ixadersh~pdoes not have any pretensions for professionalism.
The inducements, rewards and sanctions whch leaders offer to their
followers are more intangible and qualitative in nature. Many leaders give
weightage to follower satisfaction rather than to their efficiency and productivity
satisfaction is a subjective and abstract factor.
6.1.3 Dimensions in Trade Union Leadership
As formal organisations, trade unions are goal-oriented organisations and
they have evolved certain institutionalised practices to realise their goals. This
does not come by a process of socialisation operates in order to secure the right
type of leaders.
One of the most crucial factors in this sphere is the leadership that is
prov~ded.l'he leadership provides the directions and goals for a particular union.
The leader's task is to make the union effective, by improving the terms and
conditions of employment of the worker and also by being concerned with the
liability of the enterprise. The trade union organisation based as it is, in many
cases on individuals or the national federation and
their ideologies, has not
been able to evolve professional cadre of leadership at the grass roots to the
desired extent. In fact, quite often, a single union executive leader is responsible
for running a large number of unions.
"
A survey of Trade Union leadership in
Bombay in 1960 showed that one leader was President of
17 unions and
Secretary of two more. Another was an office bearer of 20 unions."' R.J. Meath
is President of the Free Trade Unions which control more than 14 unions2 This
brings us to a consideration of the next issue, ie. outside leadership Vs internal
leadership. In fact, the Trade Union Act of 1926 makes a provision for this and
allows for
organlsation.l
10% of the leadership to be from outside the sphere of
the
An outside leader is one who is not a full time employee of the
organisation, whereas the internal leader is such a person. Many lawyers and
politicians have been union leaders in the early part of their careers.. There are
advantages and disadvantages in both the systems. The "outsider" leader has a
knowledge of' Industrial Practices in comparable organisation and therefore has
more experience when he comes to the negotiating table to bargain. If he is a
politicians or a person with strong political links then he may be able to set some
advantages either in terms of policy
or in terms of implementation of
administrative action , especially if he belongs to or has linkages with the ruling
party On the other hand his involvement with the plant level problems is much
less as he is not on the shop floor to understand the intricate issues applicable to a
particular plant, not been an employee of the enterprise or an insider, he lacks
the requ~reddepth of understanding of local issues and specifics. The outsiders
is a professional who has many units under his wing all of which demand his
time, including the larger function of liaison. The insider would not only have
greater knowledge of the enterprise specifies but also have more time for
sustained work, betng concerned as he is with just one enterprise. Also, external
issues and ideologies are not unnecessarily included which could happen when
outside leaders are in control for whom ideology may be more important than
getting the best deal under the circumstances.
The leadership role in a trade union has a variety of demands placed on it.
Not only does it require a certain amount of technical knowledge of the nature of
business of the particular organisation, but also a sympathetic understanding of
the workers, their attitude and their problems. A certain amount of commitment
and empathy for a cause, even in uncertain conditions, is necessary. Till now the
attraction for persons entering this occupation has been the possibility of a
political career in the future
The chief feature of Trade Union movement in Kerala has been the
continued dominance of outside leadership even to the present day. In every
country outside leaders have guided the trade union movement in the initial
stages. But the leadership gradually passed on to the workers themselves. When
the trade union movement had attained maturity the outside element liquidated
itself leaving the leadaship in the hands of the workers. Very few trade unions
have been organised by the workers.
"The presence of outsiders was rather inevitable in the beginning It is
likely to continue for some time to come. Workers in India are illiterate and
uneducated. They lack that knowledge, education and ability which is necessary
for an efficient and successful leader. They lack that confidence which will
permit them to meet employees or their representatives on an equal footing. The
fear of victinlisation was too powerful to attract leadership from amongst the
workers. Moreover, the association of eminent leaders, gave prestige and status
to trade unions in the eyes of management, the public and the workers. This was
more so because of the overwhelming importance of known
-
economic and
chiefly political problems that were before the count~y".~
Before independence the labour movement was bound to play a secondary
role. Conditions have changed since 1947. "In an independent India the labour
movement should not play a subsidiary role. If trade unionism is to succeed and
get popular support must clearly and publicly avow the policy of the common
men, it must be a movement of the down trodden to bring about a changed social
order based on justice and common good.5
All agree that leadership must come from the rank of labourers
themselves. That outsiders may use trade unions as passing the game of power
politics is also true.
Another disquieting feature of Trade Union is the "outside" leadership i.e.
1,cadership of 'Trade Union by persons who are professional politicians and
lawyers and doctors and who have no history of physical work in the Industry.
This is leadership by 'intellectuals' rather than by workers. It applies at the local
as well as at the national level.6 There are several reasons for this phenomenon,
namely
1 . The rank and the fle are largely illiterate, they cannot, therefore, effectively
communicate with the management.
2. Men in managerial positions are generally members of castes which are
higher in hierarchy than those of the rank and file unionists. Therefore, in
any dealings with the management , particularly of the face- to face variety,
the psychological advantage lies with the management.
3 . For ensuring a measure of equation of power in collective bargaining where
the workers are generally uneducated and have a low status.
4. For avoiding victimisation of worker - office bearers of trade unions: and
5. At times for lack of financial resources to appoint whole-time ofice bearers
These political leaders are inevitably concerned with "maximising their
individual standing as political leaders rather than with maximising the average
or aggregate wage of their members".'
Further, in bigger unions, direct contact
with the rank and file membership and the top leaders is missing because of
their hold on a number of trade unions in varied fields, they fail to pay adequate
attentions to any one union. Again, their union leaders are often not adequately
aware of the actual needs and pressing problems of the members.
They,
therefore, effectively cannot put forth the case of the union.
Outside leadershp of unions leads to political unionism (each union
having allegiance to a different political party), which, in turn, leads to the
multiplicity of unions and to intra-union rivalry, whch causes low membership
leading to unsound finances and, in turn, lack of welfare and other constructive
activities which may infuse strength into unions, and so, to conduct collective
bargaining effectively, the union depend on outside leadership , and the vicious
circle goes on and on.
Over and again, it has been realised that
"
a reorientation of policy is
desirable by a switch - over to working class leadership". The National
Commission on labour gave a good deal of thought to the issue whether outside
leadership should be retained. It felt, "There should be no bar on non
employees holding positions in the executive body of the unions as that would be
a very drastic step". The Commission also refers to the ILO convention (No 87)
concerning "Freedom of association and protection of the right to organise, and
the workers organisation shall have the right to elect their representatives in full
freedom
The Commission's
own estimate was that outsiders in the unions
executive bodies would be about 10 % much less than the number legally
permitted. It makes the following recommendations to deal with the problems of
outside leadershipX
1 . Ex-employees of an industrial enterprise should not be treated as outsiders.
2. Intensification of worker's education
3 . Penalties for victimisation and similar unfair labour practices such as would
discourage the growth of internal leadership.
4. Intensification of efforts by trade union organisers to train workers in union
organisation
5 . Limiting the proportion of outsiders in the union executive in the following
manner:
I . Membership below 1,000
No of outsiders should not
be more than 10%
2. Membership between 1,000 and 10,000
20%
3. Above 10,000
3 0%
4. The permissible limit for industry-wise
30%
unions should be
6. Establishment of a convention that no union ofice bearer will concurrently
hold an office in a political party.
Leadership, however, should be promoted from within the rank and file
and given more responsible role. The initiative should come from the workers
themselves through the launching of a vigorous programme for worker's
education. This will enable them to participate in decision making and managing
the union affairs effectively. Trade union education and worker's education will
streamline politics, free democratic trade union organisations and gear them up to
higher standards of efliciency.
The Government of India, while drawing up the scheme of worker's
participation in October 1975, had laid down a legitimate condition that no nonworker would be allowed to become a member of the shop council of joint
council in any industrial enterprise. In the scheme for the representation of
worker's representatives in public sector enterprise, the same revision had been
made. The organisations of white-collar workers engaged in services and
distribution trades e.g.: posts and telegraphs, defence industries, banking and
insurance, journalism, teaching at the primary, secondary, and university levels,
and public services, water works, power houses, municipalities, government
offices, hospitals etc. are mostly characterised by " inside" leadership.
The pol~cynow seems to be to build up an effective leadership for the
trade union movement in India from the ranks of the workers. Although section
22 of the Trade Union Act, 1926, requires that "not less than one half of the total
number of the office bearers of every registered trade union shall be persons
actually employed or engaged in an industry with which the trade union is
concerned," in practice, "outsiders, in the union executive are estimated to be
about 10%, much less than the number legally permitted.9
The Indian trade unions have alliance with political parties. In the initial
stages of the movement, the alliance was with the Indian National Congress,
which had launched the Swadeshi movement, the Khilafat movement, the nonco-operation movement and the civil disobedience movement.
The working
class was associated with these movements in the struggle for freedom.
6.1.4 Big Name Leaders
~ogaert"'and
aid"
have referred to prominent men who come from
different professions including the political field, and become leaders. Their
primary contribution lies in lending an image to the union and enhancing
prestige, though there are some who take up a full time career with union works.
They may or may not be industrial employees. In the study there were such
categories but with a distinction. In fact big-name leaders come from both ranks.
i.e. inside and outside groups.
Their impact was also varied.
Tneir case
histories will be interesting to note.
The non-industrial professional cum-big name leaders Mr.'X' had a white
collar background. He was a graduate and his profession was journalism and
became a full t ~ m etrade union leader. He was leading unions under INTUC
affiliation in Kerala and AITUC. The history of two other INTUC professional
cum big name leaders was a little different. Mr. 'Y' was an ex-employee leader.
He joined union work while he was an employee in a factory in Kerala. He had
achieved money in Kerala politics.
His charismatic personality was able to
obtain workers loyalty and unions led by him were recognised by management.
Both of them became big-name leaders and the workers identified unions with
their name.
There was another big name professional cum-politician-cum inside
leader from AITUC. He was an ex-employee who joined union and then held
political ofice with CPI ticket. He was an ex-Congress. He secured entry in
the state legislature. He was well known like MTY in the AITUC led union.
6.1.5 Politics and Union Leadership
Hence unions should be able to influence the political society or the state
to create a favourable environment for their healthy growth.
According to
~ennedy'\olitical unionism may mean that unions are politically conscious and
the movement politically divided, that the parties are at some pains to maintain
and influence thelr representative labour fronts, that unions and the parties with
which they are associated, are in ideological agreement that co-operate in trying
to achieve their objectives by winning elections and other political action, and
that parties and unions share a good deal of leadership in common. Indian
unions are political in all their ways and with certain consequences. But none is
decisive in determining the most critical thing we want to know about politics in
unions- how far unions are controlled by parties or more broadly, to what extent
unions are governed by political considerations that are irrelevant to or in conflict
with employment relations interests of their members.
"In a developing society like Kerala trade unions are inevitably political
but not necessarily dominated by parties.
The degree of their political
independence is closely related to their organisational strength, the character of
their leadership and the extent to whch they have genuine bargaining relation
with employers.
These experts admit the inevitability of the politician's interest in
unionism but what it cautions against is political domination of union activity
which may jeopardise the economic h c t i o n s of unions and this function is the
primary reason for the existence of unions. Organisational strength, acceptance
by the management of collective bargaining which is the most important
instrument of union success and the leadership pattern which can keep political
and union functions separated are the three safeguards against politicisation of
unions.
"One of the biggest problems which the country's trade union movement
faces is the influence of political parties"'3 i.e. the most distressing feature is its
political character
.
In t h ~ sconnection, Harold Crouch observes, "Even to the
most casual observer of the Indian Trade Union scene, it must be clear that much
of the behaviour of Indian Unions, whether, it be militant or passive behaviour
can be explained in political
"Trade union multiplicity in India is directly traceable to the domination
and control of the trade union movement by rival political parties. The clay of
unionism is possibly effervescent industrial labourers, but the sculptors chiselling
it into shape have certainly been members of political parties."'5
Political interest of the leaders or the political party need not necessarily
affect adversely union interests, provided the leadership is able to distinguish
between their activities and institutional identities from political parties to which
they belong. A leader could serve the union as a body to foster the labour interest
which may necessitate action in political field also, for instance labour legislation
as against the leader whose primary interest is outside the trade unionism per se
and who wants to use it as means of attaining extra-union objectives which was
generally the pattern with communist led unions under study,
We are, therefore, of the view that the problem of political unionism can
be solved if a sound trade union education is imparted to workers so that a body
of competent, well disciplined trade union leaders may be raised from among the
rank and file of the workers themselves.
6.1.6 Leadership and Motivation
There is a close relationship between leadership and motivation.
Leadership is an Influence system to motivate subordinates to participate in
achievement of group or organisational goals. As an initiator of the motivation
process, the leader should understand the inner drives and needs of group
members and should enliven their interests in fulfilling their needs through their
association with group or organisational effort.
Outsiders are guiding and are still influencing trade union policies
because our workers do not have that ability, skill and knowledge that is
demanded of an efficient and good labour leader.
They are illiterate and
uneducated. As long as these deficiencies continue outsiders will be there. The
solution lies in spreading education amongst workers and providing them
training for labour leadership. The fear of victimisation for trade union work must
be removed. This presupposes a changed attitude on the part of employees.
Above all, we must have confidence in our working classes. They have the
capacity to distinguish between leaders and dislodge the unscrupulous ones.
The study was designed to ascertain, on a sample basis, the prevailing
social and political alignments of the trade union leadership in Kerala, its
perception of its own role and that of others, the nature and extent of its
militancy, its po~ntof view on problems relating to the workers class in general
and the trade unlon movement in particular, and its style of functioning. It was
also considered desirable to correlate these with such factors as age, religion,
caste, rurallurban background, educational level and other data on the personal
backgrounds of the respondents. Though the collected data were analysed on a
statistical basts, the technique of the study was in many ways an amalgamation of
the statistical sampling and case study methods. The survey also aimed at a study
to the role of the state-level leadership of the union organisations in relation to
their affiliates and its views on certain social, economic and political issues of
national importance.
6.2.1 Leaders in Action
A study of the trade union problems as perceived by the trade union
leaders, workers and managerial personnel is given below.
Union leader performs certain tasks in the course of goal accomplishment.
The success or other wise of the leader in the achievement of the goals depends
upon how he performs the tasks involved in it. The performance of the leader, in
its turn depends upon the skills, qualities and styles of leadership cultivated by
him. The union leader has to perform certain tasks within and outside the union
organization for the fulfillment of union goals. Within the union organization, the
leader has to perform such tasks as building up membership, ensuring discipline,
strengthening the financial position conducting meetings, determining goals etc.
outside the union organisation, the leader has to come into interaction with the
management and also sometimes, with the government and political parties.
While it is attempted to examine and asses the performance of the leaders of
various tasks within the union organisation, their performance outside union
organization is also studied.
In order to understand the views of the workers regarding trade union
leadership some questions were asked to them. The analysis are given in tables
6.1 to 6.4.
Table 6.1
Others
50.8%
6.6%
41%
1.7%
35.6%
25
1
10
3
39
64.3%
3.5%
25%
7.1%
15.6%
121
24
99
6
250
48.2%
9.8%
39.6%
2.4%
100
Source: Primary Data
On being asked about the reasons why non-workers become leaders of
working class unlons the responses of the workers were interesting.
48.2 per
cent of all workers were of opinion that the political leadership which controlled
trade unions was responsible for this state of affairs. When 40% of CITU
workers agreed to this view, 50.8% members of INTUC supported. Workers
supporting t h ~ view
s
were maximum (64.3%) among members of various other
unions. 39.6% of workers of all unions supported the view that
non-worker
leaders were necessary for effective bargaining. CITU members supporting
TNTUC members were 41% and other unions 25 %.
were 44% and
Incompetency of workers was considered as the reason by 9.8% of workers. In
fact all the above factors contributed as causes for non-workers taking leadership
in some industries
Table 6.2
i
Total
13.2%
28.0%
28.00h
25.5
5.3 %
15.6%
49
46
93
50
12
250
19.5%
18.6%
37.2%
19.9
4.8%
100
Source: Primary data
This is a statement on which a maximum of 37.2% of all workers did not
give any opinion. One reason may be their indifference and at least some of them
may not be able to decide the class to which the leaders belong.Those who
strongly agree and agree that upper middle class dominated union leadership are
19.5% and 18.6% respectively. About 25% of all workers disagree to
the
statement. There are not much variations in the percentages among CITU,
INTUC and other unions
In fact, the proportion of leaders among upper middle class may be higher
than their proportion among workers. Lower class persons also may be among
leaders and that is why a sizable portion of workers disagree to the statement.
This indicates there is no serious problem about the class of leadership
Table 6.3
Accessibility of Trade Union Leaders to Workers
Trade Union
Yes
No
Total
c1mc
100
22
122
69.1%
30.9%
35.6%
24
15
39
62.2%
37.8%
15.6%
Others
.
Total
Source: Primary data
According to 73.9% workers
trade union leaders are readily accessible
to workers. The percentage is as high as 8 1.7% among CITU workers. CITU
leaders may be maximum from the working class and they may be keeping
closer contact with rank and file malang them maximum popular. INTUC
leaders are lesser accessible (69.1%) and with other union members popularity
dwindles to 62.6% According to 37.8% workers of other unions leaders are not
readily accessible
Success of trade union activity and its effectiveness depend on the coordination by the leadership which makes the leader popular. Easy accessibility
is one of the factors which makes the leader popular. Dedication , commitment
and involvement of the trade union leader are some of the other factors which
makes him the real leader.
Table 6.4
Efforts by Leaders for Redressal o f Grievances o f Workers
Source Primary data
As high as
78.3% workers of all unions
agreed that
trade union
leaders t i e d their best for redressal of their gnevances. This affirmation of faith
in the leadership is 83.3% from CITU workers, 76.2% From INTUC workers
and 68.4% from other unions.
While faith in the leadership is essential and good for
effective
hnctioning of unions , it is the real qualities like hard work, sincerity of
purpose, commitment and dedication
that will
briny hue fruits of
tradeunionism to the workers. One has to be convinced that the workers are
expressing their genuine feelings about the role of their leaders
as they
understand.
This is a question directly showing the faith of the employees in the
sincerity of their leaders. By and large majority of the employees show full faith
in their leaders
Age of file Kesponderzts
Age plays one of the most important roles in choice of the leaders. In
order to become a leader experience and maturity are required which come only
with age. But the duties of the leaders are so hard and require physical strength
and stamina. Thus leaders are found only From amongst particular age group.
Aye wise distribution of leaders is shown in table below.
Table 6.5
Age of the Trade Union Leaders
Age o f the respondents
No. o f respondents
30-40
20
40-50
54
50-60
26
Total
100
Source: Primary data
I t i s clear that most of the trade union leaders are from
the rn~ddlcage
group (40.50)
Sex ofthe Ke.s/~ondetl/.s
The leadership is still almost monopolised by male workers. Females play
an insignificant part among leaders. Out of 100 ofice bearers interviewed, there
were only two female leaders. It is seen that female office bearers are extremely
few. This may be the result of lower percentage of higher education among
females and conservative social outlook. But the scenario is gradually changing.
6.2.2 Factors Contributing to the Emergence o f Trade lJnionMovement
The leaders were asked what are the factors leading to the emergence of
trade union movement in Kerala.
Factors 1,eading to the Emergence of Trade Union Mo~~emenf
Table 6.6
Social Reasons
Reasons
I
I
/
/
2
1
3
Induction of lower caste persons as
industrial workers
Percentage
I
I
Social disabilities of lower caste
/
Caste stratification and the exploitation of
29%
I
20%
I
I
20%
lower caste
4
Sectarian background of the workers
5
Other reasons
31%
0
1
Source: Primary data
Trade union leaders in different industries were asked for their opinion
about the factors which contributed towards emergence of trade union
movement. Out of the 100 Trade Union leaders who were asked about the social
reasons 29% were of the opinion that induction of lower caste persons as
industrial workers was the main social reason. 20% leaders gave social
disabilities of lower castes as the reason while another 20% gave the reason as
caste stratification and the resulting exploitation of lower caste. A majority of
3 1% gave the factors as sectarian background of the workers. It was above all a
social and economic necessity at that point of time or histor).. This is not to
underestimate relevance and validity of the reasons mentioned above.
Table 6.7
Economic Reasons
-
SI. No.
Reasons
Percentage
1
Poverty among the workers
8%
2
Law wages
11%
3
Other reasons
7%
Source: Primary data
TOthe question about economic factors that led to the emergence of trade
union movement 82% gave it as poverty among the workers and their
exploitation while 11% gave it as low wages on comparison with other
industries. Only7 percent attributed the factors as other than the above.
While majority of trade union leaders point towards sectarian background
as the social factor contributing towards emergence of trade union movement a
huge majority point towards poverty and exploitation of workers as the economic
factor pointed towards the emergence of trade union movement. Most members
of working class In Kerala came from the poorest sector of the society. Their
suffering and agony had no end. They were paid the lowest possible wages.
Birth of trade unions is the inevitable result of these circumstances. Thus the
social and economic conditions in the country aided the birth of trade unions
though it was a global phenomenon.
6.2.3 Membership Drive
The leader's job begins with the membership drive because the existence
of the union cannot be conceived of without them. In fact, the survival of many
unions is often threatened by the falling membership. Even though, the law
permits the formation of the unions with a bare minimum of seven members, they
cannot make their presence felt or prove effective in their iimctioning without
substantial strength of membership. l h s is the reason why the leaders, often, vie,
with one another to attract more and more members into their unions.
6.2.4 Leader's Perception of Members' Expectations
The leader has to meet the members' expectations in order to keep them
satisfied. It should be remembered that the leader determines his tasks only in the
hght of what he pcrccives to be the members' expectations of him.
6.2.5Union Goals and Leader's Achievement
A union is an economic institution, but it is more than just that. It is
concerned not only with the economic welfare of its members, but also with their
personal status and security. Beyond that, it must have regard for its own interests
as an institution, protecting itself against opposition from employer, rival unions
and apathy or factionalism among members. A union without strong survival
base cannot look &er the economic and personal needs of its members.
Therefore, a union has a series of goals, some economic and some noneconomic, not all of which can be won From the employer at any one time.
Further more, a number of goals come into conflict with each other. The leader
then is confronted with deciding the priority of the goals.
For the purpose of deciding the priority of the goals the leader may take
into account the needs of the member at a given time, the attitude and behaviour
of the management, the inter and intra union influence, the prevailing sociopolitical and economic situation surrounding the working class, the expectations
of the larger society etc. However, it should be recognized that these factors
change from time to time necessitating a change in the priority of the goals. It is
attempted to study the goals pursued by the leaders and assess the degree of their
achievement and the factors contributing thereto.
It has been intended to analyse the initial goals and also the present goals
of the unions with a view to find out whether there is any change in them For
this purpose, the leaders under study were asked to indicate their perception of
the initial goals of their unions and also the present goals by ranking them on the
basis of their pr~ority.A list of the possible goals was given to be ranked by them.
6.2.6 Leaders' Perception of Initial Goals of the tinions
This question was asked to 100 Trade union leaders from different parts
of Kerala. Theu replies are given in the table 6.4 Stating the percentage of
leaders agreeing to each goal.
Table 6.8
Initial goal of the Trade union
c
SI. No.
I
2
3
Goals
1
To secwe better working conditions
1
Fight for more pay and allowances
I
Promote the social status of workers
4
Fight against exploitation and discriminativn by
Percentage
1
1
76%
66%
48%
management
5
I
Obtain job security
Source: Primaq data
When trade unions were born the working conditions were highly diplorable
and there was no guarantee of job for any worker. Their status in society was very
low. Some change in this position was very much needed.
Therefore in the initial stages of the formation of union the main concern of
the unions were to secure better working conditions and to promote the social
status of workers and to obtain job security..
6.2.7 Leaders' Perception of the Present Goals of the Union
Table 6.9
Present goals of the Unions
N = . 100
Multiple responses
Goals
Percentage
To secure better working conditions
68%
Fight for more pay and allowances
30%
Promote the social status of workers
58%
against exploitation and discrimination by
36%
management
5.
Obtain job security
80%
6.
Serve the interest of political parties
2%
7.
Secure labour representation in legislature
20%
Source: Primary data.
It is seen that the leaders gave priority to the job security of the workers. It
can be observed from the above table that the goals of the unions remain the
same except for one addition of securing labour representation in the legislature
which shows the increasing level of politicisation in unions, rather than
increasing political awareness. Further there is a remarkable decrease in the
percentage of leaders perceiving fight against exploitation and discrimination by
management as a goal. This highlights the achievement of the unions in the area.
Leaders favouring protection of interest of political parties as a goal are very
l o w . ~ e r h a ~this
s ; is something they will never admit. The stress on improved
wages and allowances has come down, showing improvements already brought
about.
6.2.8 Factors Contributing to the Leaders' success
After anlaysing the manifestations of leaders' perception and goals , we
may examine the factors that contribute to the success of the leaders.
The
respondents were asked to indicate their opinion in this regard.. It may be seen
in Table 6.6
Table 6.10
Factors contributing to the leaders' success
Source: Primary data
As one can reasonably expect the above table also reveals that the success
of a trade union leader depends most on the support of the working class. Second
reason contributing to the success of a trade union leader is strong urge to serve
the working community and his belonging to a particular community. Parentage
and management support are relatively less relevant for the success of a trade
union leader. 'fie dimensions of leadership are measured first by the size of the
followings and not by quality of leadershp. But one cannot deny that success
depends on quality of leadership too.
6.2.9 Strategies and Weapons of Union Leaden
The union leaders follow various strategies for achieving results from the
managements. These strategies change from one situation to another depending
upon the strategies of the management. It is worthwhile to examine the strategies
followed by the leaders under various situations during the period under
reference with a view to judge their effectiveness. Wlule the leaders generally
admitted that their strategies changed from time to time, they indicated the broad
strategies followed by them.
Table 6.11
Behaviour of Management Personnel During Negotiation
SI.
Behaviour
No.
1
Arrogant
2
(
I
Responsible
I
3
1 Sympathetic
Number of
leaders
Percentage
18
18%
20
20%
I
1
12
1
4
Unpredictable
22
22%
5
Pracbcd
28
28%
Totd
100
l
I
1
12%
100
d
Source: Primary data
The union leaders were asked for their opinion regarding the behaviour of
managerial personnel during negotiation. When 28% of the leaders found them
practical only 20% found behaviour of the management responsible. 18% of the
leaders found the management behaviour as arrogant. Only 12% found it as
sympathetic while 22% stated that management's behaviour was unpredictable
during neyotiatlons
Management's beahvioural pattern may be a reflection of their attitude to
workers in general and towards leaders in particular.
Table 6.12
Strategies Followed by Union Leaders during Negotiation for Achieving
Results
N-100
Source: Primary data
The unlon leaders are asked about the strategies followed by them for
achieving results. A huge majority of 78% gave negotiation as their strategy for
achieving results. Only a small minority of 10% gave agitation as the strategy for
achieving results. According to 18% of the leaders, effective union organization
was the strategy adopted by them. As high as 60 % leaders gave their strategy as
achieving solidarity for achieving results. Only 6% wanted to adopt strategies
according to situation for achieving results.
It can be observed that union leaders too preferred to adopt negotiations
and achieving solidarity as the main strategy for securing gains to members.
This is because they want to avoid confrontation with the management to get
things done. Ag~tationand consequent losses may make the leaders unpopular.
Table 6.13
Factors Contributing to Strength of leaden in Bargaining with
Management
Multiple responses
N- 100
SI. No.
Percentage
Factors
I
Large membership
76%
2
Personality of the leader
46%
3
Political support
28%
4
Mil~tantattitude of the leader
12%
5
Leaders independence from the
influence of political parties
-
l
20%
Financial soundness of the union
members
8%
Unity among the labourers and their
strong support
34%
Source: Primary data
The main factors that contribute to the bargaining strength of the leaders
were the large membership of the unions 76%, personality of the leader 46 %
and unity among the labourers and thcir strong support 84%. Political support
contributed to strength of leader only according to 28% of leaders and militant
attitude of the leader contributed to the strength of the leader only accord~ngto 12
% of leaders. 20 % leaders felt that independence from influence of political
parities contributed to his strength in bargaining with management 8% leaders
felt that financial soundness of the union members played a role in strengthening
the hands of the union leaders while bargaining with management.
Numerical strength of the members, personality of the leaders and unity
among the work force and their strong support are the three vital factors that
strengthen a trade union leader while bargaining with the management. Trade
union process also is a democratic one. It is the support of the number that he
represents and rallies around him and their unity and discipline that strengthens
the leader.
6.2.10 Reasons for Failure and Pursuance of Unsolved lssues
Apart from the attempts of the strikebreakers, some other factors may also
fizzile out a strike and consequently the leaders may fail or partially succecd in
achieving their demands.
Further, when the leaders put forth certain demands, it is rarely that the
managements accept all of them. Neither is it the expectation of the leaders. In
anticipation that at least some demands would be accepted by the management,
usually the leaders put forth more number of demands, sometimes the demand
which, they very much know cannot be accepted by the management. Therefore,
only afler taking in to account these factors, we should analyse the reasons for the
failure or success of the leaders on their strikes. Hence, a leader's failure to
achieve all the demands put forth by him cannot be construed as the failure of the
leader.
Reasons for fa~lure/partialsuccess in strike
The reasons for the failure or particle
interesting to notice
success of the leaders were
Table 6.14
Reasons for FailureIPartial Success in Strike
1 1
No. 100
Multiple responses
I
I
I
Reasons
Percentage
1
Tactics of management
30%
2
Disunity 1 differences of opinion among labourers
60%
3
lnter union rivalry
40%
Source: Primary data
Reasons for failure / partial success of strike were considered by labour
union leaders. According to 60% of them disunity among workers and difference
of opinion among them led to failures / partial success of strike. Only 30% of
I
leaders had the opinion that managements tactics were the causes for fa~lures.
Inter union rivalry resulted in the failures of strike according to 40% leaders.
It is interesting to note that the union leaders do not attribute much of the
failure of trade unions to management's actions. They have found out more
reasons from within the trade unions. The reasons listed are not exhaustive. It is
only natural that managemnts also will exploit the situation of disunity among
workers and interunion rivalry to break a strike.
Table 6.15
Factors that leaders should consider in taking the strike decisions
No 100
Multiple responses
Factors
SI. No.
Percentage
1
I ,ast resort
88%
2
Strong organization
18%
3
Legal
22%
4
Importance of demand
44%
5
National interests
34%
6
Non-violence
36%
-
Source. Pnmary data
.4huge majority of 88% leaders were of the opinion strike should be
resorted to as the last weapon. According to 18% of the leaders it is important to
weigh organ~zationalstrength while t k n g decision on strike matters. According
to 44% of leaders it is important to consider the actual importance of demands
also while taking a decision on strike. According to 36% of the leaders while
taking decision on strike non-violence also should be a factor for consideration.
Only 22% of the leaders wanted to consider the legality of the strike action while
taking decision on it.
The dominating thinking among leaders is that strike should be a last
resort and something to be avoided as far as possible but if resorted to it should
be a full show of strength. An unsuccessful strike will spoil the image of the
leaders. The rank and file will blame the leaders for their losses and misery.
6.2.11 Participation in Management
Now a days participation in management of the undertaking has become
an important issue concerning the minds of the workers as also the union leaders.
Under these circumstances, the leaders demand a greater say in the management
of the organizat~on.
The leaders opinion was elicited about the existing participation given to
the workers In their respective undertakings.
Table 6. 16
Suggested Area of Employee Participation in Management
Multiple responses
I
I
[
3
1
4
(
5
1
I
Suggested areas
Percentage
Welfare measures
68%
In dectding working conditions
22%
1 Implementation of disciplinary proceeding
I
1 2%
1 Work Schedule and Work
1 Fixing of Pay Scales
1
20%
1
Source: Primary data
Workers participation in management is a modem management
techni~ue.The union leaders also welcomed this . The union leaders were asked
to suggest areas of employee participation in management. Max~mumof 68%
leaders suggested employee participation in deciding
welfare measures. The
next prlonty area was found to be work schedule and work load execution
(54%). The th~rdsuggested area of employee participation was in the matter in
deciding work~ngconditions (22%). 20% leaders suggested that employees also
should participate m fixation of salary scale. Only 12 % of leaders wanted the
employees to have a role in implementation of disciplinary proceedings
It can be observed that union want workers participation in most of the
management areas. Only in a few areas like implementation of disciplinary
proceedings, fixat~onof pay scales etc the majority of union leaders want to give
a free hand to the management. Workers participation in management is a
development in the right direction in bringing labour and capital
on equal
footing as desired by Gandhiji. Though the participation is limited to certain
areas initially it can be extended to wider areas in due course. Workers
participation in management can be utilised effectively to improve the efficiency
and increase production creating a sense of involvement among workers and
sharing the h i t s of increased production.
Table 6.17
Benefits of workers participation in management
N
100
Multiple responses
SI.
Benefits
Percentage
1
Sense of belongingness
70%
2
Sense of satisfaction in talung decisions along with the
managerial Executives
44%
3
Checking implementation of irrational and one
approach of management
sided
46%
4
Ensuring additional financial and non- fmancial benefits
to the members
24%
5
Implementation of Gandhian principle of harmonious
union of labour and Capital
3 0%
Source: Primary data
-
Workers participation in management is beneficial according to all union
leaders. 7(.)% of the leaders felt that workers participation in management will
develop a sense of belongingness among the workers. 46% of them felt that it
will be useful for checking implementation or irrational and one-sided approach
of the management. 44% of the leaders are of the opinion that the sense of
satisfaction in t k n g decision along with the managerial executives will be an
added advantage of the workers participation in management. Only 30% of union
leaders had the feeling that workers participation in management had anything to
do with the Gandhian principle of harmonious union of labour and capital. 24%
of the leaders felt that workers participation in management would ensurc
additional financial and non-financial benefits to the members.
Leaders feel that workers are eager to share managerial powers with the
management but one cannot be sure about how far they are conscious of the
responsibilities attached to that power. This becomes more evident from the poor
response of the leaders to the question on implementation of Gandhian principle
of harmonious union of labou and capital. Any way that will bring about an
elevation in the status of the worlung class.
Table 6.18
Anti-union attitudes of the management towards union
No. = l00
1
7
I Promote rival unions
22%
Source Pr1mal.v data
From the table it is clear that what majority of the union leaders see, as
anti-union attitude of the management is that they encourage intra union nvalry.
Next in majortty comes promoting of rival unions by managements The other
anti union attitudes of the management according to the union leaders in the
order of majority are, not taking the union seriously, violating the provisions of
collective agreement, and frequently creating obstructions in the working of the
unions
It is only natural that union leaders see anti-union attitudes in the
management on a large number of issues as it is their job to fight with the
management for the interest of the workers. Only a very low percentage of
leaders feel that unions are ignored, rival unions are promoted, union members
are victimised etc. by managements
6.2.12 Managerial Personnel's Opinion Regarding Leadership
Management personnel's opinions are elicited in order to understand the
views of the managerial category regarding leadership and their issues
To a question whether the outside political leadership of trade unions
stand in the way of lntlmate relationship bctween rnana9cr.s and thc workcrs, thc
responses of the managerial personnels are given below.
Table 6.19
Outside political leadership stands in the way of intimate relationship
between managers and the workers
Number
Opinion
1
Total
I
50
Percentage
l
100
Source: Primary data
From the above table it is clear that the managerial personnels do not
welcome
outside leadershp for bade unions. It is difficult to deal with the
outsiders for management and most of them may be politicians. They may mix up
trade union issues with party issues and aggravate problems. An endless series
1
of problems have been created by outside political leaders. That is why the
objection.
'1'0 another question asked to them whether outs~dcleadcrsh~pof trade
union movement is harmFul to the workers interest, the following replies are
obtained as seen in the table.
Table 6.20
Ontside political leadership is harmfill to the interest of the workers
Opinion
Nnmber
Percentage
Yes
28
56
No
22
44
Total
50
100
Source Pnmarv data
Majority of the managerial personnels
(56%)
opined that
outside
leadership of trade union movement is hannhl to the workers' interest. The
reasons given under table 6.19 are common for this also
To thc qucstion wlictlicr outside leaders exploit ihc workcrs thc
followmg are the opin~onof the managerial personnel.
Table 6.21
Ontside Political Leadership Exploits the Workers
Opinion
Number
Percentage
Yes
30
60
No
20
40
Total
50
100
-
Source: Primary data
The above table shows that 60 % of the managerial personnel support the
view that outside leadership exploits the works
To the question whether the trade union leadership indulge in corrupt
practices, the responses of the managerial personnel are tabled below
Table 6.22
Trade Union Leaden Indulge in C o r r ~ ~ p
Practices
t
Opinion
Number
Percentage
Yes
8
16
No
42
84
Total
50
100
.
Source: Primary data
Although the managerial personnels were against outside leadership,
only 16% of them could cite specific instances of cormpt practices of union
leadership and a high majority (84%) strongly disagree that
trade union
leaders are cormpt. This may be fiom their own experience. Minimum basic
principles required for leadership are not lacking in them.
6.2.13 Conclusion
The term leadershp is commonly used for motivation phase of managing.
According to S.K. Chattqee, we strongly prefer "activatingn' role of leadership
for these reasons:
1. Leadership has too many meanings, ranging from being first to initiate a
change to Inspiring bravery on the battle field.
2. Within the management field, leadership deals only with inducing positive
sentiments, where as activating covers a range of actions fiom coercion to
creating congruence.
3 . Activating 1s more directly tied to company goals and plans
Nevertheless, it is in activating that success or failure in dealing wisely
with human considerations becomes most apparent. If gross oversights have
occurred in organising, planning or controlling, they will become painfully
evident when the activating phase is reached: Goals will be missed, morale will
sink and workers will evade instructions or oppose them openly. But even if we
skilfully include human aspects in our organising, planning and controlling, some
loose ends always remain.
Activating is hghly personal. Each human being has his u ~ q u eset of
beliefs, hopes, and needs. These feeling and ideas will be influenced by coworkers, to be sure, but the leader must think in terms of the willingness of
specific individuals to do specific tasks. Moreover, the leader himself has his
own attitudes, disposition, and skills. All these personalities and behaviour
drives Interact.
References
I . R D. Aggarwal, (Ed.) Ilynamics ofLahour Relatior~sin htdia : A Book
of'
l<eadingc,Tata MC Graw- Hill, Bombay - Delhi, 1972, pp.58-82
2. Punekar, and Madhuri, Trade IJnion Leaderships in India, Lalwani
Publishing House, Bombay, 1967. p. 138.
3. Sheth, Indian Labour Lmvs A Supervisor Shotrld Know, New Delhi, A. 1.
M. Association, 1978, p.30.
4. Mathur, J.S. Mathur, Trade IJnion Movement in India, Chandini Publishing
Home, 1962, p.201
5 . Ibid
6 . K. N. Vaid, Growth and ilevelopment of Trade iJnionism- An Area Shrdy,
Sultan Chand & Sons, New Delhi, 1972,?11
7. Lambart, "Labour in India", Economic Ilevelopmen! and (:ttlttrral (:/?ange,
Vol VIII, No.2, January 1960, pp. 206-213.
8. Report of the National Commission on Labour, p.291
9. Report of the National Commission of Labour, p.290.
10. Bogert, Trade IJnioizism in Indian Ports, Lalwani Publishing House, Bombay
1970, pp.95-96.
1 1 . K. N. Vaid, op. cit., pp.] 1 1 - 1 12
12. V. D. Kennedy , IJnions, l<m/~loyee.c
and (;overnmenl, Manaklal, Bombay,
1966, pp. 190-101
13. Punekar, and Madhuri, n.2.
14. Harold Crouch, Trade iJnions andPolilics in India, P.C. Manakalal 8,
Sons, Bombay, 1966, p. 47.
15. Pattabhi Raman, I'olitical Involvement ofIndia Trade {Jnions :A S~rrveyof
/he Anaromy of /he Political Labour Movenzenl in India, Chandini
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16. R. N. Pandey, Labour Organisers, A.P.H Publishing Corporation, New
Delhi, 1998, p. l 10.
17. Kassalow Everelt K., Trade Unions and Indtisrrial Re1ation.s -An
Inlemational (~omparison, Oxford University Press, London, 1969, p 190
18. Chatterjee, I'ersonnel Management and Ii~dusfrialNelalion ( with Special
Reference to India), Subject Publication, New Delhi, 1983, p.208.