Chapter 6 Trade Union Activities in PSB's

Transcription

1 Chapter 6 Trade Union Activities in PSB's

2 CHAPTER 6 Tirade Vnion Activities in (PS(B's Contents: 6.1 STUDY OF TRADE UNIONS FUNCTIONING IN PSB's 261 IN AKOLA DISTRICT Page Banking Network of Akola District Trade Unions functioning in public sector banks Overall practice of functioning of the Trade Unions General Framework of Rules and Bye-Laws of the Unions Union- activities at the branch level 28.'" 6.2 THE DATA AND ANALYSIS Personal Characteristics Socio Economic Characteristics Psychological Characteristics ROLE OF TRADE UNIONS AND THE ATTITUDES OF TRADE 298 UNION LEADERS TOWARDS THE BANK MANAGEMENT

3 CHAPTER 6 Trade Vnion JLctivities in <PS<S's 6.1 STUDY OF TRADE UNIONS FUNCTIONING IN PSB's IN AKOLA DISTRICT: In this chapter we will study the volume of public sector banks operating in Akola District with reference to their administrative office, number of branches, deposits and advances and the volume of employment generated by these banks Banking Network of Akola District: In Akola district, Central Bank of India is operating as a Lead Bank under lead Bank Scheme. Administrative offices: Central Bank of India and Bank of Maharashtra are having their Regional offices located in Akola city. These offices are headed by Regional Manager and Assistant General Manager respectively. 261

4 Name of the public sector banks operating in Akola in Akola city & their branches: 1) State Bank of India. 2) Central Bank of India. 3) Bank of Maharashtra. 4) Bank ofbaroda. 5) Allahabad Bank. 6) Union Bank of India. 7) Bank of India. 8) Syndicate Bank. 9) Punjab National Bank. 10) Canara Bank 11) United Commercial Bank 12) DenaBank 13) Oriental Bank of Commerce 14) Indian Bank 15) State Bank of Hydrabad 16) State Bank of Indore The position of the bank branches in the Akola District is shown in the table below: 262

5 Table 6.1: The Bank wise number of Urban Semi urban and rural branches in Akola District are as under: Sr. No. Name of Bank Urban Semi urban Rur al Total 1. Central Bank of India State Bank of India J. Bank of Maharashtra Union Bink of India Bankof Baroda Allahabad Bank , Dena bank Indian Bank UCO Bank United Western Bank Punjab National Bank Oriental Bank of Commerce Bank of India S indicate Bank Canara Bank Sangli Bank Ltd State Bank of Hydrabad State Bank of Indore Akola Gramin Bank MSCARDB ADCCB Total Thus bank network of their 181 branches are playing their vital role of extending credit facilities to trade, 263

6 commerce and industry with main emphasis on financial assistance to weaker secfions of the society and thus, contributing to socio-economic development of Akola District Trade Unions functioning in public sector banks: Taking into consideration the study undertaken so far we can expect that the Trade Unions fiinctioning in the public sector banks operating in Akola District has a significant role to be played. For the most part, bank union are federated into one or the other national organization of bank employees. The following national federations of bank employees are fiinctioning in the banking industry. AlBEA - All India Bank Employees Association: All India bank employees association is the oldest and largest trade union of bank employees in India. It was founded on 20th April, 1946 i.e. during the pre-independence period. We have studied in detail the birth of the AIBEA which is the first and major union in PSBs. With the starting of AIBEA, bank employee's trade unions were founded at many states in different banks. They put up demands and starting fighting. The bank managements took 264

7 the help of the government to delay and deny their demands by foisting tribunals. AIBEA fought inside the tribunals as well in the streets. After nearly two decades of tiring experience AIBEA had decided that no more tribunals and direct negotiations with the bankers on bilateral terms. This was achieved in 1966 when the first ever industry level collective agreement was signed between IBA and ABEA. From then on the wages and service conditions have been settled in the banking g industry through bipartite settlements. The recent one has been the 7th bipartite settlement. The other unions functioning in the District are: AlBEF NOBW NCBE INBEC AIBOA AICOBOO NOBO AIBOC All India Bank Employees Federation National Organization of Bank Workers National Confederation of Bank Employees Indian National Bank Employees Congress All India Bank Officers Association All India confederation of Bank Officers National Organization of Bank Officers All India Bank Officers Confederation. NCBE: Nest to the AIBEA, this federal union has the largest membership. Bank wise unions of the State Bank of India, 265

8 Bank of Baroda and Indian Overseas Bank are affiliated to it. It holds majority position in few banks. It has been a party to the third and forth and subsequent Bipartite Settlements. It is not affiliated to any central trade union or has links with any political party. NOBW: NOBW was formed in February, 1965 and affiliated in 1969 to the Bharatiya Mazoor Sangh. During the Janata government, it achieved negotiating status at the IB A level and signed the third bipartite settlement. It is also involved in subsequent settlements. It however, refused to sign the industry level settlement on mechanization and computerization at that time. INBEC: It has some membership in some banks. It has activated its drive for membership since 1981, perhaps taking advantage of the presence of important office bearers of INTUC on the boards of directors of banks. BEFI: As a result of division in AIBEA especially in West Bengal, Bihar and a few north-eastern states, the break-away group, having leaning towards CPI (M) formed BEFI. At present it does not have majority in any bank. BEFI has been trying to 266

9 secure a place at industry level bipartite negotiations without success, and was not invited for negotiations for the fourth bipartite talks. Its membership is largely concentrated in West Bengal, Bihar, some northeastern states and Kerala. Emergence of SC/ST Organizations: With the massive recruitment made, especially after nationalization of banks in 1969, as per the guidelines of the Government policy on reservation for scheduled caste and scheduled tribe candidates, a large number of candidates from Scheduled Castes/Scheduled Tribes and other backward communities joined the banking industry. Over the years, they have been nurturing a feeling that they have peculiar and special problems which are not appreciated/adequately handled by the trade union operation in the industry. They also seem to have apprehensions that the high-caste managements may overlook/ignore the problems of SC/ST members, since a large majority of the employees are non-sc/st persons. In order, therefore, to retain their identity as a separate group and representing the special problems of this category, some SC/ST welfare organisations were formed in and some of them are registered as trade union under the Indian Trade Unions Act, These associations have been trying to take the role of a trade union, particularly in relation to service conditions like 267

10 recruitment, posting, training, transfers and promotion of their members. The strategy of managements in deahng with them seems to be cautious in view of the related political implications. The banks hold discussions with these organisations on matters of individual grievances as also matters relating to recruitment, especially on fulfillment of reservation quota etc. In fact these are the parent unions fiinctioning in the PSBs. The individual banks have their trade unions which are affiliated to these unions and follow their ideologies. Even federations are operating in the PSBs. In such cases the different units are affiliated to the federation and the federations are affiliated in turn to the above parent unions. Some other unions are also operating in the district and in PSBs such as Karmachari Sena etc. However though they are registered unions, their membership presence is low and therefore are not influencing the banks working/policies to a very great extent. It is possible that in future they grow to substantial size also. This again adds to the multiplicity of the unions. While most of these union federations are organized independently of political parties, some of them are believed to have (although not officially acknowledged) political linkages maintained through the political affiliations of their top leaders. For example, it is known that there is a close connection between the AIBEA and the Communist Party of India. Likewise, NOBW has a close political coimection affiliated for some time to 268

11 INTIJC which has a close connection with the Congress Party and the same was disaffiliated from INTUC after the end of Emergency in The NOBW and NOBO are now affiliated to BMS. EMERGENCE OF OFFICERS' ASSOCIATIONS: By the mid sixties the workmen unions had achieved substantial gains in terms of salary scales and other terms and conditions of service for their members. Earlier, the managements used to marginally improve the salary scales and other conditions of service of the officers (as was done after the Sastry Award and Desai Award) so that officers were a little better off than the clerks. This practice, in fact, gave the officers a feeling of sympathy towards the demands of the workmen. Thus the differentials between the salaries of clerks and officers were narrow and senior clerks drew more salary than some officers. Against this, their work-load, responsibility, long hours of work and pressures involved in managing the unionized workmen working under them created finstration among the officers. Unions had also become powerfiil in dealing with managements and an average workman tended to be defiant of managerial authority. Due to the interference of unions in daylo day administration, a psychological feeling of insecurity developed amongst officers. Branch level issues were taken up 269

12 by the union leaders right at top level and in many cases branch manager's decisions were reversed. This led to low morale amongst offers. Officers were taken for granted. Award staff union leaders were pampered even though they often humiliated officers. It looked as if management responded only to defiance and there was no way out for officers but to assert themselves through collective action. It was in this background that officers in banking industry organized themselves on trade union lines in the mid sixties. At first glance these phenomena may appear as if a part of management had organized against itself and therefore, posed a treat to its cohesiveness. This however, is a simplistic analysis. The multiple reasons and the context in which these associations have been formed are much more complex. Some of the reasons for their formation can be listed as under: Growing Sense of Humiliation: Officers are often squeezed between the management and workers. They have the direct responsibilities of implementing the decisions of the management yet they do not have any voice in the decision making or support in implementation of the decisions. In this process workmen and their unions become hostile to them. As stated above, during the early sixties, bank officers were feeling insecure on one side, due 270

13 to the interference of unions in the day-to-day administration and on the other side, by the apathetic and autocratic management. In many cases, the normal discharge of managerial duties was challenged by intimidatory tactics of the workmen. These tactics, at times, included gherao or even personal assault. Even under such circumstances the attitude of top managements was that of indifference or inaction. Disciplinary action wherever initiated was often withdrawn in the face of hostile trade unions postures. Officers' associations in many cases emerged as institutions to collectively preserve the dignity and self respect of officers. Absence of Grievance Resolution Machinery: There was no forum to ventilate grievances of officers and often they were subjected to arbitrary decisions of higher management. There was a feeling that the higher management could not do anything to workmen and therefore, management's frustration was amply reflected in their dealings with officers. The formation of officers' association provided a forum for taking up the grievances of officers with the managemciit. Salary Differentials: There was no standardization of salary payable to officers during the sixties and there were anomalies in 271

14 the matter of allowances payable to officers. In many cases the salary differentials between clerical and officers cadres were very narrow which led to a growing sense of frustration amongst officers. The formation of an association provided a collective forum to negotiate pay scales with the management and get a fair deal in the matter of compensation to officers. No Legislative Protection: While the award staff enjoys statutory protection under the Industrial Disputes Act, 1947, the officers do not have such protection. They had make up for the lack of statutory safe guards and protection by getting organized into strong associations. Establishing Identity: Due to a mounting sense of being squeezed between management and unions, bank officers wanted to establish their own identity as an important pressure group in the IR arena. They thought this necessary in order to get recognition from the management and re-establish their authority as officers, vis-a-vis the role of workmen. The above factors cumulatively created a favorable climate for officers' movement in the banking industry. 272

15 This is evident from the fact that the associations got instant support from officers and took very little time to become flillfiedged organisations of officers. The management in various banks, by and large, did not respond adversely to formation of officers' association. This was perhaps because the officers were quite large in number and even management needed a forum to deal with matters affecting them. AICOBOO AND AIBOC: The trade union movement of Officers in the Banking Industry in our country has been unique and eventful. Up to early sixties. Bank managements used Officers as a tool for perpetuating their interests without sharing any of the rights of the management with the Officers' community and foisted rigid service conditions coupled with indignities and injustices. Social and cultural barriers were built around the Officers. A trade union was beyond thdr imagination. Resentment started developing. Officers were feeling suppressed, repressed and depressed. The developments in the trade union activities of workmen organizations imparted further need for formation of Officers' Associations in all the banks. During mid-sixties, a tiny band of bold officers from different banks came forward and decided to fight the onslaughts of the management by formation of Officers' Associations in Bank of India, Central Bank of India, State Bank of 273

16 India and UCO Bank. The birth of such organizations was no easy task. Suspicion, vacillation and fear psychosis reigned supreme. Nationalization of 14 major banks in 1969 totally changed the scenario. Bank Nationalization was not only a major event in the economic life of our country but proved to be a turning point in the history of Bank Officers' movement also. In fact the strike of 17 days in 1969 by the Officers of State Bank of India was a real fillip to the movement. The movement assumed a new dimension with emergence of a national level organization. From Bank level negotiations, an endeavor was made to project the problems of Officers in the Banking Industry to the level of the Government and a need for an apex-level organization was keenly felt. All India Confederation of Bank Officers' Organisations (AICOBOO) was bom in the year It had to its credit the struggle against unilateral implementation of Pillai Committee Recommendations, strike against anti-labour legislation and strike for salary revision. The attempt of the Government on unilateral implementation of PCR changed the entire complexion and helped in building a strong movement resulting in a strike in June, 1978 and initiated the industry-level dialogue between IB A and Officers' Organisations. The foundation conference of the new outfit held on 6th October, 1985 at New Delhi saw the emergence of a 274

17 strong and vibrant organization - All India Bank Officers' Confederation (AIBOC). AIBOC emerged as the spokesman of Bank Officers. In the enormity of agitations, be it against premature retirements, dismissals without giving constitutional right to defence, loan melas or political interference in Banks' functioning, infringement of trade union rights, salary revision, pension, issue of computerization or ban on recruitment, the activities of AIBOC remained in the forefront of all struggles. Efficacy of collective bargaining and negotiated settlement, hitherto the privilege of organized working class has now become a weapon in the hands of Officers a!co. It has negotiated wage settlements for supervisory cadre employees in 1985, 1990, 1995 and AIBOC: All India Bank Officers Confederation: AIBOC is the premier organization of Bank Officers in the country at the industry level. Commanding an overwhelming majority of over 2,50,000 Officers drawn ft-om various banks. AIBOC has been recognized as the principal bargaining agent both by the Indian Bankers Association and the Government of India. AIBOC is purely apolitical and is run by serving officers of banks. 275

18 Founded in 1965, AIBOC has affiliated in all 28 Banks in Public Sector and 16 Banks in the Private Sector Officer's Organization in 7 State level Co-operative Banks and 62 Regional Rural Banks are also affiliated to AIBOC. In order to accelerate the pace of consolidation, separate federations have been set-up for officers of the Private Sector Banks under the banner of AIBOC. AIBOC has set up State units at the Head Quarters of all States and Union Territories. Those units have in turn set up district units all over the country. During these years, AIBOC has secured many improvements in the service conditions of Bank Officers. Principal Office-Bearers of AIBOC's affiliate has been appointed as Officer Directors on the Board of Directors many Public Sector Banks. AIBOC is a major constituent in the coordination committee of Employees Associations in the Financial Sector striving to secure pension as a third terminal benefit to officers and employees in Banks, LIC and GIC. AIBOC also aims at brining about a change in the management system from the present bureaucratic anachronism to a harmonious democratic order. 276

19 NOBO: National Organization of Bank Officers: In , anew organization of officers was formed, called the National Organization of Bank Officers (NOBO) which was the officers' wing of the NOBW. At one stage, the IBA also discussed with NOBO the implementation of the PCR. Later on, the discussions were discontinued. AlBOA: All India Bank Officers Association In 1980, the AIBEA launched its own officers association. The AIBEA took this decision in its general council meeting held in Baroda in November, 1979 and decided to hold an all Indian convention of officers in which the All India Bank Officers Association (AIBOA) was formed. It is a registered trade union. Bank-wise associations affiliated to the AIBOA were formed in many banks. The main reason for this decision seems to be the experience the AIBEA had during the negotiations for the third bipartite settlement ( ). Till 1972, the pay scales, allowances and other terms and conditions of service of officers were decided by the banks after the clerical staff got a raise as result of awards and settlements. Thus, officers got a raise as a consequence of the raise the clerks got to maintain the differentials but not so much because of the intrinsic strength of the officers. As a result, the officers inwardly wished success to the trade 277

20 unions of award staff before the Tribunals or in their negotiations, hoping that it will give them a commensurate raise in their scales of pay and other conditions of service. The discussions between the IBA and AlCOBOO also had their and side effects on the discussions between IBA and AIBEA which were in progress simultaneously during and some times there were discordant notes. This was natural as the AIBEA and the AlCOBOO which were independent of each other, had different constituents to satisfy. With this experience, the leadership of the AIBEA left that it should have its own officers' association so that there will be coordination and cooperation between their officers' association and themselves in all matters of mutual interest. Another reason for AIBEA's decision to launch officers' association seems to be the availability of large launch number of promotee officers who were ex-members of AIBEA. INBOC: The Indian National Bank Officers Congress In 1983, a break-away group from the State Bank of India's Officers' Association started the All Indian Bank Officers Congress (INBOC) affiliated to INTUC. It received 278

21 response in some other banks also. Presently the INBOC has some following and its claimed membership is about one lac. It was invited for discussions for talks at the industry level by the IBA in Overall practice of functioning of the Trade Unions: In the banking industry, the Trade Union activities are conducted at three principal levels such as central, state and the branch level. Every bank union is having its central office. These central level unions are affiliated to some or other national federation. It means that the central office of a bank union adopts the constitution and rules and bye-laws framed on the unifomi lines with that of national federation to which it is affiliated. Thus, the Trade Unions fimctioning at the branch level have to follow the rules and bye-laws framed by their central office union and they do not have independent and separate constitution. There is overall supervision and control of the central office of the union over the state level and the branch level unions. Similarly, the major aspects of economic rewards and working conditions of bank employees are governed by bipartite settlements between the Indian Banks Association representing the employers and the major Trade Unions. Therefore, the Trade Unions which are functioning at the branch level of a 279

22 bank, mainly deal with the routine matters of employee grievances, provision of basic amenities etc. In addition to this they are also doing welfare activities for their members. In light of the above and since scope of our study is restricted to the branch level and district level unions, it is worthwhile to generalise the functional system of various unions operating in the banking industry at Akola District rather than studying the rules and bye-laws of all the national federations of bank employees as mentioned earlier yet for meaningful conclusions some thought is given to this aspect also General Framework of Rules and Bye-Laws of the Unions: Election: Generally elections are held biannually and the members at the branch elect their Secretary who is conducting the union activities at the branch level pertaining to day-to day affairs. Duties and Responsibility of Branch Secretary: The Branch Secretary shall look after the interests of the members of his branch and shall have the powers to deal in proper manner and to take necessary action in matters affecting its members and make representations to the concerned authorities. He shall be responsible for keeping the State/Region 280

23 Committee in tough with the state of affairs in his branch, particularly matters affecting any member or members of his branch. He shall seek the guidance or receive instructions from the State level or Central office of the union in all important matters. Membership Register: The Branch Secretary shall maintain the up to date membership register which will be useftil for giving information about the membership. He will make efforts to increase the membership by admitting the new members. Subscription and remittance: Each ordinary member of a union shall pay an admission fee and annual subscription. The union subscriptions are remitted to the Central Office of the Union concerned. Salary deduction is a stipulated month/quarter. The amount of subscriptions differs fi^om union to union but the same is reasonable. Funds and luiiization: Since the unions at the branch level are remitting their membership subscription to their respective central office, there remains no fijnds for them. As and when they feel the need of funds for carrying certain union activities, they take the meeting of the members in which the members approve the 281

24 expenditure to be incurred. The members contribute mostly equally for such expenditure. Such contributions are voluntary Union- activities at the branch level: Normally the intra-mural and the welfare activities are conducted by the unions functioning at the branch. Intra-mural activities: Under these activities, the Branch Secretary deals with the matters such as provision of basic amenities, distribution of work load and other matters relating to economic aspects of the union members. He takes up the matters with the Branch Managers and tries to solve them amicably. The basic amenities generally, are of the nature regarding provision of proper sitting arrangement, pure and clean drinking water, neat and clean urinals and the lavatories, sufficient lighting arrangement and the hygienic conditions at the work place. These activities are generally carried out by the unions fiinctioning at the local level almost in all banks. Welfare Activities: As already discussed the local level unions do not have funds to undertake the welfare activities for their members on a large scale. However, certain welfare activities are still carried out by the unions in different banks. The activities conducted in different banks are: 282

25 Library, recreation club and the canteen form the part of welfare activities. The welfare activities include classes for promotion examinations and recreation club for the members., blood donation camps, members mandals. Local level employees credit co-operative group more or less on the lines of the self help groups, cultural programme, sports meet, are conducted as welfare measures. The reference notes for promotion test are conducted as a part of welfare activities for their members. Health check up camp and blood donation camps for the pensioners/staff form the part of welfare activities Financial aid to deceased employee's family, scholarships to employee's children securing good marks are the welfare measures undertaken by the employee's union. 283

26 Picnics and small functions are arranged. The achievements of the employees and family members are appreciated/felicitated. These are also reported to banks higher offices and the unions' central offices. The promotion of employee's Cooperative Housing Society as welfare measures for the members of union. There are numerous activities of such nature which are carried out by the local units. The local units of the unions are also participating in the welfare schemes of their parent unions and also reap the benefits of the schemes. We enumerate some of the welfare schemes run by the unions in PSBs. Group Insurance Scheme My Colleague Scheme Question Paper Sets for the Promotions Coaching Classes for the Promotions Blood Donation Camps Accident Insurance Scheme Medical Expenditure Help Medical Check up camps 284

27 L:uiturai rrogrammes Stress Management Trainings Books for the Promotion Holiday Homes etc. 6.2 THE DATA AND ANALYSIS: The results emerged out of the investigation have been presented in this chapter. The first section deals with the stratification of respondents according to the personal, socio economic and psychological characteristics of trade union members belonging to workmen category. The second section deals with the assessment of role of Trade Unions and the attitude of Trade Union leaders towards the bank management. Section I: Personal Chjtracteristks: The study of personal characteristics of union members was made with reference to age, educational and professional qualification and service. The positional in this regard is tabulated below: 285

28 Table 6.2: Distribution of union members according to their personal characteristics: (Total no. of workmen that could be contacted is ) Particulars Number Percentage S^o. & 0 ) A. Membership I. 2. B. Ag e C D E No, of workmen who are members of the Union Non members Total Upto 25 years 26 to 30 years 31 to 40 years 41 to 50 years Above 50 years Total Educational Qualifications Under graduates Graduates Post Graduates/Double Graduates Total Professional Qualifications J.A.I.I.B./C.A.I.I.B.-I C.A.I.I.B.-II Any other No Professional Qualification Total Length of Service Upto 5 years 5 to 10 years 10 to 20 years Above 20 years Total

29 I. From the study above carried out it is found that 99 percent workmen are members of some or the others union. 1 percent workmen are non members. The proportion of non members is not significant and hence we observe that almost all workmen are union members. The non members are also inclined to join unions. 11. It is observed that 3 per cent of the union members are in the age group of 25 years which accounts for newly recruited employees in the banks. 6 per cent of the union members were found to be in the age group of 26 to 30 years which account for those who completed average 5-6 yrs. of service. 14 per cent of the union members are in the age group of 31 to 40 years and 48 per cent of the union members in the age group of 41 to 50 years and 29 per cent in the age group of 50 years and above which may be on the verge of retirement. This proportion is found to be decreasing since implementation of voluntary retirement scheme in public sector banks. Workmen opting for VRS are mostly in this group. Most of the PSBs have offered VRS scheme to the employees who have completed 50 yrs of the age. It means that the 287

30 VRS was offered to senior employees. However since there is almost no recruitment in the PSBs, the proportion of seniors is almost restored. III. Average five years of service is required lo become eligible for promotion to officers cadre. Therefore, those are age group up to 30yrs. i.e. 6 % of the union members are trying to come up with higher posts. Those who are in the age group of 31 to 50 years continuing as non- subordinate workmen on the various grounds such as family problems settled at their place of work which may be their native place or their natives are nearby to their place of work, reluctance to accept higher responsibility and some of them go promoted to clerical cadre from sub-ordinate cadre and some of them are ex- servicemen. Some members are this group also secure promotion by seniority process is many cases. IV. It is also observed that 13 per cent of the union members are under graduates which normally accounts for subordinate staff members and the qualification required for sub- staff members is eighth standard/non matriculate. Many of them 288

31 have matriculated. It may also include ex-servicemen who got employment in banks after retirement from armed forces. 54 per cent of the union members are graduates while 33 per cent of the union members are post- graduates/double graduates. Members are found willing to secure higher qualifications. V. Further it is observed that 28 per cent of the union members have completed C.A.I.I.B. Part I/J.A.I.I.B. while 21 per cent have completed C.A.I.I.B. Part II. C.A.I.I.B. stands for certificated Associate of Indian Institute of Bankers, Bombay. These examinations carry financial incentives for the bank employees and also the weightages for promotion. The large portion of the union members about 38 per cent do not possess the professional qualification at all. The reasons behind this may be the lack of efforts on the part of bank employees who take these examinations as lightly. The syllabus for these examinations consists of economics, law, computerization etc and members coming from different education streams find difficult is cope up with the same. The passing 289

32 percentage is also high at 50% and limited attempts are available for the exam. VI. It is found that 8 per cent of the union members have completed upto 5 years of service and who are trying to get through the promotion tests. 15 per cent of the union members are falling within the service group of 5 to 10 years and 53 percent in group of 10 to 20 yrs many of whom are working as special Assistants while 24 per cent of the union members are in the service group of 20 years and above which normally account for those who are still working in clerical cadre for various reasons such as re-employment of ex-servicemen, refusal to accept higher responsibilities on promotion, settled nearby native or at native place or at the place of work. Some of them have continued is the clerical sub staff cadre as they could not succeed is promotion Socio Economic Characteristics: The observations in this area are tabulated below: 290

33 Table 6.3: Distribution of union members according to their socio-economic characteristics: Sr. No. A. Economic Particulars Number High Percentage Moderat e Lon 1. Attitude towards union subscription 5(5)) 57 (57) 38(38) 2. Attitude to pay more subscription Yes 87 (87) No 13(13) 3. Attitude towards payment of special levy 63 (63) 17(17) 20(20) 4. Willingness of union members to participated in strikes even, when unjustified 68 (68) 18(18) 14(14) 5. Union provides job security 74 (74) 19(19) 7(7) B. Social 1. Union should work for society and organisational objectives 98(98) 2(2) I. It is observed that 57 per cent of the union members are of the opinion that their union subscription is moderate and 5 per cent of the union members are of the opinion that the subscription is high while 38 per cent opined that the subscription is low. 87 per cent of the union members are willing to pay more subscription if their pocket permits and union needs funds while 13 per cent of the union members are not willing to pay more subscription even if their pockets permit as they think that adequate contribution is made by them. 63 per cent of the members are 291

34 paying special levies as and when asked by their unions while 20 per cent of the members are not paying special levies all times. But they also have attitude to pay such levies if lesser proportion is called by the union. II. The above findings clearly indicate that the majority of the union members are willing to extend the financial assistance to their Trade Unions in order to strengthen the financial position of their unions. III. 68 per cent of the union members are participating in the strikes without thinking for its justification. The further discussion reveals that their strikes are always justified while 14 per cent of the union members are not at all willing to participate in the unjustified strikes. In spite this individual opinion they participate in strike most times on the call of the union. IV. 74 per cent of the members feel that their job is secured by taking the membership of union while 7 per cent of the union members are of the opinion that union membership is not directly 292

35 connected is job security of individual employees yet it fights for all right of the employees. This indicates that an individual employee cannot fight alone but he would like to be united with the masses. Further, this also indicates that there is strong spirit of unity prevailing among the bank employees and therefore, the strong bargaining power of Trade Unions helps the bank employees in crucial moments. This made bank employees unions to set its examples for union operating is other sectors. V. It is also observed that 98 per cent of the Union members are agree with the fact that apart from working for the members, the Trade Unions should also work for the society and the accomplishment of organizational objectives. These findings reveals that the bank employees are well aware about their duties that the bank employees are well aware about their duties and responsibilities towards the society and also their preparedness to undertake the organizational tasks within a time bound programme. They believe that existence of unions is within the existence of the organisation. 293

36 6.2.3 Psychological Characteristics: The study of psychological characteristics was made by arranging and putting the questions which throws light on the psychology of the union members. Table 6.4: Distribution of members according to their psychological characteristics: Sr. Particulars Number Percentage A Necessity of membership of union Yes () No 0 (0.0) B. Response to union cause Always 98 (98) Sometimes/Nev er 2(2) C. Favour to other methods as alternative to strike Yes 79 (79) No 21 (21) D. Opinion about trade Union leaders 1. They are competent/incompetent Competent 93 (93) Incompetent 7(7) 2. They possess high/low morale High 89(89) Low 11(11) 3. They are unsuccessfiil members of the organisation Yes 19(19) No 81(81) 4. They work for their own interest Yes 13(13) No 87 (87) 5. They have developed as power centres Yes 28(28) No 71(72) 6. They favour particular members Yes 15(15) No 85 (85) 7. They have secrete contact with management Yes 3(3) No 97 (97) E. Willingness for leadership Yes 48 (48) No 52 (52) F. Satisfaction with union working Yes 80 (80) No 20(20) 294

37 It is observed that: I. percent of the union members are of the opinion that they should be united as an individual cannot fight alone and therefore, the membership of union is necessary according to them in order to strengthen and increase the bargaining power of Trade Unions. They believe "Union is Strength". II. 98 percent of the union members are always giving response to the calls made by their unions. This indicates the strength of Trade Unions operating in the banking industry and also indicator of the trust of the members in the leadership of their unions to some extent. III. 79 per cent of the union members are willing to adopt other methods as alternative to strike. These methods are non cooperation, go slow, and work to rule, demonstrations and the deputations. While 21 per cent members are not in favour of alternative methods of strike. The above findings reveal that 79 per cent of the union members seem to be matured and willing to resolve the 295

38 problems amicably with the management. While the other section of 21 percent members feel that amicable solutions are often delayed solutions. IV. 93 per cent of the union members opined that their Trade Union leaders are competent and possess high morale. This indicates that there exists an able and trustworthy leadership of unions operating in the banks. The members seem to be quite satisfied with their leadership. V. To a question that their leaders are unsuccessful members is the organisation 81 percent members have said 'No' on the other hand they expressed that most leaders were quite successful in organisation and they still continue to be so. There is a small group of 13 percent members who had a feeling that the union leaders have developed own interests, 28 per cent feeling that they have themselves become power centres and 15 percent have feeling that they favour particular members. However 97 per cent members i.e. almost all reftised that their leaders have any secret contacts with management. The 296

39 members believe that working of their leaders is quite transparent. VI. 48 Per cent of the union members are willing to become a union leader while 52 per cent are not willing to become a union leader. This may be due to the facts that the members are vigilant in assessing the performance of leaders and they do not like to make the leadership as monopoly of any particular individual. 52 per cent members are not willing for leadership for the various reasons such as leader ship consumes heavy time; leadership disturbs the family life, lack of leadership qualities etc. VII. 80 per cent of the union members are satisfied with the working of their unions while 20 per cent of the members are not satisfied with the union working. The discussion reveals that the major portion of the members is satisfied with their leadership and the achievements done by their unions. 297

40 Section II: 6.3 ROLE OF 1RADE UNIONS AND THE ATTITUDES OF TRADE UNION LEADERS TOWARDS THE BANK MANAGEMENT: The study of assessment of role of Trade Unions and the attitudes of Trade Union leaders towards the bank Managements was made with the help of the following results which is the outcome of the questionnaire prepared for the Trade Union leaders. Thefindingsare as under: I. per cent of the union leaders were of the opinion that the unions should work for the accomplishment of common objectives set by the organisation and also for the society, apartfi-ombasically working for their members. The above findings reveal that the Trade Unions are well aware of their duties and responsibilities towards the society as well as the organisation where they are fimctioning. However it is found that not much is done by the unions for the society. The leaders are mostly concentrating on the traditional work and issues of the members which rangefi-omthe local issues, transfer cases, sanction of bills, allowance carrying posts, deputations, and so on. The local level leaders engage themselves in the branch level issues such as local relieving 298

41 arrangements, work allotments, uniform sanctions, leave sanctions, etc. II. 85 per cent of the union leaders reported that they are generally taking up the problems such as distribution of work, lack of basic amenities and job rotation, with the local management whereas 15 per cent of the leaders reported that they do not have any problem. The further discussion with the leaders reveals that such problems can be settled in a cordial atmosphere by mutual discussion with the Managers. If it so it should be endeavour of the leaders to chanalise their time and energy for the institution and the society's cause. III. 60 per cent of the Trade Union leaders reported that they are getting moderate cooperation from the Managers for solving the local problems whereas 20 per cent of the leaders reported that they are getting high cooperation and 20 per cent reported for low cooperation from the Managers. The above findings indicate that majority of the Trade Union leaders are getting, moderate cooperation from the Managers. The opinion of low cooperation expressed by 20 per cent leaders may be due to facts that certain 299

42 problems not of local nature can not be solved by the Managers as the problem requires some action, approval or sanction from the higher authorities which in turn takes time to materialise the matters. IV. 80 per cent of leaders replied that their consultation, views and suggestions are taken into account by the Managers for solving the organizational problems while 20 per cent union leaders expressed their opinion that, if needed the Managers are asking for their consultations and suggestions. These findings throw light on the fact that the Trade Union leaders are involved actively in the organizational activities. V. 40 percent of the leaders opined that the management approach and attitude towards them as well as the Trade Unions represented by them is very good while 60 per cent of the leaders are of the opinion that the management approach and attitude is good. The abovefindingsreveal that according to per cent of the union leaders, the management approach and attitude towards the Trade Unions is overall good. The discussion further reveals that the bank managements have rightly recognized the importance and role of Trade Unions in order to 300

43 establish industrial peace. VI. 90 per cent of the union leaders were of the opinion that they are satisfied with the role played by the unions in forming the amicable labour management relations. The above findings throw light on the fact that the Trade Unions believe in and try hard for the establishment of cordial and harmonious labour management relations in the banking industry. VII. Mostly canteen facility, library, recreation club, classes for promotion test, sports meet, employees credit cooperative society are the welfare activities undertaken by the various unions operating in public sector banks in Akola District. The most of such activities are arranged at Akola city or at block headquarter branches. The members form the rural branches do not have much share in this work because the staff strength in such branches is quite low and does not offer much scope for such activities. But on the other hand it is found that the rural based employees are more associated with the society. Since they have comparatively more time available due to lesser quantum of work and business they mix with the society more than what [01 i_ 301 '- -. :. _ -. 1

44 the employees from other centre do. In such informal interactions they do much for the society by explaining the rural people about banks schemes, importance of education, small cultural activities, medical facilities, etc. At times they were found to impart voluntarily coaching to poor students who could not afford costly tuitions. At some places it was found that employees have motivated rural youth for cleanliness of the village. The social functions such as Ganpati Utsav, Durga Pooja, Holi Celebrations, Independence day and Republic day Celebrations, etc are guided by the employees. Provision of "Paneri" in summer season is a regular activity of employees at some places. Thus social involvements are much at rural centres by the employees. For such activities the fimds are mobilised locally only and no help is taken from the parent union offices. VIII. These findings reveal that the Trade Unions at the local level though facing the problem of funds, are doing a good welfare work for their members. 302

45 IX. per cent of those Trade Union leaders who belong to the unions which are directly or indirectly, politically motivated; were of the opinion that the role of political leaders should not be increased in the union affairs. The above findings reveal that the Trade Union leaders are favouring internal leadership from among them than the outside leadership. X. 80 per cent of the union leaders were of the opinion that the multiplicity of unions does not show increasing trend in the banking industry while 20 per cent of the leaders were of the opinion that the multiplicity of unions shows increasing trend in the banking industry also. The findings reveal that the multiplicity of unions is lower in the banking industry as compared to other industrial establishments. Many of them agree with the drawbacks of the multiplicity of the unions and also confirm that this weakens the strength of each of the unions. To a question that what shall be their stand in case of a proposal to merge the all unions in PSBs in one, none was found to be ready to loose their identity. The leaders have however remarkably mentioned that the unions at national level have already a joint forum on the major national level issues of common interests. 303

46 This is good developments as it exhibits unity at least issue based among the unions and enhances the strength of the unionism. XI. The union operating is Akola District in public sector banks are registered and recognized by the managements. In fact the parent unions are so registered. Each unit at a district or region or branch is not required to be registered. The office bearers of the registered unions are headquartered at district places and authorised to deal on the unions issues in their areas. They are reporting to the parent offices about the developments in their areas. By and large the system is working properly. XII. The union leaders are found rigid on the principle ideology of their unions. This is probably reason acting behind the multiplicity of the trade unions in PSBs. There do not seem any atmosphere for individual unions coming together to form a single union. However, all are found to be open minded on joining hands with our unions on major issues of industry level on common programmes such as industry level agitation for wage revision of joint forum of union 304

47 worked for wage revision agitations. temporary nature and only issue based. This is of a XIII. The union leaders have moderate cooperation with other unions even when they are trying to achieve common objectives of the employees. This is mostly because unions have different plans of actions and that each union wishes to have lions share of credit of achievement. But when it comes to joint forum the agenda is decided by the representatives of all the participating unions and is accepted by all of them. XIV. The union leaders are of the opinion that help from political leaders is not generally needed since union have their own leaderships capable of handling even complex issue yet sometimes political leaders do help in critical conditions. In majority of the unions the leadership is found to come from within and outside leadership is not leading the unions. This is a good sign. The bank employees form a well educated and cream class of the society and the leaders being some of them are quite capable to handle even the most difficult situations involving the law points also. This is stronghold the unions in the PSBs have that they are 305