ISSN (Print) - 0012-9976 | ISSN (Online) - 2349-8846

K K ChaudhuriSubscribe to K K Chaudhuri

Changing Concept of Industry under Industrial Disputes Act

Industrial Disputes Act K K Chaudhuri The question 'what is an 'industry?' has continuously baffled the courts ever since the enactment of the Industrial Disputes Act, 1947. Though the Act provides a definition of 'industry' in Section 2(j), the definition is not very precise and has defied consistent interpretation. As a result, judicial effort has been directed at evolving tests by reference to characteristics regarded as essential for regarding an activity as an 'industry'' The cases decided by the courts, however, show that these tests have not been uniform. The courts have been guided by an empirical rather than a strictly analytical approach : sometimes the tests have been liberally conceived, at other times narrowly.

Personnel Management Practices in Indian Family Business A Case Study

Review of Management August 1981 the existence of restrictive practices is as much an indication of employees' unreasonableness as of management's permissiveness. It is, therefore, imperative that the banks should take up the matter in right earnestness without any further delay. The advantages of the joint declaration should be properly made use of. The spirit which led to the signing of this document at the industry level must percolate down to the bank and the branch levels. Mere dependence on the industry-wide setde- ment will not produce results; efforts should be made to develop inter- institutional relationships at each stage of the organisation's multi-unit structure. Then only will there be a climate of trust and co-operation in which both the management and the union will learn to respect each other's rights and obligations. The so-called restrictive practices will automatically disappear when the parties involved do not have any reservations about mutual competence and confidence. It is sincerely hoped that the banking industry will not miss the bus this time Personnel Management Practices in Indian Family Business: A Case Study K K Chaudhuri T K Barman This paper attempts to analyse personnel management practices in Indian family business and presents, in the process, a case study of such an enterprise based in Calcutta.
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