Be that as it may,' the author also assumes that if Whitley system could be a "success in the UK and other countries with Parliamentary Democratic Institutions, centralisation of admi- nis;rative authority and multiple unionism among public employees'' (p 237), then this cou'd also be successfully adopted in India because India shares these characteristics. However, he soon realises that in spite of this apparent similarity, the two situations differ fundamentally in terms of conditions that affect the functioning of these joint consultative machineries. Thus unlike Britain, neither the government nor the employees in India have genuine faith in the participative management and industrial democracy. The employees are also poorly organised and further, the employee movement is internally fragmented due to political and other reasons. The government has also not followed any clear and uniform policy regarding union recognition. Similarly, it has failed to develop suitable principles for the purposes of pay determination and so on. In fact, the author realises at the end that the present socio-economic and political system of the country is not congenial to the development of harmonious civil service staff relations and that "there is need for radical changes in fiscal policies, the administrative structure, the reorientation of the personnel managers and effective co-operation and participation of the employees in admini- siration" (p 249).
