Copyright © Canadian Research & Development Center of Sciences and Cultures 74Human Computer Interaction
ISSN 1923-841X[Print]
ISSN 1923-8428[Online]
www.cscanada.net
www.cscanada.org
a Case Study about Worker Unrests in Indian automobile Industry
Mostak Ahamed Galib1,*; Kamrun Nahar Munny2; DING Lin3
1School of Management, Wuhan University of Technology, Wuhan,
China
2School of Management, University of Gavle, Sweden
3Wuhan Education Department (WETV), China.
*Corresponding Author.
Address: School of Management, Wuhan University of Technology,
Wuhan, P.R.China, 430070
Email: ahmed_galib@hotmail.com
Received 16 October 2011; Accepted 20 November 2011
Abstract
How powerful and pervasive the workers protest in this
era is! This mania is now one of the top of the agenda
of the Indian automobile industry. True to say, being a
democratic nation India is suffering from various kind
of worker strike, unrest since her birth. Especially those
quick developing industries are suffering from it a lot. A
great deal of experiment is going on right this moment
in the industry by the top management of automobile
industries how to reduce it or escape from it. Primarily this
paper will explore the recent strikes in Indian automobile
industry then research on it about its characteristics and
finally will try to build up an efficient model to cope
against it, which will demonstrate a profound relationship
between workforce and authority.
Key words: Indian automobile industry; Workers
unrest; Motivation; Expectancy theory
Mostak Ahamed Galib, Kamrun Nahar Munny, DING Lin (2011).
A Case Study About Worker Unrests in Indian Automobile
Industry. International Business and Management, 3(2), 74-
78. Available from: URL: http://www.cscanada.net/index.
p h p / i b m / a r t i c l e / v i e w / j . i b m . 1 9 2 3 8 4 2 8 2 0 11 0 3 0 2 . 7 Z 0 1 3 2
DOI: http://dx.doi.org/10.3968/ j.ibm.1923842820110302.7Z0132
INTRODUCTION
India, known as the biggest democracy in the planet
has been suffering from various types of worker strike
as a long tradition. Indian manufacturing industries are
regularly suffering from various kinds of strikes, unrests
and work slow-down. This article focuses on Indian
automobile sector related strikes in recent years. Indian
automobile sector is enjoying a super-fast development at
an increasing rate of 33.9% per year. Automobile industry
is currently contributing about 5% of the total GDP of
India. India’s current GDP is about USD 650 billion and is
expected to grow to USD 1,390 billion by 2016.According
to the Society of Indian Automobile Manufacturers
(SIAM), annual car sales are projected to increase up to
5 million vehicles by 2015 and more than 9 million by
2020. All these information is telling that how important
automobile industry for the development of India is. Thus
stability to their production unit is not only very important
for the particular company but also plays a pivotal role in
the GDP of the country.
1 . P R E S E N T S C E N A R I O S O F
AUTOMOBILE WORKERS
The industry has attained a turnover of more than USD
35 billion and provides direct and indirect employment
to over 13 million people. Currently, India’s increasing
per capita disposable income which is expected to rise
by 106 %( one of the fastest among BRICS countries)
by 2015 and rapid growth in exports is playing a major
role to the rise and competitiveness of the industry sector.
Which definitely shows a positive rise in employment
and urbanization as a result a great number of people
will come out from poverty line, which is in fact a
development goal of the nation. Of course the working
class people will also enjoy the fruit of this development.
The scenario of the daily life of an Indian automobile
sector laborer is totally different if you compare pre 1991
to post 1991.the 13million employee who are related
with Indian automobile industry are consist of both local
International Business and Management
Vol. 3, No. 2, 2011, pp. 74-78
DOI:10.3968/j.ibm.1923842820110302.7Z0132
75 Copyright © Canadian Research & Development Center of Sciences and Cultures
and migrated workers. In India migrated workers are
mostly from less developed states of south east, eastern
and northern-Himalayan states. Most of them (skilled,
half-skilled and unskilled) are not uneducated but their
education level is not very high though. These workers
can be divided into two groups, one who work for the
automobile company on the contract basis while the others
are permanent workers.
Although India is developing at a great speed there are
a lot of people in India who lives below the poverty line.
Most of the migrated workers are from poverty affected
zones and are the only earning member of the family.
Financial soundness of the total family deeply depends on
the only earning member’s shoulder. That’s why they are
highly sensitive about job, fnancial security.
Workers union is a very common phenomenon in
the Indian industrial sector. They are supposed to work
together with top management in order to welfare of
ordinary/common workers. As a democratic country India
also ensures the right to form union for all the common
workers. In rapid growing Indian automobile sector
worker unrest backed by union is also a very common
phenomenon. This article will show these facts and related
reasons.
2. OBJECTIVES AND SCOPE
The objective of this paper is to highlight the practice of
protesting such as strike, unrest and work slow-down in
Indian automobile industry. At the same time, to indentify
the challenges to overcome or solve it. Thus this paper
will also try to fnd out some processes or practices that
will help the companies to build up more efficient and
professional relationship with the workers. Hopefully
enough, from the findings of this study, organizations
in this sector will be able to find an effective guideline
in configuring their scheme for attaining competitive
advantage that will be effective for both the short and long
term.
3. METHODOLOGIES
For this study both the primary and secondary data and
information have been used. Primary information has
been collected through interview and document analysis
whereas secondary data and information have been
collected from internet, newspaper, magazines, existing
literature, etc. Personal observation has been a key source
for data validity and reliability mostly.
4. RECENT STRIKES/UNRESTS
Now let us look at the recent scenario of worker unrest in
automobile industry. Indian automobile industry, in recent
two years (May, 2009-June, 2011) experienced several
strikes and unrests. Let’s have a brief view on the whole
scenario:
4.1 May, 2009
A strike took place at the Mahindra and Mahindra’s
(M&M) plant in Nashik (who produces vehicle model
Xylo, Bolero and Scorpio there). As the two week long
strike goes on, the production of two CV item (Xylo and
Scorpio) was totally stopped. Notably these two items are
on their peak (the sales record on April was one of the
best ever for them) at that time and kept a great number
of customers waiting endlessly who have booked them
earlier. On 19th May, the M& M strike was called off by
the workers union at the Nashik plant. It was due to the
Chief Security Officer having a tete-a-tete with a union
leader.
There’s another strike at the Hyundai Motors India
Ltd. (HMIL) plant near Chennai. Which affect seriously
their best selling items such as i20. The management had
openly warned the strikers, that a part of i20 production
will shift to Europe to keep up with the demands and
export commitments. This strike also keeps the customer
waiting for a long time for their desired models.
4.2 October, 2009
A strike took place at two wheeler giant, Honda
Motorcycles and Scooters Ltd (HMSL), whose factory is
located near Gurgaon, Haryana. The employees willingly
start slow-down and the production is down by some
nearly 50%. They are working but doing things slowly.
That was the festival season in India and especially at this
time automobile manufacturers record the most growth
during the twelve month span. As a result, HMSL bikes
and scooters had long waiting lists in most showrooms,
around the country.
4.3 November, 2009
This time strike news once again from Hyundai Motors
India Ltd. (HMIL), Tamil Nadu. HMIL is the one who
suffered from strike mostly among all the automobile
manufacturers in India. They have just overcome from
their April strike which has affected their best selling i20
and within six months they face another.
4.4 December, 2009
As they were not efficient to solve the November issue,
their top management got a clear-cut threat of a violent
strike once again. A section of its workers belonging to an
unrecognized union at its Chennai plant have threatened
to go on strike from December 5. “Hyundai Motor India
has received a faxed communication unrecognized
union stating that they (will) resort to direct action from
December 5,” the company said in a statement in printed
media.
4.5 April, 2010
Honda (Honda Siel cars India Ltd.) had the same problem
(work slowdown) which cause a dramatic low sale.
Because of the slowdown their supply to the dealers was
Mostak Ahamed Galib; Kamrun Nahar Munny; DING Lin (2011).
International Business and Management, 3(2), 74-78
Copyright © Canadian Research & Development Center of Sciences and Cultures 76
hugely decreased causing a reportedly 50% month on
month decrease in sales of hot-sale model Honda City
and Honda Civic. The media was talking of the workmen
being less motivated and hence predicted that the quality
of cars will suffer.
4.6 May, 2010
This time strike and work slowdown took place at Exide’s
Haryana plant. The output of Hero Honda (HH) was
severely affected and later for some time they had to sell
bikes without batteries. Honda Motorcycles and Scooters
Ltd. (HMSL) have said that it will import batteries from
China to make up for the shortfall.
4.7 June, 2010
Once again the strike hits HMIL. The strike has affected
production at the Hyundai Motors plant in Sriperimbudur,
Tamil Nadu, where some 10,000 workers are employed.
The Sriperimbudur plant produces about 2000 cars a day.
Workers’ main demand regarding the reinstatement of 67
workers who were red listed by the company mainly for
discipline matters (viz. November strike 2009), whom the
union wants to be reinstated. The management was acting
tough. So the production has come to a halt.
4.8 November, 2010
Demanding hike in wages, nearly 800 workers at the
Halol unit of General Motors India went on a strike,
forcing the company to stop production. The strike
has raised questions about the company’s plan to start
production in three shifts from existing two shifts. “The
company has been giving us assurances about hike in
salary for the last one year. But we have realized that we
are being taken for a ride by the management. When it
comes to publicity, they call themselves a multinational
company but our salaries are less than half of what other
automobile companies are paying to their employees. We
are protesting in a systematic manner,” said a protesting
worker.
4.9 March, 2011
This is the time for Ford. The factory located Marimalai
Nagar, near Chennai- 4600 employees at the Marmalai
Nagar plant had given a 15 day strike notice on 7/3/2011
for their strike effective 22/03/2011.The demands include
recognition of the union, discontinuing the system of
leave period treatment of workers, whenever there is a
maintenance shutdown and lastly demand for no extra
working time to compensate for the 10 minute tea break.
The strike hits while Ford India were grabbing Indian
automobile market by their 60000 unit sales by a single
model Ford Figo (known as the car of the year 2011)
which they produce at the above factory.
4.10 March-April, 2011
Within four months of the previous strike GM plant, Halol,
Gujarat faces another strike. GM India employs 1,600
people at its Halol plant of which 1,000 are permanent
workers. The striking workers have formed a new union
under Indian National Trade Union Congress (INTUC)
and have alleged that they were subjected to excess
workload. The workers alleged they were facing health
hazards and the company has violated Provident Fund
(PF) Act, gratuity norms and rules of Industrial Safety and
Health Act. The company has termed the strike illegal.
The employees also protest transfer of some employees
to dealerships from the plant. They also opposed a long
term wage agreement which the management has wanted.
The strike hits GM India while they have decided to enter
in commercial vehicle market with their Chinese partner
Shanghai Automotive Industry Corporation (SAIC).
4.11 June, 2011
This is the time for Maruti Suzuki India Ltd. (MSIL) their
plant at Manesar, is suffering a production cut because of
a strike that has started there. The company has sacked 11
employees (including 8 offce bearers of an unrecognized
union) which have now got the nod from the Haryana
Labor Commissioner. On that day about 200 workers
struck work from the second shift. There is no sign of an
immediate breakthrough. The workers are demanding the
recognition of a new union “Maruti Suzuki Employees
Union” along with retention of casual laborers. At present
there is one union “Maruti Udyog Kamgar Union” which
is mainly dominated by the workers from its Gurgaon
facility. The Manesar workers said that, their issues are
different from those of the Gurgaon plant.
This plant manufactures the A Star, Swift, DZire and
the SX4. These are the best selling MSIL models. The
strike attacks the plant while the company has decided
to run fuel-effcient diesel models in order to boost their
selling. Currently the Swift and DZire diesel variants have
waiting times of 3-4 months, the SX4 diesel has a one and
a half month waiting time. The A Star is a top favorite for
the export market which is likely to be impacted. So the
strike obviously has long term effect also on the whole
marketing process of those upcoming special models.
5. THINGS THAT HAVE INDIRECT
RELATION TO STRIKE
A weak industry is vulnerable to the strike and hardly can
overcome on the other hand a strong industry can even
affected by strike and eventually become a weak industry.
A moderate strike can end up with a violent result if the
related environment also disfavors the company. For
instance we can say about steel price hiking, customers
sentiment, government tax system, oil/crude oil price hike
can make the process miserable.
India has a well-developed tax structure. The power
to levy taxes and duties are distributed among the three
tiers of Government. The cost structure of the industry
is fairly traditional, but the proftability of motor vehicle
manufacturers has been rising over the past five years.
A Case Study About Worker Unrests in Indian Automobile Industry
77 Copyright © Canadian Research & Development Center of Sciences and Cultures
Major players, like Tata Motors and Maruti Suzuki India
Ltd. (MSIL) have material cost of about 80% but are
recording profts after tax of about 6% to 11%.
End customers are very important to ensure the
survival of the Motor Vehicle Manufacturing industry.
Economic downturns and other events can affect the
expenditure decision of households. When customers are
not happy or optimistic about the future of the economy,
they will tend to postpone expenditure until times are
better. In 2008-09, customer sentiment is expected to fall,
which will have a brunt on the augmentation in demand of
cars.
Steel is a major input used when manufacturing
a motor vehicle. Rises in the price of steel puts cost
pressures on manufacturers, which often leads to a fall
in proftability. Over the past fve years, the price of steel
has been rising rapidly. These rises in price eventually
pass from the manufacturers to the end customers.
The price of oil and petrol affect the driving habits of
consumers and the type of car they buy. Over the past fve
years, the price of petrol has been influenced the buying
decision of motorists, who are switching more to fuel
effcient options. These include cars that run on liquefed
petroleum gas (LPG), diesel, electric and small cars that
achieve better mileage. The trucking sector has also been
struggling with the rise in the price of fuel, which has put
enormous pressures on their costs.
6. REASONS BEHIND THE STRIKE
From those above fact it is clearly visible that in most of
the cases, it is worker/employees union who is leading the
strike. In some particular cases while there is already a
central union exists the local worker-leaders starts another
union on the banner of the particular area/facility. If the
top management refuses to recognize it, workers use it as
a catalyst to the strike. Sometime they choose a good time
when the company is highly vulnerable, such as when the
sale is high/peak or at the launching of new models, etc.
According to ILO, there is a growing unrest especially
among MNCs and this has been more so in some sectors
than others. Some of the major motivating factors have
been demand for wage hikes, reinstatement of dismissed
workers and demand for recognition of labor unions. In
some specifc case the new union tries to bypass the old or
existing/recognized union. We can put up Hyundai motors
case in this regard which has a facility at Tamil Nadu. The
worst thing in Tamil Nadu is that each political party has
its own union and even in a union here they have polls
to select which faction will run the union. When unions
are supposed to represent workers, politicians use it as an
agenda.
In Maruti Suzuki India Ltd. (MSIL) case, let us look
back in 1984, when they have just started production
at Gurgaon, the Japanese management philosophy and
culture along with their indigenous TQM was a great
success. Therein, all workers right from the lowest rung to
the Chairman and MD would wear the same grey uniform
and go to the same canteen. The Managers and workers
would be free to discuss issues. Any worker fnding fault
anywhere in the assembly line had the power to ring the
alarm bell and the production would stop. The concept
of “Ringiseido” provides the chance for equal ranking
managers or employees in the company to partake in
an individual’s idea. but their recent strike was about
the recognition of a new union-that focuses the idea the
workers are still not motivated enough or the management
was not able to balance their shadow equally to all of their
facilities.
The next point about the classification of workers,
while it is common to divide them into two groups
(permanent basis and contract basis). A contract worker
is typically hired through a labor contractor to work in a
factory. Contract workers are indirect employees hired
for specific work for a given duration. They are not on
the payroll of the company. They are paid by the labor
contractor. Employers argue this system gives them
the flexibility which standard labor laws don’t allow.
Economists point out that unions` insistence on rigid labor
laws are unfair to employees who don’t get benefts like
on-job training when recruited by labor contractors. Labor
unions current solution seems to be turning the clock back
and agitate for full unionization. There is a small core of
permanent workers, but a substantial number of workers
are now contractual hires. The resulting fragmentation has
made it diffcult to form unions. Maruti Suzuki India Ltd.
(MSIL) for instance, has 85% contract labor. According to
news reports, the proportion of contractual labor in Nokia
is 50%, and that in Ford is 75%.
Finally, we can even put the spotlight on the
management system too; sometime they are not
professional enough to motivate the workers. Even there
are some incidents where the management is accused to
be the catalyst of the unrest. For instance we can focus
on May, 2009 Mahindra and Mahindra (M&M) incident
where top management was in to point of no return with
a union leader. While the unrest starts for the job security,
safety or salary related issues the top management has a
huge scope to control the total process.
The top management also has to be very cautious at
the peak time of selling, in India especially at the time
of union budget, at the time of festival or just at the
time of launching a hot-cake model. As this is the most
vulnerable time for any company and if a strike attacks
the manufacturing process it will directly impact on the
selling process, which will cause an immense loss to the
company.
7. RECOMMENDATIONS
From those above reasons we may fnd out that the main
and ultimate reason behind any kind of worker unrest
Mostak Ahamed Galib; Kamrun Nahar Munny; DING Lin (2011).
International Business and Management, 3(2), 74-78
Copyright © Canadian Research & Development Center of Sciences and Cultures 78
is communication gap between top management and
workers. If the workers are motivated enough we can
easily escape this circumstance and lead the company
into success. In this connection we may focus on Victor
Vroom’s expectancy theory, which deals with motivation
and management and shows a path how managers
can secure a highly motivated workforce. The theory
widely known as “VIE” (Valence, Instrumentality, and
Expectancy) is based on an objective of maximizing
pleasure and minimizing pain. The model is,
Motivation=Valence×Expectancy (Instrumentality) (1)
Thus we can expand this formula according to our
practical problem so that we could find a better fit for
solving the worker unrest problem in Indian automobile
industry, which will be divided into some specifc stages
with special tusks. Firstly the top management has to
find out which rewards the workers/employees want or
which rewards present highest value to them, that is what
we call ‘Valence’. Secondly, managers have to create
instrumentality, which means the managers or foremen
must convince the employees about the accomplishments
of the given task or goal and will generate the rewards
valued by the employees. Finally, managers must ensure
that the employees have the perfect condition and
necessary capabilities to accomplish the given task, which
will help the workers to grow self confdence among them
about reaching the goal and thus get rewarded. The total
process flow-chart would be,
Figure 1
Expanded Expectancy Theory
8. SUMMING UP
As the number of middle class people are raising at a
rapid speed the market of small size automobile in India
will also rise too. On commercial vehicle segment,
government’s scheme to the infrastructure development
also helps a lot to shine that special segment. Moreover
Indian automobile market has a bright future. That’s why
almost all the world leading automobile manufacturer
has started their facilities inside India. India herself is a
business hub in south Asia, where 22% of the world’s total
population lives and 10% of the world’s wealth located.
Thus shows enormous scope to prosperity to the key
automobile players who can cope against the unavoidable
circumstances such as work slow-down, worker unrest
and strike.
A strong company which is financially sound and
having a great market share is not vulnerable to any kind
of threat, for instance we can say about Tata motors and
Maruti Suzuki India Ltd. (MSIL)-they have relatively
suffered less strike/unrest/production slow-down than
any other companies. India’s largest automobile company
(Tata motors) is the market leader in Commercial vehicle
segment having more than 65% market share. While
Maruti Suzuki India Ltd. (MSIL) is the market leader in
passenger car segment having a 48.78% market share.
Thus brings some points to the conclusion that
obviously there is some efficiency factors that top
management would fnd fruitful and at the same time will
help the company to make the workers feel privileged.
Effciency factors that can play vital roles can be point out
as; labor productivity, labor flexibility, capital effciency,
resource availability, establishment of export markets,
Successful industrial relations policy, ethical and tactical
industrial relations, understanding implications from
Government policies, etc.
REFERENCES
ACMA (2004). A Report on ACMA CEO’s Mission to Thailand.
Automotive Component Manufacturers Association of
India, New Delhi.
D’Costa, A.P. (2002). A Book Review on Rethinking the
Developmental State: India’s Industry in Comparative
Perspective. The Journal of Asian Studies, 61(4), 1422-
1424.
Kathuria, S. (1996). Competing through Technology and
Manufacturing: A Study of the Indian Commercial Vehicles
Industry. Delhi: Oxford University Press.
Ministry of Heavy Industries and Public Enterprises (2006).
Automotive Mission Plan 2006-2016: A Mission for
Development of Indian Automotive Industry. New Delhi:
Government of India press.
Narayanan, K. (2004).Technology Acquisition and Growth of
Firms: Indian Automobile Sector under Changing Policy
Regimes. Economic and Political Weekly, 39(6), 461-470.
Vroom, Victor H.; Kenneth R. MacCrimmon (1968). Toward
a Stochastic Model of Managerial Career. Administrative
Science Quarterly, 26–46
A Case Study About Worker Unrests in Indian Automobile Industry
