HRM_Project_Group_6

8/7/2019 HRM_Project_Group_6

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Unionization in IT/ITES

SectorA Human Resource Management Perspective


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Contents

TradeUnionsintheServicesSector.......................................................................................................3

Introduction

............................................................................................................................................

3

AnewflavourtounionsITES/IT.......................................................................................................3

SettingtheBackground...........................................................................................................................5

WhyOrganizeIT/ITES?............................................................................................................................6

KeyIssues............................................................................................................................................6

NatureofWork...............................................................................................................................6

Shiftingfocustononbargainingactivities......................................................................................7

Thebrightsideofthings!................................................................................................................7

Allthatglittersisnotgold!..............................................................................................................7

DoesIT/ITESneedaUnion?....................................................................................................................8

ChallengesinUnionFormation...............................................................................................................9

IndustryInitiativestoOrganizeIT/ITESSectors.................................................................................10

ITProfessionalForum.......................................................................................................................10

WestBengalInformationTechnologyAssociation...........................................................................11

AssociationofITEmployees,Kerela.................................................................................................11

TheFuture

.............................................................................................................................................

12

ARealityCheckSurvey...................................................................................................................13

ProfileofRespondents.................................................................................................................13

ModeofSurveys...........................................................................................................................13

SurveyFindings.................................................................................................................................13

Respondentsbasicclassification..................................................................................................13

Awarenessaboutunions...............................................................................................................14

Perceptionon

Unions....................................................................................................................

14

SurveyConclusion.............................................................................................................................15

Bibliography..........................................................................................................................................16

Otherreferences...................................................................................................................................16


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TradeUnionsintheServicesSector

Introduction

AnewflavourtounionsITES/IT

A few years back, India was mostly dependent on the industrial and agricultural sectors for its

growth numbers. But off late the phenomenal performance of the Services sector especially the

IT/ITES &BPO sectorhas positioned India asa major economy in theworld. The industrialsector

comprisedof

Manufacturing,

Mining

and

Electricity

sectors.

These

sectors

were

perennially

plagued

bymajorproblems likeUnionizationandOrganizationalPolitics.TheBlueCollarworkerhasalways

found the support of an Association or a Union, where he enjoyed the right to raise issues

concerning him, challenge management, and express his aspirations more emphatically. With the

Servicessectornowcontributingroughly52%oftheIndianGDP,itisbecominganimportantsource

fornearly34%oftheIndianpopulation.Almost$55bnofitcomesfromtheIT/ITESandBPOsector.

Thissectorcurrentlyemploysnearly1.6millionpeopleandpromisestoabsorbanother700000by

2010.It currently employs approximately. The market indicators continue to be positive with a

potentialuntappedmarketofover$300billionworldwideforIT/ITESandBPOsector.Thesoftware

and services industryhas continued toexceed forecastseveryyear.ForFY08 Nasscom forecasted

revenueof$50billion,outofwhichITsoftwareandservicesexportswouldcontribute$2829billion,

followed by ITeS/BPO between $10.511 billion. The domestic market is expected to reach $10

billion,atagrowthrateof2022percent.

India has come to be recognized as the hub of outsourcing activity. The time differential and

sufficientsupply

of

qualified

IT

professional

would

imply

that

the

jobs

would

continue

to

be

shifted

toIndia,inspiteoftherestrictivemovesintheUSandotherEuropeancountries.Itisestimatedthat

inthecourseofthenextdecadeabout3.3millionjobsinITESwillmoveoutandalotmanyofthese

wouldlandinIndia.AssuchthedemandforoutsourcingworkwillcontinuetogrowaslongasIndia

iscosteffectiveandmaintainsahighqualityofservice.

Recentdecadeshaveseendeepchangesinthepoliticalandeconomicbackground,whichhavehada

downbeat outcome on the situation and authority of trade unions. The interconnected factors,

whichcontributed

to

this

situation,

are:


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Globalization has paved the way for intensive pressure in product markets, has led to anexponentialmovementofcapital,andhasalsoresultedincompoundingsusceptibilityoflabour.

Technological changes have given hope and opportunities for redesign production throughbetter and more innovative methods, which include having production capacities in different

geographies.

The skill set of todays employee force is expanding fast and has become important fororganizationstoconsider.

Womenworkforcenowformsamajorchunkoftheworkingpopulation.AstheITsectorisproducingmoreandmoreemploymentinIndia,theprospectofunionizationin

IT/ITESisbeingevaluatedbymanystakeholders..Themainstakeholdersinthedevelopmentare

Employees:ThiscategorycomprisesoftheemployeeworkforceofthevariousIT/ITES&BPOcompaniesinthecountry.

Management:Thiscategorymainlycomprisesoftheseniormanagementofacompanywhichwouldincaseofunionization,wouldhavetodealwiththeunionrepresentation.

TheMiddlelevelmanagersarealsoapartofthiscategory,asitisundertheirleadership

andgovernance,whichhasadirectinfluenceoverthewelfareoftheemployees.

Unions:TherearemanyStatelevelandNationalUnionsthathaveexpressedenormousinterest

in

extending

membership

to

these

employees

and

growing

the

number

of

membersintheirunions.

HRDepartment:TheHRdepartmentwhichistheofficialchannelwhereemployeesvoicetheirconcernsandcareeraspirationswillgetdirectlyaffectedbyoriginationofa

unionintheirrespectivecompanies.

Indian trade unions have however been slow in reacting to the change. This in turn has been

resultinginlossofmembershipasalsomarginalisationoftradeunions,emergenceofnewformsof

workers organizations, and employers / managers undertaking roles/ functions traditionally

performed by trade unions. Dramatic changes have occurred in the industrial concentration of

labour force over the past two decades. The emerging opportunities in services and information

technologysectorsduetobusinessprocessoutsourcinghaveshiftedemploymentopportunities in

theneweconomysectors.India,withitsyoungandeducatedworkforcehasemergedasoneofthe

mostproductivesourceofmanpower.Thechanges in the industrialconcentrationof labour force

willcontinue

to

have

amajor

impact

on

trade

union.


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Theneweconomysectorpredominantlyunionlesswillbeamagnetforunions.Inthe initialstage

steps have been undertaken to organize these knowledge workers to provide a better quality of

work life.TradeUnionshavebeenworkingonexploringpossibilitiestoenterthesesectors,which

aremostlyinexportprocessingorspecialeconomiczones.

SettingtheBackground

Ontheemployeerelationsfront,theexpansionofIT/ITESmadeemploymentmoreflexible.Services

sectorhashelpedtoescapefromexistingcollectiveagreementsorchallengethem,eliminatingthe

traditional regulatory constraints, and moving in the direction of the more liberal employment

model.

Indeed,

union

avoidance

has

been

the

core

management

strategy

in

the

services

sector.

Recently,fearseemedtohavegrippedthe IT/ITES industry,thiswasnotrelatedto losingbusiness

buttounionsbeingformedinthesector.Themediahighlightedthepossibilityofinvestmentshying

awayfromtheIndianshoresaslabourgroupsbegintoorganizeemployeesinthissector.Somefear

thatunionizationwouldkillthefledglingservicesboominthecountry.

ThemediaarguedthattherewasnoroomforcomplaintsagainsttheBPOoutfitsastheyprovided

exceptionally good environment and good salaries. The move to unionize workers was seen as a

retrograde step which would spell disaster for the industry. It was asserted that third party

interventiondidnotaugurwellfortheindustry.

Advocatesofthisphilosophyoftennegatetheroleofunionswhileemphasizingthatsophisticated

humanresourcemanagement(HRM)strategieshaveasignificantpotentialtotakecareofworkers

interests.Thus,thegroundhasshifteddramaticallyfromapluralisttoaunitaristperspectiveofthe

employmentrelationship.

Thisnew

relationship

between

employer

and

employee

marginalises

the

role

of

unions

in

the

workplaceoremphasizesovertunionavoidance.Thereisachoicebetweenexclusivistand

inclusiviststrategiesthatcompaniesneedtomake.

Exclusiviststrategiesincludefirmscasualisingandoutsourcingstaff,theoutrightrefusaltonegotiate

with unions, while inclusivist strategies involve the use of employee involvement schemes and

human resource initiatives.Themessage itgivesmayeitherbe inclusivist, that is tellingparticular

employees that theyarean integralpartof theorganization;orexclusivist, that is, indicating that

particular

forms

of

behaviour

or

unions,

are

not

welcome.

Inclusivist

actions

seek

to

increase


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employeedistancingandseparationfromtheorganizationofunions,whosevaluesareinconsistent

withthoseoftheorganization.

Management has endeavoured to increase commitment via employee involvement schemes that

focuson

improving

management

employee

relations

and

thereby

eliminating

the

perceived

need

of

employees to involve unions in representing their interests. The nature of the work can provide

opportunitiesforunionstoorganize.Muchofwhatmanagementwantstoachieveconflictswiththe

employees interests.Performance targets,minimizingtheagentstimeawayfromthe telephones

and minimizingstaffing levels result inwork intensification,besides, lackofcareerandpromotion

prospectsandmonotonygiverisetoresistance,includingunionrepresentation.Thenewissuesof

servicequality,discretiontodeviatefromstandardsandrecognitionofsocialskillsareaddedtothe

moretraditionalbargainingissuesofpay,workinghours,andholidays.

WhyOrganizeIT/ITES?

Labourisonefactorthathasbornethemajorbruntoftheoutsourcingexercisebeittheindigenous

ortheforeigncompanies.Theyhavenotonlyfacedreductioninwagesbutalsowithdrawalofsocial

benefits.Thepolicymakershoweverseemstohavebeenlostintheirexercisetoearnmoreforeign

exchangeandtheshiningambienceofthemodernestablishments.Theissueofsocialcostsisnotin

theagendaofeithertheemployersortothatmatteroftheGovernment.

KeyIssues

Natureof

Work

The attractions of comparatively good rewards accompanied by modern work environment have

beeninducingtheyoungworkforcetooptforaverychallengingandstressfulwork.Intheglamour

ofbeingdesignatedasprofessionalsandworkingforthemultinationalcompanies,theseworkshave

beenoverlookingitsadverseeffects,particularlythosethatareinvisible.TheunionsinIndiaareina

stateofconfusionastheyareyettodecidewhetherITworkerscomeundertheirareaofoperation

andifsohowtoorganizethem.


7/16

Shiftingfocustonon-bargainingactivities

Inviewofemployerstakingkeeninterest inthemonetaryandnonmonetaryimprovementsofthe

employees, unions will shift their focus to other issues related to equity, gender related aspects,

humanrights,transparencyanddisclosureofinformation.Unionswillalsoinsistonsoftissuessuch

as

career

development,

skill

formation,

education,

knowledge

management,

competency

based

traininganddecentwork.

Thebrightsideofthings!

A BPO employees day starts at about 18.00 hours when the companys vehicle arrives at the

workersresidencetopickfortheoffice.Afteraboutanhourtheworkerisinofficethatisbrightand

lively. A brief interaction with boss follows and then entry to a small cubical equipped with a

computer and telephone wherein the race to attend 100 to 125 calls in eight hours begins. The

workeris

allowed

to

go

to

toilet

twice,

break

for

meal

once

and

beverage

once

all

of

which

must

be

accomplished in60minutes.Apartfromacomparativelydecentsalary,thereareotherattractions

toosuchasdoor to door transport,security guardescorts,and refreshment on thehouse,picnic,

excursion and young colleagues. The package also includes enhanced status of a Multinational

employee.

Allthatglittersisnotgold!

Recentresearch

has

described

BPOs

as

electronic

sweatshops

and

assembly

lines

in

the

head

with jobs being characterized as deadend, with low complexity, low control, repetition and

routineness.ITES employees follow scripted dialogues and detailed instructions and their work is

closely monitored, tightly controlled and highly routinised. The pressure for quantity versus the

aspiration for quality imposes conflicting role requirements on employees. Working for overseas

clientswhosecustomersare located intheUS,Canada,theUKorAustraliameansthatemployees

havetowork innightshifts inordertorespondtodifferenttimezones.Thereareemployeeswho

areable

to

adjust

to

night

shifts

after

an

initial

period

of

discomfort.

But

there

are

others

who

find

it

difficult to managenight shifts,experiencing health problems such as loss ofappetite, changes in

body weight, chronic fatigue and drowsiness, decreasing vigilance and irritability on account of

disruption ineating,digestionandsleepingpatterns,asaresult.Shiftworkalsoaffects family life.

Someemployeesdonotseeorhaveamealwithotherfamilymembersforweeksonend.

Unscheduledbreaksduringtheworkinghoursarenotpermittedwhilescheduledbreaksaretracked

by specially designed software. Employees have to log in and log out at specified times. Though

normally,during

ashift,

slots

are

provided

for

two

15

minute

breaks

and

abreak

of

half

an

hour

for

lunch/dinner,breaksaredecidedbytheteamleadersonthebasisofcalllevelsorcallqueue.Delay


8/16

evenbyaminutetotaketheirseatsafterabreakresultsinyellinganduseofabusivelanguagefor

everyonetohearacrossthe floor.Longqueues inthecafeteria forcethemtochoose fast foodor

skiptheirmeal/snackinordertologbackintime.Thisalsoaffectedtheirfoodhabitsandnutrition

intake.

Suchstrictobservationoftimesometimesmeansthattheycannotlogoutoftheirsystemsorleave

theirseatseventogototherestrooms(if itwasanemergency,theyhadtoseekpermissionfrom

the team leader to do so) or get a breather. Employees are denied leave even in case of serious

ailmentsorproblems.Whenthecallvolumeishighpeopleareexpectedtoreporttodutynomatter

howillthepersonis.Therearesomewhoaredeniedleavebythemanagementandlaterthreatened

withtermination

letters.

They

are

not

always

paid

overtime

for

the

extra

work

they

put

in.

In

fact

extrawork isrequired tobedoneto impressonessuperiorswhowouldensure furthergrowth in

theorganization.

Formanagers,employeesarerequiredtohaveaforemostresponsibilitytotheirjobratherthanto

thefamily.Skippingcompanyoutingsinsomecases isequatedto lackofcommitmenttotheteam

andteambonding.Employeespleaseoftheirinabilitytospendqualitytimewithmembersoftheir

familyaregenerallyignoredbymanagers.Asaresult,inanefforttojugglebetweenfamilyandwork

resultedin

agents

depriving

themselves

of

sleep.

Their

weekly

breaks

are

spent

entirely

with

the

familyortohandlehouseholdchores.

DoesIT/ITESneedaUnion?

The job is stressful and causes friction in ones social life. Further the job at times becomes

frustratingduetoirateandabusivecustomers.ThefactthatthemajorityoftheBPOemployeesare

women,lifebecomesevenmoredifficult.FortradeunionsinSouthAsia,theconcernsofITworksis

stilltopenetrateintheiragenda.LetusnowlookataliveexamplewherethereisUnionresentment

ataninternationallevelwithregardtooutsourcingbusinessofMicrosoft.

Thestandof Indian tradeunions is,understandably,divided.Ononeextreme isthe INTUCwhose

leadershaveopenlybeensupportingtheemergenceofnewavenuesofemploymentwhileonthe

otherhandtheLeftunionsaskingforcheckonexploitativeconditionsthatexist inEPZsandBPOs.

Indian Unions needs to look at thejob security, social security protection, time schedule, etc.

Adoption of a policy aimed at free movement of people between countries, through relaxing


9/16

immigration laws, could only help in meeting the challenges posed by gap between demand and

supplyofITprofessional.

ChallengesinUnionFormation

TheHRdepartmenthasbeenseentoberenderingunionsredundant. InBPOsrunbyMNCs,team

meetings or skip level meetings are arranged to provide a platform for employees to air their

grievances. In some BPOs an email is enough for their managers to sit up and take notice. If the

immediatemanagerhasnotconsideredtheir issue,theycouldtake itupwiththenext immediate

seniormanager.

In

fact,

customer

service

representatives

in

some

BPOs

believe

that

they

could

even

talktotheCEOorsendhim/heramail.

However, this is rarely required to be done as their problems are immediately resolved. A simple

complainttotheteamleaderoroperationsmanagerdoessetthingsright.Individualdialogueswith

onessuperiorsareencouragedtoaddressgrievances.Evenpersonalproblemsarediscussed.People

areencouragedtoexpresstheirfrustrationsandfeelingssothatperformancedoesnotsuffer.They

canalsoraiseissuesinthesurveysthatregularlyhappen.

For some employees, the HR department is like a union taking up issues on the behalf of the

employees. Problems with the operation managers can be reported to the HR which would then

takeuptheissuewiththeconcernedauthorities.Thisisreinforcedbythebeliefthatthereisalmost

nooronlyaminimalhierarchybetweenthecustomerservicerepresentativesandthemanagement.

The informalatmosphereofusingfirstnamesandprovisionsforgamesandsports isproofofthis.

Therefore a union which could take up the issues on behalf of employees are not required as

perceivedbysome.Theyoftenbelievethatthenumbersreflectperformance.Performancematters

andit

is

natural

that

those

who

did

not

meet

the

standards

should

be

told

to

quit.

Union formation is also inhibited by prevailing labour market conditions, poor awareness about

unions, a vicious public opinion against any form of employee collective and an extremely young

work force having a fluid career path. Many employees are not even sure of sticking around in a

companysotheyarereluctanttoinitiateacollectiveexercise.Changesinthesefactorsoveraperiod

oftimecouldseetheemergenceofunions.

Organizational

culture,

human

resource

management

and

total

quality

management

have

sought

to

promote a corporate ethos that demands loyalty from employees and it excludes silences or


10/16

punishes those who question its creed. Through the strengthening of culture, the space within

organizations forexpressinganddevelopingawarenessof, and allegiance to,alternativenorms or

values isreducedand, ideally,eliminated.Peoplewillinglyperform jobs because their sense of

purpose and identity is tightly coupled to the core values of the corporation.

Tackling attrition is one area in which unions stand to benefit the most. Unions could be seen as

positively contributing to the organizations goals, and at the same time, they could help in

organizing theworkforce. Employeeswhomaybe morecommitted to theorganizations, inwhich

theywork,assignifiedby intentionstostay,aremore likelytobeunionmembersthanthosewith

lessorganizationalcommitment.

IndustryInitiatives

to

Organize

IT/ITES

Sectors

ITProfessionalForum

The first initiativetoorganize ITworkers in Indiahadbeenmade inBangalore, theoriginal IThub

center. Following the Y2K hype, a group of activists laid foundation for organizing IT Workers in

Bangalore in November 2000. Since then it has been undertaking various activities to promote

interestofITworkers.Earlierthisyear,theITPFKarnatakainitiatedaprocesstoformanationallevel

bodyto

be

known

as

the

IT

Professional

Forum

India.

A

meeting

to

this

effect

was

held

during

April

2004.

SomeoftheimportantfindingsthatcameoutofITPFExperienceinclude:

IT Workers consider themselves as professional and as such have reservations in beingclubbedwithworkmen;

The IT workers be organized on individual basis irrespective of the place they may beworking

(this

is

to

meet

the

challenges

posed

by

high

level

of

attrition);

ThepublicimageoftradeunionsinIndiawillhaveadverseimpactonthepresentandfutureemployability;

The IT industry is functional under global environment which is not clearly understood bytheunionscurrentleadership;

ThebenefitsforwhichunionsarefightingarealreadygrantedbytheEmployers; The Employers feel that unionization will adversely affect their product delivery schedule

whichwouldimplylossinbusinesstocompetingpartiescountries;


11/16

The ITPFassuch isbeingorganizing individual ITProfessionalsand focusingonactivitiesaimedat

enhancingITWorkerscapacities intheareasof languagemodulation,livingandworkingpattern in

foreigncountries;upgradationofcomputerhandlingskillsetc.ItisalsoplanningtostartaBusiness

DiplomaProgrammeofaBusinessSchoolinAustralia.

WestBengalInformationTechnologyAssociation

ThefirstevertradeunioninthefastgrowingITsectorinWestBengalwaslaunchedbyCITU,ruling

CPM'stradeunionfront,whichsaiditwasnecessarybecauseofallegedrampantfloutingofworkers'

rights.TheWestBengal InformationTechnologyAssociationwas launched insatellitetownshipof

Salt Lake considered the nerve centre of IT industry in the state. The association alleged that

workers'rightswereregularlyviolatedbyITcompaniesandtheywerefloutingrulesframedbythe

government,depriving

workers

of

basic

rights

like

PF

and

ESI.

AssociationofITEmployees,Kerela

AStatelevelorganization,AssociationofITEmployees,whichclaimstoenjoythesupportofmajor

tradeunions,hasbeenlaunchedinThrissurinNovember2006.Itseekstobringtogetheremployees

in IT and ITES (ITenabled services) /BPO domain and countless professionals in the unorganized

sector. With outsourcing being the primary growth engine, the sector has long and odd working

hoursthat

suit

the

schedules

of

customers

abroad,

the

outcome:

employees

suffer

from

stress

and

workrelated ailments. To combat this problem, the Union Health and IT Ministries are

contemplatingahealthpolicyforITemployees.

Also disparity in wages is gaping. Some getjawdropping salaries, others abysmally low amounts.

The norm is: perform or perish. To tackle these issues, the INTUC (Indian National Trade Union

Congress) is planning to enter the State's IT sector in a major way. Trade unions alleged that

registers werenotproperlymaintained inmany ITcompanies. There isblatantviolationof labour

laws.

However,alargesectionoftheITsectorisworriedabouthavinglabourunions.Tradeunionismwill

destroythesector,especiallyatatimewhenKeralaisfindingatoeholdintheglobalITorder.Kerala

accountsforITexportrevenuesofRs.500crore.ComparethiswiththeachievementsofKarnataka,

whichaccountsforonethirdofthecountry'sITexports.Inthecurrentfiscal,Karnatakaisexpected

totakein37percentofallITrevenuesamountingtoRs.37,000crore.


12/16

TheFuture

The development trends in India indicate that some of the cost advantages that it had may not

continue for long. For example the labour cost advantage may soon vanish as China and other

neighbouringcountriesarecatchingup.TheoveralloperatingcostofrunningaBPObusinessinIndia

israpidlyrising.Thelabourcostshavealreadygoneabove50%asagainst15to25%in2002.Onthe

other hand the exchange value of US dollar is ever on decline. Added to this are customer

acquisitioncosts about1015%oftherevenue.

A lookat the ITand ITESscenario in Indiashowthatmorethan60%of the BPObusiness isvoice

related.Thisoverdependenceonvoicebusinesscouldmeandisasterformanycompanies.Assuch

companies

need

to

look

for

more

value

added

business

by

venturing

in

to

non

voice

operations,

such

astranscriptionprocessing,humanresourceandconsulting.

Theorganizingofworkersshouldnotimplylossofbusinessandthenjobs.Duringadiscussionwitha

group of Senior Managers of a major Computer Company in India, it was expressed that

UnionizationofITWorkersbenotundertakenasthatwoulddestroytheIndianITIndustry.Similar

is the view of the IT Workers who say Unionization for what, we already have more than what

Unioncanprofesstosecure.InsuchanenvironmenttheworkoforganizingtheITWorkers inthe

abovebackground

needs

to

be

undertaken

with

caution.

In the emerging global environment it is imperative for the trade unions in India to transform its

rolesandfunctions inamannertosuitnewandeducatedworkforceseekingemploymentwithout

national boundaries. The ability of business to quickly move to other parts of the world is an

important factor that national unions need to examine before adopting their strategies. It is also

important for the leaders to acknowledge that we are living in a world where information from

anywhere isavailabletoallattheclickofabutton.Theunionsarethusdealingwithan informed

workforce.The

new

workforce

may

desire

and

expect

use

of

knowledge

tactics

than

physical

force

fromitsleaders.

InaworldthatistryingtopromotetheideaofaGlobalVillagethenationalunionscantcontinueto

be local in action. They have to see that their policies and strategies are in consideration to the

developmentsworldwide. It isthe internationalcompetitionthathascometoplayatthenational

level.

As such the international issues such as enforcement of ILOs core labour standards, solidarity

among national trade unions, networking with GUFs for collective actions, ergonomics and other


13/16

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14/16

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15/16

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e positives

tobeseen

gnleadstos

29%

Wouldyou

platfor

presentati

ouaddres

suesat

an

Yes

No

hrowupso

edtheirwil

ntirelyrepr

y negotiab

flexibility.

surveyrefl

nttocond

espondents

theemploy

and less e

zationwhic

amechani

the

IT/ITES

ocketslike

y.Ahighle

pertheird

towardsun

oesnotcou

and negati

iswhether

uchamove

liketohav

(anempl

ebody)w

yourwor

rganizatio

every int

lingnessto

sentativeo

le which h

This is whe

ctssomesu

ctamoreo

havedenie

essuggest

ployee foc

h takesup

smisneede

sectoris

in

estBengal

elofrespo

ytodayact

ionformati

tforallthe

ves associa

theexpone

ment.

71%

esucha

yees

hichhelps

related

nallevel?

restingres

eintheba

the

IT/ITES

ve come t

re the HR

bjectivetho

bjectiveev

d that the

astrongp

ssed.Grie

employee r

toassessa

tunewith

t

andKerala.

dentsagre

ivitiesandc

n.However

stakeholde

ed with U

tialrise in

lts.Amajor

gainableca

population

fore, are

epartment

ughts,whic

luationoft

R canaptl

rceptionth

ance redre

lated issue

nyshortco

every

fact

Thehighpr

ingtothef

lientengage

sincethesu

shencethe

ion format

mployeen

69%

Do/Didyo

mployeer

all,would

service/d

ityofempl

dre.Though

butthe

findi

the workpl

of an orga

canbeus

eproblem

be called

attheHRd

salmechan

sbut a clos

ings.Thela

thatunions

portionof

actthatthe

mentindica

rveyonlye

resultsare

ion in the I

mbersand

3

uthinkha

epresentat

hinderyo

aytodayr

work?

yeeworkin

asamplesi

ngsare

nev

ce practice

ization can

dasastart

area.Thefa

s unions t

epartment

isms are in

emonitorin

ckofaware

inIT/ITES

s

eamplayer

presenceo

testhatthe

hoestheop

otconclusi

T/ITES sect

thegrowin

1%

ing an

ion,ifat

rclient

outine

Yes

gforthe

zeofour

rtheless

, career

play an

ingpoint

ctthata

akingup

remore

place at

gof the

esswith

ctorare

callsfor

aunion

eareno

inionsof

e.There

or, what

routine


16/16

Bibliography

Taylor,PandPBain(1999):AnAssemblyLineintheHead:WorkandEmploymentRelationsinthe

CallCentre,IndustrialRelationsJournal,Vol30,Pg10117

Rose,E(2002):TheLabourProcessandUnionCommitmentwithintheBankingServicesCallCentre,

JournalofIndustrialRelations,Vol44,No1,March,Pg4061

UNI (2004): Global Outsourcing of IT Jobs in Asia: Issues and Challenges for the Trade Union

Movement,UNIAPRO,Singapore,March29

Bierce

&

Kenerson,

P.

C.

(2003):

In

My

Opinion:

The

India

Advantage,

Michael

F.

Associates

Ltd

Otherreferences

www.bpo.nasscom.org

HindustanTimes,1stAugust,2004

http://ibef.org/artdisplay.aspx?art_id=16032&cat_id=60&refer=n36

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