Union Management Relations in APSRTC (Andhra Pradesh State Road Transport Corporation)

• Published in: Ushus Journal of Business Management Vol. 15; no. 2; p. 33
• Main Author: Ar Vijaya Chandran
• Format: Journal Article
• Language: English
• Published: Bengaluru CHRIST (Deemed to be University) 01.01.2016
• Subjects: Customer satisfaction
• ISSN: 0975-3311
• DOI: 10.12725/ujbm.35.3

In the industrial scenario of India, both employer and employee play a vital role. In some service-oriented industries both should work together for the enhancement of customer satisfaction. As the management starts taking constructive steps for cordial relations with the unions, unions are also responding to the cordial steps the organization might take to achieve their goals faster. This is the key to a sincere and cordial atmosphere between the union and the management. When the two parties think that their relationship should move from an unproductive state to productive state, outside interference from the state government, arbitrators or negotiators becomes redundant. If this doesn’t happen, the strength of conviction can be tested and resources should be provided to reinforce those convictions. Furthermore, each party must be introspective of their way of functioning instead of blaming the other party. The consequence of this acknowledgement is that both the parties would think that they have to change for the betterment of the relationships and for the long run of the organization. Sometimes, what the parties are prepared for might be an improvement of quality of relationships through committees established for health, occupational hazards 34 safety and security. The involvement of external facilitators might sometimes highlight the shortcomings of the relationships between the union and the management. Where the parties feel that their relations are on the verge of a breakdown and that rectification might not be possible, they might focus on overall relationships. But to establish a cordial relationship might be a challenge between these two parties. The Relationship Programme by objectives adopted in North America since 1975 is a good example of this situation. Another successful model is the 7-step model for improving union–management relationship (Cohen – Rosenthal & Burton 1994). Because of the lack of resources, industrial relations might get affected. The resources can be anything from financial, human, marketing or physical resources. The effect of bad industrial relations will have a multiplier effect (effect upon sectors). It can be gauged by the fall in normal tempo, resistance to change, frustration and social cost. This study proceeds to find out the ways to increase customer satisfaction by improving Union-management relations.