The tactics adopted by the Maruti Suzuki management to “resolve” the dispute with its Manesar unit’s workers is reminiscent of the methods employed by some Indian businessmen in the fifties ( “Setback for workers,” November 8). However, this time Maruti bought off not only the trade union leader but the other protesting employees also. This is a short-sighted approach to industrial relations problems. Moreover, the comfort of the legality of the action should not make the management complacent towards the reality on the ground — Sonu Gujjar is gone, but the causes and concerns of workers that engendered such a new powerful trade union remain. Unless it acts sagaciously now and addresses these issues with an open mind, it may have to face a stronger unrest from its workforce later.
Also, the employees continuing working with Maruti have suffered a double shock from the breach of a psychological contract by their trusted leader and by the management. Its impact on the employees’ morale and performance would have to be understood carefully.
Y G Chouksey, Pune
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