SOIL Report 2011 - ACCESS Development Services

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Private Industry and Services—What Is ‘India Inc’ Delivering in Employment to the Poor? 127organizations must find new ways to developmanagement–worker (and customer–supplier) relationships to ensure a constructiveand meaningful pressure is brought tobear on the management by the workerswho understand the business realities.Industry must address productivity issuesto justify better jobs: We have shown how themajority of India’s wages—across industryand services—remains shockingly low. Butproductivity is frequently extremely low too.India’s garment sector, for example, is abouthalf as efficient as China’s and a one-thirdof the USA’s. It is standard for managers toblame workers (and perhaps their machines)for low productivity, but productivityexperts know that in most cases the solutionis in the hands of the management.‘Indian factories are typically disorganized,with inventories and spare parts chaoticallyorganized, inadequate performance tracking,and extremely poor quality control’(Bloom et al. 2010). With increased attentionto building second-tier managers, systemsand communications throughout thefactory, there will be gains in productivitywhich will justify higher wages.New management thinking to build abetter psychological environment for job satisfaction:Work is increasingly being done inthe field of HR on the contribution of nonfinancialfactors to job satisfaction (Ghosh2010; Biswas 2011; Lopes 2011). The role ofline and peer relationships in harnessing aworker’s commitment and loyalty is highlightedas crucial. Ghosh (2010) explores thedifferent values sets which drive organizationsand demonstrates how such valuesets influence the type and level of workercommitment. A worker can be motivated towork hard and stay with:1. Affective or emotional commitment2. Normative commitment that is a senseof duty and obligation3. The view that the cost of leaving theorganization would be too highEach of these commitment forms is moresuitable for some organizational valuesthan for others. For example, affective oremotional commitment is more importantfor an organization perceived to be drivenby ‘humane’ values (consideration, cooperation,fairness and moral integrity), whilenormative commitment is a more importantresponse for an organization driven byvision (initiative, creativity, innovation). So,organizations which come across as beingdriven by certain kind of values motivate acommitment in keeping with those.Another key aspect of improvement inthe psychological environment is a moresincere and better dialogue between supervisorsand workers. This has repeatedly beenshown to be a key factor in job satisfaction(Biswas 2011). Also, it is important to knowhow to improve peer relationships formutual learning, cooperation and creativesuggestions, while laying the management’sfear of a workers’ association.ReferencesAnant, T., R. Hasan, P. Mohapatra, R. Nagaraj, andS.K. Sasikumar. 2006. Labour markets in India:Issues and perspectives. In Labour markets in Asia:Issues and perspectives, ed. J. Felip and R. Hasan.New York: Palgrave-Macmillan.Besley, T., and R. Burgess. 2004. Can labour regulationhinder economic performance? Evidence fromIndia. Quarterly Journal of Economics 119 (1).Bissell, W. 2009. Making India work. New Delhi:Penguin Viking.Biswas, S. 2011. Psychological climate as an antecedentof job satisfaction & job involvement. The IndianJournal of Industrial Relations 46 (3).Bloom, N., B. Eifert, A. Mahajan, D. McKenzie, andJ. Roberts. 2010. Does management matter?Evidence from India. International Growth CentreWorking Papers Series, 10/0873.Business India. 2011. A time for labour reforms. BusinessIndia, 1 May, pp. 42–48.Chadha, G. 2004. Human capital base of the Indianlabour market: Identifying worry spots. The IndianJournal of Labour Economics 47 (1).Datta, S., and V. Sharma, eds. 2008. State of India’slivelihoods: The 4P report. New Delhi: AccessDevelopment Services.Dougherty, S. 2010. Labour regulations and employmentdynamics at the state level in India. Paris: OECD.
128 State of India’s Livelihoods Report 2011Economic Survey. 2011. Economic Survey. Ministry ofFinance. New Delhi: Government of India,.Ghose, A. 2010. India’s employment challenge. TheIndian Journal of Labour Economics 53 (4).Ghosh, S. 2010. Perceived organisational values &commitment to organisation. The Indian Journalof Industrial Relations 45 (3).Goldar, B. 2011a. Growth in organised manufacturingemployment in recent years. Economic & PoliticalWeekly 12 February, XLVI (7).———. 2011b. Organised manufacturing employment:continuing the debate. Economic & PoliticalWeekly 2 April, XLVI (14).Gupta, P., R. Hasan, and U. Kumar. 2009. Big reformsbut small payoffs: Explaining the weak record ofgrowth in Indian manufacturing. India PolicyForum 2008–9, 2008–09.Harriss-White, B. 2003. India working: Essays on society& economy. Cambridge: Cambridge UniversityPress.Haynes, D. 1999. Just like a family? Recalling relationsof production in the textile industries of Surat& Bhiwandi 1940–1960. In The worlds of Indianindustrial labour, ed. J. Parry, J. Breman and K.Kapadia. New Delhi: SAGE Publications.IMaCS. 2008. The skill gap reports. New Delhi:ICRA Management Consulting Services.Knorringa, P. 1999. Agra: An old cluster facing newcompetition. World Development 27 (9).Krishnan, T. 2010. Technological change & employmentrelations in India. The Indian Journal ofIndustrial Relations 45 (3).Labour Behind the Label. 2010. Taking Liberties: TheStory behind the UK High Street. London: LabourBehind the Label, War on Want.Lopes, H. 2011. Why do people work? Individual wantsversus common goods. Journal of Economic IssuesMarch, XLV (1).Ma Foi Randstad. 2011a. Employment trends survey,Wave 4, 2010. Chennai: MEtS..———. 2011b. Employment trends survey, Wave 1,2011. Chennai: MEtS.Nagaraj, R. 2011. Growth in organised manufacturingemployment: A comment. Economic & PoliticalWeekly 19 March, XLVI (12).NSSO. 2011. Key indicators of employment and unemploymentin India. NSS 66th Round, July 2009–June 2010. NSSO, Government of India.Ruthven, O. Forthcoming in 2012. The Regulation ofinformality: working metal for global homewaremarkets in Moradabad. In Markets for peace:Informal economic networks and political agency,ed. L. Buur and D. Rogers. Copenhagen: DIIS.Sethi, A. 2011. A free man. Delhi: Random House.TeamLease. 2006. The India labour report 2006: Aranking of Indian states by their labour ecosystem.Bangalore: TeamLease.———. 2008. The India labour report 2008: The rightto rise: Making India’s labour markets inclusive.Bangalore: TeamLease.———. 2009. The India labour report 2009: The geographicmismatch and a ranking of Indian states.Bangalore: TeamLease, IIJT.
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State of India’s Livelihoods Repo
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State of India’s Livelihoods Repo
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ContentsList of TablesList of Figur
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List of Tables1.1 Growth rate of Gr
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List of Figures1.1 Pattern of GNP a
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List of Boxes1.1 India a country of
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List of Abbreviations3PLADBAEPSAICT
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List of AbbreviationsxvMKSSMoEFMoRD
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PrefaceACCESS has been bringing out
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Prefacexixbring out yet another vol
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AcknowledgementsA lot of work, ener
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State of India’sLivelihoods 2011:
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State of India’s Livelihoods 2011
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Livelihoods of the PoorIt is now co
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Livelihoods of the Poor 19of employ
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Livelihoods of the Poor 21significa
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Livelihoods of the Poor 23last two
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Livelihoods of the Poor 25Figure 2.
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Livelihoods of the Poor 27If person
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Livelihoods of the Poor 31Table 2.3
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Livelihoods of the Poor 33home-base
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Livelihoods of the Poor 35(13.4 mil
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Livelihoods of the Poor 37on their
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Livelihoods of the Poor 39Early exp
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Livelihoods of the Poor 41(Chintan
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Livelihoods of the Poor 43A study b
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Livelihoods of the Poor 45systemati
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Livelihoods of the Poor 47and sanit
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Livelihoods of the Poor 49dispropor
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Livelihoods of the Poor 53make an i
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Livelihoods of the Poor 55and sanit
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Reflections onLivelihoods Policies3
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Reflections on Livelihoods Policies
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Page 100 and 101: Reflections on Livelihoods Policies
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Page 152 and 153: Potential andPossibilities6.1. Intr
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Page 162 and 163: Potential and Possibilities 139welf
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Page 166 and 167: Potential and Possibilities 143the
Page 168 and 169: Potential and Possibilities 145SN C
Page 170 and 171: Potential and Possibilities 147infr
Page 172 and 173: Potential and Possibilities 149Saxe
Page 174 and 175: About the Editorsand ContributorsTh
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