Please use this identifier to cite or link to this item:
Full metadata record
DC FieldValueLanguage
dc.contributor.authorRoy, Nirmal Chandra-
dc.contributor.authorBiswas, Debasish-
dc.description.abstractManagement of human resource is one of the most important aspects and has become a deep concern to the management of an organization. The human resource of an organization comprises the entire labour force. The winning of an organization largely depends upon the human resources. Human resources are the most important assets of an organization. Unlike many other resources, such as materials, technology, etc. that can be purchased and sold easily; human resource is a ticklish and sensorial element that needs to be handled with care. Even in this robotic, automation, and internet era, human resource is always a precious and unique resource. It is the people who can get other resources moving. Among all the resources of a typical organization, the major six resources are: Man, Money, Material, Machine, Method and Market (6 M’s). If you have five all major resources except Man, it’s a big question that “who will manage all these?” No organization can produce outputs and render services without proper utilization of Human Resources.In India, the tea plantation industry was materially initiated and shaped by the European entrepreneurs. In 1823, Robert Bruce discovered the indigenous tea plants in Sibsagar of Assam. Shortly after, tea cultivation was introduced in full swing in Assam and in the Northern part of Bengal. Total 276 organized tea estates of North Bengal play monumental role in the economy of this region. The industry provides 2,62,426 employments directly and several millions indirectly. There are seven employers’ associations and 22 trade unions registered under the banners of different political parties. However, in the recent years the overall scenario of tea industry is not satisfactory. Several tea gardens have been closed whereas several others have been lockout. As a consequence, hundreds of people have died due to starvation and malnutrition. These have been studied as the ill effect of the LPG (Liberalization, Privatization, and Globalization) policy which was advocated in India in 1991. Indian tea industry has confronted stiff competition in the global market due to lessening of import tariff barrier and withdrawn of the quantity ceiling on import. Thus, to remain competitive in the economy, tea producing companies of the North Bengal have been enforced on sinking the various costs, specially the labour cost. Due to the cost diminution policy, tea producing companies in this province are not in a position to execute their responsibilities viz. health, welfare, safety, working conditions, etc. to the workers in conformity with the Plantation Labour Act (PLA), 1951. Beside these, inappropriate staffing, passive attitudes of planters on providing proper training, abnormality in payment of wages, bonus, gratuity, provident fund, etc. have been enlarged significantly. Further, other non-statutory benefits for workers like fuels, umbrella, slippers, tarpaulin, etc. have been fully eroded. Thus, the study concludes that the labour forces, i.e. human resources are not properly managed in the tea plantation industry of North Bengal. As a result, workers who are engaged with the tea industry for the survival of themselves and their families have been unfavorably affected. As a consequence, workers backed by the trade union, call strike, create stress on the management to execute their demands. Hence, labour conflict has become a usual phenomenon in this region. Finally, all these issues lead to the labour turbulence in the forms of strikes, gheraos, etc. and thus the industry has become vulnerable.en_US
dc.publisherDepartment of Business Administration, Vidyasagar University, Midnapore, West Bengal, 721102en_US
dc.subjectHuman resource managementen_US
dc.subjectTea plantation industryen_US
dc.subjectNorth Bengal regionen_US
dc.titleManagement of human resources in Indian tea industry: With special reference to North Bengal regionen_US
Appears in Collections:Business Administration - Ph.D.

Files in This Item:
File Description SizeFormat 
01_title.pdf82.3 kBAdobe PDFView/Open
02_certificate.PDF73.19 kBAdobe PDFView/Open
03_abstract.pdf90.98 kBAdobe PDFView/Open
04_declaration.pdf104.87 kBAdobe PDFView/Open
05_acknowledgement.pdf84.67 kBAdobe PDFView/Open
06_contents.pdf104.54 kBAdobe PDFView/Open
07_list_of_tables.pdf44.42 kBAdobe PDFView/Open
08_list_of_figures.pdf34.53 kBAdobe PDFView/Open
09_abbreviations.pdf90.87 kBAdobe PDFView/Open
10_chapter1.pdf416.5 kBAdobe PDFView/Open
11_chapter2.pdf403.75 kBAdobe PDFView/Open
12_chapter3.pdf225.52 kBAdobe PDFView/Open
13_chapter4.pdf236.78 kBAdobe PDFView/Open
14_chapter5.pdf376.4 kBAdobe PDFView/Open
15_chapter6.pdf591 kBAdobe PDFView/Open
16_chapter7.pdf120.3 kBAdobe PDFView/Open
17_summary.pdf118.35 kBAdobe PDFView/Open
18_bibliography.pdf248.79 kBAdobe PDFView/Open
19_annexure.pdf169.77 kBAdobe PDFView/Open

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.