Industrial Relations and Labour Laws - NMIMS SOLVED ASSIGNMENTS June 2026

 

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Industrial Relations and Labour Laws

Jun 2026 Examination

 

 

Q1. A technology consulting firm has a diverse workforce operating across multiple project teams. A recurring issue of perceived favoritism in project assignments and performance appraisals has been reported, leading to several formal employee grievances citing bias and lack of transparency in managerial decisions. Team morale is low, productivity is declining, and key talent is considering exit. The HR department has no formalized procedure for grievance redressal and is under pressure from leadership to design an effective mechanism to address concerns and rebuild trust. Apply established grievance procedure frameworks to this scenario, outlining the steps the HR department should implement for effective grievance resolution. How can these procedures be tailored to ensure fairness, transparency, and timely outcomes in the organization's context? (10 Marks)

Ans 1.

Introduction

A grievance is any real or perceived cause of dissatisfaction that an employee believes the organization has the power to address. When grievances about favoritism and bias accumulate without a formal resolution channel, they do not disappear. They travel through informal networks, amplify morale damage, and eventually manifest as attrition of precisely the employees the organization most needs to retain. For the technology consulting firm, the absence of a formalized grievance procedure is not just an HR gap. It is a governance gap that exposes the company to legal risk under the Industrial Disputes Act, 1947 and undermines the psychological contract between employees

 

Q2 (A). GlobalAuto Ltd., a multinational automotive company operating in India, faces different demands from trade unions at various levels. Local unions are demanding higher wages, the national federation is seeking policy changes on contract labour, and the international federation is insisting on compliance with global labour standards. Evaluate how the company should manage these different union demands (Local, National, International). Suggest measures to maintain industrial harmony while protecting its reputation and operational stability. (5 Marks)

Ans 2(A).

Introduction

GlobalAuto faces a multi-level industrial relations challenge where union demands operate simultaneously at local, national, and international levels with different motivations and leverage mechanisms. Managing these demands requires a differentiated approach at each level while maintaining a coherent company-wide IR strategy.

Concept and Application

Industrial relations theory recognizes that unions at different levels have different bargaining priorities. Local unions are closest to shop-floor conditions and most likely to take immediate disruptive action. National federations influence legislation and policy. International federations exert reputational pressure through global networks. Each requires a distinct engagement strategy rather than a single uniform response.

Managing Local Union Wage

 

Q2 (B). A multinational tech company operating in India is revising its Industrial Relations (IR) policy to comply with new labour laws. Some managers support a strict legal compliance approach, while others prefer a more inclusive and flexible IR policy that promotes employee engagement. Analyze the difference between strict legal compliance and inclusive IR policy approaches. Suggest which approach would be more suitable for the company's long-term growth. (5 Marks)

Ans 2(B).

Introduction

The debate between strict legal compliance and inclusive IR policy reflects a fundamental question: does the company want to manage its workforce relationship or invest in it? For a multinational tech company in India's competitive talent environment, this is not philosophical. It has direct consequences for retention,

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