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    Industrial Relations - Case - 2: Organizational Discipline - A Goal or A Means?

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    JackSen
    The nationalized road transport corporation introduced an incentive scheme to increase revenue and provide better transport services on unserved routes. This led conductors to overload buses, exceeding double seating capacity. Mr. A was conducting an overloaded bus when a passenger, Mr. X, did not purchase a ticket due to illness and overcrowding. When checked, Mr. X submitted a written statement explaining this but officers still suspended Mr. A, ignoring passenger pleas. In response, bus crew limited passengers to seating capacity, reducing average daily revenue by Rs. 25,000. Recognizing the negative impact, the corporation withdrew Mr. A's suspension.

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    Industrial Relations - Case - 2: Organizational Discipline - A Goal or A Means?

    Uploaded by

    JackSen
    173 views2 pages
    The nationalized road transport corporation introduced an incentive scheme to increase revenue and provide better transport services on unserved routes. This led conductors to overload buses, exceeding double seating capacity. Mr. A was conducting an overloaded bus when a passenger, Mr. X, did not purchase a ticket due to illness and overcrowding. When checked, Mr. X submitted a written statement explaining this but officers still suspended Mr. A, ignoring passenger pleas. In response, bus crew limited passengers to seating capacity, reducing average daily revenue by Rs. 25,000. Recognizing the negative impact, the corporation withdrew Mr. A's suspension.

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    Industrial Relations_case 2

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    The nationalized road transport corporation introduced an incentive scheme to increase revenue and provide better transport services on unserved routes. This led conductors to overload buses, exceeding double seating capacity. Mr. A was conducting an overloaded bus when a passenger, Mr. X, did not purchase a ticket due to illness and overcrowding. When checked, Mr. X submitted a written statement explaining this but officers still suspended Mr. A, ignoring passenger pleas. In response, bus crew limited passengers to seating capacity, reducing average daily revenue by Rs. 25,000. Recognizing the negative impact, the corporation withdrew Mr. A's suspension.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    173 views2 pages

    Industrial Relations - Case - 2: Organizational Discipline - A Goal or A Means?

    Uploaded by

    JackSen
    The nationalized road transport corporation introduced an incentive scheme to increase revenue and provide better transport services on unserved routes. This led conductors to overload buses, exceeding double seating capacity. Mr. A was conducting an overloaded bus when a passenger, Mr. X, did not purchase a ticket due to illness and overcrowding. When checked, Mr. X submitted a written statement explaining this but officers still suspended Mr. A, ignoring passenger pleas. In response, bus crew limited passengers to seating capacity, reducing average daily revenue by Rs. 25,000. Recognizing the negative impact, the corporation withdrew Mr. A's suspension.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    INDUSTRIAL RELATIONS Case - 2

    Organizational Discipline A Goal or a Means?

    A nationalized road transport corporation


    introduced on incentive scheme for the
    bus crew (staff) so as to provide better
    transport facilities to the maximum
    number of passengers as there was no
    other transport agency operating on the
    same route.
    Moreover, this would
    increase the revenue of the corporation.
    In accordance with this scheme, the
    corporate fixed a certain amount of the
    level of revenue to each route as base
    revenue. If the revenue earned by a
    particular trip was equal to the base
    revenue, the conductor and driver of that
    bus would be eligible to receive the
    incentive amount of one per cent of the
    base revenue. If the revenue exceeded
    the base amount the conductor and
    driver could get higher per cent on
    incremental revenue as incentive bonus.

    passengers because of the overload. In


    this state, the ticket checking officers
    stopped the bus, verified the tickets of
    all the passengers and found that MR.X
    had not purchased a ticket.
    They
    blamed the conductor for not issuing the
    ticket. Then Mr. X in a written appeal to
    the checking staff stated that he had not
    purchased the ticket despite repeated
    enquiries by the conductor because he
    was ill and the bus was heavily
    overloaded. He requested, therefore, not
    to take any action against the conductor.
    The ticket checking staff collected the
    ticket fare and penalty from Mr.X and
    suspended the conductor ignoring the
    written request made by Mr.X. Moreover,
    the repeated requests make by the copassengers of that was not paid any
    heed to.

    In a bid to take advantage of this


    incentive scheme, the bus conductors of
    almost all the routes started to overload
    the buses exceeding double the seating
    capacity (i.e. 49 seating capacity plus 49
    standing passengers). This scheme had
    functioning successfully, benefiting the
    passengers,
    the
    bus
    crew
    and
    particularly the corporation, as the cost
    of operation of the bus did not increase
    in proportion to the increase in revenue.

    The suspension of the conductor created


    uproar among the bus crew of the depot
    Z. The operating staff (conductors and
    drivers) held a meeting on 19th
    September itself and resolved to limit
    the intake of passengers to the seating
    capacity. This decision was implemented
    with immediate effect. Consequently,
    most of the commuters were unable to
    leave for their destination. Passengers
    of almost all the routers experienced
    may difficulties while travelling. Average
    revenue per day of Z bus depot
    declined to Rs.75000 from Rs.100000
    between 20th and 27th September. The
    suspension of Mr.A at Z bus depot
    served as a potential fuel for the staff,
    working in other depots to launch a
    work-to-rule agitation.
    Viewing the
    situation, the officials of the corporation
    re-examined the whole case and
    withdrew the suspension order served on
    Mr.A on 27th September 2008.

    Mr. A had been working as a


    conductor in Z depot of the road
    transport corporation. He was on duty
    on 19th September 2008 on a route (R to
    K passenger bus). He had overloaded
    the bus almost to a double of the seating
    capacity. Mr.X, a passenger of that bus
    did not purchase a ticket despite
    repeated enquiries of the conductor,
    because the heavy overloaded condition
    on the bus and his illness.
    The
    conductor was unable to count the

    Questions:
    1. Was the conductor guilty of negligence of duty?
    2. Should the corporation officials ignore the pleas and evidences of the
    passengers travelling in that bus while imposing a penalty?
    3. Should a genuine mistake call for the drastic punishment of suspension?
    4. Should the disciplinary rules, be applied for the sake of mere discipline or
    should they contribute to the goals and objectives of a corporation?

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