Decoding Strike at Bajaj Auto’s Chakan Plant: A Negotiator’s Framework.
Negotiation, Human Resource Management.
Graduate and post graduate level course in Human Resource Management, Industrial Relations, and Negotiation.
The present case unfolds sequence of events in the wake of collective bargaining between the union and the management of Bajaj Auto for settling the issue of wage revision. Since no agreement could be reached between both the parties, the workers' union called for a strike. This was the first case of strike in the plant in its 16 years of existence. Bajaj Auto is India's second-largest motorcycle manufacturer in the country, having its manufacturing plants at Chakan (Pune, Maharashtra), Pantnagar (Uttrakhand), Waluj in Aurangabad, Maharashtra. The Chakan plant, set up in 1999, has an installed capacity of over 3,000 units a day. The present case relates to workers' strike at its Chakan Plant which lasted for more than 50 days. The case is analysed from the negotiation point of view.
Expected learning outcomes
To understand basic principles/rules of negotiation; to explain the framework that can be used to assess the relative strength of power of the parties involved in negotiation; and to understand various power moves used by parties involved in negotiation.
|Journal||Emerald Emerging Markets Case Studies|
|Publisher||Emerald Publishing Limited|