Liberalization, Privatization and Globalization policy was
advocated in India in 1991 under the supervision of P.V. Narasimha
Rao, the then Prime Minister of India. As a consequence, the tea
plantation industry was largely affected. It has confronted
difficult competition because of the simplification of tariff
barriers and the removal of the quantity restrictions on imports.
The result of these on the share of export of Indian tea has
declined, the price has plunged, and the profitability has reduced.
To remain competitive in the market, tea-producing companies have
been forced to reduce the various costs, especially labour costs.
Due to this, tea companies are not in a position to fulfil their
responsibilities such as health, safety, welfare, and working
conditions to the workers. Besides, improper recruitment of labour,
lack of proper training facilities, and even irregularities in
payment of wages have been increased significantly. As a result,
1.2 million workers in the tea industry to sustain themselves and
their families have been adversely affected. This leads to labour
unrest and the industry has become vulnerable. The final impact of
all these issues spreads to the quality of tea and profitability of
the industry in India. This book examines the existing human
resource management practices in the Indian tea industry. It adopts
a simplified yet comprehensive approach to showcase workforce
management in the tea industry. This book will be of value to
postgraduate students, researchers, HR professionals, and
policymakers in the fields of human resource management, business
history, and industrial relations.
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