Labour-Management Relations in Colonial India

Arup K. Sen retired as associate professor of commerce at Serampore College, University of Calcutta. A doctorate from the University of Calcutta, Sen has published extensively on Indian labour history primarily in the pages of Economic & Political Weekly (EPW), the leading scholarly periodical in India.

• Lis of TablesAbbreviations1 Introduction1 ‘Modernisation’ versus ‘Development of Under-development’2 Gramsci and Critique of Economism3 Growth of Industrial Capitalism in India2 The Indian Entrepreneurial Class1 The Jute Industry Experience2 The Case of Coal Industry3 Cotton Textile Industry3.1 The Bombay Scenario3.2 Jamsetji Tata and the Naming of Cotton Mills3.3 Gujarati Mill-Owners3.4 The Ahmedabad Scenario3 Managerial Style and Functioning1 The Managing Agency System2 Profit Policies3 Wage Policies4 Gandhi and Textile Labour Association5 Technological Policies5.1 Jute Industry5.2 Coal Mining Industry5.3 Cotton Textile Industry6 Personnel Policies or Its Absence: Racial and Community Biases6.1 Jute Industry6.2 Coal Industry6.3 Cotton Textile Industry4 The Workers1 The Jute Industry1.1 Mix of Different Communities2 The Coal Industry3 Cotton Textile Industry (Bombay)4 Cotton Textile Industry (Ahmedabad)5 Labour Management: Methods of Control1 The Jute Industry2 The Coal Industry2.1 Labour Recruitment2.2 Bribery3 Cotton Textile Industry (Bombay)3.1 Labour Recruitment3.2 Bridging the Gap between Management and Workers3.3 Jobbers’ Control over Workers3.4 Workers’ Housing4 The Cotton Textile Industry (Ahmedabad)4.1 Recruitment4.2 Ill Treatment of Workers4.3 Workers’ Housing6 Capital, Labour and the State1 Workers’ Strikes2 Strikes in Coal Industry3 Strikes in Bombay7 Towards a Theoretical ReadingGlossaryBibliographyIndex