The Bharatiya Mazdoor Sangh (BMS), one of India’s most influential trade union organisations, has emerged as a key player in redefining the country's labour movement by shifting focus from traditional class struggle to the concept of Samajik Samrasta, or social harmony. Founded in 1955 by Dattopant Thengadi, the BMS was established with the aim of creating a labour movement rooted in nationalist values, distancing itself from the ideologies of conflict and confrontation.
While many of India's older trade unions were founded on Marxist or socialist principles that emphasised class conflict, strikes, and collective resistance against capital owners, the BMS adopted a more collaborative approach. It believes that the interests of workers and employers are not inherently opposed and that mutual understanding can lead to better outcomes for both.
BMS’s strategy is based on the idea that workers are an integral part of the nation’s productive system and should act not only as employees but also as responsible stakeholders. This philosophy, the organisation claims, allows it to advocate more effectively for workers’ rights without frequent disruptions to industry.
Unlike many other trade unions that often resort to long strikes or protests to press their demands, the BMS has focused on constructive engagement with government authorities and industries. It works to resolve issues through negotiation and policy-level interventions, which has earned it a seat at several government advisory bodies and labour reform committees.
Over the decades, BMS has played a pivotal role in shaping India’s labour policies, particularly in the context of labour code reforms, social security measures, minimum wage policies, and improving the conditions of workers in the informal sector. Its influence has grown alongside the political rise of the Bharatiya Janata Party (BJP), with which it shares ideological proximity, though it functions independently and is not officially affiliated with any political party.
Critics argue that BMS’s non-confrontational approach might weaken the bargaining power of workers and prioritise national interests over class-based grievances. However, BMS maintains that social harmony and economic development go hand in hand, and that protecting workers’ rights can be achieved without hostility.
Today, BMS claims to represent millions of workers across various sectors including manufacturing, transport, construction, and public services. Its ability to mobilise support while maintaining industrial peace has given it an edge in the complex world of Indian trade unionism.
In conclusion, the transformation led by BMS from a model of class conflict to one of cooperation reflects a larger ideological shift in India’s labour movement. By promoting Samajik Samrasta, BMS has not only differentiated itself from older union models but also contributed to a rethinking of how trade unions operate in a developing economy. Its rise continues to shape the future of industrial relations in India.
