Theory of Pjt

8/13/2019 Theory of Pjt

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CONCEPT OF COLLECTIVE BARGAINING

The outstanding feature of IR in India is the growth of Collective Bargaining, which has

been recognized for many years as the method best adapted to the needs of industry.

Collective Bargaining is that arrangement whereby wages components of remuneration

and conditions of employment of workmen are settled through a bargain between employer

and workmen collectively whether represented through their union or by some of them on

behalf of all of them. The ncyclopedia Britannica defines that collective Bargaining is a

negotiation between an employer !and" group of working people to reach an agreement on

working conditions. It is more usually understood to be negotiation between one or more

Trade #nions and an employer or a group of association of employers. Collective Bargaining

means bargaining between an employer or a group of employers and a bonafide labour union.

$ccording to %udwing teller, &The collective Bargaining agreement bears in its many

provisions the imprints of decades of activity contending for labour e'uality recognition of the

nations underlying collective negotiation. Indeed, in the collective bargaining, agreement is to

be found a aluminating purpose of labour activity(.

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OBJECTIVE OF THE STUDY:

The ob*ectives of the study can be summarized as follows+

To study what percentage of employees are satisfied with the collective bargaining.

To study whether the collective bargaining is always successful in the organization.

To know the level of employees participation in collective bargaining.

To know the different dispute settlement mechanisms followed in -%.

To know the different problems faced by trade unions in -%

To know, to what e/tent both task and relationship issues are considered in the

organization.

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NEED FOR THE STUDY

Collective Bargaining helps us to maintain peace and harmony in the organization.

It provides a mutual understanding between employer and employee.

The employees will have satisfaction towards their *ob.

It provides a fle/ible means for the ad*ustment of wages and employment conditions to

economic and technological changes in the industry as a result of which the chances

for conflict reduces.

The most important and significant aspect of labour management relations is to e/tend

the democratic principle to industrial field.

Collective Bargaining between management and unions reduces the conflict between

them.

olution of common problems can come from the parties directly concerned and the

respect the collective bargaining agreement spell out the working relationship between

employer and employees.

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SCOPE OF THE STUDY

The effective management can fulfill the employees either related to any matters.

It established uniform conditions of employment with a view to avoiding industrial

dispute and maintaining stable peace in the industry.

By understanding the bargaining power, management can fulfill their own ob*ectives

of achieving the goals of the organization.

It creates new and varied procedure for the solution of the problem as and when they

arise. The problem which ve/ the industrial relation ,and its form can be ad*usted to

meet new situation ,since basic standards are laid down ,the employee is assured that

he will be re'uired to work under the stipulated audit.

It is most important and significant aspect of labour management relationships and

e/tends the democratic principle from the politics to the industrial field.

It ensures that management is conducted by rules rather than by arbitrary decision.

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METHODOLOGY

PRIMARY DATA:

The data was obtained with the help of interviewing different employees.

3ata was obtained

SAMPLE SIZE:

4rom a sample size of 56.

SAMPLING UNITS+

The employees from -%.

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SAMPLING TOOLS+

7uestionnaire, Table, Chart.

SAMPLING TECHNIQUE:

Random variable.

SECONDARY DATA:

Internet and different books

LIMITATIONS /DRAWBACKS OF STUDY

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Collective Bargaining mainly depends upon the strength of the union or the power of

the unions. ince in India, the unions are not as strong as compared to management .so

the demands or their bargaining power is so less.

The government had not taken much strong efforts. To motivate or to bring the

collective bargaining up ,the restrictions regarding strikes and lockout which is an

obstacle for the development of collective bargaining process.

Interference in all aspects of union matters has increased over the year. $lmost all the

unions are associating themselves with some political party. It is necessary because

they want to protect their own unions, all political parties interference in the matters,

creating inter union rivalries.

9anagement has negative attitude towards the unions. $s strong union is a must for

collective bargaining process, this attitude of management hampers the process.

The failure of some employers to accept the union as permanent features of national

economy.

The failure of both the parties to denote enough time and energy to preparation for

collective bargaining.

The une'ual strength of parties .Both sides should be strong enough not to be shaken

or intimated or overseen by each other.

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SHIP BUILDING INDUSTRY IN INDIA:

Though shipbuilding industry has a long history of e/istence in the country, it could

not make a niche in the world maritime map so far. 9aritime transportation industry

encompasses shipbuilding, ship repair and ship breaking and it draws on human and industrial

resources from every part of the world. ;o other industry utilizes as many skills and resources

nor is so critical to success of national and global economies. $ detailed e/amination of the

present status, its position in the global scenario, factors affecting its competitive strength and

steps to be taken to bring up these industries to international competitive level are considered.

thcentury under the British Rule, India built ships for British ;avy. Then came the dark

period for our ship building history.


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#nder the foreign dominance the shipping industry suffered a serious setback. ven

during those days some Indian industrialists vested interest to save the industry from complete

collapse. Indian ship building industry is being resurrected on the foundations laid by these

pioneers. The people of 9ohen*odaro and -arappa manifested amazing energy in maritime

enterprise. $rcheological e/cavation carried out during the past decade having brought to light

dozen -arappa ports dating between 0256B.C to )?66 B.C.

THE VEDIC PERIOD:

$ryans of the =edic period were e'ually proficient seafarers. The Rig =eda refers to

=aruna as %ord of ea and e/hibits him with knowledge of ocean routes used by ships. It is a

form of verse in Rig =eda that the Indian ;avy adopted their motto @Ah %ord =aruna Be

Tran'uil@. References were also found in uranas, the two epics Ramayana and 9ahabharata.

ali, rakrit and Tamil literature is replete with references to shipping and shipbuilding.

3uring the periods of the ;andas and the 9auryas Indian shipping continued to gain

strength in outh, the $ndhras on the ast Coast and the 9alabrits on the


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The work of the medieval times called @Hukti Dalpatharu@ mentions 0: different types of ships

constructed during upta and ost upta eras. 9arco olo

who visited India in the )1

th

century saw ships whose planks were fastened with ;oels.

The bottom of the ships were smeared over with a preparation of 'uick lime and hemp pointed

together and mi/ed with oil procured from a certain tree that retained its viscous properties

firmly.

THE MOGHUL FLOTILLA:

3uring the days of 9oghuls the empirical ;owwra !flotilla" was a sight to be seen.

J$kbar the reatJ had a flotilla of 1666 ves

The most important shipyards were -oogly, -umangi, Chilmari, Kessore and Daribari.

#nder hiva*i the 9arathas built a formidable fleet. -e established shipbuilding yards

at Dolaba, ovarudury and =i*ayadurg and later at Bombayin ):15.

INDUSTRY DESCRIPTION:

The ship building and repairing industry consists of establishments primarily

engaged in building and repairing ships, barges, and lighters, whether selfGpropelled or

towed by other craft. This industry also includes the conversion and alteration of ships

and the manufacture of offGshore oil and gas well drilling and production platforms

!whether or not selfGpropelled". L;ote+ Affshore rigs that are capable of transport on the water

!i.e., can be floated and towed to their installation or production site" are considered to be

@vessels@ and, therefore, are covered by art )?)5 rules.M The boat building and repair

industry consists of establishments primarily engaged in the building and repairing of

craft such as fiberglass boats, motor boats, kayaks, canoes, houseboats, and dinghies.

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hip and boat building and repair activities comprise some of the most

hazardous work place operations. -azards include e/posure to to/ic substances, hazardous

atmospheres, electrocution, falls, fires, and e/plosions.

The IC code for @hip Building and Repair@ is 1:1). The IC code for @Boat Building and

Repair( is 1:10. hip breaking is classified under @. The 0660 employment level

in the #.. shipbuilding and repairing industry is down 22P from the )?>0 level of

):),866 employees. B% data show the total employment for the boat building and repair

industry to be 51,666 in 0660.

$s of 3ecember 1), 0660, ships on order or under construction in #..

rivate shipyards totaled 1? naval !),666 light displacement tons and larger" and )8

commercial vessels !),666 gross tons and larger". The #.. ;avy shipbuilding plan for fiscal

years 0661G066> includes the construction of 20 new ships, and represents an increase in new

shipbuilding work available to the nationJs industrial base when compared with ;avy

programs for the past several years. The 4H 0661G066> program, with an average of seven

new ships er year, represents a 5P increase in the 'uantity of ships being procured

compared to the 4H 0660G066: plan. The ;avyJs plan includes the construction of )1 guided

missile destroyers !33G5)Q33!"", > attack submarines !;" and 8 amphibious transport

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ships !%3".Regarding boat building, the ;ational 9arine 9anufacturers $ssociation

!;99$", in their 0661 statistical abstract, calculated total boat and water craft sales to be

),0:8,>66 units in 0661. This is an appro/imately )P decrease from the 0660 figure of

),0>?,166 units. These units include such diverse craft as *et boats, inboard and outboard

motor boats, canoes, sailboats, dories, skiffs, and kayaks.

There are four ma*or ublic sector shipyards in the country capable of building large

ocean going vessels. Two of these shipyards viz. -industan hipyard and Cochin hipyard

are under the administrative control of the 9inistry of urface Transport !9AT" and

9azagon 3ock %td and arden Reach hipbuilders S ngineers %td are with 3epartment

of 3efense roduction.

In addition there, are 02 shipyards in India in medium and small category. $ggregate

capacity of all Indian hipyards put together is only appro/ 6.)? million Compensated

ross Tonnage !CT", per annum.

Compared to the world new building capacity of 01 million CT, Indias share is not

even )P. Kapan remains the single largest shipbuilding center. Dorean capacity has grown

sharply to nearly 2 million CT.

China making giant trides has increased its capacity to 6.> million CT. This is

likely to increase to ).0 million within a couple of years.

rowth of the industry in the above regions, deposing erstwhile market leaders

urope, has been the culmination of a well conceived policy of the respective overnments,

which had identified shipbuilding as a catalyst for national growth, providing it with large

investments in facilities, technology and fiscal policy support. India with its large coastal

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line and cheap labor force, present a dismal picture amply demonstrated by the fact that out of

0520 ships!18.:? 9ill CT"on order our share is only 1) vessels !6.0 mill ion CT".

There are )> commercial dry docks in the country for repair of large as well as

smallQmedium size vessels. Compared to the world capacity of 55) 3ocks, Indian capacity is

very low. $ significant feature of world capacity development during ?6s has been

shift of the industry to low cost centers in $sia. 9iddle ast, ast urope and Baltic.

RATIONALE FOR DEVELOPING SHIPBUILDING SECTOR

$s a maritime nation, India cannot overlook the potentials offered by

shipbuilding industry. overnments abroad have identified marine industry and the oceans

as critical components in continued growth of commercial transportation,

resource recovery and reGcreation.


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undermined. $bsence of a strong shipbuilding sector will e/pose the entire maritime activities

to the mercies of overseas shipbuildersQrepairs who will dictate terms. trategic significance of

this industry can be better appreciated under this threat perception

The ir C Ramaswamy Iyer Committee, in )?2:, recommended that all of Indias

coastal trade, :5P of trade to ad*acent countries and 56P of overseas trade should be d in

Indian bottoms. ;either this report nor the subse'uent nine 4ive Hear plans, despite bringing

out the need for e/pansion In )2shipping, provided any thrust to achieve these targets. To

achieve the overnments declared ob*ective of Indian bottoms in overseas trades to carry at

least 26P cargo in liner trades, 56P in dry bulk, )66P hydrocarbon and )66P coastal trade,

largeGscale fresh ac'uisitions are imminent.

overnment support to shipbuilding is not a uni'ue feature of India.


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In addition, Indian companies operate 1) vessels on Bare Bottom charter.

These include )1 mini bulkers, 2 larger bulk carriers, )) tankers, 0 crew boats and one tug.

rowing demands for building infrastructure and higher living standards

spell the prospects. Crude oil produce in the ersian ulf, the Red ea region or the

Indonesian sector will continue to be shipped. This region will contribute 58 percent of the

global crude oil e/ports by 06)6 compared to 28 percent in )??8. Increase in e/ports from

this region is e/pected to be 065 million tons in the 5Gyear period 0665 to 06)6.

elfGsufficiency in oil in India has declined from :6 percent to 26

percent of the need. The import has risen to :2 tons and oil consumption to ))0 million tons.

ven China has begun to import crude oil, recently doubling it to 1.02 million tons. The

domestic refining capacity is increasing and is e/pected to reach a level demanding 1.2 million

barrels per day by 066:. %i'uefied natural gas !%;" will be the primary fuel for shore based

power stations. It has been estimated that in ne/t )6 years time, %; import to the Country

would reach 06 million tones per annum with about )0 to )5 vessels calling at Indian orts.

#nlike other shipping lines, %; transport provides a steady, long term and assured returns.

The center of trade of coal trade will also be located somewhere in the area

between India to Kapan, to feed the energy and steel overnment support is provided through

direct and indirect aids. These are provided under various schemes in different countries.

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THE SUPPORT PROVIDED BY GOVERNMENT

The support provided by government can be grouped into+

(a) Shippi! Fi"#$

3omestic ship financing

/port ship financing

%oan guarantees

ubsidized interest

/port credit insurance

TiedGaid

(b) Di%$#& Ai'

hipyard capital and loans for modernization, restructuring

$nd reorganization

UClosure aid

3evelopment aid for %3Cs

Research and 3evelopment

Refund guarantees

%oss compensation

(c) T"( I#$&i)$*


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Investment grants

Ta/Gfree reserves

Investment payments

CONSTRAINTS FACED BY INDIAN SHIPYARDS

Compared to the incentives provided to the leading shipbuilding yards abroad, Indian

hipyards do not have a level playing field. They are burdened with number of issues, both

internal and e/ternal, which needs to be addressed for its successful growth.

Ship+,i-'i! S,+*i'.:

In $ugust )??:, the validity of shipbuilding subsidy scheme has been e/tended for a period of

5 years. Indian public sector shipyards are entitled to 16P e/tra price payable by overnment

of India over and above the 'uoted price. The subsidy will be paid by overnment along with

stage payments received by the shipyards. #nless an initiative is made to ensure ade'uate

orders, it is doubtful whether Indian yards will be benefited before the e/piry of scheme.

EEMPTIONS FROM CUSTOMS DUTY/CENTRAL ECISE:

Benefits e/tended under Central /ciseQCustoms 3uty structure to the

hipbuildingQhip repair industries are+

0"1 E(#i*$ D,&.

!I" Completed ships are e/empted from /cise 3uty.

!ii" Raw materials, e'uipment and components procured for shipbuilding

are sub*ect to levy of /cise 3uty. -owever, e/emption from /cise 3uty is provided in

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respect of items manufactured in a hipyard, intended for use in the manufacture or repair of

ships in another shipyard.

!iii" $ll raw materials, components and capital goods !with few e/ceptions"

procured for repair of ocean going vessels are e/empt from Central /cise 3uty.

0+1 C,*&23* D,&.

$ll raw materials, componentsQe'uipments used for construction and

Repair Acean going vessels are fully e/empted from levy of Customs duty /emption is also

available for capital goods imported for repair of ocean going vessels. -owever, the shipyards

are to pay Customs 3uty in disposing of scrap, sludge and surplus materials.


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!ii"teel scrap from ship repair may be e/empted from levy of Customs duty since such

scraps is of little reusable value.

!iii"Being environmental pollutant, waste oil sludge removed during ship repair may be

e/empted from Customs duty.

!iv"Customs 3uty and interest may be waived in respect of clearance of surplus stock,

which is inevitable. hipyards are to maintain a contingent of

Customs personnel under the Bonded


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Being a complementary activity to shipping, all concessions and benefits e/tended to shipping

sector needs to be made available to the shipyards also on e'ual footing.

IMMEDIATE SHORT5TERM MEASURES

overnment of India has to initiate immediate shortGterm measures for sustenance of

shipbuildingQship repair industry, at an optimum level. The following recommendations are

made to achieve this goal.

!a" Initiate policies to counter dumping practices of outh Dorea by levying

dumping duty on ships, which can otherwise be built in India. If Indian yards turn down the

opportunity dumping duty need not be levied.

!b" volve a suitable mechanism to ensure that part re'uirements of Indian

shipping is reserved for construction in Indian yards on the same lines of support as e/tended

to the shipping industry through trenchant and sabotage laws.

!c" $mendments to labor legislations to minimize restrictive practices of

labor. hipbuildingQship repair sector may be treated as public utility services.

!d" =oluntary retirement scheme may be encouraged to get rid of unproductive

work force and also encourage fresh induction in its place.

!e" overnment of India may set up a corpus of funds for modernization,

up gradation and e/pansion of shipbuildingQship repair facilities in the country.

!f" The subsidy scheme for shipbuilding may be continued for a further

period of five years.

!g" Institutional arrangements may be developed for financing working

capital re'uirements at international cost. ales ta/ on ships to be abolished. CustomsQcentral

e/cise duty structure may be rationalized so that all

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9aterials, components and capital goods procured for shipbuildingQship repair purposes, both

from indigenous and overseas yards, are e/empted from levy of central e/ciseQcustoms duty. $

similar e/emption may also be e/tended for duty on scrap, waste oil sludge and surplus

materials.

/penditure in respect of Customs personnel posted in shipyards may be borne by the

respective departments. hipbuildingQship repair yards in the country may be given the status

of )66P /port Ariented #nits !A#" and the benefits envisaged for the A#s are made

specifically applicable to these industries.

To encourage investment in shipbuildingQship repair sector, these industries may be

granted infrastructure status and provide all concessionsQ benefits as available to the

infrastructure sector. To negate marginal revenue loss sustained by overnment of India on

account of the duty concessions e/tended to the shipbuildingQ ship repair sector, a nominal

duty on import of ships including second hand vessels may be introduced, if those vessels can

be built in India. The profits of the shipyards for investment in capital facilities may be

e/empted from levy of Income ta/ on the swine lines as permitted for shipping companies.

Anly a concerted multiGpronged approach to adopt best practices in design,

procurement and production, coupled with augmentation of key facilities and a will to e/empt

shipyards from additional liabilities, can provide a level playing field to the Indian shipyards

to match their performance with that of Dorean or Chinese yards. India must emerge as a big

player and be ready to take the place yielded by the uropean and Kapanese shipyards by the

latter half of this decade. 7uality of our products, men and material, are second to none. The

market and the future beckon.


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In India, shipbuilding is vital to the entire future of the ;avy, 9ercantile 4leet,

Affshore Ail /ploration and roduction programmes, Coastal hipping, Coast uard, 4ishing

industry and Inland waterways. Total decline may not be an acceptable from trade, defense

and strategic considerations. hipbuilding and ship repair must be treated on par with

shipping. 4or e/isting large shipyards in India to shed their ethos and achieve productivity

levels matching that of Doreans will remain a mirage. ven if these yards are to perform a

magical leap and reach productivity levels of Dorean yards, India will produce eight !>" large

ships per year, which will not make any dent in international shipbuilding market.

The ripples in shipbuilding were always created, by green field shipyards, world over.

-yundai led the pack. ;ew 3alian followed suit. In our own country %ST -azira is a shinning

e/ample of barren land becoming the hub of activities.

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HSL OVERVIEW

BRIEF HISTORY AND PRESENT STATUS:

-I;3#T$; -IH$R3 %I9IT3,=isakhapatnam is a public sector undertaking under the

administrative control of ministry of surface transport, government of India. It is located on

the ast coast of India at =isakhapatnam in $ndhra radesh. Ariginally set up under the

private management in )?2), the shipyard was taken out the government of India in )?50

under the corporate identityV-%. The shipyard functions under the administrative control

ministry of surface transport, government of India .-%.

laying the key role in building up the nations maritime strength.

-industan hipyard owns its e/istence to late sri walchand halchand

-ira chand was the chairman of scindia steam navigator company

4oundation stone was laid by Ra*endra rasad on 0) Kune )?2)

4irst steam ship @K$%$ #-$@ built in the shipyard was launched andit Kawaharlal

;ehru on )2 march )?2>.

CORPORATE PROFILE:

The registered office of the company is located at ;ew 3elhi where as the works are at

=isakhapatnam. The chief e/ecutive of the company was a full time chairman and 9.3. with

head 'uarters at =isakhapatnam. Corporate policy and all important matters and affairs are

dealt with by the board of 3irectors. The board is constituted by the government of India with

senior officials drawns from the ministry of transport, ministry of finance and other

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departments of government. enior e/ecutives of the port trust, shipping companies, other

shipyards and the navy are also appointed as directors.

ORGANISATION:

$ well defined organization with horizontal and vertical linkage take care kof all the

activies, operations and functions of hsl.senior management in the ranks of e/ecutive directors,

general manager, deputy general manager and chief manager are placed in charge of various

groups and divisions. The ob*ective behind the divisionalisation is to make the heads more

accountable and responsible for decision making.

PERSONNEL PROFILE:

rofessionalism with multiGdisciplinary interface is the present day characteristic

feature of the management of hsl. $s far as the ship building is concerned -industan shipyard

is a rich reporitory of specialized as well as versatile skills. It provides direct employment for

about 1,:)6 persons comprising

). Tradesmen and apprentices.

0. upervisory and administrative staff

1. Afficers.


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e/panding activities of the organization and the conse'uent challenges the personnel function

has became more comple/.

HRM F,#&i2*

)" RECRUITMENT+

This organization follows both the sources for recruitment i.e. e/ternal and internal. If

there is any vacancy in the organization they send a notice to the employment e/change and

sometimes they give advertisement in all India based newspapers. ome times within the

organization they recruit the employee..

61 SELECTION+

$fter scrutinizing the ne/t comes the selection procedure. There is a selection

committeeX this will select the candidates by various methods. If the committee is satisfied

with him then they will issue appointment order. This appointment order will specify when

heQshe has to *oin the organization. Then he will be placed in the *ob for which post heQshe

has been interviewed.

71 WELFARE+

The management is providing so many facilities under welfare activities. They are

canteen, medical, etc. #nder canteen they are providing food items with affordable prices

with in the yard premises with subsidized meals and also giving meals allowance to

workmen and staff. The management is also providing cool drinking water to its

employees working for the company.

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#nder this there are 0 coGoperative credit societies, one for workmen and the other for

staff and officers in the colony to facilitate them to get loans at low interest rates.

C;TR$% B$;D A4 I;3I$.

#;IT3 CA99RCI$% B$;D.

-% B$;D.

T$T B$;D A4 I;3I$.

81MEDICAL+

#nder medical a dispensary cum first aid center with modern amenities with 'ualified

medical officers and staff is provided besides occupational health services also providing

by the management. In case of emergency an ambulance is provided within the premises.

The main ob*ective of occupational health services is to maintain positive health of the

employees and also periodical medical checkups are made including clinical tests, Cs,

Grays, etc.

The functional departments of -% are

3I; 3$RT9;T

#RC-$ 3$RT9;T

TAR 3$RT9;T

CI=I% ;I;RI; 3$RT9;T

93IC$% $;3 -$%T- 3$RT9;T

C#RITH 3$RT9;T

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TR$;ART 3$RT9;T

%CTRIC$% 3$RT9;T

%#9BR 3$RT9;T

$I;TI; 3$RT9;T


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CO5ORD AND LEGAL CELL

reviously known as A3R !Arganization 3evelopment Research" Cell

FUNCTIONS

4raming of personnel policies and procedures

a" Corresponding with administrative ministry i.e., ministry of shipping and transport and other

organizations on various matters. ervice conditions of employees labour laws etc, in the

%ocal Courts, Industrial TribunalGcumG%abour


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STAFF CELL

$s some one as e/ecutive cell this deals with all matters of the employees in the staff

and categories regarding men power re'uirements manpower planning and development,

recruitment, selection, placement, training needs, career planning etc,. It also deals with

establishment matters like leave provident and nonGstatutory returns regulations of salary

allowance overturn etc, of all staff managers.

STRUCTURE

9$;$R !RA;;%"

RA;;% A44ICR

I ;IAR $IT$;T

;IAR T;A

K#;IAR THIT

;IAR A44IC $TT;3;T

0?


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EECUTIVE CELL

This cell deals with all the development manpower re'uirements Recruitment,

election, lacement, erformance $ppraisal, Training ;eeds $nnual Increments, Career

lanning, eparations and 3isciplinary $ctions etc. of all officers.

STRUCTURE

Y 9$;$R !RA;;% $;3 %$%"

Y 9$;$R !RA;;%, C#TI= $;3 T$44"

Y 3#TH 9$;$R

Y CTIA; A44ICR

Y T$44 99BR

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WORKMEN CELL

%ike e/ecutive cell and staff cell a separate cell was constituted to deal with all the

matters relating to workman such as manpower planning, recruitment, selection, placements,

performanceGappraisal, promotions etc., and also compliance of statutory and nonGstatutory

returns, annual increments, leaves, final settlements of workers and providing welfare schemes

for workmen. It also looks after regulation of wages and allowances and disciplinary matters.

This cell is also responsible for implementation and administration of various labor laws such

as factories $CT )?2>, workmen compensation $ct+ )?01, contract labour $ct )?:6, I $ct

)?2>.

STRUCTURE

Y 9$;$R !RA;;%


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T9L9M CELL

Ti3$ K$$pi! ; L$")$ M""!$3$&

). 3eals with the disciplinary actions of the workmen in the -..%.

0. 3eals with the arrival and departures of the employees

1. ;otes the number of absents of each and every employee in the -..%

STRUCTURE

9$;$R!RA;;%G


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WELFARE DEPARTMENT

This function of grievance redressing is carried out by the Chief 9anager Afficer with

the help of one enior $ssistant. This cell mainly deal with welfare facilities like 9edical,

-ousing, Cooperative, ducation, Recreation etc.

STRUCTURE

C-I4 A44ICR

CTIA;A44ICR

4A#R ;IAR $IT$;T

K#;IAR $IT$;T

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PERSONNEL DEPARTMENT

The personnel department of -uman Resources of the organization is the most

important asset. The management of ersonnel therefore is fundamental to all administrative

activities. $ll aspects concerning the human resource should be properly defined to fit into the

role of the organization.

The functionary of the 3eputy eneral 9anager !personnel and training" and the

various activities connected with the personal functions are discussed below.

STRUCTURE

The structure of the organization under 3eputy eneral 9anager can be seen at the out

set that the personnel function of three ma*or departments /+ Gthe office share platform, the

3ry 3ocking and ship repairs and the out fire comple/ are separately handled and hence it can

be empathetically said that the personnel function at -% is decentralized to a large e/tent.

The chief welfare officer under manager relation has a correspondence function in respect of

the welfare of the organization.

9atters relating to performance, promotion, recruitment, confirmation, annual

increments establishments and discipline in respect of e/ecutive staff and workmen are dealt

separately by

enior ersonnel Afficer !/ecutive Cell"

a. 3eputy 9anager !taff Cell"

b. 3eputy 9anager !


35/82

These are the centralized departments for the entire industry in respect of three

categories of personnel.

The senior personnel officer !%egal" will look into all legal assistance to the personnel

department. The additional manager is under the dual leadership of both 3eputy eneral

9anager. IT has a senior personnel officer. The additional manager at A4 reports

administratively to 39 !ST" and functionally to 9 !A4".

The revision its impact and capability of industryQgovernment to pay etcX a

wage cell is constituted. This cell will study and prepare the policies governing the wage

revision. The old pay structure which still e/ists for officers is shown at $nne/ure

Ane of the most important sections under the 3eputy eneral 9anager !ST" is the

A3R cell. They study in detail various policy and has a very importantQmatters power to

implementation, specially the ovt. policies. They also have the feedback information on the

policies already implemented. They study every policy carefully and *udicially put them into

action.

;ew lectronic purchasing system has been introduced for all employees including

officers in the hipyard. $n electronic magnet card is provided to each employee to put into

the slot of the electronic gadget. The gadget will meet down the time of arrival and departures

as also the number days worked against the individuals more in the computer. The computer

also calculates the late coming and computes the wageQsalary accordingly. This e'uipment is

mainly utilized by the 3ata rocessing 3epartment.

$ senior -indi officer is appointed to train the staff in -indi language in terms of the ovt.

policy.

15


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CAREER PLANNING

The manpower resources in -% for the purposes of career planning are divided into 1

main categories. C#TI=, T$44 $;3


37/82

ORGANISATIONAL CHART OF HSL:

1:


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T2p M""!$3$&consists ofChi$4 E($#,&i)$*of the organization and functional directors.

They areB2"%' 24 "pp2i&3$&and appointments are made by the overnment of I;3I$.

They represent the companyB2"%' 24 Di%$#&2%*9The selections of these posts were made by

the ublic nterprises selection board. This Board of 3irectors are corporate heads in charge

of more than one discipline and are basically responsible for formulation of corporate

ob*ectives, corporate plans, policies and strategies for their effective implementation.

S$i2% M""!$3$& level represents three level hierarchy consisting of G$$%"-

M""!$%< D$p,&. G$$%"- M""!$%< Chi$4 M""!$%< M""!$%* "' A''i&i2"-

M""!$%*9eneral 9anager and 3eputy eneral 9anager constitute divisional heads and the

Chief 9anager as department heads who are normally in charge of more than one function.

$part from assisting the functional directors in the development of corporate plans and

policies, they are basically responsible for overall implementation along with the dayGtoGday

operation of the organization. 9anagersQ$dditional 9anagers are functional heads and thus

assume overall responsibility of a specific function. They are the operational specialists and

are responsible for effective implementation of effective policies, plans and programmes in

dayGtoGday work life.

The third division in the hierarchy consists ofDi)i*i2"- M""!$%< S$i2% E!i$$%

and e'uivalent officers who are placed as in charge of the specific functionQoperation at

department level. It is a two level set up and the posts are operated at any level consistent with

the duties and responsibilities as per the re'uirements of the organization

.

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J,i2% E($#,&i)$ C"'%$ represents the last of the four divisions in the e/ecutive

structure. It is the lowest rung of the e/ecutive ladder and also the main feeder line of the

e/ecutive setGup. The induction to the level is normally made through recruitment of

9anagement Trainees at 05P of the vacancies. The remaining :5P of the vacancies are filled

in through promotions from internal talent. The 9anagement Trainees are considered as the

life stream of the organization and all care is taken for their potential development so that they

can smoothly assume higher responsibilities over a period of time.

STAFF:

Broadly the staff can be categorized into

a. Technical upervisory taff

b. Ather Technical taff

c. Clerical and other $dministration and ubordinate taff

The technical supervisory staff is the first time supervisors on the hop 4loor who are

primarily responsible for the achieving production targets. Ather technical staff mainly

represents design and design office staff and production planners who contribute to the

production activity indirectly. Clerical, other administration and subordinate staff consists of

$ssistants, tenographers, Typists, 3ata rocessing taff and such other nonGtechnical staff

e'uivalent to group J3J employees in the government establishments. The feeder lines

among such staff category for direct recruitment consists of two levels, one at induction level

where cent per cent recruitment is made and another representing the level one step below the

*unior e/ecutive !ection Afficer" level where 05P of the posts are filled through direct

recruitment.

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WORKMEN:

The bulk of workforces are employed in shops in the production process directly. $

very minor percentage is working in other areas like 9aterial -andling, 9aintenance etc. The

workmen category consists of Technical man, 9ates and unskilled labour. Tradesmen and

9ates constitute skilled and semiGskilled workmen.

The main feeder line to the workmen group in 9ates who are fed from our Training

chool through apprentice scheme. $lthough the intake of ITI apprentices in the training

school annually is in compliance with a statutory obligation under $pprenticeship $ct, the

relation of the anticipated re'uirements of the organization. The apprentice after undergoing

intensive training according to the syllabus both in

TRAINING DEPARTMENT

There are several features in this department some of them are+

=9 TRAINEE MARINE ENGINEERS:

To *oin as a Trainee 9arine ngineers the candidate should be graduated in either B.

9echanical engineering or B. 9arine ngineering. They should do in any of the recognized

colleges or in any ovt. #niversities. This organization will *oin total 56 members. They

should pay ),26,666 initially. The sponsors are from either public sector or from private

sector. $nd then they will take in their company.

IN SHIPYARD THERE ARE:

16 G Corporations

5 G $dministrations

5 G %abour 3epartments

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5 G mployees

They will provide )26 residential and )06 ;onGResidential 'uarters. $t present there

are )? members.

69 ITR TRADE APPRENTICE:

$t present there are 86 members in ITR Trade $pprentice. -ere the training is giving

in fitter, welding, electrical trade. This is one year training in ITR $pprentice. $ccording to

the $ct )?86, this is due up to one year.

The students should pay Rs.?62 in welding trade, and Rs )6>6 for fitting and stipend is

given to the lectricians. $fter the training is completed for the trainees ad then ;C#RT

certificate is given to them.

79 ON JOB TRAINING DEFENSE:

Ane year training in defense, ? months training is given from 9ay ) to Kan 1). very

year there are 05 members from $ir 4orce, ;avy, and $rmy in welder, fitter, plumbing,

carpenter, motor mechanic. tc, they are provided with stipend for undergoing training.

89 SAND WHICH DIPLOMA TRAINEES:

$t present )6 members are there as trainees. i/ months training is given tot the

candidates. They should do diploma in loyGTechni'ue. The madras Board $pprentice

Training, Chennai will sponsor the stipend. It will pay 56P of the money re'uired. The

candidates who have completed post diploma training will be given Rs)266 as stipend. They

will give post diploma in training from Boat.

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>9 PROJECT FIELD WORKS:

The college students from . or ngineering from the university are taken. )16

members per year are taken. $s practical trainees IBT !Indian hipyard Building

Technology" will give training for 8 months by 5 members but without stipend.

This activity will start from 4ebruary onwards.

RECENT TRENDS AND PROBLEMS

-% from the beginning is not a profit making organization but as established only

with the national interest. It was facing different types of problems from its inception. ;ow

hipbuilding activity is in deep depression stage. 3ue to heavy subsidies offered by the

various countries like Kapan, Dorea, etc., the international shipping price is not compatible by

the Indian hipbuilders, to alert the situation, the Indian overnment is also e/tended its

support to the Indian hipbuilders through $RI$# Clause and subsidy $RI $# is

the permission to the Indian ship owners for ac'uiring the imported ships from foreign

countries, but they have to ac'uire at least one ship from the Indian hip builders along with

the imports

COLLECTIVE BARGAINING IN HINDUSTAN SHIPYARD LIMITED

In -industan shipyard, collective bargaining is going on well. In -I;3#T$; -IH$R3

%I9IT3, there are )0 registered trade unions working, but one trade union was recognized

by the management through the election under the code of discipline ,that union name is &

-I;3#T$; -IH$R3 T$44 $;3


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Anly the recognized union has bargaining power other trade unions dont have the

power.

enerally employees of -% have regular demands with the management which is

general routine of -% ,but they deals with the demands or wants the management should

participate in the bargaining process with the following norms and conditions which deals

with increase in salary and wages ,promotion policies, welfare facilities, benefits and safety

while doing work. 3epending upon the financial position of -%, the management will take

decision regarding the demands of the employees .enerally, they will accept those demands

by negotiation which are the basic needs of the employees during that days else they will

accept the proposal only by the process of ive and take or payment by result method.

The management will observe the working nature and progress in the production

process, based on that only they will decide the bargaining !or" negotiation process will take

place. If the performance of the workers is not upto the mark, then the management will have

the full right to withdraw the demands of the employees or else they will accept the demand

with terms and conditions that if the workers or employees will complete the *ob in these

number of days, then only the management will take decisions to accept the proposals of the

union.

REPRESENTATIVE FROM WORKERS OR TRADE UNIONSIDE:

eneral ecretary and president of other office bearers.

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REPRESENTATIVE FROM MANAGEMENT SIDE:

Chairman and directors

9anager personnel and IR.

COLLECTIVE BAGAINING PROCESS IN HSL:

rocess of collective bargaining in -%. $ccording to which and management point of view.

The employees or the workers will select union leader by election.

The union leader will select the committee members from various departments which

belongs to different categories to form a general council meeting.

The general council members will take the problems of the workers and form the

agenda and conclusion.

The general council members will submit the letter report to the management, which

highlights the problems of the employees.

The management will hold the meeting with the management council members to

solve the problems or for the better decision. The suggestions will be given to the chief

manager for best solution or for the approval.

Based on the financial position of the organization, the chief manager will take the

decision whether to accept or to re*ect the demand of the union. 9ostly the demands

will be related to wages, day to day functions and promotion policies of the workers.

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;ow it depends upon the chief manager whether to accept or to re*ect the demands of

the union. If he drops the demands of the union then management is not going to give

direct reply to the union that their demands has been re*ected, management will say we

will see after sometime. If the management does not turn back after sometime then the

employees will force the union to take necessary action and then a final letter will be

given to management regarding the demands. The personal managers will guide the

benefits and drawback of the demands to the chairman and also the terms and

condition of the demands given by the union members.

If the management will accept the demands of the union, then they will accept the

proposal, then the negotiation process will take place in between them and after

accepting the proposal by the management, the management will issue a letter selected

that the demands of the union is fulfilled and this term is known as &in principle the

policies is accepted(.

The union members and the chief manager *ointly sign an agreement which is known

as &office bearer( announcing that the policies are approved. The chairman will finally

put his signature for the approval of the statement.

The negotiation and bargaining between the management and union is term as

&management will negotiate and union will bargain(.

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COLLECTIVE BARGAINING

MEANING :

It is stated that term & CA%%CTI= B$R$I;I; & is a misnomer. Bargaining

normally refers only to a transaction in a market place between a buyer and seller to certain

commodity. The correct e/pression should ,therefore ,be collective negotiations. The idea of

collective bargaining is against the idea of bargaining by a single individual. The necessity for

collective bargaining represented by all the employees as a whole is due to the fact that a

single individual employee is always weak when compared to the 9anagement on the other

side. Collective bargaining is therefore, an effective and essential tool in order to maintain

parity of strength between the employer and employees integrate effectively the interest of

unions with the interest of the organization.

Collective bargaining is recognized method of decision making is industrial relations and

more or less of a continuous process of ad*ustment. $s such, good industrial relations are

directly dependent upon a degree of success of negotiation process and collective bargaining.

DEFINITION:

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Collective bargaining is defined as & $ civilized bipartite confrontation between

the workers and management with a view to arriving at an agreement &.

The I%A defined it as & negotiations about the working conditions and terms of

employment between employer, a group of employees or one or more employers &.

Arganization on the one hand and one or more representative workers organizations on the

other with a view to reaching an agreement &.

ri.;.D.ubramanian, an administrator and an e/pert in the study of labour relations

defined as a process by which trade unions and management voluntarily meet ,discuss ,argue

,refute ,negotiate and finally settle some or all the terms for which employees agree to work

for an employer for the duration of the implementation.

The process of collective bargaining has been described as power relationship between

the parties. It is also a step towards industrial democracy. Collective bargaining may either be

at a local level or at times at national level between the federation of employers and the

federation of unions.

-ere two aspects of the role of collective bargaining are highlighted. The first is an

effective method for resolving differences and achieving better understanding as well as for

ensuring industrial harmony. Collective bargaining is an important instrument in hands of

workers to improve their conditions of employment. Its important as an essential component

of protective industrial relations is being increasingly recognized in India and its has come to

assume a central and crucial position in labour management relations. Considerable progress

has been made in the past decade towards collective bargaining through bipartite bodies both

in the private public sections. Besides helping to settle the terms and conditions, it is also a

mechanism for the industrial resolutions of conflict and a means for workers participation

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through discussions and involvement in the managerial decision making process. Collective

bargaining is the best suited to the concept of industrial democracy. econdly, it is continuous

process of ad*ustment. Collective bargaining is a growing, changing ,dynamic and intensely

important field of activity. It is a social invention and a successful institutions which keep pace

with changing social conditions.

ESSENTIALS FOR AN COLLECTIVE BARGAINING :

ssentials for an ideal and free collective bargaining can be stated as followsX

). $n ideal collective bargaining is possible only if the trade union is well organized and

disciplined

0. If the office bearers of the union suffer from the perils of intra union rivalry, they

cannot negotiate with a unified strength with also results in loss of confidence from

their own members.

1. That trade unions and the employees must be free from any e/ternal pressures ,either

political or otherwise , for promotion of ideal collective bargaining process. In the

e/isting Indian setup where the trade unions are very much affiliated to the political

parties and the political leaders are involve in the trade union movement , it is likely

that the bargaining process is influence by e/ternal pressures rendering an ideal

bargaining difficult.

2. $ sound bargaining between the two parties can take place only when there is relative

party of strength between them. $ny game is not worth its name if one party is too

strong or too weak against the other. $ll times an e'ual strength in both the parties will

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also result in pulling the negotiations too long without any solutions. Therefore , there

should be only a related party between the two parties.

5. Inter union rivalry is another cause which mars or imbalances an ideal bargaining. It is

our e/perience that an account of an intense, inter rivalry, no ideal atmosphere for

collective bargaining e/ists. The situation leads the management either to confusion or

inability to render *ustice to the employees.

THE PROCESS INVOLVED IN COLLECTIVE BARGAINING

The system of collective bargaining has in it the following functions basically.

). %egislative process + this involves formation of terms and conditions for mutual

cooperation and working. This is in the nature of a rule making or legislative

business.

0. Kudicial process + this involves interpretation of the agreement and the method of

resolving any dispute arising out of the agreement. This is reflects the role of a

*udiciary.

1. /ecutive process +this involves implementation or e/ecution of series of follow

up actions by both the parties to the agreement.

The collective bargaining through these function builds up a rule of law in employerG

employee relationship , discouraging nepotism ,corruption, indiscipline , victimization

etc

KINDS OF BARGAINIG:There are two basic types of Bargaining .They are+

).distributive bargaining and

0.integrative bargaining

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3istributive bargaining is that kind of bargaining where the main is only

distribution of additional facilities like increase in wages and other amenities without

any corresponding provision or emphasis for a matching increase in the overall health,

improvement or growth of the organization . this amount of distribution of the available

cake without providing for an increase in the 'uality of the cake.

$n integrative bargaining , on the other hand , concentrates not only in

providing additional facilities to the employees but also concurrently aims at

development of the organization, its wealth , production and the other resources .

$ distributive bargaining will, therefore , result in a gain to the workers and

loss to the organization. $n integrative bargaining on the other hand is a gain for the

both the parties . in the field of industrial relations a true success lies if both the

employer and the employees with their own respective ob*ectives, i.e., they should adopt

a winGwin game but not either a winGlose game. It is only when both the employer and

the employee are allowed a win over each other through an integrative bargaining

avoided a distributive bargaining one parties( goal in basic conflict with that of the

other party .in an integrative bargaining , on the other hand , the approach is that of a

problem solving one, based on mutual understanding of difficulties of both the parties .

an integrative bargaining implies a concerted and sincere effort involving contribution

for growth by both the parties as well as giving up to some e/tent their own selfish

interest for their mutual benefit.

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FACTORS AFFECTING COLLECTIVE BARGAINING :

The following are some of the important affecting the bargaining strength of the parties

). #nemployment problem + if the unemployment is acute in the country, the union

may not precipitate and at even times may give up pressing the legitimate

demands for fear of losing *obs by the employees.

0. Buoyancy of economy + when the general economy is buoyant an encourage, the

unions are enthusiastic to press their demands the process of collective

bargaining.

1. $ big deal or a good market for the company + if the situation is such that the

future of the company appears bright conse'uent on getting a big deal or good

demand for the goods produced by them. Both the employers and employees are

very much enthused for collective bargaining.

2. Timing of collective bargaining + if the organization is set for more and more

activity at a given situation or point of time, the employees are usually provoked

for bargaining from advantage point , for e/ample , when they railways have to

make a speedy distribution of food grains throughout the country on the war

footing in scarce situation , the unions bargaining with the greater strength.

PREPARATORY STEPS TO BE TAKEN BEFORE COLLECTIVE

BARGAINING BEGINS :

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). To check whether the terms of the earlier agreement have been implemented

fully.

0. To analyze the demands and its implications Z cost, nonGcost etc.

1. To assess the financial burden or any structural changes in the organization.

2. To consult the concerned the departments and gather the data on the demands

5. To make lobbying with the workmen and assess their approach.

8. To develop the strategy for bargaining.

:. To develop counter demands.

>. To buildup a management team for bargaining.

?. To gather data in the neighboring industries of the comparable size on the

position of the demands.

TACTICS OR TECHNIQUES IN COLLECTIVE BARGAINING :

Before the collective bargaining starts, it is a very much essentials size for both the

parties to secure fullfacts, past and present to make a deep study and analysis of the

issues Q demands involved in bargaining. If any parties not so fully e'uipped *ustice

cannot be done.

THE FOLLOWING ARE SOME OF THE GUIDE LINES FOR

SUCCESSFUL BARGAINING :

). It is normally found that charges and threats in the initial stages of bargaining are

made by the unions for securing an offensive gesture for a subse'uent win. The

management should therefore give a patient hearing and should not provoked it

is always better that in the initial stages, emotions ,feelings and mental+

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reservations by the both the parties are allowed freely come out so that a calm

atmosphere can prevail there after. $ storm of his type in the beginning is bound

to be followed by calmness at subse'uent stages. ince the management in the

e/isting Indians set up , has got higher responsibility for enrichment of the

organization and development of national economy as a whole, a deeper sense of

patience and perseverance is necessary in the process of collective bargaining.

0. The management should always be represent by a high powered and balanced

persons so has to make commitments on the spots as and when necessary

1. $nalysis and classification of demands should be made and assessed as real and

realistic such as cost and nonGcost items etc . this classification provides a due as

to on what items a serious attention is to be bestowed and what items are *ust

superfluous and only set up for numerical counting.

2. It is normally seen in collective bargaining that the unions are on the offensive

side and the managements on defensive sides which is not ideal. To make the

bargaining really fruitful , it is necessary that the management should come

forward with a counter demand for increase in production.


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8. The party should not adopt rigid are irrevocable stand. The approach should be

fle/ible and accommodative. $ positive approach to the problems must be made

avoided a negative approach.

:. Building up of public opinion may be all times necessary by any of the parties by

issuing statements of facts to be public through press or otherwise for securing

public sympathy and goodwill

CAUSES FOR FAILURE OF COLLECTIVE BARGAINING:

Collective bargaining in India on the whole is not satisfactory and successful . it

could become real only from organized strength of workers and genuine desire on the

part employers . some general features responsible of an ideal collective bargaining

may as follows +

). %ack of proper appreciation of the philosophy , ob*ectives and advantages of this

process by both the parties .

0. ven though the no of unions are increasingly gradually, it is pathetic to see that

these unions are not developing in an organized , systematic and healthy manner

. in the circumstances, the trade unions are weak, resulting in the failure of

collective bargaining.

1. The state is also to some e/tent responsible for the failure of collective

bargaining. The state has not so far passed any law related to collective

bargaining establishing the legal principals in the respect.

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2. The state has not so far passed any law regarded statutory recognition of trade

unions even the code of discipline dealing with out any force of law . in these

circumstances , the unions craving for favour of recognition form the

management resulting in weak collective bargaining.

5. $nother reason for failure of collective bargaining is too much reliance by the

parties on compulsory ad*udication. ince the law compulsory ad*udication both

the parties are not taking the process of collective bargaining with all

seriousness which it deserves

THE POSITON CAN THEREFORE BE SUMMARISED AS

FOLLOWS:

$ccentuation of interGunion rivalry , multiplication of trade unions in undertaking

Qestablishments in e/asperating members ,callous self seeking by politicians drabbling

trade unions , un bridled encouragement to the workers for including in coercive

measures ,intimidation ,violence etc., have all added upto a complete undermining , if

not destruction , of the institution of free collective bargaining in India today..

STEPS FOR IMPROVING COLLECTIVE BARGAINING:

$n encouraging atmosphere for collective bargaining can be crated by the following

measures +

). The workers education will help the working class to know and appreciate the

philosophy ,

0. Ab*ectives, and advantages of collective bargaining. Therefore , the benefits of

workers education must spread for and wide in every industry.

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1.


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very significant role to play in connection with collective bargaining. The following are

some of the steps which should be ensured and attended to by the personnel department.

). ven before the collective bargaining takes places, the personnel department must be

careful to ensure that general discipline and responsibility with in the organization is

not deteriorated for a fairly sufficient time preceding collective bargaining. If the

general industrial atmosphere goes down, the outcome of collective bargaining will be

poor

0. The personnel department must be able to anticipate the demands likely to be taken up

by the unions and undertake a study of the same in advance.

1. $s soon as the charter of demands is received from the unions, it is the duty of the

personnel department to make ade'uate area Z survey before the collective bargaining

starts i.e. relevant information must be obtained from the neighbouring industries so as

to assess the merits and demerits of the demands.

2. An receipt of the charter of demands from the unions, it is the duty of the personnel

department that a charter of counter demands like increase in production, better

attendance ,discipline etc., should be developed for a discussion with the unions. This

approach will help in integrative type of bargaining as against the distributive type.

5. $fter the issues are studies for bargaining , the personnel department should help

formation of a negotiating team on behalf of the management. The negotiating team

must also consist of the respective heads of line departments and the finance

departments.

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8. $ cohesive team spirit must be developed among management members representing

the bargaining process.

The role to be played and the e/tent of contribution to be made by each

member of the team should also be prompted in advance.

=9 Opii2 %$!"%'i! i4-,$#$ 24 #2--$#&i)$ B"%!"ii! i HSL 2 2&h$% -2#"- i',*&%i$*

24 Vi*"?h"p"&"39

;umber of respondents 56 TAT$%

RC;T$!)66"

$R 06 26P

3I$R )0 02P

TRA;%H $R )2 0>P

TRA;%H 3I$R 2 >P

GRAPHICAL REPRESENTATION:

INTERPRETATION:

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4rom the above data, it can be understood that, 8>P of employees feel that collective

bargaining process in -industan shipyard has influence on the collective bargaining process in

others local industries in =isakhapatnam, where as the remaining 10Pdo not feel so.

-ence taking ma*ority of opinion into consideration, it can be concluded that the collective

bargaining process in -industan shipyard has influence on the process in other local industries

of =isakhapatnam.

69 Opii2 %$!"%'i! 3"i&$"#$ 24 h"%32i2,* %$-"&i2*hip +$&@$$ $3p-2.$$* "'

3""!$3$&9

;umber of respondents 56 TAT$%RC;T$!)66"

$R 06 26P

3I$R )0 02P

TRA;%H $R )2 0>P

TRA;%H 3I$R 2 >P


INTERPRETATION:

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4rom the above data, it can be understood that, 8>P of employees feel that the recognized

trade union is maintaining harmonious relationship with management by achieving their

demandsX where as the remaining 10Pdo not feel so .-ence taking ma*ority of opinion into

consideration, it can be concluded that the recognized union is maintaining harmonious

relationship with management by achieving their demands.

79 Opii2 %$!"%'i! @h$&h$% 3,-&ip-$ Ui2* h"' +$$ " p%2+-$3 i $!2&i"&i!

#2--$#&i)$ "!%$$3$&* @i&h ,i2* i HSL9


RC;T$!)66"

$R )6 06P

3I$R 06 26P

TRA;%H $R G G

TRA;%H 3I$R 06 26P


INTERPRETATION:

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4rom the above data, it can be understood that,>6P of employees feel that ,multiple unions

has not been a problem in negotiating collective agreements with unions, where as the

remaining 06Pdo not feel so.

-ence taking ma*ority of opinion into consideration, it can be concluded that, multiple

unions has not been a problem in negotiating collective agreements with unions.

89 Opii2 %$!"%'i! @h$&h$% &h$ #2--$#&i)$ +"%!"ii! i Hi',*&" *hip."%' -i3i&$' i*

*&%$!&h$$' +2&h +. &h$ $3p-2.$% "' $3p-2.$$* ,i2*9


RC;T$!)66"

$R )6 06P

3I$R 06 26P

TRA;%H $R )) 00P

TRA;%H 3I$R ? )>P


8)


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INTERPRETATION:

4rom the above data, it can be understood that, 5>P of employees 3I$R that .The

collective bargaining in -industan shipyard limited is strengthened both by the employer and

employees unions, where as the remaining 20Pdo not $R. -ence taking ma*ority of

opinion into consideration, it can be concluded that, the collective bargaining in -industan

shipyard limited is not strengthened both by the employer and employees unions.

>9 Opii2 %$!"%'i! "#hi$)$3$& 24 &h$ $3p-2.$$* '$3"'*/i**,$* i %$"*2"+-$ &i3$

4%"3$9


RC;T$!)66"

$R 26 >6P

3I$R )6 06P

TRA;%H $R G G

TRA;%H 3I$R G G


INTERPRETATION:

80


63/82

4rom the above data, it can be understood that >6P of employees $R that,the demands

Qissues taken up by the union under collective bargaining system are achieved in the

reasonable time frame. , where as the remaining 06Pdo not agree.-ence taking ma*ority of

opinion into consideration, it can be concluded that, thdemands Qissues taken up by the union

under collective bargaining system are achieved in the reasonable time frame .

9 Opii2 %$!"%'i! #2*,-&"&i2 24 %$#2!i$' &%"'$ ,i2 @i&h &h$i% 3$3+$%* +$42%$

&h$. &"?$ ,p ". p2-i#. '$#i*i2*9


RC;T$!)66"$R 1: :2P

3I$R 2 >P

TRA;%H $R ? )>P

TRA;%H 3I$R G G


INTERPRETATION:

81


64/82

4rom the above data, it can be understood that :2P of employees $R that< &h$recognized

union is consulting their members before they take up any policydecisions, where as the

remaining )>Pdo not agree.

-ence taking ma*ority of opinion into consideration, it can be concluded that, the recognized

union is consulting their members before they take up any policy decisions.

9 Opii2 %$!"%'i! &h$ $44$#& 24 &h$ i',*&%i"- ,%$*& i &h$ $i!h+2%i! i',*&%. 2 &h$

IR i HSL9


RC;T$!)66"$R 8 )0P

3I$R 26 >6P

TRA;%H $R 2 >P

TRA;%H 3I$R G G


INTERPRETATION:

82


65/82

4rom the above data, it can be understood that >6P of employees 3I$R that,the

industrial unrest in the neighboring industry has a definite impact on the IR in -%, where

as the remaining 06P do not $R.

-ence taking ma*ority of opinion into consideration, it can be concluded that,The

industrial unrest in the neighbouring industry has a definite impact on the IR in -%.

9Opii2 %$!"%'i! @h$&h$% &h$ #2--$#&i)$ +"%!"ii! i* " $44$#&i)$ &22- &2 i3p%2)$ &h$

%$-"&i2*hip +$&@$$ &h$ $3p-2.$% "' $3p-2.$$


RC;T$!)66"$R 8 )0P

3I$R 26 >6P

TRA;%H $R 2 >P

TRA;%H 3I$R G G


INTERPRETATION:

85


66/82

4rom the above data, it can be understood that >6P of employees 3I$R that,the

collective bargaining is an effective tool to improve the relationship between the employer

and employee


67/82

4rom the above data, it can be understood that ?2P of employees $R that,

mployees participation in corporate decision making team !Board of 3irectors" is

necessary to achieve the ob*ectives of collective bargaining


68/82

4rom the above data, it can be understood that 50P of employees 3I$R that,the

collective bargaining should be strengthened by suitable legislative provisions, and where as

the remaining 2>P $R.

-ence taking ma*ority of opinion into consideration, it can be concluded that,

The collective bargaining should be strengthened by suitable legislative provisions.

==9 Opii2 %$!"%'i! @h$&h$% 3,-&ip-i#i&. 24 &%"'$ ,i2* 2+*&%,#&* &h$ p%2#$** 24

#2--$#&i)$ +"%!"ii!9


RC;T$!)66"

$R > )8P

3I$R 00 22PTRA;%H $R 06 26P

TRA;%H 3I$R G G


INTERPRETATION:

8>


69/82

4rom the above data, it can be understood that 58P of employees $R that,multiplicity of

trade unions obstruct the process of collective bargaining, where as the remaining 22P do not

$R.


9ultiplicity of trade unions obstructs the process of collective bargaining.

=69 Opii2 %$!"%'i! @h$&h$% &h$ p2-i&i#"- "44i-i"&i2* 24 &h$ &%"'$ ,i2* h")$ "

'$4ii&$ i3p"#& 2 #2--$#&i)$ +"%!"ii!9


RC;T$!)66"

$R 16 86P3I$R )6 06P

TRA;%H $R 8 )0P

TRA;%H 3I$R 2 >P


INTERPRETATION:

8?


70/82

4rom the above data, it can be understood that :0P of employees $R that, the

political affiliations of the trade unions have a definite impact on collective bargaining,

where as the remaining 0>P do not $R.

-ence taking ma*ority of opinion into consideration, it can be concluded that,The

political affiliations of the trade unions have a definite impact on collective bargaining.

=79 Opii2 %$!"%'i! @h$&h$% $!2&i"&i2 +$&@$$ &%"'$ ,i2 "' 3""!$3$& i*

"-@".* *,##$**4,-9


RC;T$!)66"

$R )5 16P

3I$R 05 56P

TRA;%H $R )6 06P

TRA;%H 3I$R G G


INTERPRETATION:

:6


71/82

4rom the above data, it can be understood that 56P of employees 3I$R that,the

negotiation between trade union and management is always successful, where as the

remaining 56P $R.


the negotiation between trade union and management is always successful.

=89 Opii2 %$!"%'i! @h$&h$% %$!i*&$%$' &%"'$ ,i2* "%$ *,pp2%&i! &h$ %$#2!i$'

&%"'$ ,i2* i "#hi$)i! $3p-2.$$ '$3"'*9


RC;T$!)66"$R 16 86P

3I$R )6 06P

TRA;%H $R )6 06P

TRA;%H 3I$R G G


INTERPRETATION:

:)


72/82

4rom the above data, it can be understood that >6P of employees $R that9 Opii2 %$!"%'i! @h$&h$% &h$ %$#2!i$' &%"'$ ,i2 i* #2*,-&i! &h$ 2&h$%

&%"'$ ,i2* +$42%$ &h$. &"?$ ,p ". p2-i#. '$#i*i2*9


RC;T$!)66"$R 5 )6P

3I$R 26 >6P

TRA;%H $R G G

TRA;%H 3I$R 5 )6P


INTERPRETATION:

4rom the above data, it can be understood that ?6P of employees 3I$R that< the

recognized trade union is consulting the other trade unions before they take up any policy

:0


73/82

decisions, where as the remaining )6P $R. -ence taking ma*ority of opinion into

consideration, it can be concluded that,the recognized trade union is consulting the

other trade unions before they take up any policy decisions.

=9 Opii2 %$!"%'i! @h$&h$% $3p-2.$$* "%$ *"&i*4i$' @i&h #2--$#&i)$ +"%!"ii! p%2#$**

i HSL9


RC;T$!)66"

$R 26 >6P

3I$R 5 )6P

TRA;%H $R 5 )6P

TRA;%H 3I$R G G


INTERPRETATION:

4rom the above data, it can be understood that ?6P of employees $R that


74/82

they are satisfied with collective bargaining process in -%

=9 Opii2 %$!"%'i! @h$&h$% &h$ %$#2!i$' &%"'$ ,i2 i* #2*,-&i! &h$i% 3$3+$%*

+$42%$ &h$. &"?$ ,p ". p2-i#. '$#i*i2*


RC;T$!)66"

$R 26 >6P

3I$R )6 06P

TRA;%H $R G G

TRA;%H 3I$R G G


INTERPRETATION:

4rom the above data, it can be understood that >6P of employees $R that


75/82

=9 Opii2 %$!"%'i! @h$&h$% $3p-2.$$ p"%&i#ip"&i2 i* &h$%$ @h$ &h$ ,i2 3$3+$%*

#"-- ,p2 " 3$$&i! %$-"&$' &2 $3p-2.$$* '$3"'9


RC;T$!)66"

$R 26 >6P

3I$R )6 06P

TRA;%H $R G G

TRA;%H 3I$R G G


INTERPRETATION:

4rom the above data, it caunderstood that >6P of employees $R that< there is

employee participation when the union members call upon a meeting related to employees

demand, where as the remaining 06P do not $R. -ence taking ma*ority of opinion

into consideration, it can be concluded that,There is employee participation when the

union members call upon a meeting related to employees demand.

:5


76/82

=9 Opii2 %$!"%'i! @h$&h$% %$!i*&$%$' ,i2 3$3+$%* "&&$' !$$%"- +2'.

3$$&i! #"--$' +. %$#2!i$' &%"'$ ,i2*9


$R 26 >6P

3I$R )6 06P

TRA;%H $R G G

TRA;%H 3I$R G G


INTERPRETATION:

4rom the above data, it can be understood that >6P of employees $R that< registered

union members attend general body meeting called by recognized trade unions, where as

the remaining 06P do not $R.

-ence taking ma*ority of opinion into consideration, it can be concluded that, Registered

union members attend general body meeting called by recognized trade unions.

:8


77/82

69 Opii2 %$!"%'i! p%2)i*i2 24 "%+i&%"&i2 i #"*$ 24 ". 'i*"!%$$3$& 2 &h$

i&$%p%$&"&i2 24 &$%3* "' #2'i&i2* 24 "!%$$3$&9


$R 26 >6P

3I$R )6 06P

TRA;%H $R G G

TRA;%H 3I$R G G


INTERPRETATION:

4rom the above data, it can be understood that >6P of employees $R that< they have the

provision of arbitration in case of any disagreement on the interpretation of terms and

conditions of agreement, where as the remaining 06P do not $R. -ence taking ma*ority

of opinion into consideration, it can be concluded that They have the provision of arbitration

in case of any disagreement on the interpretation of terms and conditions of agreement.

::


78/82

FINDINGS

It is found from the analysis that >6P i.e., most of the employees are satisfied with

Collective Bargaining

It is also found that Collective Bargaining is not always successful in the organization

as >6P of employees agreed to it.

It is also found that arbitration process is followed as a dispute settlement mechanism

in -%.

It is also found that multiplicity of trade unions ,union rivalries ,political affiliations are

the different problems faced by trade unions.

It is also found that good and harmonious task and relationships are considered in

organization of -%.

It is also found that most of the employees take part in collective bargaining in -%.

:>


79/82

SUGGESTIONS

The statistical data collected from the trade unions member that includes the registered and

recognized trade union of -%, staff members and workers. Collective bargaining is an

effective tool to build a better relationship with the employer and to fulfill the demands of the

employers. In -% collective bargaining is an effective tool which took place long years back

suggestions are based on the statistical data collected from different sources.

). -% being the oldest shipbuilding yard and public sector organization of government

of India. -ere, all the employees mostly belong to the age group of 25 to 56 years.


80/82

8. -industan shipyard limited is a big organization with )1 registered trade unions and )

recognized trade union

:. olitical interference is a ma*or drawback for every organization, if it directly deals

with the trade union .Trade union members feel that political interference in them

makes stronger to fight against the management, but the political parties thinks only for

their benefits and not for employee benefits.

>. The Trade #nions should put their demands based on the financial position of the

organization .The time allocated by trade union may be very less for management.

?. &Ane unionGone industry( was the motive of every organization, but according to

Trade #nion $ct &every ? members can form a union( which is ultimately results in

increase of Trade #nions in -industan hipyard limited. $t present there are )1

registered trade unions and ) recognized trade union in -industan hipyard limitedX

which results in disputes in them, if any decisions will be taken by ) union ,then it may

be that the decision does not accepted by another union which increases the dispute. To

achieve the goal of trade union ,they should follow the slogan ITH I

TR;T-(

>6


81/82

CONCLUSION

Collective Bargaining is one of the effective tool to build good relationship with the

employer to fulfill the demands of the employees.It is observed that the company is

running in profits and the peaceful conditions prevailing in the company is one of

the reason for the success of the company and that trade unions play an important

role in collective bargaining.

There are less number of conflicts in the organization as collective

bargaining is mostly successful in -%.$nd that -% is free from industrial unrest

in other organizations .$ll the basic needs of the employees of -% are being

fulfilled.There is good coGoperation being maintained between both parties.4inally I

conclude that collective bargaining is mostly successful in -%.

>)


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Theory of Pjt

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