8/13/2019 Theory of Pjt
1/82
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(.
)
8/13/2019 Theory of Pjt
2/82
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.
0
8/13/2019 Theory of Pjt
3/82
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.
1
8/13/2019 Theory of Pjt
4/82
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.
2
8/13/2019 Theory of Pjt
5/82
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 -%.
5
8/13/2019 Theory of Pjt
6/82
SAMPLING TOOLS+
7uestionnaire, Table, Chart.
SAMPLING TECHNIQUE:
Random variable.
SECONDARY DATA:
Internet and different books
LIMITATIONS /DRAWBACKS OF STUDY
8
8/13/2019 Theory of Pjt
7/82
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.
:
8/13/2019 Theory of Pjt
8/82
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.
8/13/2019 Theory of Pjt
9/82
#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 $ndhras on the ast Coast and the 9alabrits on the
8/13/2019 Theory of Pjt
10/82
The work of the medieval times called @Hukti Dalpatharu@ mentions 0: different types of ships
constructed during upta and ost upta eras. 9arco olo
who visited India in the )1
th
century saw ships whose planks were fastened with ;oels.
The bottom of the ships were smeared over with a preparation of 'uick lime and hemp pointed
together and mi/ed with oil procured from a certain tree that retained its viscous properties
firmly.
THE MOGHUL FLOTILLA:
3uring the days of 9oghuls the empirical ;owwra !flotilla" was a sight to be seen.
J$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.
)6
8/13/2019 Theory of Pjt
11/82
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
))
8/13/2019 Theory of Pjt
12/82
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
)0
8/13/2019 Theory of Pjt
13/82
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.
8/13/2019 Theory of Pjt
14/82
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.
8/13/2019 Theory of Pjt
15/82
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.
)5
8/13/2019 Theory of Pjt
16/82
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)$*
8/13/2019 Theory of Pjt
17/82
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
):
8/13/2019 Theory of Pjt
18/82
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.
8/13/2019 Theory of Pjt
19/82
!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
8/13/2019 Theory of Pjt
20/82
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
06
8/13/2019 Theory of Pjt
21/82
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.
8/13/2019 Theory of Pjt
22/82
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.
00
8/13/2019 Theory of Pjt
23/82
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
01
8/13/2019 Theory of Pjt
24/82
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.
8/13/2019 Theory of Pjt
25/82
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+
$fter scrutinizing the ne/t comes the selection procedure. There is a selection
committeeX this will select the candidates by various methods. If the committee is satisfied
with him then they will issue appointment order. This appointment order will specify when
heQshe has to *oin the organization. Then he will be placed in the *ob for which post heQshe
has been interviewed.
71 WELFARE+
The management is providing so many facilities under welfare activities. They are
canteen, medical, etc. #nder canteen they are providing food items with affordable prices
with in the yard premises with subsidized meals and also giving meals allowance to
workmen and staff. The management is also providing cool drinking water to its
employees working for the company.
05
8/13/2019 Theory of Pjt
26/82
#nder this there are 0 coGoperative credit societies, one for workmen and the other for
staff and officers in the colony to facilitate them to get loans at low interest rates.
C;TR$% 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
08
8/13/2019 Theory of Pjt
27/82
TR$;ART 3$RT9;T
%CTRIC$% 3$RT9;T
%#9BR 3$RT9;T
$I;TI; 3$RT9;T
8/13/2019 Theory of Pjt
28/82
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
8/13/2019 Theory of Pjt
29/82
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?
8/13/2019 Theory of Pjt
30/82
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
16
8/13/2019 Theory of Pjt
31/82
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 $ct
)?2>.
STRUCTURE
Y 9$;$R !RA;;%
8/13/2019 Theory of Pjt
32/82
T9L9M CELL
Ti3$ 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
8/13/2019 Theory of Pjt
33/82
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
11
8/13/2019 Theory of Pjt
34/82
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 !
8/13/2019 Theory of Pjt
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
8/13/2019 Theory of Pjt
36/82
CAREER PLANNING
The manpower resources in -% for the purposes of career planning are divided into 1
main categories. C#TI=, T$44 $;3
8/13/2019 Theory of Pjt
37/82
ORGANISATIONAL CHART OF HSL:
1:
8/13/2019 Theory of Pjt
38/82
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
.
1>
8/13/2019 Theory of Pjt
39/82
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.
1?
8/13/2019 Theory of Pjt
40/82
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
26
8/13/2019 Theory of Pjt
41/82
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.
2)
8/13/2019 Theory of Pjt
42/82
>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
8/13/2019 Theory of Pjt
43/82
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.
21
8/13/2019 Theory of Pjt
44/82
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.
22
8/13/2019 Theory of Pjt
45/82
;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(.
25
8/13/2019 Theory of Pjt
46/82
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:
28
8/13/2019 Theory of Pjt
47/82
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
2:
8/13/2019 Theory of Pjt
48/82
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
2>
8/13/2019 Theory of Pjt
49/82
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
2?
8/13/2019 Theory of Pjt
50/82
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.
56
8/13/2019 Theory of Pjt
51/82
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 :
5)
8/13/2019 Theory of Pjt
52/82
). 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+
50
8/13/2019 Theory of Pjt
53/82
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.
8/13/2019 Theory of Pjt
54/82
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.
52
8/13/2019 Theory of Pjt
55/82
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.
55
8/13/2019 Theory of Pjt
56/82
1.
8/13/2019 Theory of Pjt
57/82
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.
5:
8/13/2019 Theory of Pjt
58/82
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:
5>
8/13/2019 Theory of Pjt
59/82
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
GRAPHICAL REPRESENTATION:
INTERPRETATION:
5?
8/13/2019 Theory of Pjt
60/82
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$&* @i&h ,i2* i HSL9
;umber of respondents 56 TAT$%
RC;T$!)66"
$R )6 06P
3I$R 06 26P
TRA;%H $R G G
TRA;%H 3I$R 06 26P
GRAPHICAL REPRESENTATION:
INTERPRETATION:
86
8/13/2019 Theory of Pjt
61/82
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
;umber of respondents 56 TAT$%
RC;T$!)66"
$R )6 06P
3I$R 06 26P
TRA;%H $R )) 00P
TRA;%H 3I$R ? )>P
GRAPHICAL REPRESENTATION:
8)
8/13/2019 Theory of Pjt
62/82
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
;umber of respondents 56 TAT$%
RC;T$!)66"
$R 26 >6P
3I$R )6 06P
TRA;%H $R G G
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
80
8/13/2019 Theory of Pjt
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
;umber of respondents 56 TAT$%
RC;T$!)66"$R 1: :2P
3I$R 2 >P
TRA;%H $R ? )>P
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
81
8/13/2019 Theory of Pjt
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
;umber of respondents 56 TAT$%
RC;T$!)66"$R 8 )0P
3I$R 26 >6P
TRA;%H $R 2 >P
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
82
8/13/2019 Theory of Pjt
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.$$
;umber of respondents 56 TAT$%
RC;T$!)66"$R 8 )0P
3I$R 26 >6P
TRA;%H $R 2 >P
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
85
8/13/2019 Theory of Pjt
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
8/13/2019 Theory of Pjt
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
8/13/2019 Theory of Pjt
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
;umber of respondents 56 TAT$%
RC;T$!)66"
$R > )8P
3I$R 00 22PTRA;%H $R 06 26P
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
8>
8/13/2019 Theory of Pjt
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.
-ence taking ma*ority of opinion into consideration, it can be concluded that,
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
;umber of respondents 56 TAT$%
RC;T$!)66"
$R 16 86P3I$R )6 06P
TRA;%H $R 8 )0P
TRA;%H 3I$R 2 >P
GRAPHICAL REPRESENTATION:
INTERPRETATION:
8?
8/13/2019 Theory of Pjt
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*
"-@".* *,##$**4,-9
;umber of respondents 56 TAT$%
RC;T$!)66"
$R )5 16P
3I$R 05 56P
TRA;%H $R )6 06P
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
:6
8/13/2019 Theory of Pjt
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 $R.
-ence taking ma*ority of opinion into consideration, it can be concluded that,
the negotiation between trade union and management is always successful.
=89 Opii2 %$!"%'i! @h$&h$% %$!i*&$%$' &%"'$ ,i2* "%$ *,pp2%&i! &h$ %$#2!i$'
&%"'$ ,i2* i "#hi$)i! $3p-2.$$ '$3"'*9
;umber of respondents 56 TAT$%
RC;T$!)66"$R 16 86P
3I$R )6 06P
TRA;%H $R )6 06P
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
:)
8/13/2019 Theory of Pjt
72/82
4rom the above data, it can be understood that >6P of employees $R that9 Opii2 %$!"%'i! @h$&h$% &h$ %$#2!i$' &%"'$ ,i2 i* #2*,-&i! &h$ 2&h$%
&%"'$ ,i2* +$42%$ &h$. &"?$ ,p ". p2-i#. '$#i*i2*9
;umber of respondents 56 TAT$%
RC;T$!)66"$R 5 )6P
3I$R 26 >6P
TRA;%H $R G G
TRA;%H 3I$R 5 )6P
GRAPHICAL REPRESENTATION:
INTERPRETATION:
4rom the above data, it can be understood that ?6P of employees 3I$R that< the
recognized trade union is consulting the other trade unions before they take up any policy
:0
8/13/2019 Theory of Pjt
73/82
decisions, where as the remaining )6P $R. -ence taking ma*ority of opinion into
consideration, it can be concluded that,the recognized trade union is consulting the
other trade unions before they take up any policy decisions.
=9 Opii2 %$!"%'i! @h$&h$% $3p-2.$$* "%$ *"&i*4i$' @i&h #2--$#&i)$ +"%!"ii! p%2#$**
i HSL9
;umber of respondents 56 TAT$%
RC;T$!)66"
$R 26 >6P
3I$R 5 )6P
TRA;%H $R 5 )6P
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
4rom the above data, it can be understood that ?6P of employees $R that
8/13/2019 Theory of Pjt
74/82
they are satisfied with collective bargaining process in -%
=9 Opii2 %$!"%'i! @h$&h$% &h$ %$#2!i$' &%"'$ ,i2 i* #2*,-&i! &h$i% 3$3+$%*
+$42%$ &h$. &"?$ ,p ". p2-i#. '$#i*i2*
;umber of respondents 56 TAT$%
RC;T$!)66"
$R 26 >6P
3I$R )6 06P
TRA;%H $R G G
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
4rom the above data, it can be understood that >6P of employees $R that
8/13/2019 Theory of Pjt
75/82
=9 Opii2 %$!"%'i! @h$&h$% $3p-2.$$ p"%&i#ip"&i2 i* &h$%$ @h$ &h$ ,i2 3$3+$%*
#"-- ,p2 " 3$$&i! %$-"&$' &2 $3p-2.$$* '$3"'9
;umber of respondents 56 TAT$%
RC;T$!)66"
$R 26 >6P
3I$R )6 06P
TRA;%H $R G G
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
4rom the above data, it caunderstood that >6P of employees $R that< there is
employee participation when the union members call upon a meeting related to employees
demand, where as the remaining 06P do not $R. -ence taking ma*ority of opinion
into consideration, it can be concluded that,There is employee participation when the
union members call upon a meeting related to employees demand.
:5
8/13/2019 Theory of Pjt
76/82
=9 Opii2 %$!"%'i! @h$&h$% %$!i*&$%$' ,i2 3$3+$%* "&&$' !$$%"- +2'.
3$$&i! #"--$' +. %$#2!i$' &%"'$ ,i2*9
;umber of respondents 56 TAT$%RC;T$!)66"
$R 26 >6P
3I$R )6 06P
TRA;%H $R G G
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
INTERPRETATION:
4rom the above data, it can be understood that >6P of employees $R that< registered
union members attend general body meeting called by recognized trade unions, where as
the remaining 06P do not $R.
-ence taking ma*ority of opinion into consideration, it can be concluded that, Registered
union members attend general body meeting called by recognized trade unions.
:8
8/13/2019 Theory of Pjt
77/82
69 Opii2 %$!"%'i! p%2)i*i2 24 "%+i&%"&i2 i #"*$ 24 ". 'i*"!%$$3$& 2 &h$
i&$%p%$&"&i2 24 &$%3* "' #2'i&i2* 24 "!%$$3$&9
;umber of respondents 56 TAT$%RC;T$!)66"
$R 26 >6P
3I$R )6 06P
TRA;%H $R G G
TRA;%H 3I$R G G
GRAPHICAL REPRESENTATION:
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.
::
8/13/2019 Theory of Pjt
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 -%.
:>
8/13/2019 Theory of Pjt
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.
8/13/2019 Theory of Pjt
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. $t present there are )1
registered trade unions and ) recognized trade union in -industan hipyard limitedX
which results in disputes in them, if any decisions will be taken by ) union ,then it may
be that the decision does not accepted by another union which increases the dispute. To
achieve the goal of trade union ,they should follow the slogan ITH I
TR;T-(
>6
8/13/2019 Theory of Pjt
81/82
CONCLUSION
Collective Bargaining is one of the effective tool to build good relationship with the
employer to fulfill the demands of the employees.It is observed that the company is
running in profits and the peaceful conditions prevailing in the company is one of
the reason for the success of the company and that trade unions play an important
role in collective bargaining.
There are less number of conflicts in the organization as collective
bargaining is mostly successful in -%.$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 -%.
>)
8/13/2019 Theory of Pjt
82/82