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(.

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 employee,s 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.

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.

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.

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 -.%.

 SAMPLING TOOLS+

7uestionnaire, Table, Chart.

SAMPLING TECHNIQUE:

Random variable. SECONDARY DATA: Internet and different books

LIMITATIONS /DRAWBACKS OF STUDY

 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.

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.

<ith a vast coastline of 5,:66kms India has had a glorious maritime past. 4rom the Rig =eda to the days of ast India Company there is no clear evidence to establish the fact that for centuries India has been amongst the foremost maritime countries of the world. ven in the )>th century under the British Rule, India built ships for British ;avy. Then came the dark period for our ship building history. <ith the advent of steam power and steel in the place of timber Indian shipbuilding received a serious setback. Thus there was a long spell of belting phase in ship building in India. In India ship building and shipping industries have had an unbroken radiation e/tending over 866 years. .ince the days of Indus =alley Civilization to the advent of the British Rule the Indian seafarers has been known for their spirit of adventure and Indian ships for their e/cel.

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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 @AhB %ord =aruna Be Tran'uil@. References were also found in Curanas, the two epics Ramayana and 9ahabharata. Cali, Crakrit 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 <est Coast have had a great maritime traditions specialized in making ships of wood. Canini of 5 th century B.C mentioned four types of wood named .impasa !3ilberfiasisoo", $mra !9agnifera Indica", .omali. !Bomba/ 9libaricum" and Dhadima !$cacia Catechee". $ccording to .trado !86 E.F G )? $.3", $le/ander constructed a fleet of ships with the help of Indian $rtisans from Cine, Cadre and other trees obtained from the forests in the territory of Coles.

The work of the medieval times called @Hukti Dalpatharu@ mentions 0: different types of ships constructed during Iupta and Cost Iupta eras. 9arco Colo who visited India in the )1th 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 IreatJ 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 Bombay in ):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 Cart )?)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 @<ater Transportation .ervices, ;ot lsewhere Classified@ N3ismantling .hipsO .IC code 22??. $ccording to employment data published by the Bureau of %abor .tatistics !B%.", the average total employment in #... Crivate and public !;avy" shipyards for 0660 were ?5,666. This total reflects an increase of appro/imately )P from the 066)

revised average total employment for the shipbuilding and repairing industry. This is the first increase in the average total employment since )??>. 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 #... Crivate 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 Cer 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 !33IG5)Q33!R"", > attack submarines !..;" and 8 amphibious transport

))

ships !%C3".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 Cublic 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 !9A.T" and 9azagon 3ock %td and Iarden Reach .hipbuilders S of 3efense Croduction. 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 Iross Tonnage !CIT", per annum. Compared to the world new building capacity of 01 million CIT, India,s share is not even )P. Kapan remains the single largest shipbuilding center. Dorean capacity has grown sharply to nearly 2 million CIT. China making giant .trides has increased its capacity to 6.> million CIT. This is likely to increase to ).0 million within a couple of years. Irowth of the industry in the above regions, deposing erstwhile market leaders urope, has been the culmination of a well conceived policy of the respective Iovernments, 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 ngineers %td are with 3epartment

)0

line and cheap labor force, present a dismal picture amply demonstrated by the fact that out of 0520 ships!18.:? 9ill CIT"on order our share is only 1) vessels !6.0 mill ion CIT". 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 ?6,s 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. Iovernments abroad have identified marine industry and the oceans as critical components in continued growth of commercial transportation,

resource

recovery and reGcreation. <e need a blue print for shipbuilding and associated

industries to bring crude oil, coal, %;I, fertilizers and transport iron ore, steel, food grains and manufactured goods for e/port. The growth in deepGsea trade is set to continue, powered by giant economies of China and India, with greater market accessibility. They are .tretching from the Cersian Iulf through Indian Acean to the 9alacca .traits and to the Kapanese archipelago with open economies contains more than half the world,s population. 9arine transportation will grow and international trade to this area will thrive. $ strong shipbuilding base in the country can stabilize freight rates by providing value added manufacturing and services at competitive prices. Its strategic significance as a second line of defense to support ;avy and Coast Iuard cannot be

)1

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 C Ramaswamy Iyer Committee, in )?2:, recommended that all of India,s coastal trade, :5P of trade to ad*acent countries and 56P of overseas trade should be T 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 Iovernment,s 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. Iovernment support to shipbuilding is not a uni'ue feature of India. <ith decline in defense demands Clinton administration developed a strategy to reGenergize #. shipyards for its transition from 3efense constructions to commercial new buildings. uropean #nion

believes that a competitive shipbuilding industry is important to sustain a number of industries and Cromote employment. Irowth of shipyards into large conglomerates in Kapan and Dorea, manufacturing variety of marine e'uipment, is the culmination of the farsighted vision of its respective Iovernments.

MARKET FOR NEW SHIP BUILDINGS Cresent strength of Indian cargo fleet is 2?6 ships totalling :.60 million IRT. Aut of this, 026 ships totalling 8.0) million IRT is in overseas trade. The balance coastal fleet includes 8? offshore special vessels, 08 specialized vessels and )0 dredgers.

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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. Irowing demands for building infrastructure and higher living standards spell the prospects. Crude oil produce in the Cersian Iulf, 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 !%;I" will be the primary fuel for shore based power stations. It has been estimated that in ne/t )6 years time, %;I import to the Country would reach 06 million tones per annum with about )0 to )5 vessels calling at Indian Corts. #nlike other shipping lines, %;I 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 Iovernment support is provided through direct and indirect aids. These are provided under various schemes in different countries.

)5

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 %3C,s Research and 3evelopment Refund guarantees

%oss compensation

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

<rite down allowances $ccelerated depreciation allowances Investment allowances

)8

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

E/EMPTIONS FROM CUSTOMS DUTY/CENTRAL E/CISE:

Benefits e/tended under Central /ciseQCustoms 3uty structure to the .hipbuildingQ.hip repair industries are+

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

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

):

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. <hile e/emption of Central /cise 3uty of is a welcome step, benefits of e/emption under e/emption ;o. )? and /emption ;o. 86 needs to be e/tended to all manufactured items intended for use in

construction and repair of ocean going vessels without following Chapter R procedure which is cumbersome and time consuming. Instead, the same may be allowed on certification by the shipyard duly countersigned by ship owners and 993. .imilarly, capital goods imported for shipbuilding also needs to be e/empted from levy of Customs 3uty, in view of the fact that in a composite yard, where shipbuilding and ship repair activities are concurrently undertaken, demarcation of facilities becomes difficult. 9anagement needs fle/ibility to redeploy facilities.

D,&. 2 *#%"p i* &2 +$ 32'i4i$' "*:

!I" .teel scrap generated in shipbuilding may be valued and duty assessed only on realizable value of reusable scrap and not on nonGreusable scrap.

)>

!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 <arehouse arrangement. /penditure on this account is on the increase, especially after implementation of =th Cay Commission Report, will only increase the financial burden of shipyard. .hipyards are, to be reld of the burden of such recurring e/penses. FACILITIES GIVEN TO THE SHIPPING COMPANIES <ith a view to strengthen shipping, Iovernment of India has e/tended various protective measures+ !a"3uty free import of both new and second hand ships. Imports of all transportation e'uipments, including second hand, are otherwise sub*ect to customs duty at about 26P. !b"Cargo support through Tran chart arrangements under which Iovernment agencies and public sector undertakings are compelled to carry cargo through Indian bottoms only. !c"Cabot age laws restricting deployment of foreign flag vessels on coastal trade. !d"-igher rate of depreciation to provide ta/ shield. !e"4ull e/emption from income ta/ if profits generated by the shipping companies are invested in ac'uisition of new vessels. !f" asy access to CB

)?

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 Iovernment 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" Iovernment of India may set up a corpus of funds for modernization,

up gradation and e/pansion of shipbuildingQship repair facilities in the country. !f" period of five years. !g" Institutional arrangements may be developed for financing working The subsidy scheme for shipbuilding may be continued for a further

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

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 Iovernment 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. <e only need to have the will and our priorities right.

0)

In India, shipbuilding is vital to the entire future of the ;avy, 9ercantile 4leet, Affshore Ail /ploration and Croduction programmes, Coastal .hipping, Coast Iuard, 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

HSL OVERVIEW
BRIEF HISTORY AND PRESENT STATUS:
-I;3#.T$; .-ICH$R3 %I9IT 3,=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 Cradesh. 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 .-.%.

Claying the key role in building up the nation,s 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 Crasad on 0) Kune )?2) 4irst steam ship @K$%$ #.-$@ built in the shipyard was launched Candit 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 official,s drawns from the ministry of transport, ministry of finance and other

01

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:
Crofessionalism 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. <ho always endeavour to contribute their best and meet the challengesW

THE PERSONNEL ORGANISATION:

In any organization the personnel plays an important role in providing necessary support services and developing a healthy social and cultural profile. Aver the years personnel role in shipyard has undergone a sea change from a mere and maintenance function to more challenging and indicating development activity. Today personnel are responsible for both effective service and cordial industrial relations for development change. Thus with the

02

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

#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$. #;IT 3 CA99 RCI$% 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, CIs, RGrays, etc. The functional departments of -.% are 3 .II; 3 C$RT9 ;T C#RC-$. 3 C$RT9 ;T .TAR . 3 C$RT9 ;T CI=I% ;II; RI;I 3 C$RT9 ;T

9 3IC$% $;3 - $%T- 3 C$RT9 ;T . C#RITH 3 C$RT9 ;T

08

TR$;.CART 3 C$RT9 ;T % CTRIC$% 3 C$RT9 ;T C%#9B R 3 C$RT9 ;T C$I;TI;I 3 C$RT9 ;T < %3I;I 3 C$RT9 ;T

DIFFERENT DEPARTMENTS INHINDUSTAN SHIPYARD LIMITED

CO5ORD9 AND LEGAL CELL 0C252%'i "&i2 1 : STAFF CELL

E/ECUTIVE CELL

WORKMEN CELL

T9L9M CELL 0Ti3$5K$$pi ! L$")$ M" "!$3$ &1

WELFARE DEPARTMENT

0:

CO5ORD AND LEGAL CELL

Creviously 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 <ork, -igh Courts, .upreme Court and other statutory authorities. b" Aperation of voluntary retirement scheme correspondence with ministry or 3C regarding the said scheme. c" Arganizing *oint council meeting and administration of group savings linked insurance scheme.

STRUCTURE
Y - $3 A4 T- 3 C$RT9 ;TQ9$;$I R Y . CTIA; A44IC R Y $..I.T$;T Y .T ;A Y $TT ;3 ;T

0>

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$;$I R !C R.A;; %" C R.A;; % A44IC R .IR . ;IAR $..I.T$;T. . ;IAR .T ;A K#;IAR THCI.T . ;IAR A44IC $TT ;3 ;T

0?

E/ECUTIVE CELL
This cell deals with all the development manpower re'uirements Recruitment, .election, Clacement, Cerformance $ppraisal, Training ;eeds $nnual Increments, Career

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

STRUCTURE
Y 9$;$I R !C R.A;; % $;3 % I$%" Y 9$;$I R !C R.A;; %, R C#TI= $;3 .T$44" Y 3 C#TH 9$;$I R Y . CTIA; A44IC R Y .T$44 9 9B R

16

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$;$I R !C R.A;; % <ARD9 ;" Y 3 C#TH 9$;$I R Y . CTIA; A44IC R Y CA;TR$CT . CTIA; Y C R.A;; % . CTIA; Y II-T . ;IAR $..I.T$;T. Y K#;IAR $..I.T$;T

1)

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$;$I R!C R.A;; %G<ARD9 ;" 3 C#TH 9$;$I R!C R.A;; %G<ARD9 ; $;3 T.%.9" . CTIA; A44IC R TI9 A44IC R .IR $..I.T$;T

10

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-I 4 A44IC R . CTIA;A44IC R 4A#R . ;IAR $..I.T$;T. K#;IAR $..I.T$;T

11

PERSONNEL DEPARTMENT
The personnel department of -uman Resources of the organization is the most important asset. The management of Cersonnel 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 Ieneral 9anager !personnel and training" and the various activities connected with the personal functions are discussed below.

STRUCTURE
The structure of the organization under 3eputy Ieneral 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 Cersonnel Afficer ! /ecutive Cell" a. 3eputy 9anager !.taff Cell" b. 3eputy 9anager !<orkmen Cell" respectively.

12

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 Ieneral 9anager. IT has a senior personnel officer. The additional manager at AC4 reports administratively to 3I9 !CST" and functionally to I9 !AC4". 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 Ieneral 9anager !CST" is the A3R cell. They study in detail various policy and has a very importantQmatters power to implementation, specially the Iovt. 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 Crocessing 3epartment. $ senior -indi officer is appointed to train the staff in -indi language in terms of the Iovt. policy.

15

CAREER PLANNING
The manpower resources in -.% for the purposes of career planning are divided into 1 main categories. R C#TI= , .T$44 $;3 <ARD9 ;

E/ECUTIVES
The e/ecutive structure consists of 2 broad divisions The Top 9anagement The .enior 9anagement 9iddle 9anagement Kunior /ecutive

18

ORGANISATIONAL CHART OF HSL:

1:

T2p M" "!$3$ & consists of Chi$4 E($#,&i)$* of the organization and functional directors. They are B2"%' 24 "pp2i &3$ & and appointments are made by the Iovernment of I;3I$. They represent the company B2"%' 24 Di%$#&2%*9 The selections of these posts were made by the Cublic 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" "!$%* " ' A''i&i2 "M" "!$%*9 Ieneral 9anager and 3eputy Ieneral 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 of Di)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>

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 Crocessing .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?

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 Iovt. #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 5 G Corporations $dministrations

5 G %abour 3epartments

26

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 trainee,s 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 CloyGTechni'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)

>9 PROJECT FIELD WORKS:

The college students from C.I or ngineering from the university are taken. )16 members per year are taken. $s practical trainees I.BT !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 Iovernment is also e/tended its support to the Indian .hipbuilders through C$RIC$..# Clause and subsidy C$RI C$..# 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$; .-ICH$R3 %I9IT 3, 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$; .-ICH$R3 .T$44 $;3 <ARD R,. #;IA;(.

20

Anly the recognized union has bargaining power other trade unions don,t have the power. Ienerally 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 .Ienerally, 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 Iive 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:

Ieneral .ecretary and president of other office bearers.

21

REPRESENTATIVE FROM MANAGEMENT SIDE:

Chairman and directors 9anager personnel and IR.

COLLECTIVE BAGAINING PROCESS IN HSL:

Crocess 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

 ;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

COLLECTIVE BARGAINING
MEANING :
It is stated that term & CA%% CTI= B$RI$I;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

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:

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>

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?

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

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)

). 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

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. <hen creation of new posts has been demand., the management should come out with a proposal for reduction of man power re'uirement . this approach will also promote an integrative bargaining an against distributive bargaining. 5. Both the parties should always have a bargaining cushion till the end should not show down all the cards before the opportune time comes.

51

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

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

1. <orkers participation in management also promoted sound collective bargaining. If the workers are not given an opportunity for participation , they tend to think that the management and the unions are two warring parties working at cross purposes. Carticipation in management therefore keeps the worker in correct perspective , useful for the collective bargaining. 2. $n agreement on implementation of code of discipline in all industries must be reached between the employees and the unions. If the code of discipline is accepted and implemented, important problems like recognition of unions etc will be solved , which in turn promotes a healthy collective bargaining. 5. 4ormation of different statutory and non statutory committees like works committee , *oint management councils etc. given an opportunity for the workers to develop their leadership 'ualities and wider vision. This will help the process of collective bargaining. 8. Implementation of grievance procedure is one of the stepping stones for promotion of collective bargaining in due course. If the individual grievance are stored out through the grievance machinery, only certain issues which concern a ma*ority of the employees can be discussed through collective bargaining.

ROLES OF PERSONNEL DEPARTMENT IN COLLECTIVE BARGAINING:

ither success or failure of the system of collective bargaining mostly depends upon the performance of personnel department in an organization. The personnel department has a

58

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. $ 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 Opi i2 %$!"%'i ! i 4-,$ #$ 24 #2--$#&i)$ B"%!"i i ! i HSL 2 2&h$% -2#"- i ',*&%i$* 24 Vi*"?h"p"& "39 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 06 )0 )2 2 TAT$% C RC ;T$I !)66" 26P 02P 0>P >P

GRAPHICAL REPRESENTATION:

INTERPRETATION:

5>

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 Opi i2 %$!"%'i ! 3"i &$ " #$ 24 h"%32 i2,* %$-"&i2 *hip +$&@$$ $3p-2.$$A* " ' 3" "!$3$ &9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 06 )0 )2 2 TAT$% C RC ;T$I !)66" 26P 02P 0>P >P

GRAPHICAL REPRESENTATION:

INTERPRETATION:

5?

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 Opi i2 %$!"%'i ! @h$&h$% 3,-&ip-$ U i2 * h"' +$$ " p%2+-$3 i #2--$#&i)$ "!%$$3$ &* @i&h , i2 * i HSL9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 )6 06 G 06 TAT$%

$!2&i"&i !

C RC ;T$I !)66" 06P 26P G 26P

GRAPHICAL REPRESENTATION:

INTERPRETATION:

86

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 Opi i2 %$!"%'i ! @h$&h$% &h$ #2--$#&i)$ +"%!"i i ! i Hi ',*&" *hip."%' -i3i&$' i* *&%$ !&h$ $' +2&h +. &h$ $3p-2.$% " ' $3p-2.$$* , i2 *9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 )6 06 )) ? TAT$% C RC ;T$I !)66" 06P 26P 00P )>P

GRAPHICAL REPRESENTATION:

8)

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

collective bargaining in -industan shipyard limited is strengthened both by the employer and employees unions, where as the remaining 20Pdo not $IR . -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 Opi i2 %$!"%'i ! "#hi$)$3$ & 24 &h$ $3p-2.$$A* '$3" '*/i**,$* i %$"*2 "+-$ &i3$ 4%"3$9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 26 )6 G G TAT$% C RC ;T$I !)66" >6P 06P G G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

80

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

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 . B9 Opi i2 %$!"%'i ! #2 *,-&"&i2 24 %$#2! iC$' &%"'$ , i2 @i&h &h$i% 3$3+$%* +$42%$ &h$. &"?$ ,p " . p2-i#. '$#i*i2 *9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 1: 2 ? G TAT$% C RC ;T$I !)66" :2P >P )>P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

81

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

that< &h$ recognized

union is consulting their members before they take up any policy decisions, 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. D9 Opi i2 %$!"%'i ! &h$ $44$#& 24 &h$ i ',*&%i"- , %$*& i &h$ $i!h+2%i ! i ',*&%. 2 &h$ IR i HSL9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 8 26 2 G TAT$% C RC ;T$I !)66" )0P >6P >P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

82

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

that, the

industrial unrest in the neighboring industry has a definite impact on the IR in -.%, where as the remaining 06P do not $IR .

-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 -.%. E9Opi i2 %$!"%'i ! @h$&h$% &h$ #2--$#&i)$ +"%!"i i ! i* " $44$#&i)$ &22- &2 i3p%2)$ &h$ %$-"&i2 *hip +$&@$$ &h$ $3p-2.$% " ' $3p-2.$$ ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 8 26 2 G TAT$% C RC ;T$I !)66" )0P >6P >P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

85

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

that, the

collective bargaining is an effective tool to improve the relationship between the employer and employee< and where as the remaining 06P $IR . -ence taking ma*ority of

opinion into consideration, it can be concluded tha The collective bargaining is an effective tool to improve the relationship between the employer and employee. F9Opi i2 %$!"%'i ! @h$&h$% $3p-2.$$A* p"%&i#ip"&i2 i #2%p2%"&$ '$#i*i2 3"?i ! &$"3 0B2"%' 24 Di%$#&2%*1 i* $#$**"%. &2 "#hi$)$ &h$ 2+G$#&i)$* 24 #2--$#&i)$ +"%!"i i !9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 1: 1 )6 G TAT$% C RC ;T$I !)66" :2P 8P 06P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

88

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

that,

mployee,s participation in corporate decision making team !Board of 3irectors" is necessary to achieve the ob*ectives of collective bargaining< where as the remaining 8P do not $IR . -ence taking ma*ority of opinion into consideration, it can be concluded

that , mployee,s participation in corporate decision making team !Board of 3irectors" is necessary to achieve the ob*ectives of collective bargaining. =H9 Opi i2 %$!"%'i ! @h$&h$% &h$ #2--$#&i)$ +"%!"i i ! *h2,-' +$ *&%$ !&h$ $' +. *,i&"+-$ -$!i*-"&i)$ ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR p%2)i*i2 *9 56 0) 06 1 8 TAT$% C RC ;T$I !)66" 20P 26P 8P )0P

GRAPHICAL REPRESENTATION:

INTERPRETATION:

8:

4rom the above data, it can be understood that 50P of employees 3I.$IR the remaining 2>P $IR .

that, the

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

-ence taking ma*ority of opinion into consideration, it can be concluded that, The collective bargaining should be strengthened by suitable legislative provisions. ==9 Opi i2 %$!"%'i ! @h$&h$% 3,-&ip-i#i&. 24 &%"'$ , i2 * 2+*&%,#&* &h$ p%2#$** 24 #2--$#&i)$ +"%!"i i !9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 > 00 06 G TAT$% C RC ;T$I !)66" )8P 22P 26P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

8>

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

that, multiplicity of

trade unions obstruct the process of collective bargaining, where as the remaining 22P do not $IR . -ence taking ma*ority of opinion into consideration, it can be concluded that, 9ultiplicity of trade unions obstructs the process of collective bargaining. =69 Opi i2 %$!"%'i ! @h$&h$% &h$ p2-i&i#"- "44i-i"&i2 * 24 &h$ &%"'$ , i2 * h")$ " '$4i i&$ i3p"#& 2 #2--$#&i)$ +"%!"i i !9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 16 )6 8 2 TAT$% C RC ;T$I !)66" 86P 06P )0P >P

GRAPHICAL REPRESENTATION:

INTERPRETATION:

8?

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

that, the

political affiliations of the trade unions have a definite impact on collective bargaining, where as the remaining 0>P do not $IR .

-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 Opi i2 %$!"%'i ! @h$&h$% $!2&i"&i2 +$&@$$ &%"'$ , i2 " ' 3" "!$3$ & i* "-@".* *,##$**4,-9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 )5 05 )6 G TAT$% C RC ;T$I !)66" 16P 56P 06P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

:6

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

that, the

negotiation between trade union and management is always successful, where as the remaining 56P $IR .

-ence taking ma*ority of opinion into consideration, it can be concluded that, the negotiation between trade union and management is always successful. =89 Opi i2 %$!"%'i ! @h$&h$% %$!i*&$%$' &%"'$ , i2 * "%$ *,pp2%&i ! &h$ %$#2! iC$' &%"'$ , i2 * i "#hi$)i ! $3p-2.$$ '$3" '*9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 16 )6 )6 G TAT$% C RC ;T$I !)66" 86P 06P 06P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:

:)

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

that< registered

trade unions are supporting the recognized trade unions in achieving employee demands, where as the remaining 06P do not $IR .

-ence taking ma*ority of opinion into consideration, it can be concluded that, registered trade unions are supporting the recognized trade unions in achieving employee demands. =>9 Opi i2 %$!"%'i ! @h$&h$% &h$ %$#2! iC$' &%"'$ , i2 i* #2 *,-&i ! &h$ 2&h$% &%"'$ , i2 * +$42%$ &h$. &"?$ ,p " . p2-i#. '$#i*i2 *9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 5 26 G 5 TAT$% C RC ;T$I !)66" )6P >6P G )6P

GRAPHICAL REPRESENTATION:

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

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

:0

decisions, where as the remaining )6P $IR consideration, it can be concluded that,the

. -ence taking ma*ority of opinion into recognized trade union is consulting the

other trade unions before they take up any policy decisions. =B9 Opi i2 %$!"%'i ! @h$&h$% $3p-2.$$* "%$ *"&i*4i$' @i&h #2--$#&i)$ +"%!"i i ! p%2#$** i HSL9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 26 5 5 G TAT$% C RC ;T$I !)66" >6P )6P )6P G

GRAPHICAL REPRESENTATION:

INTERPRETATION:
4rom the above data, it can be understood that ?6P of employees $IR that< they are

satisfied with collective bargaining process in -.%, where as the remaining )6P do not $IR .-ence taking ma*ority of opinion into consideration, it can be concluded that,

:1

they are satisfied with collective bargaining process in -.%

=D9 Opi i2 %$!"%'i ! @h$&h$% &h$ %$#2! iC$' &%"'$ , i2 i* #2 *,-&i ! &h$i% 3$3+$%* +$42%$ &h$. &"?$ ,p " . p2-i#. '$#i*i2 *I ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 26 )6 G G TAT$% C RC ;T$I !)66" >6P 06P G G

GRAPHICAL REPRESENTATION:

INTERPRETATION:
4rom the above data, it can be understood that >6P of employees $IR that< the recognized

trade union is consulting their members before they take up any policy decisions, where as the remaining 06P do not $IR .

-ence taking ma*ority of opinion into consideration, it can be concluded that,the recognized trade union is consulting their members before they take up any policy decisions.

:2

=E9 Opi i2 %$!"%'i ! @h$&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 $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 26 )6 G G TAT$% C RC ;T$I !)66" >6P 06P G G

GRAPHICAL REPRESENTATION:

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

employee participation when the union members call upon a meeting related to employees demand, where as the remaining 06P do not $IR . -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

=F9 Opi i2 %$!"%'i ! @h$&h$% %$!i*&$%$' , i2 3$3+$%* "&&$ ' !$ $%"- +2'. 3$$&i ! #"--$' +. %$#2! iC$' &%"'$ , i2 *9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 26 )6 G G TAT$% C RC ;T$I !)66" >6P 06P G G

GRAPHICAL REPRESENTATION:

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

union members attend general body meeting called by recognized trade unions, where as the remaining 06P do not $IR .

-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

6H9 Opi i2 %$!"%'i ! p%2)i*i2 24 "%+i&%"&i2 i #"*$ 24 " . 'i*"!%$$3$ & 2 &h$ i &$%p%$&"&i2 24 &$%3* " ' #2 'i&i2 * 24 "!%$$3$ &9 ;umber of respondents $IR 3I.$IR .TRA;I%H $IR .TRA;I%H 3I.$IR 56 26 )6 G G TAT$% C RC ;T$I !)66" >6P 06P G G

GRAPHICAL REPRESENTATION:

INTERPRETATION:
4rom the above data, it can be understood that >6P of employees $IR 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 $IR . -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.

::

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 -.%.

:>

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. <ith increase in age, the employees will gain more e/periences and skill, will their past e/periences, the employees can have better negotiation with the management. 0. 4emale contribution is less in -.%. Basing on changing profile, female employee should be motivated to involvement more in all the fields, related to organization. 1. -.% being the oldest organization of India, today also most of the *obs are done manually. -ence skilled and technical workers should be trained to work with the new technology. 2. To make collective bargaining process more effective all the trade unions should participate in the process, which provides benefit to the workers and employee. 5. $fter )?8), there is no ma*or strike in -industan shipyard limited, that shows better relation in between the employer and employees. Recognized Trade union has the responsibility to maintain better peace and Industrial Relations with the management.

:?

8. -industan shipyard limited is a big organization with )1 registered trade unions and ) recognized trade union :. Colitical 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 ;IT-(

>6

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 -.%.

>)

>0