Ppt on Collective ing Practice in Steel Industry by Anup Kumar Ojha

8/3/2019 Ppt on Collective ing Practice in Steel Industry by Anup Kumar Ojha

1/18

COLLECTIVE BARGAINING

PRACTICES INTHE STEEL INDUSTRY

1/10/2012 1USHA MARTIN ACADEMY


2/18

COLLECTIVE BERGAINING

Collective Bargaining is a process inwhich the representatives of a labourorganization & the representatives ofbusiness organization meet and attemptto negotiate a contract or agreement,which specifies the nature of employee-employer union relationship.

COLLECTIVE BARGANING in India hasbeen the subject matter of industrialadjudication since long and has beendefined by our Law Courts.

In Karol Leather Karamchari Sangathanv. Liberty Footwear Company(AIR 1990SC 247) the Supreme Court observedthat,Collective bargaining is atechnique by which dispute as toconditions of employment is resolved

amicably by agreement rather thancoercion. 1/10/2012 2USHA MARTIN ACADEMY


3/18

Objective

a) To settle dispute/conflicts relating to wagesand working conditions.

b) To protect the interest of workers throughcollective action.

c) To resolve the differences between workers

and management through voluntarynegotiations and arrive at a consensus.

d) To avoid third party intervention in matters

relating to employment.



4/18

FEATURES OFCOLLECTIVE BERGAINING

Group action as opposed

to individual action

Initiated by reps. of

workers

Flexible and dynamic

Two-party process

Continuous process

Industrial democracy at

work

Complimentary not

competitive process



5/18

FUNCTIONS OFCOLLECTIVE BERGAINING

Increases the economic strength of employeesand management

Establishes uniform conditions of employment

Secures prompt and fair redressal of grievances

Lays down fair rates of wages and norms ofworking conditions

Creates new and varied procedures as solution

to problems afflicting the industry It symbolizes industrial peace, democracy and is

a form of industrial jurisprudence



6/18

Factors Inhibiting Collective

bargaining

Employers Reluctance

Weak unions Inadequate interventions

1/10/2012USHA MARTIN ACADEMY 6


7/18

COLLECTIVE BARGAINING

PRACTICESIN

STEEL INDUSTRY



8/18

The National Joint Committee for the Steel Industry (NJCS)

was set up in October 1969.

The NJCS membership comprises 21 union leaders -- three

each from four national centre's of trade unions: INTUC,

AITUC, CITU and HMS. One each from recognized unions of

the steel plants of Bhilai, Durgapur, Rourkela, Bokaro, TISCO,IISCO, Alloy Steels, Salem and VISL.

12 management staff : managing directors of the steel plants

of Bhilai, Rourkela, Durgapur, Bokaro, and IISCO, Burnpur;

executive directors of Alloy Steels Plant, Salem Steel Plant andVISL; vice-president (HRM), TISCO; vice-chairman and

Director (Finance) of SAIL. The director (Personnel) of SAIL is

the Convenor-member of the Committee.



9/18

The NJCS decides its own terms of reference. From time to time

its scope has been widened and presently covers:

Negotiations for wage agreement and its implementation.Steps to improve production, productivity, and quality.

Measures for the reduction of costs and wastages, etc.

Review of welfare amenities and facilities.

Any other aspect relating to the steel industry and its employees

which the NJCS feels appropriate to bring to the attention of the

Government.



10/18

AGREEMENT WITH MANAGEMENT BY THE

UNION OFTISCO IN 1994

Efficient handling of raw materials and reducing wastage.

Improving yields and reducing operation costs.

Procuring materials at economic prices.

Reducing energy consumption.

Improving quality in all operations.

Improving house-keeping.

Necessary improvements in working conditionsand health and safety ofworkers.

Continuouslyadopting better working practices.Reducing unauthorized absenteeism.

Improving customer service and delivery.

Improving effective use ofall resources including human resources.

Further optimizing capacity utilization in each steel plant.1/10/2012 10USHA MARTIN ACADEMY


11/18

CONTRIBUTION OFCOLLECTIVE BERGAINING IN STEELINDUSTRY

The steel agreements set the norm forneutralization of cost of living at Rs.1.30per point in 1970, which subsequently came to be known as the Industrial

Dearness Allowance (IDA).

The 1970 agreement provided thatcontract labour shall not be employed onjobs of permanent and perennial nature inthe steel industry even before the ContractLabour (Regulation & Abolition) Act cameinto force. Subsequently, however, someunions have gone to court and TISCO hashad to abolish contract labour in someareas.



12/18


13/18

At Tata Steel, there is a continuous effort of staying in touch with employees to ensurethat there is the right culture to engage them in consistent performance improvement.

There are well-established and effective arrangements at each business location fortransparent communication and consultation with Works Councils and Trade Union

representatives. Further, the Company has always registered steady quality improvementand productivity enhancement through dedicated efforts of the Companys Performance

Improvement teams, focused on technical best practice transfer and the value ofknowledge networks.

Towards the well-being of employees Tata Steel has put into practice many initiatives,

events and programmes that have helped to create not only an enduring loyalty amongstemployees but also enabled them to have a more fulfilled life. Tata Steel's Performance

Management System has the following aims:

Align the activities and behaviour of the workforce with Company values and objectivesAssess the performance of individuals comprehensively and fairly

Develop the capabilities of employees to enhance performanceDevelop corporate culture

Enhance line management relationships



14/18

COLLECTIVE BERGAINING IN

MODERN TIMESFringe benefits

Better welfare facilities

Modernization,

Productivity,Management ofChange

HRA, LTA, EducationAllowance

Incentive Schemes

Job Evaluation

Joint Consultations invarious forms



15/18

For an effective Collective Bargaining in India the following suggestions are

made :

Recognition of trade union has to be determined through verification of

fee membership method. The union having more membership should be

recognised as the effective bargaining agent.

The State should enact suitable legislation providing for compulsoryrecognition of trade union by employers.

Section 22 of the Trade Unions Act, 1926 should be amended.

The provision for political fund by trade unions has to be done away with-

since it unvariably encourages the politicians to prey upon the union.

State has to play a progressive role in removing the pitfalls which standin the way of mutual, amicable and voluntary settlement of labour disputes.

SUGGESTIONS



16/18

Suggestions for effective implementation

of collective bargaining

Union should be made strong by creatingawareness among workers.

Interference of political leaders should beavoided.

The unions should separate themselves frompolitics.

Government should make efforts for the growthof collective bargaining.

Management should develop a positive attitudetowards unions.

1/10/2012USHA MARTIN ACADEMY 16


17/18

A

ny Questions

?



18/18

ThankYou

[email protected]


Ppt on Collective ing Practice in Steel Industry by Anup Kumar Ojha

Documents