Meaning & DefinitionMeaning & Definition

Collective bargaining is concerned with the Collective bargaining is concerned with the

relations between tarde unions & relations between tarde unions & management. Bargaining is collective management. Bargaining is collective

because chosen representatives of labour & because chosen representatives of labour & management acts as bargaining agents. management acts as bargaining agents.

‘‘Collective Bargaining refers to a proces by Collective Bargaining refers to a proces by which employers on the one hand and which employers on the one hand and

representatives of the employees on the representatives of the employees on the other attempt to arrive at agreements other attempt to arrive at agreements covering the conditions under which covering the conditions under which

employees will contribute and be employees will contribute and be compensated for their services’-compensated for their services’-Michael Michael

J.JuciusJ.Jucius

Features of Collective Features of Collective BargainingBargaining

••Group & Collective Action Group & Collective Action ••Strength Strength ••Continous Process Continous Process ••Flexible Flexible ••Voluntary Voluntary ••Dynamic Dynamic ••Power Relationship Power Relationship ••Bipartite Process Bipartite Process

ObjectivesObjectives

► To maintain cordial relations between To maintain cordial relations between management & the workers management & the workers

► To settle disputes/conflicts relating to To settle disputes/conflicts relating to working conditions & wages working conditions & wages

► To protect interest of workers through To protect interest of workers through collective action. collective action.

► To ensure participation of Trade Unions To ensure participation of Trade Unions ► To resolve the differences between To resolve the differences between

workers and management. workers and management.

Principles of Collective Principles of Collective BargainingBargaining

► Principles for Trade Unions-Principles for Trade Unions-: a) They should have open : a) They should have open mind on various issues.b)There should not be any room for mind on various issues.b)There should not be any room for confusion & misunderstanding.c) Trade Unions should fully confusion & misunderstanding.c) Trade Unions should fully support management. D)Strike calls should be the last resort. support management. D)Strike calls should be the last resort.

► Principles for ManagementPrinciples for Management-: a) Mgt.should give proper -: a) Mgt.should give proper recoginition to trade unions. b)Rules governing labour should recoginition to trade unions. b)Rules governing labour should be periodically examined. c) all the clauses of agreements be periodically examined. c) all the clauses of agreements should be accepted in true spirit. should be accepted in true spirit.

► Principles for both Union & ManagementPrinciples for both Union & Management-: a)Both the -: a)Both the parties should have faith on each other. b) Both the parties parties should have faith on each other. b) Both the parties shoul have positive view of whole process rather thinking it as shoul have positive view of whole process rather thinking it as formality. C)Both the parties should adhere to all laws formality. C)Both the parties should adhere to all laws applicable to Collective Bargaining. applicable to Collective Bargaining.

Levels of Collective Levels of Collective BargainingBargaining

►At Plant Level At Plant Level ►At Industry Level At Industry Level ►At National Level At National Level

Types of Collective Types of Collective BargainingBargaining

► Distributive Bargaining-Distributive Bargaining-: In this One party’s : In this One party’s gain is another party’s loss. e.g.wagesgain is another party’s loss. e.g.wages

► ••Integrative BargainingIntegrative Bargaining-: In this both the -: In this both the parties may gain or atleast neither party parties may gain or atleast neither party loses.e.g.better training progrmmes. loses.e.g.better training progrmmes.

► Attitudinal Structuring-: Attitudinal Structuring-: When there is When there is backlog of bitterness between both the parties backlog of bitterness between both the parties then attitudinal structuring is required to make then attitudinal structuring is required to make smooth industrial relations. smooth industrial relations.

► Intra-Organisational BargainingIntra-Organisational Bargaining-: There can -: There can be conflicting groups in both mgt.& unions also be conflicting groups in both mgt.& unions also so there is need to achieve conseus in these so there is need to achieve conseus in these groups. groups.

Process of Collective Process of Collective BargainingBargaining

► Identification of problem Identification of problem ►Preparation for Negotiation Preparation for Negotiation ►Negotiation Procedure Negotiation Procedure ► Implementation of Contract Implementation of Contract

Functions of Collective Functions of Collective BargainingBargaining

► Long run Social changeLong run Social change-: It is a technique of -: It is a technique of long run social change where inferior class long run social change where inferior class aims to acquire a large measure of economic aims to acquire a large measure of economic & political control over crucial decision in the & political control over crucial decision in the areas of its most immediate interest. areas of its most immediate interest.

► Peace Treaty-Peace Treaty-: Conflicts are smoothned by : Conflicts are smoothned by the compromises. the compromises.

a) Compromise with Combative(Struggling) a) Compromise with Combative(Struggling) Aspects Aspects

b) Compromises without Combative aspects. b) Compromises without Combative aspects.

►Industrial JurisprudenceIndustrial Jurisprudence- it is a - it is a method of introducing civil rights method of introducing civil rights into industry that is,of requiring into industry that is,of requiring that management be conducted by that management be conducted by rules rather than arbitrary rules rather than arbitrary decisions. decisions.

Essentials of Successful Essentials of Successful collective Bargainingcollective Bargaining

► Favourable Political Climate Favourable Political Climate ► Strong & Stable Unions Strong & Stable Unions ► Recoginition Recoginition ► Willingness to give & take Willingness to give & take ► Negotiator’s Authority Negotiator’s Authority ► Fair practices Fair practices ► Positive Attitude rather than a fighting Positive Attitude rather than a fighting

approachapproach

Collective Bargaining in Collective Bargaining in IndiaIndia

It was introduced in India in 1952 It was introduced in India in 1952 and is gradually gaining importance and is gradually gaining importance in following years.Most agreements in following years.Most agreements of disputes like Bata Shoe company of disputes like Bata Shoe company Agreement 1955 and 1962 were at Agreement 1955 and 1962 were at plant level.At Industry level the plant level.At Industry level the best example is of Textile Industry best example is of Textile Industry Bombay and Ahmedabad.The Delhi Bombay and Ahmedabad.The Delhi Agreement of 1951 is best example Agreement of 1951 is best example of agreement at National Level. of agreement at National Level.

Factors Inhibiting Factors Inhibiting Collective BargainingCollective Bargaining

►Employer’s Reluctance Employer’s Reluctance ►Multiple Unions Multiple Unions ►Non-Recoginition Non-Recoginition ►Weak Unions Weak Unions ►Political Interference Political Interference ► Inadequate Interventions. Inadequate Interventions.

Role of Collective Bargaining Role of Collective Bargaining in Human Resourcein Human Resource

►From Management Point of View From Management Point of View ►From Workers Point of View From Workers Point of View ►From Trade Union Point of view From Trade Union Point of view ►From Govt.Point of View From Govt.Point of View