1

CHAPTER 1
INTRODUCTION
 2

1.1 Introduction to the Study

The phrase of collective bargaining was coined by Sydney and Beatrice Web.
According to them collective bargaining is a method by which trade unions protected
and improved the conditions of their members‟ working lives.

It is the public policy of the United States that the determination of employer
– employee relationship in terms engaged in interstate commerce shall take place
through collective bargaining. The right of the employee to join and work through
organizations is protected by various labor statutes. The National Labor Relations
Act specifies that it is an unfair labor practice for the employer to refuse to bargain
collectively with chosen representatives of a certified labor organization. The Labor
Management Relation Act specifies that, it is an unfair practice for the
representatives of a labor organization to refuse to bargain in good faith with the
employer. Collective bargaining is the approved answer to the employee – employer
relationship.

Collective bargaining has grown in India due to the statutory provisions,

voluntary measures, Industrial True Resolution of 1962 and the amendments to The
Industrial Disputes Act 1947

Collective bargaining is a process in which condition of employment are

determined by agreement between representatives of the union on one hand and
those of the employer on the other hand. It is called collective bargaining because
both employer and employee act as a group rather than individual. It is described as
bargaining because the method of reaching an agreement involves proposals and
counter proposals and offers.

Two basic types of collective bargaining exist between labor and

management, traditional and integrative. Traditional bargaining is concerned with the
distribution of benefit such as wage, working conditions, promotion, lay offs,
 3

management rights. Focus is on such variables as the economic costs of offer made,
likelihood and costs of a strike and the sources of bargaining power.

In integrated bargaining approach each group must view the other as

cooperative and trust worthy. Both must withhold commitment to a definite position
while soliciting information and discussing problems and feelings. Integrative
bargaining tends to grow out of stressful situation.

1.2 Objective of study

To study the procedure adopted by the company in dispute settling.
To study the role of unions in collective bargaining
Peculiar settlement or understanding reached by the management and unions
by the way of collective bargaining
.
1.3 Scope of the study
In today‟s world economy bargaining capacity of people had made them to rethink
their present situation and to cope with the strategies laid before them. Employer as
well as employee have equal participation in the management and are a collective
involvement and maintaining good relationship by satisfying their needs and ends.
The study covers the analysis of the present collective bargaining structure prevailing
at GTN textiles Aluva.

1.4 Period of study

The period of study continued up to 45 days.
 4

CHAPTER 2
OVERVIEW OF
INDUSTRY
 5

2.1 HISTORY OF TEXTILE INDUSTRY

The textiles and apparel industry is an ancient one; bone needles have been
found dating as far back as 30000 BC. Before then, clothing articles were thought to
be simply pieced together using knots or by lacing hides. The industry experienced
slow development and few major changes until the industrial revolution, when the
production of textiles and apparel was significantly altered by technology. In fact,
due to the difficulty of making a piece of fabric, the textile industry was the first to
be mechanized. Since then, there have been many technological advances, mostly
incorporating the use of automation to improve quality and cost competitiveness.

The textile industry occupies a pride of place in the Indian economy. It is one
of the largest industries in the world in terms of spinning and weaving capacities.
The first attempt to start a textile mill in India was made in Kolkata by an English
man named Bowreah in 1819. Textile industry is one of the oldest and key segments
of our economy accounting for almost 14 percentage of the industrial production of
the country and providing direct and indirect employment to 35million people. This
industry is one of the largest net foreign exchange earner and accounting for almost
27 percentage of the country's total exports.

The cotton yarn exports from India have grown substantially in last 20 years
and at present it has 25 percentage market share in the global cotton yarn trade. The
exports of cotton yarn from India can be divided into three categories viz., coarse
counts, medium count and fine & super fine yarn. Almost 85 percentage of the cotton
yarn exports from India are of coarser counts and the balance 15 percentage
comprises medium, fine & superfine yarn, which are mostly combed.

Textile Industry in India is the second largest employment generator after

agriculture. It holds significant status in India as it provides one of the most
fundamental necessities of the people. Textile industry was one of the earliest
industries to come into existence in India and it accounts for more than 30 percentage
 6

of the total exports. In fact Indian textile industry is the second largest in the world,
second only to China.

Textile Industry is unique in the terms that it is an independent industry, from

the basic requirement of raw materials to the final products, with huge value-addition
at every stage of processing. Textile industry in India has vast potential for creation
of employment opportunities in the agricultural, industrial, organized and
decentralized sectors & rural and urban areas, particularly for women and the
disadvantaged. Indian textile industry is constituted of the following segments:
Readymade Garments, Cotton Textiles including Handlooms, Man-made Textiles,
Silk Textiles, Woolen Textiles, Handicrafts, Coir, and Jute.

Till the year 1985, development of textile sector in India took place in terms
of general policies. In 1985, for the first time the importance of textile sector was
recognized and a separate policy statement was announced with regard to
development of textile sector. In the year 2000, National Textile Policy was
announced. Its main objective was: to provide cloth of acceptable quality at
reasonable prices for the vast majority of the population of the country, to
increasingly contribute to the provision of sustainable employment and the economic
growth of the nation; and to compete with confidence for an increasing share of the
global market. The policy also aimed at achieving the target of textile and apparel
exports of US $ 50 billion by 2010 of which the share of garments will be US $ 25
billion.

2.2 Opportunities, Threats, Risks & Concerns:

The share of Indian cotton yarn exports in the world trade, which at present
stands at 25 percentage has been stagnating due to recession in the world market and
global events. Competition from the countries like Pakistan, Indonesia, Syria, Egypt
& Turkmenistan is also affecting the trade.
 7

These factors, however, affect mainly in the coarser count sector up to 30s,
which constitute 85 percentage of the trade. Upon dismantling quota system under
WTO export to EU & USA, will be completely free from January 2005 resulting in a
free world trade.

In a free market scenario, it is only the units, which are most efficient and can
produce goods in cost effective manner with strong emphasis on quality and
customer services, will be able to survive and prosper.

Besides, the Indian textile has the inherent advantage of home grown cotton,
comparatively cheaper labor and India that has the largest area under cotton
cultivation, has one of the lowest yields i.e., 300kg per hectare. The technological
mission on cotton launched by the government recently is expected to improve the
productivity to nearly double of the present yield will help the industry to meet its
growing of raw cotton at reasonable prices.

2.3 Future Outlook:

A cutback in spending has created a treasure-hunt mentality among shoppers,
and will continually put the squeeze on department stores. It is predicted that
manufactures such as cheap-chic stores, like Target and Kohls, will see sales and
profits rise. In addition, other higher-end manufacturing companies may
begin creating low-priced lines or looking for outsourcing opportunities to cut
production costs. In the battle for tightly held consumer dollars, size is no longer
enough; the players in the apparel industry will need to look to innovative business
ideas to stay in fashion.
 8

CHAPTER 3
COMPANY PROFILE
 9

3.1 COMPANY PROFILE

GTN TEXTILE LTD incorporated in 1962 in Alwaye (earlier Aluva) and

commissioned on 1964 for the manufacture of the cotton yarn with a capacity of
12,000 spindles. GT Narayana Swamy was the founder of GTN Textile ltd. In 1966
the company was taken over by present management of the company, Sri M L
Patodia. The GTN Group which started with a single unit at Alwaye has grown into a
multi location/ multi unit textile group with spindlege nearly 1, 53, 000. GTN Textile
Ltd, Alwaye unit has installed a capacity of around 59,728 spindles.

GTN Textile Ltd is an ISO 9001:2000 Certified Company, is mainly engaged

in manufacture and export of cotton yarn in 15 percentage segment of medium and
superfine combed yarn, they have a strong presence and leadership. GTN Alwaye
has received “Award for Excellence” from the ICMF Birla economic and textile
research foundation for sustained modernization and technological up gradation. The
company has membership in various professional bodies viz, SIMA, ATTRA,
SISMIRA and SITRA and Kerala Productivity Council. The company produces high
quality 100 percentage combed yarn single, twisted and gassed for sophisticated
international markets with a major share in countries like Israel, China, Austria,
Australia, Hong Kong, Belgium, Malaysia, Mauritius, Taiwan, South Korea etc.

Over 90 percentage of the production is fine and superfine combed yarns and
compact yarns. GTN Group has its own cotton trading division; the company has a
great advantage of buying quality raw materials through out the tear. GTN has fully
equipped Quality Assurance Laboratory with latest facilities to achieve optimum
productivity and produce yarn of the highest quality at par with the international
quality standards. GTN has a policy of regularly meeting customers in their country
and discussing their requirements of yarn first hand and understanding problems if
any and taken suitable steps to remove them. Thus equity shares of GTN Textile
Limited (formerly GTN Industries Limited) are listed on Bombay Stock Exchange
 10

Limited (BSE), National Stock Exchange Limited (NSE), and Cochin Stock
Exchange Limited (CSEL).

The company works for 7 days in a week using three-shift timing, viz., 8am
to 4pm, 4pm to12pm, and 12pm to 8am. The Alwaye unit recruits only male
employees. It employs 100 staff and 150 workmen.

GTN has followed the policy of up gradation of its equipment and adoption
of state-of-the art technology. The manufacturing facilities and testing laboratory of
the organization are equipped with modern equipment and machinery, majority of
which are state-of-the art technology. The organization has set up an organization
framework complete with quality assurance personnel and the systems.

The GTN Textiles LTD is an ISO-9001 certified company. GTN, Alwaye has
received "Award for excellence" from the ICMF Birla Economic and Textile
Research Foundation for sustained modernization and technological up gradation,
"Texprocil Award" for outstanding export achievements for the last 16 consecutive
years, GTN is named as the "Star Exporter" and "Export House" for its excellent
performance in export.

3.2 Group Companies:

 GTN Textiles Ltd: 150000 spindles

(Alwaye, Medak, Nagpur & Shahad Nagar)

 Patspin India Ltd: 100 percentage export oriented cotton yarn spinning unit in
collaboration with M/S ITOCHU Corporation, Japan with latest Trutztscher,
Rieter, Toyoda, Luwa, Spinlab, Uster equipments to produce counts from 245 to
805 combed of world class quality standard.
 11

 GTN Export Ltd:

1. Knitting Division
2. Yarn processing Division
3. Exports Division

 Cotton Division: consist of the following companies.

1. Standard Cotton Corporation.
2. Perfect Cotton Corporation.
3. Patcot Company.
4. Purav Trading Company.
5. Perfect Cotton Company.
3.3 Vision Statement:

"The market place is the driving force behind everything we do, and we aim
and achieve the highest level of customer satisfaction on a continuous basis in all our
transactions."

GTN believes in continuous up gradation of its product's quality and service

by investment in the latest technology and its successful implementation.

3.4 Mission:
●Textile yarn diversification
●Survival of the company
●Maximum profit while reduce the cost
●Improve value addition process

3.5 Corporate Objectives:

●To retain its present position in the export market
●To satisfy its customers and shareholders
●To concentrate more as high value added processing of yarn
●To maintain long term relationship with customers and to provide service and
quality.
 12

3.6 Management Committee

Name Designation

M L Patodia Chairman / Chair Person

B K Patodia Vice Chairman & Managing Director

N K Bafna Non Executive Independent Director

B L Singhal Director

Prem Malik Director

C D Thakker Director

R Rajagopalan Director

Umang Patodia Director

3.7 Auditors
M S Jagannathan & Visvanathan

3.8 Global Market:

GTN group has the distinction of pioneering exports to Japan and Italy
especially fine and superfine yarns. 2/3 of the group's productions are sold in Japan
and Italy.
 13

The following chart gives the break up of GTN group's exports to various
countries.

Country Percentage

Japan 30%

Italy 40%

Belgium 6%

South Korea 7%

UK 4%

Australia 4%

China 2%

Others 7%

3.9 SWOT ANLYSIS:

3.9.1 STRENGTH

Latest technology
Established product
Established market
Strong finance
Experienced and committed personnel.
95 % capacity utilization.
State of the art quality assurance.
Foreign collaboration.
Stock of raw materials for 5-6 months.
Decades of experience in trading cotton and yarn before venturing into
this line of activity.
 14

3.9.2 WEAKNESS

Raw material prices are on the increase.

Many types of machinery have become obsolete.

The operating expenses are on the higher side.

3.9.3 OPPORTUNITIES

Expanding exports.
Availability of cheap labor.
Forward as well as backward integration.

3.9.4 THREAT

Growing competition from foreign brands.

Rising prices of raw materials
 15

3.10.1 Organization Chart

Chart No. 1
 16

3.10.2 Expansion of Abbreviations:

VCMD - Vice Chairman & Managing Director

MD - Managing Director
GME - General Manager (Engineering)
CE - Chief Executive
VPT - Vice President (Technical)
AGM (ES) - Assistant General Manager (Engineering
Services)
DME - Deputy Manager (Electrical)
SOC - Senior Officer (Commercial)
AGM(QA) - Assistant General Manager (Quality Assurance)
SMQA - Senior Manager (Quality Assurance)
AMQA - Assistant Manager Quality Assurance
AGM(M) - Assistant General Manager (Maintenance)
SMM - Senior Manager (Maintenance)
DMM - Deputy Manager (Maintenance)
SGM (P&IR) - Senior General Manager (Personnel& IR)
M(T & D) - Manager (Training & Development)
MRM - Manager (Raw Material)
SGMW - Senior General Manager (Works)
GMP - General Manager (Production)
SMP - Senior Manager (Production)
AMP - Assistant Manager (Production)
 17

CHAPTER 4
DEPARTMENTS
 18

4.1 Functional Departments

There are 11 departments in GTN Textiles Ltd. Aluva:

4.1.1 Raw Material Department:

The major functions of this department are - procurement of right

quality of raw materials at the right time, keep long-term stock and issue of raw
material for manufacturing purpose.

4.1.2 Quality Assurance Department:

The Quality Assurance Department is situated in the factory with state-

of-the art laboratory for testing the quality of the cotton yarn at various stages of
production and of the finished product.

4.1.3 Research & Development Department:

The activities associated with this department are - translating

customer‟s quality requirements into achievable specifications, continuously
improve quality and reliability of product based on the information feed back.

4.1.4 Finance Department:

Finance Department prepares the accounts and auditing of all financial

transactions of the company and has the advisory function in financial and
establishment matters.

4.1.5 Maintenance Department:

The objectives of this department are-minimizing long run maintenance

cost, providing safe working environment, minimizing break down.
 19

4.1.6 Production Department:

This department controls the production process, product identification,

material handling, storage, packaging & delivery.

4.1.7 Stores Department:

The store department carries out the requirements of all the departments
of the company. The function of this department is to purchase and store
various materials according to the requirements.

4.1.8 Time keeping Department:

This department checks the time of entry and exit of all the workers,
mark the attendance of the workers in the register. Metal disc method is used
for this purpose. Each worker is given a token bearing his details. All the
tokens are hung on a board at the entrance of the factory. One entering the
factory, each worker removes from the board his card and put to other board
kept near by. Later the time-keeper records the attendance in a register known
as “Daily Muster Roll”.

4.1.9 Safety & Security Department:

This department looks after the safety of the company, make right
patrolling inside the company premises, check the workers and vehicles at the
time of entry & exit.

4.1.10 Marketing Department:

Marketing department control the exports and sales matters of the

company, conduct market survey and the product preference test, design
marketing strategies, analyze marketing opportunities etc.
 20

4.1.11 Personnel Department:

The functions of personal department include human resource planning,

recruitment, selection and induction, training & development of employees,
employee welfare, wage and salary administration etc. The main duty of the HR
manager is to maintain a better relationship with the employees and understand
their problems and give them proper guidelines and help them to develop a
loyalty towards their organization.

4.1.11.1 HR Values

 Concern for people

 Integrity
 Customer orientation
 Continuous improvement
 Executive excellence

4.1.11.2 HR Principles

 Whether workers or management staff, employees are employees.

 They are not different bloc, but two faces of the same coin.
 Unions are treated with respect and they are partners in the progress.
 Harmony and peace cannot be at the cost of dilution of organization ethos.
Fairness and firmness will govern all employee relations.
 Communication and dialogue would be the essence of managing relations.
 A proactive approach and a state of mental and physical preparedness would
help in managing unpleasant issues.
 21

4.1.11.3 HR Functions
Fixing the number and qualification of the employees for the functioning of
the company.
Recruitment and selection.
Preparation of appointment letters.
Arranging training and development Programs for the employees.
Keeping all statutory obligations.
Liaison with other firms.
Advising the concerned departments about the changes in factory rules and
other related Acts
Maintaining strict discipline.
Making daily attendance of the employees, pay and overtime
Doing all correspondence relating to the ESI and PF.
Running of canteen

4.1.11.4 RECRUITMENT
The company identifies the need for personnel and tries to recruit then through
employment agencies and through advertisement given in the papers and sometimes
on the basis of recommendations. The company‟s recruitment policies are however
recruiting women into the most of managerial orders.

4.1.11.5 TRAINING
Both the workers and staffs are given training. Both on the job and off the job
are also gives as and when need for the employees. Many management development
programs are also organized. The management believes that the goodwill of the
customers can be ensured through offering high quality products. In order to meet
requirement need to ensure efficiency of operations and this could be realized only
through training
 22

4.1.11.6 INDUSTRIAL RELATIONS

GTN strives to maintain cardinal industrial relation with its employees. At GTN
efforts are towards converting the „I‟s and You‟s into collective We‟s. There are 7
unions in the company affiliated to various political parties.

The unions are:

1. CITU - Alwaye Textile workers union

2. AITUC - District Textiles labour union

3. INTUC - Alwaye Textiles Employees Association

4. BMS - Alwaye Mekhale Textile Mazdoor Singh

5. GTN workers association

6. GTN textiles employees associates independent unions

7. Jobbers union

In case of disputes settlement is sough through bilateral discussion. Where bilateral

discussion fails, the matter is taken to the labor department of the govt. At GTN
strikes are arise mainly due to disagreement over workload and bonus. At the time
the company has to initiate various disciplinary actions against the employees, which
range from advice to dismissal, depending on the degree of offence. The various
actions initiated as per their degree of severely are advice, written caution, warming,
find show lapse with suspension, minor punishment and dismissal.
 23

CHAPTER 5
PRODUCT PROFILE
 24

5.1 PRODUCT PROFILE

GTN Textiles is one of the largest cotton yarns exporting organization from
India and is currently exporting at most 100 percentage of its total production to
countries like Japan, Italy, South Korea, Taiwan, Indonesia, Singapore, Malaysia &
West Germany. The company pioneered exports of cotton yarn to Japan & Italy
where it has maintained its leadership.

GTN manufactures 100 percentage cotton yarn, carded and combed with
counts ranging from Ne 30s to 140s single, double for knitting and weaving and
geared yarns. The organization has specialized in the production of fine and super
fine yarns.

5.1.1 PRODUCTS

100% Cotton Yarn – count ranging from NE30s-NE 140s

 Knitting and weaving yarns
 Two for one twisted & ring doubled yarns
 Gassed yarns
 S&Z High Twist & Specialty yarns
 Mercerized/ Bleached/Dyed yarns
 Grindle yarns

Grey & Processed Knit Fabrics

 Single Jersey
 Body Size
 Rib
 25

5.1.2 MACHINERY

GTN Textiles is fully equipped with state of the art machineries which
include latest generation Rieter, Autoleveller Draw F rames, Schlafhorst Model
AC238 Autocorner, Savio Orion fully automatic Auto corner, Two-for-One Twister
and SSM Singeing Machine, Precision Winding Machine etc. The spinning machine
is mainly supplied by M/s Rieter, Trutzgler, Toyota, Schalafhorst, Lakhmi, Suessen
ssm, luwa etc. Besides GTN Textiles has followed a policy of continuous
modernization and up gradation of technology

5.1.3 PRODUCTION PROCESS

5.1.3.1 MIXING

Here, the different varieties of cotton are blended in definite proportion.

The objective of blending different varieties of cotton is to spin the required yarn
economically.

5.1.3.2 BLOW ROOM

In this process, the cotton mixing/bales is opened and cleaned into a

continuous sheet in the lap/chute form. This product is called Blow room lap.

5.1.3.3 CARDING

In this process, the blow room lap/chute material is cleaned; the fibers are
made parallel as well as individualized of fibers, waste extracted and assembled
into a continuous strand. This strand (end product) is called card silver. The
silvers are coiled and stored in cans.
 26

5.1.3.4 COMBING

The Card Silver, then, prepared for combing in Silver Lap machines. The
product thus prepared is called ribbon lap. These laps are then fed to comber
machine. In comber the short fiber (low length fiber) and minute impurities are
removed and, the fibers are made parallel and assembled in the form of silver.

5.1.3.5 DRAWING

In this process, a definite number of combed silvers are doubled and

drawn together to make the resulting silver more even and parallelized fibers.
The silver is stored in cans in coiled form.

1. SIMPLEX

The object of simplex or speed frame process is to attenuate the drawn

silver into finer strand, twist and wind it on o plastic tube. This product is roving.

2. SPINNING

In Ring spinning process the “roving” is attenuated with the help of

drafting system and the drafted fiber strand is twisted and wound on a tube. The
twisting and winding operations are performed with the help of ring traveler and
spindle. The yarn count is also set at this stage. The arrangement is being
progressed to spin the latest form of compact yarn by the employment of Elite
and Com4 machines.

3. AUTOMATIC CONE WINDING

In doubling process two or more single yarns are twisted together. This
process consists of two processes viz. the assembly winding and twisting. In
assembly winding the required amount of single yarns of definite length (or
 27

weight) is wound in parallel to single package (generally cheese form). Twisting

maybe either carried out either with ring doubling machine or two-for-one
twister.

4. CONVENTIONAL WINDING

In this process, a definite length of yarn is wound on cones. During

winding the yarn is passed through electronic yarn clearer to detect and remove
objectionable yarn faults. Waxing can also be done in this process.

5. SINGEING:

In this process, yarn is passed through a flame at high speed to remove the
protruding fibers. The object of singeing is to make the yarn lustrous, which can
be used, for some special end uses.

6. PRECISION WINDING

In this process, yarn is passing through a special type of tension assembly

to get the package more softly so as to get the dye package directly. The softness
can be increased or decreased as per the requirement.
 28

CHAPTER 6
LITERATURE REVIEW
 29

6. Literature Review

6.1 Definitions:

“Collective Bargaining is a mode of fixing the terms of employment by

means of bargaining between an organized body of employees and an employer, or
an association of employers usually acting through organized agents. The essence of
collective bargaining is a bargain between interested parties, and not a decree from
outside parties.”
-Hoxie.

“Collective Bargaining takes place when a number of work-people enter into

a negotiation as bargaining unit with an employer or group of employers with the
object of reaching an agreement on the conditions of employment of the work-
people”.
-Richardson.

6.2 Features of Collective Bargaining:

6.2.1 Collective:
Workers collectively bargain for their common interests and benefits.
Workers and management jointly arrive at an amicable solution through negotiations.

6.2.2 Strength:
With industrial democracy at work, both the parties bargain from the position
of equal strength.

6.2.3 Flexible:
Collective Bargaining cannot be rigid or inflexible as it‟s aim is to arrive at a
consensus.
 30

6.2.4 Voluntary:
Both the parties negotiate voluntarily in order to have a meaningful dialogue.
Through negotiations, they try to probe each other‟s views thoroughly before
arriving at an acceptable solution. The implementation of the agreement resulting
from such a bargaining process is also voluntary.

6.2.5 Continuous:
This process begins with negotiations but does not end with an agreement.
Implementation of such an agreement, which is an on-going process, is also a part of
Collective Bargaining.

6.2.6 Dynamic:
The whole process of Collective Bargaining is influenced by the mental
make-up of the parties involved. As a result, the concept of Collective Bargaining
changes, grows, and expands over time.

6.2.7 Power relationship:

Each party wants to extract the maximum from the other. To reach a
consensus, both have to retreat from their original positions and accept less than what
is asked for and give more than what is on offer. While doing so, the management
tries to retain its control on workplace matters and unions attempt to strengthen their
hold over workers without any serious dilution of their powers.

6.2.8 Representation:
The participants in Collective Bargaining do not act for themselves. They
represent the claims of labour and management while trying to reach an agreement.
Each participant is an authorized representative of workers and employers.

6.2.9 Bi-partite process:

This process does not have third party intervention.
 31

6.3 Importance of Collective Bargaining:

It helps increase the economic strength of both the parties at the same time
protecting their interests. It helps establish uniform conditions of employment with a
view to avoid occurrence of industrial disputes. It helps resolve disputes when they
occur. It lays down rules and norms for dealing with labour. It helps usher in
democratic principles into the industrial world.

6.4 Bargainable Issues:

Any issue relevant to management and workers. But traditionally
managements are not too keen on negotiating work methods arguing that is their
exclusive right to decide how the work is to be done. Unions do not want
negotiations on production norms and disciplinary matters. They believe that an
agreement in this regard would put limits on their freedom to demand at a later stage.
Wages and working conditions have been the primary focus areas of Collective
Bargaining. In recent times, Collective Bargaining has extended to a lot many areas.

Examples:
1. Wages and working conditions;
2. Work norms;
3. Incentive payments;
4. Job security;
5. Changes in technology;
6. Work tools, techniques and practices;
7. Staff transfers and promotions;
8. Grievances;
9. Disciplinary matters;
10. Health and safety;
11. Insurance and benefits;
12. Union recognition;
13. Union activities/responsibilities;
14. Management rights
 32

6.5 Types of Bargaining:

6.5.1 Conjunctive/Distributive Bargaining:

Here, the parties try to maximize their respective gains. In this method, the
parties try to settle economic issues through a zero-sum game. Zero-sum game is
where „my gain is your loss and your gain is my loss‟. Neither party is willing to
yield an inch.

6.5.2 Co-operative Bargaining:

Both parties are more open to coming down from their high horses and co-
operating. They are willing to negotiate the terms of employment in a flexible way.
This willingness is because of recession and the need to be able to survive in such
difficult times. This would not be possible without each other‟s support and hence
co-operative bargaining. TELCO and Ashok Leyland resorted to co-operative
bargaining when the automobile sector was going through a period of recession.
Employees may now be willing to accept a cut in wages in return for job security.
Management may also agree to modernize and bring in new technology and invest in
marketing efforts in a phased manner.

6.5.3 Productivity Bargaining:

In this method, workers‟ wages and benefits are linked to productivity.
Initially, a standard productivity index is finalized through negotiations. This index is
not fixed at an exceptionally high level. Workers crossing the standard productivity
norms will get substantial benefits. This method of bargaining helps in making the
workers realize the importance of raising productivity for organizational survival and
growth.

6.5.4 Composite Bargaining:

Workers tend to argue that productivity bargaining increases their workload.
Rationalization, introduction of high technology, tight productivity norms hit the
unions and workers below the belt. As a result, workers tend to favor composite
 33

bargaining? In this method, labour bargains for wages as usual. In addition, they also
bargain for such issues that, if permitted, may result in lower employment in some
other plant, diluting the bargaining powers of unions.

E.g. Workers demand further equity in matters relating to work norms, employment
levels, manning standards, environmental hazards, sub-contracting clauses, etc.

We see that workers are no longer solely interested in the monetary aspects to
the exclusion of work related matters. Through composite bargaining, unions are able
to prevent the dilution of their powers and ensure justice to workers by putting
certain limits on the freedom of employers. For the employer, this is the lesser evil
when compared to strikes and lockouts.

6.6 The Collective Bargaining Process

6.6.1 Identification of the problem:

Nature of the problem influences the Collective Bargaining process.

-Is the problem very important?

Yes; to be discussed immediately.
No; can be postponed for some other convenient time.

-Is the problem minor?

Yes; can be solved immediately after it‟s presentation.
No; involves the long process of Collective Bargaining.

Nature of the problem also influences the selection of representatives, their size,
period of negotiations, and duration of the agreement that is ultimately reached.
 34

6.6.2 Preparation for negotiation:

This means that the problem can be solved only through Collective Bargaining.
Representatives have to be selected. Qualities of representatives:
 Patience,
 Composure while carrying out negotiations, and
 The ability to present views effectively.

Selected representatives have to be educated about the complete problem and

its‟ pros and cons. Powers and authority of the negotiating representatives should be
clarified. Fix up the time for negotiations, duration of negotiations, etc. But once the
negotiations begin, the actual period may vary depending upon circumstances.

6.6.3 Negotiation of Agreement:

These are the people most likely to be found at the negotiating table:
1. Chief negotiator – generally from the side of management.
2. Representatives of both the parties.

Chief negotiator presents the problem, its‟ intensity and nature, and the views
of both the parties. Then, the representatives of both the parties are invited to present
their views. Principle to be followed by both the parties at the time of negotiations
`being attentive to the other party‟ While negotiating, each party, instead of paying
attention to the point of view of the other party, tends to think more about their
counter arguments and how to say `no‟ to their offer. Both the parties need to
maintain a positive attitude and should `think‟ rather than `feel‟ their way through the
problem under consideration. Both parties should try to reach an amicable solution.
When a solution is reached at, it is put on paper, taking into consideration the
concerned legislations. Thereafter, both the parties sign the agreement, which, in turn
becomes a binding contract for both the parties. On the other hand, if no amicable
solution is reached, both parties may consider arbitration.
 35

6.6.4 Implementation:
The agreement resulting from Collective Bargaining may be temporary. In
this case, before its expiry, both parties consult each other and can terminate or
renew the agreement depending upon the circumstances. Depending on the
attractiveness of the agreement for either of the parties, one may want a renewal
while the other may want a termination. This leads to further negotiations. So, in
reality, Collective Bargaining is a continuous process and not a temporary
accommodation.

6.7 Collective Bargaining vs. Negotiation Skills:

 Collective Bargaining is a process by which the terms and condition of
employment of workers are regulated by agreements between their bargaining
agent and their employers.
 Negotiation, on the other hand, is a process of resolving conflicts between
two or more parties wherein both or all modify their demands to reach a
workable compromise.
 The process of Collective Bargaining also uses negotiations to reach a mutual
consensus.
 While negotiating issues, parties shift their stand from an ideal position to a
settlement point, which is mutually agreed upon.
 The position of the settlement point depends on the relative bargaining
strength and skill of the negotiator.
 The sacrifices to be made and the concessions to be yielded, depend to a large
extent on the negotiating skills of the bargaining agent.
 If he is powerful, he will have his way. If this power is challenged on
justifiable grounds where other people see reason, he may have to yield his
ground.

6.8 Evolution of Collective Bargaining:

Collective Bargaining rose and grew with the trade union movement. Roots
of Collective Bargaining lie in Great Britain where it developed in response to the
conditions created by the Industrial Revolution. Along with trade unions, the idea of
 36

bargaining collectively gained strength in the early part of the 18th Century. Initially,
the negotiations were carried out at plant level. By early 1900, industry and national
level agreements became quite common. The idea spread across to France, Germany,
and USA. And today, through the process of Collective Bargaining, organizations
have learnt to cope with industrial conflict.

6.9 The Indian Scenario:

In India, trade unions gained prominence much later – only after 1900. In
1918, Gandhi - as the leader of the Ahmadabad textile workers – advocated the
resolution of conflict through Collective Bargaining agreements. But the idea
gathered interest only after the Second World War. The Government of that time
took steps like setting up of machinery for negotiations, conciliation and arbitration.
The trade union movement and also Collective Bargaining agreements became
popular after Indian independence. Moving from agreements at the plant level, such
agreements spread to industries such as chemicals, petroleum, tea, coal, oil and
aluminum. In ports and docks, banking and insurance, collective agreements were
arrived at, right at the national level.

6.9.1 Assessment of Collective Bargaining in India:

Other than in Ahmadabad and Mumbai, so far, collective agreements have
not made much headway in India.

Reasons:
 Lack of statutory recognition of unions by the country as a whole.
 Lack of provisions requiring employers and workers to bargain in „good
faith‟.
 The historical problem of „lack of trust‟ between the parties
 Have all stood in the way of collective agreements contributing towards
industrial harmony.
 37

 Proper conditions have to be created for the success of Collective Bargaining

for promoting industrial peace.
 Encouragement to strong and powerful trade unions.
 Satisfactory arrangements for union recognition by statute.
 Creation of conditions in which collective agreements have a chance to
succeed.

6.9.2 Causes of limited success of Collective Bargaining in India:

6.9.2.1 Problems with unions:

Collective Bargaining mainly depends on the strength of unions. Weak trade
unions cannot initiate strong arguments during negotiations. Not many strong unions
in India. Indian unions are bogged down by the problems of multiplicity, inter and
intra-union rivalry, weak financial position and non-recognition. So, unanimous
decision is unlikely to be presented at the negotiating table.

6.9.2.2 Problems from Government:

The Government has not been making any strong efforts for the development
of Collective Bargaining. Imposition of many restrictions regarding strikes and
lockouts has removed the `edge` of the Collective Bargaining process.

6.9.2.3 Political interference:

Interference of political leaders in all aspects of union matters has increased
over the years. Almost all unions are associating themselves with some political
party or the other.

6.9.2.4 Legal problems:

Now that adjudication is easily accessible, the Collective Bargaining process
is losing its importance.

6.9.2.5 Management attitude:

In India, managements have a negative attitude towards unions. They do not
appreciate their workers joining unions.
 38

6.9.3 Suggestions for better functioning of Collective Bargaining:

The Indian Institute of Personnel Management has offered the following

suggestions:
A progressive and strong management that is conscious of its obligations and
responsibilities to the various stakeholders. A truly representative – enlightened and
strong – trade union should come into being and should function on strictly
constitutional lines. There should be unanimity between labour and management on
the basic objectives of the organization and a mutual recognition of their rights and
obligations. When there are several units of the company, there should be a
delegation of authority to the local management. A fact-finding approach and a
willingness to use new tools should be adopted for the solution of industrial
problems.

6.9.3.1 Pre-requisites of successful bargaining:

Employer‟s recognition of the trade union.

6.9.3.2 Bargaining must precede other measures:

Neither party should take any unilateral action. Results of bargaining should
be awaited.

6.9.3.3 Employers’ and employees’ attitude calls for a change:

The workers and the employers should be quite clear that they are not looking
for third party intervention in the form of litigation and adjudication. They want to
sort out their differences in a peaceful way.

6.9.3.4 Top priority to plant level bargaining:

The representatives of the employees must have a firm resolution to have an
agreed solution to their individual matters.
 39

6.9.3.5 Negotiations on differences:

Both the parties should negotiate on their points of differences or demands
with the sole purpose of making an agreement.

6.9.3.6 Reliance on facts and figures:

In order to make the negotiations result into success, the workers and the
management agents must rely on facts and figures to substantiate their claims. Giving
up unfair labour practices.

6.9.3.7 Written agreement:

The final decisions should be incorporated in a written agreement. The
agreement should include the validity of the agreed matters as also the frequency of
its review.

6.9.3.8 Progress review:

Agreements should not be signed and forgotten. During their implementation,
regular meetings should be held between the representatives of both the parties to
watch the progress of the implementation. This way any changes, adjustments and
amendments can be effected.

6.9.3..9 Respect of agreement:

Both the parties must respect the agreement and see that it is implemented in
a fair and justifiable manner.

6.9.3.10 Arbitration provision:

The agreement must include an arbitration clause. Whenever the parties have
any differences pertaining to the interpretation of the terms and conditions, the
arbitration clause can be resorted to.
 40

6.9.4 Recommendations of the National Commission on Labour:

The NCL (1969) offered the following recommendations.
1. Gradually, withdraw the easy accessibility to adjudication and shift the emphasis
to Collective Bargaining.
2. Create the conditions to promote Collective Bargaining.
3. Make the recognition of a representative union as the sole bargaining agent,
statutory.
4. Define the employees‟ right to `strike‟ work and place it in the overall scheme of
things.
5. Intensify workers‟ education for building up internal union leadership and make
workers more knowledgeable.
 41

CHAPTER 7

RESEARCH
METHODOLOGY
 42

Statement of the problem:

"A Study To Find Out Effectiveness Of Collective Bargaining In GTN

Textiles Ltd. Aluva ".

Objectives:

To study the procedure adopted by the company in dispute settling.

To study the role of unions in collective bargaining
Peculiar settlement or understanding reached by the management and unions
by the way of collective bargaining.

Methodology:

To fulfill any task, it is necessary to follow a systematic method.

The methodology followed in this study is detailed here.

 Type of study:

The type of the study was descriptive and analytical in

nature. Descriptive studies aim at portraying accurately the
attitudes or views of a particular group of people towards any
situation.

 Source of information:

The relevant data in the subject under study was collected from
the following sources.
 43

1. Primary data: These data were collected from the

workmen of the company.
2. Secondary data: The secondary data was collected from
journals, manuals and existing records of the company. Also
number of books was used.

 Sampling design:

For the research, simple random sampling method was

adopted.

 Sample size:

Eight Hundred workmen in the organization constituted the

universe. Ninety respondents were selected at random basis.

 Respondents:

The respondents were the workmen of GTN Textiles,

Alwaye.

 Tools for data collection and analysis:

The tool used for data collection was questionnaire. The

investigator conducted personal interview with all the respondents
chosen as sample. The tools used for data analysis include Pie
diagram and percentage method.
 44

 Pre- Testing:

In order to understand the effectiveness of the questionnaire

designed, a pre-test was conducted with five respondents. Based on
the pre-test questionnaire was redrafted.

 Pilot study:

Pilot study was conducted in order to check the feasibility

of the study and availability of data. During the pilot study it was
evident that the workers were ready to give any information and
they offered their full co-operation.

 Survey:

Personal interviews were conducted with ninety out of the

universe. Pre-tested questionnaire was used to collect information.
 45

STUDY DESIGN
Table No. 1
A study to find out the effectiveness
Title of the study of collective bargaining in GTN
Textiles Ltd. Aluva

Type of the study Descriptive and Analytical

1. Primary data
Sources of information
2. Secondary data

Method of data collection Sample survey

Sample size Ninety

Respondents Workers of GTN Textiles, Alwaye

Method of sampling Simple random sampling

1. Questionnaire
Tools for data collection
2. Personal interviews
1. Percentage
Tools for data analysis 2. Pie diagram
3. Bar Charts

Limitations of the study:

 The sample size taken is only 90 because company permitted to

interview only this number of employees.
 Respondent‟s hesitancy in giving full information.
 Time is also one of the limiting factors.
 46

CHAPTER 8

DATA ANALYSIS AND

INTERPRETATION
 47

Distribution of respondents by designation

Table No. 2

Designation Distribution
Cleaning gang worker 18
Sider 17
Electrician 6
Winder 14
Dofingmen 12
Operator 2
Helper 5
Packer 9
Spinner 5
Occupational reserve piecer 2
Total 90
Chart No. 2
 48

Work experience of the employees

Table No. 3
Period of Being with in No. of Employees
the company
Below 5 Years 10
6 – 10 Years 25
11 – 15 Years 15
16 – 20 Years 10
21 Years and above 30
Total 90

Chart No. 3
 49

1. Do you think that strike is an effective weapon in today‟s scenario?

Table No. 4

Sl. No. Opinion No. of respondents % of respondents

1 Yes 18 20
2 No 72 80

Chart No. 4

Interpretation

80 percentage of the employees are saying that strike is not an effective

weapon in today‟s scenario. This is because strikes decrease the productivity and job
satisfaction.
 50

2. Is the government machinery for settling disputes functioning effectively?

Table No. 5
Sl. No. Opinion No. of respondents % of respondents
1 Yes 25 28
2 No 65 72

Chart No. 5

Interpretation

72 percentage of the employees believe that government machinery for

settling disputes is not functioning effectively as it enters the disputes very late, by
which time the problem would have worsened more than a repairable stage.
 51

3. Do you think that the trade unions take an active role in the welfare of
employees?

Table No. 6
Sl. No. Opinion No. of respondents % of respondents
1 Yes 76 84
2 No 14 16

Chart No. 6

Interpretation

84 percentage of the respondents think that the trade unions take an active
role in the welfare of employees. This is due to the fact that if they don‟t perform
correctly they will create a bad impression in the minds of employees which will
affect their very existence.
 52

4. Are the union leaders passing up to date information regarding the

management actions which are discussed and agreed by them?

Table No. 7

Sl. No. Opinion No. of respondents % of respondents

1 Yes 56 62
2 No 34 38

Chart No. 7

Interpretation

62 percentage of employees say union leaders pass on the information

discussed with management as they believe union leaders strive for the common
objective of workers. While 38 percentage of employees believe that union leaders
are working for Individual motive and does not pass on information discussed with
management.
 53

5. While selecting a leader what factors are you considering?

Table No. 8
Sl. No. Opinion No. of respondents % of respondents
1 Capacity to present/ Bargain 18 20
2 Appearance of the person 0 0
Ability to provide quick and
3 wise suggestions and 72 80
present it.

Chart No. 8

Interpretation

80 percentage of the employees support providing quick and wise decision as

the factors for selecting a leader to capacity to bargain as it increases the speed of
solving their problem which is an advantage for employees.
 54

6. Is your opinion considered by the union leader before they present the matter
to the management?

Table No. 9
Sl. No. Opinion No. of respondents % of respondents
1 Yes 68 76
2 No 22 24

Chart No. 9

Interpretation

76 percentage of employees believe that union leaders consider their opinion

before presenting a matter to the management as the unions are committed towards
participation of employees in management decision making.
 55

7. Are you satisfied with the statutory welfare services provided in the
organization?

Table No. 10

Sl. No. Opinion No. of respondents % of respondents

1 Yes 67 74
2 No 23 26

Chart No. 10

Interpretation

74 percentage of the employees believe that GTN Textiles Ltd. provide a

better statutory welfare services than their competitors. The remaining 26 percentage
believe that there is much more improvements to be done in the area of statutory
welfare services. This shows that company is providing comparatively good welfare
services to the employees.
 56

8. What is your opinion about present industrial relation prevailing in the

organization?

Table No. 11

Sl. No. Opinion No. of respondents % of respondents

1 Good 68 76
2 Average 22 24
3 Poor 0 0

Chart No. 11

Interpretation

76 percentage of the employees says that there is good industrial relation

prevailing in the organization to 24 percentage. This is evident from the fact that
there has not been any strike in more than 15 years.
 57

9. Is your present pay and allowances sufficient to meet your daily necessities in
life?

Table No. 12

Sl.
Opinion No. of respondents % of respondents
No.
1 Yes 76 84
2 No 14 16

Chart No. 12

Interpretation

84 percentage of the employees believe that the present pay and allowances
are sufficient to meet the daily necessities of life as against just 16 percentage. This
is because GTN is providing pay according to the present industrial standards even
with the present economic slowdown.
 58

10. According to you, what percentage of your pay and allowances is a result of
union activity?

Table No. 13

Sl. No. Opinion No. of respondents % of respondents

1 0 % - 25 % 43 48
2 26 %-50 % 29 32
3 51 %-75 % 18 20
4 76 %-100 % 0 0

Chart No. 13

Interpretation

Almost all of the employees believe that only less than 75 percentage of their
pay and allowance is a result of union activity. This is because GTN is providing pay
and allowance according to the present industrial standards even with the present
economic slowdown without much union pressure.
 59

11. How is your relationship with the managerial personnel‟s?

Table No. 14

Sl. No. Opinion No. of respondents % of respondents

1 Highly Satisfied 15 16
2 Satisfied 41 46
3 Partial 18 20
4 Dissatisfied 9 10
5 Highly Dissatisfied 7 8

Chart No. 14

Interpretation

More than 50 percentage of the employees believe that they have a

satisfactory relation with the management. This is evident from the fact that there has
not been a day lost due to strike for more than 15 years.
 60

12. Do you think that the shift hours and timing provided by the management is
apt?

Table No. 15
Sl. No. Opinion No. of respondents % of respondents
1 Yes 70 78
2 No 20 22

Chart No. 15

Interpretation

78 percentage of the employees believe that the shift hours and timing
provided by the management is apt as against 22 percentage. This is evident from the
reduced number of absenteeism of employees in the organization.
 61

13. Do you think that the implementation of VRS (Voluntary Retirement

Scheme) is a necessary one in your organization?

Table No. 16
Sl. No. Opinion No. of respondents % of respondents
1 Yes 68 76
2 No 22 24

Chart No. 16

Interpretation

76 percentage of the employees believe that VRS is a necessary one in the

organization as they find it difficult to adjust themselves to new technologies . While
24 percentage is of the opinion that VRS gives employees an opportunity to use
GTNs resources, gain experience and exit the organization by taking a huge pay.
 62

14. Is the management policy is amicable in case of recruitment and selection?

Table No. 17

Sl. No. Opinion No. of respondents % of respondents

1 Yes 72 80
2 No 18 20

Chart No. 17

Interpretation

80 percentage of the employees trust the managements transparent procedure

in recruitment and selection as against 20 percentage who believes the management
is not so transparent in its procedures.
 63

15. Is there any work committee or joint management committee formed in the
organization?

Table No. 18

Sl. No. Opinion No. of respondents % of respondents

1 Yes 71 78
2 No 19 22

Chart No. 18

Interpretation

78 percentage of the employees says there are work committee or joint

management committee in the organization as against 22 percentage who are not
aware of any work or joint management committee.
 64

16. Do you think that the VRS will result the better performance of the
organization?

Table No. 19
Sl. No. Opinion No. of respondents % of respondents
1 Yes 54 60
2 No 36 40

Chart No. 19

Interpretation

60 percentage of the employees believe that VRS will result the better
performance of the organization as it helps aged employees who find it difficult to
work leave with dignity. While 40 percentage is of the opinion that VRS gives
employees an opportunity to use GTNs resources and gain experience and exit the
organization by taking a huge pay.
 65

17. According to your knowledge did the trade unions ask for any modifications/new
demand during the validity of the last 4 long term settlement?

Table No. 20

Sl. No. Opinion No. of respondents % of respondents

1 Yes 90 100
2 No 0 0

Chart No. 20

Interpretation

All the respondents believe that the trade unions had asked for modifications/new
demand during the validity of the last 4 long term settlement. This is because of the
change in economic and political conditions.
 66

18. If so how was it settled?

Table No. 21
Sl. No. Opinion No. of respondents % of respondents
1 Through Strike 0 0
Through Supplementary
2 90 100
Settlement
Through government
3 0 0
Intervention

Chart No. 21

Interpretation

All the respondents unilaterally agreed that any modifications/new demand during
the validity of the last 4 long term settlement was settled in the form of
Supplementary Settlement through bilateral talks.
 67

19. Was there cordial relationship between the management and trade unions during
the validity of the last 4 long term settlement?

Table No. 22

Sl. No. Opinion No. of respondents % of respondents

1 Yes 76 84
2 No 14 16

Chart No. 22

Interpretation

84 percentage of the respondents believe that there was cordial relationship between
the management and the trade unions during the validity of the last 4 long term
settlement.
 68

20. Was there any token strike or non-cooperation from trade unions during the

validity of the last 4 long term settlement?

Table No. 23

Sl. No. Opinion No. of respondents % of respondents

1 Yes 90 100
2 No 0 0

Chart No. 23

Interpretation

All the respondents are sure that there has been no token strike or non-cooperation
from trade unions during the validity of the last 4 long term settlement.
 69

CHAPTER 9
FINDINGS, SUGGESTIONS
AND CONCLUSION
 70

FINDINGS

1. Most of the respondents are satisfied with the statutory welfare service
provided in the organization.

2. It is observed that the union leaders considered the employees opinion while
they present a matter before management.

3. It is observed that a good industrial relation is prevailing in the organization.

4. Most of the respondents have a good relationship prevailing in the

organization.

5. Respondents are satisfied with the shift hours and timing provided by the
management

6. 60 percentage of the respondents opinioned that the introduction of VRS

results in better performance of the organization.

7. Most of the respondents are aware about the work committee and joint
management committee formed in the organization.

8. The trade unions had asked for modifications/new demand on the then long
term settlement during its validity.
9. The demands were settled through supplementary settlement after bilateral
talks.
10. There was cordial relationship between management and trade union during
the period of long term settlement.
11. There was no token strike or non-cooperation from the workers during the
period of long term settlement.
 71

SUGGESTIONS

1. The management in the organization must recognize its obligations and

responsibilities towards workers and trade unions.

2. The quality circle and welfare amendments is to get improved, this will

change the workers perception and work culture through proper discussions,

implementation and practice.

3. The workers can make effective use of collective bargaining process to

achieve participative management and good working conditions. They should

not confine it for mere monetary benefits.

4. Union must understand the economic implication and realize that union‟s

demands must be met from the income and resources of the organization.

5. Managerial personnel have to give importance to the excess expenses met by

the company.
 72

CONCLUSION

Collective bargaining has been established in the organization as the basic

method for solving of labor-management problems. Role of trade union, and peculiar
settlements reached by the employer and employee are analyzed. As regard to those
matters they are satisfied to the great extent. The grievances are settled through
formal channels. Seven unions also exist here. The existence of union itself shows
the effectiveness of collective bargaining has its tactical and strategic implications as
well as its national and local importance.
 73

BIBLIOGRAPHY
 74

BIBLIOGRAPHY
Books
 Rao, V.S.P. “Human Resource Management”, 2nd edition, Excel
Books, 2000. Pg.513-528.
 Kothari C.R. “Research Methodology
 Sanjiv Misra, “India‟s Textile Sector” 1st edition, Anand books.
Pg.23- 31.
 B. Saloo, “Problems & Prospects of Textile Industry” 1st
edition, Flipping Publishing. Pg. 17-35.

Journals
 GTN Textile - Quality Manual 2008
 GTN Textiles - Annual Report 2008

Websites
http://www.gtntextiles.com/homepage.html
http://en.wikipedia.org/wiki/Textile_industry
http://en.wikipedia.org/wiki/Research_methodology
 75

ANNEXURE
 76

QUESTIONNAIRE
Designation :
Years at Service :

Tick the appropriate answer

1 Do you think that strike is an effective weapon in today’s scenario?

Yes
No

2 Is the government machinery for settling disputes functioning effectively?

Yes
No

3 Do you think that the trade unions take an active role in the welfare of
employees?
Yes
No

4 Are the union leaders passing up to date information regarding the

management actions which are discussed and agreed by them?
Yes
No

5 While selecting a leader what factors are you considering?

Capacity to present/ Bargain
Appearance of the person
Ability to provide quick and wise suggestions and present it.

6 Is your opinion considered by the union leader before they present the matter to
the management?
Yes
No

7 Are you satisfied with the statutory welfare services provided in the
organization?
Yes
No
 77

8 What is your opinion about present industrial relation prevailing in the

organization?
Good
Average
Poor

9 Is your present pay and allowances sufficient to meet your daily necessities in
life?
Yes
No

10 According to you, what percentage of your pay and allowances is a result of

union activity,?
0 % - 25 %
26 %-50 %
51 %-75 %
76 %-100 %

11 How is your relationship with the managerial personnel’s?

Highly Satisfied
Satisfied
Partial
Dissatisfied
Highly Dissatisfied

12 Do you think that the shift hours and timing provided by the management is
apt?
Yes
No

13 Do you think that the implementation of VRS (Voluntary Retirement Scheme)

is a necessary one in your organization?
Yes
No

14 Is the management policy is amicable in case of recruitment and selection?

Yes
No
 78

15 Is there any work committee or joint management committee formed in the

organization?
Yes
No

16 Do you think that the VRS results in the better performance of the
organisation?
Yes
No

17 According to your knowledge did the trade unions ask for any
modifications/new demand during the validity of the last 4 long term settlement.
Yes
No

18 If so how was it settled?

Through Strike
Through Supplementary Settlement
Through government Intervention

19 Was there cordial relationship between the management and trade unions
during the validity of the last 4 long term settlement?
Yes
No

20 Was there any token strike or non-cooperation from trade unions during the
validity of the last 4 long term settlement?
Yes
No