SOLUTIONS/SUGGESTIONS

 Improving Industrial Relations through Collective Bargaining

 The forum of the union that a was forged in early 1970 became very
useful. By this management could talk to all the three unions together.
 Through collective bargaining , It openly discussed the need for the
modernization Programme , the approach to do it , and the implications
and expected benefits of it and imperative need for cost reduction and
improvement in production quality and efficiency.
 Several management and union committees were setup to work on
problems that had earlier led to prolonged disputes.
 DSP entered into an agreement with unions on wages and service
conditions.

 Recommendations for these problems

 Modernization of the plant.
To change the attitudes of the employees at all levels and in management practices.

 Implementation of the technological change Cover three aspects-

Adding capacity.
Replacing some machinery , plants and equipments;
Introducing and replacing old technology with new technology.

 Relations with the unions

Formation of the forum of unions.- The management had to work towards becoming
transparent.
Formulation of joint committees to determine the manpower required for each department,
training, combining of certain operations.
Agreement between DSP and unions on wages and service conditions and VRS of surplus
employees.

 Employee Workshops
Aimed to identify the work practices that hindered performance .
Identification of work practices that needed to be changed.
For all levels of employees.
Priorities for action.

ADVANTAGES-

Creation of a sense of ownership of ideas among employees at all levels.

 Managers should manage

To be sympathetic but firm.

The Human Aspect.

Face to face interaction between supervisors and employees.

Sharing data about production, quality, demand ,future plans, will make employees feel like
they are a part of the organization.

 Results of the technological changes

Employment issues.(positive effect as it was long term)
Changes in occupational profiles.
Education and Training.
New Working Arrangements and Managerial Attitudes.
Industrial relations.

 Trade union response

Fear of unemployment.
Problems of retraining.
Change in the work culture.

 Ways to reduce resistance to change

Appropriate training.
Negotiated change.
Supportive management practices.

 Benefits from technological changes in DSP

Higher level of production

Improvement in the profitability.

Conservation of the energy.

Improvement in the quality of the finished products.

Reduction in the environmental pollution.

CONCEPTS

INTER-UNION RIVALARY

The state of rivalry between two groups of the same union is said to be intra-union rivalry. Inter-union
and intra-union rivalry have been a potent cause of industrial disputes in the country. They are
responsible for the weak bargaining power of trade unions in collective bargaining.

BEHAVIOURAL ISSUES

FINANCIAL ISSUES
COLLECTIVE BARGAINING
Collective bargaining is a process of negotiation between employers and a group of employees
aimed at agreements to regulate working salaries, working conditions, benefits, and other
aspects of workers' compensation and rights for workers.

Collective bargaining is the process of negotiating the terms of employment between an

employer and a group of workers. The terms of employment are likely to include items such as
conditions of employment, working conditions, and other workplace rules, base pay, overtime
pay, work hours, shift length, work holidays, sick leave, vacation time, retirement benefits and
health care benefits.

collective bargaining takes place between labor union leaders and the management of the
company that employs the union's workers. The result of collective bargaining is called a
collective bargaining agreement, and it establishes rules of employment for a set number of
years. Union members pay for the cost of this representation in the form of union dues. The
collective bargaining process may involve antagonistic labor strikes or employee lockouts if the
two sides are having trouble reaching an agreement.