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INDUSTRIAL RELATION

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TRADITIONAL PRESENT

MASTER-

SERVANT

ILLITERATE

NOTCONSCIOUS

ILL MOTIVATED

HUMAN RELATIONS

EDUCATED

AWARE, INFORMED

WILLING/MOTIVATED

LABOUR :

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AUTHORITATIVE

AUTOCRATIC

PATERNALISTIC

PREROGATIVE

COLLABORATIVE

DEMOCRACTIC

MUTUALITY

RESTRICTIVE

TRADITIONAL PRESENT

Management

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WHATIS INDUSTRIAL

RELATIONS ?

The term Industrial Relations comprises of two terms: Industry and Relations.

Industry refers to any productive activity in which an individual (or a group of

individuals) is (are) engaged. By relations we mean the relationships that exist

within the industry between the employer and his workmen.

In simple words Relation Between Employee & Employee, Employer & Employer,

Employer & Employee. Hence we can say Employee Relation is part of Industrial

Relations

An Act Or Art Of Controlling Human Resources In Employment. Also Referred As

Labor Relations, Legal Relations Etc.

Two Inseparable Limbs.

Interest Apparently Conflict But Complimentary.

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Relations between the managementof an industrial enterprise and its

employees.

Process by which people and their

organization interact at the place of work to

establish the terms and conditions of

employment

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Institutionally, industrial relations was founded by John R. Commons

when he created the first academic industrial relations program at the

University of Wisconsin in 1920.

Early financial support for the field came from John D. Rockefeller, Jr.who supported progressive labor-management relations in the

aftermath of the bloody strike at a Rockefeller-owned coal mine in

Colorado.

Industrial relations was formed with a strong problem-solving

orientation that rejected both the classical economists laissez faire

solutions to labor problems and the Marxist solution of classrevolution. It is this approach that underlies the New Deal legislation in

the United States, such as the National Labor Relations Act and the

Fair Labor Standards Act.

History

http://en.wikipedia.org/wiki/John_R._Commonshttp://en.wikipedia.org/wiki/John_D._Rockefeller,_Jr.http://en.wikipedia.org/wiki/New_Dealhttp://en.wikipedia.org/wiki/National_Labor_Relations_Acthttp://en.wikipedia.org/wiki/Fair_Labor_Standards_Acthttp://en.wikipedia.org/wiki/Fair_Labor_Standards_Acthttp://en.wikipedia.org/wiki/National_Labor_Relations_Acthttp://en.wikipedia.org/wiki/New_Dealhttp://en.wikipedia.org/wiki/John_D._Rockefeller,_Jr.http://en.wikipedia.org/wiki/John_R._Commons

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Industrial relations has become one of the most delicate and complex problems of

modern industrial society. Industrial progress is impossible without cooperation of

labors and harmonious relationships. Therefore, it is in the interest

of all to create and maintain good relations between employees (labor) and employers

(management).Industrial relations scholars have described three major theoretical

perspectives or frameworks, that contrast in their understanding and analysis of

workplace relations. The three views are generally known as unitary, pluralist and

radical. Each offers a particular perception of workplace relations and will thereforeinterpret such events as workplace conflict, the role of unions and job regulation vary

differently. The radical perspective is sometimes referred to as the "conflict model",

although this is somewhat ambiguous, as pluralism also tends to see conflict as inherent

in workplaces.

Over view

http://en.wikipedia.org/wiki/Pluralismhttp://en.wikipedia.org/wiki/Political_radicalismhttp://en.wikipedia.org/wiki/Political_radicalismhttp://en.wikipedia.org/wiki/Pluralism

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Unitary perspective

In unitarism, the organization is perceived as an integrated and harmonious whole

with the ideal of "one happy family", where management and other members of the

staff all share a common purpose, emphasizing mutual cooperation. Furthermore,

unitarism has a paternalistic approach where it demands loyalty of all employees,

being predominantly managerial in its emphasis and application.

Consequently, trade unions are deemed as unnecessary since the loyalty between

employees and organizations are considered mutually exclusive, where there can't

be two sides of industry. Conflict is perceived as disruptive and the pathological

result of agitators, interpersonal friction and communication breakdown.

Pluralist perspective

In pluralism the organization is perceived as being made up of powerful and

divergent sub-groups, each with its own legitimate loyalties and with their own set

of objectives and leaders. In particular, the two predominant sub-groups in the

pluralistic perspective are the management and trade unions.

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Consequently, the role of management would lean less towards enforcing and

controlling and more toward persuasion and co-ordination. Trade unions are

deemed as legitimate representatives of employees, conflict is dealt by

collective bargaining and is viewed not necessarily as a bad thing and, if

managed, could in fact be channeled towards evolution and positive change.

Radical perspective

This view of industrial relations looks at the nature of the capitalist society,

where there is a fundamental division of interest between capital and labour,

and sees workplace relations against this background. This perspective sees

inequalities of power and economic wealth as having their roots in the nature ofthe capitalist economic system. Conflict is therefore seen as inevitable and trade

unions are a natural response of workers to their exploitation by capital. Whilst

there may be periods of acquiescence, the Marxist view would be that

institutions of joint regulation would enhance rather than limit management's

position as they presume the continuation of capitalism rather than challenge it.

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Employer Employee

Employer Governing Bodies

Employee Employee

Employee Governing Bodies

IR Pivot of Relationship

IR covers most of the part of ER, where as ER is a part or IR

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Human being pivot of this relationship:

1.exists independently, capable of intelligent thinking & responsibleactions. Broad drives in human nature :mans innate sense of dignity,

conscious of rights, self esteem, complex emotions in success.Opportunity & satisfaction.2.seeks esteem of otherscraves recognition.wants to be trusted.wants to feel his dignity respected.3. Instincts of survival:Conscious of requirements of material needs,Food , clothing, shelter and other necessities of social existence.4. Security :assurance against hazards of future.

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5. Social instincts :wants to join others to secure common interests. Team work6. When these are satisfied, he ishappy, Cooperative and productive.

Basis of IR :

Common tasks

Work / task

Governed by :

Organizational requirement & human considerations.Therefore , optimum balance : good IR { external : environment also}.Ideally cordial IR is perfect harmony:But perfect understanding for all times - a myth.Humanly impossible to sink conflicts & differences for ever & completely.People will have grievances, conflicts & some differences.

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Good and cordial IR does not pre-supposes total absence of conflicts.Thus : important : urge on the part of both to settle conflicts by mutual understanding.

If poor IR - none happy

Several apprehensionsFears in mindPoor moraleTension

Therefore, suffer mentally & physically.

All dislike tension & conflicts. Inherent desire & urge to end conflicts & tension. This is

important in handling IR.

At times people prolong:

Political motive

Negative approach

Management by crisis

Leadership by exhibition of bitterness

Absence of collaborative desire.

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Industrial relations: a framework

1.Quality of national polity : therefore, national attitude of cynicism.

2.To develop constructive work ethos as long term solution.

3.To extend family relation concept to co-worker relations.

4.Industrial managers to find best means to operate in existing climate.5.To distinguish between union and employees.

6.This distinction results in:

Trade union relations on institutional basis.

Employees treated as constituency therefore, complete tus.6.Therefore, need to establish social relationship.

With tus involves:Assessment of strength/weakness;Their conscious countering.7. Individual relationship : will involve :-Fair wages/termsGood working conditionsResponsiveness to individual/group problems.Care & concern for employee & familyfamily feelings

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Employee

Management Government

Actors inIR

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OBJECTIVES :

Congenial Labour mgmt relations

Enhance economic status of the worker

Regulate the production by minimizing industrial conflict

Socialize industries by making government as employer

Workers to have a say in management &decision making

Encourage &develop trade union

Avoid industrial conflict consequences

Industrial democracy

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Functions

1. Communication is to be established betweenworkers and the management in order to bridge the

traditional gulf between the two.

2.To establish a rapport between managers and the

managed.3.To ensure creative contribution of trade unions to

avoid industrial conflicts, to safeguard the interest of

workers on the one hand and the management on the

other hand, to avoid unhealthy, unethical atmosphere

in an industry.4.To lay down considerations which may promote

understanding, creativity and co-operation to raise

industrial productivity, to ensure better workers

participation?

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IMPORTANCE OF IR

Uninterrupted Production

Reduction in Industrial Disputes

High Morale

Mental Revolution

New Programme

Reduced Wastage

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SUCCESS OF IRa) Top Management support

b) Sound Personnel policies

c) Adequate practice should be developed by professionals

d) Detailed supervisory training

e) Follow up results