Industrial relation

1. Industrial relations

2. INDUSTRY
Industrial Disputes Act 1947 defines an industry as
any systematic activity carried on by co-operation
between an employer and his workmen for the
production, supply or distribution of goods or
services with a view to satisfy human wants or
wishes whether or not any capital has been invested
for the purpose of carrying on such activity; or such
activity is carried on with a motive to make any gain
or profit. Thus, an industry is a whole gamut of
activities that are carried on by an employer with
the help of his employees and labours for production
and distribution of goods to earn profits

3. Employer
An employer can be defined from different
perspectives as:-
a person or business that pays a wage or fixed payment
to other person(s) in exchange for the services of such
persons.
a person who directly engages a worker/employee in
employment.
any person who employs, whether directly or through
another person or agency, one or more employees in
any scheduled employment in respect of which
minimum rates of wages have been fixed.

4. Employee
•Employee is a person who is hired by another person or
business for a wage or fixed payment in exchange for
personal services and who does not provide the services as
part of an independent business.
•An employee is any individual employed by an employer.
•A person who works for a public or private employer and
receives remuneration in wages or salary by his employer
while working on a commission basis, piece-rates or time
rate.
•Employee, as per Employee State Insurance Act 1948, is
any person employed for wages in or in connection with
work of a factory or establishment to which the act applies.

5. In order to qualify to be an employee, under ESI Act,1948 a
person should belong to any of the categories: Those who are
directly employed for wages by the principal employer within
the premises or outside in connection with work of the factory
or establishment.
those employed for wages by or through an immediate
employer in the premises of the factory or establishment in
connection with the work thereof
those employed for wages by or through an immediate
employer in connection with the factory or establishment
outside the premises of such factory or establishment under
the supervision and control of the principal employer or his
agent.
employees whose services are temporarily lent or let on hire
to the principal employer by an immediate employer under a
contract of service (employees of security contractors, labor
contractors, house keeping contractors etc. come under this
category).

6. Definition of IR
Industrial relations include the whole range of relations
between workers , managers and government which determine
the conditions under which work is done in all types of
enterprise.(An organization created for business ventures)
‘Managers’ are those who have the responsibility for the work of
others in the organization
‘Workers’ are those for whose work managers are responsible
‘Government’ directly legislate certain terms of employment
and regulate the interaction of managers and workers in varying
degrees

7. Industrial relations
Industrial relations commonly denotes “employee- employer relations”
Industrial relations are born out of employment relationship in an
industrial setting
Industrial relations with people who are the base of the industry

8. Objectives of Industrial relations
To enhance economic status of worker
To avoid industrial conflicts and their consequences
To extend and maintain industrial democracy
To provide an opportunity to the worker to have a say in the
management decision making
To regulate production by minimizing conflicts
To provide forum to the workers to solve their problems through
mutual negotiations and consultations with management
To encourage and develop trade union in order to develop workers
collective strength
To boost the discipline and morale of workers

9. Nature of Industrial Relations
IR arise out of employer employee relations
IR is a web of rules: formed by the interaction of Govt, industry & labor
IR is multi dimensional: influenced by complex set of institutional. economic &
technological factors
IR is dynamic and changing: keep pace with employee expectations, trade
unions, employer associations and other economic and social institutions of
society
IR is characterized by forces of conflict and compromise. Individual differences
and disagreements resolved through constructive means.
Government influences and shapes IR: with its laws, rules, agreements through
executive and judicial machinery
Scope of IR is very wide as it covers grievances, disciplinary measures ethics,
standing orders, collective bargaining, participatory schemes and dispute
settlement mechanism etc
Interactive and consultative in nature: in resolving conflict ,controversies and
disputes between labor and management.

10. SCOPE OF IR
Management – Union relationship
Employer – Employee relationship
Relationship amongst various groups of
employees
Effect of extraneous factors like state,
socio-political- economic factors on
workplace relationships

11. There are three majors players in
industrial relations
1. Management / employers
2. Labour /workers /employees
3. Government / regulator
To maintain harmonious relations between all three major players.
To contribute to economic prosperity of the country.

12. Three actors to IR
Employee
Employer
Government

13. Employee
The employee see IR as
Improve their condition of employment
Views in any grievances
Exchange view and ideas with management
Share in decision making

14. Trade Unions
To redress the bargaining power of Individual worker.
To secure improved terms and conditions of employment.
To secure improved status for the worker in his or her work.

15. Employer
The employer see IR as
Creating and maintaining employee motivation
Obtaining commitment from workforce
Achieving high levels of efficiency
Negotiating terms and conditions of employment

16. Government
The govt. regulates the relationship between the
management and the labour and seeks to protect the
interest of both the groups.
The authority of the courts to settle legal disputes.

17. Conditions for Good Industrial
Relations
History of industrial relations (harmonious or rivalry)
Economic satisfaction of workers (basic survival need)
Enlightened and responsible labor unions
Negotiation skills and attitude of management and workers (varying backgrounds, must
possess empathy)
Legislation :Govt intervention
Social and psychological satisfaction : supportive climate along with economic rewards

18. Cause of Poor Industrial Relations
Uninteresting nature of work : due to automation –role of worker reduced
Political nature of unions : : inter union rivalry, multiple unions,political parties
involvement
Poor wages : Inequity in wages , complicated wage system
Occupational instability : donot want changes in the job-fear or insecurity
Effects
Resistance to change, frustration and social cost , multiplier effect (total loss)

19. IR covers some of the following Areas
Collective Bargaining : Negotiation about working conditions and terms of employment between
employer and employee to reach an agreement
Role of management, unions and government
Machinery for resolution of industrial disputes :works committee , Concillatory officer( settlement)
,labor courts etc.
Grievances,labor welfare and security
Trade unions,workers participation
Labour legislation : Internal social responsibility to provide some basic amenities apart from pay,
protect interest of workers, social welfare

20. Approaches to IR

21. Pluralistic
Co-operation
Conflict
Authoritarian
Paternalism
Unitary
Human
resource
management
Systems
Evolution
Revolution
Marxist
Control of
the labour
process
Input Conversion Output
Conflict
(differences)
Institutions
and
processes
Regulation
(rules)
Approaches to organisations
Approaches to industrial relations
Social action
Wider approaches to industrial relations
Approaches to industrial
relations
Labour market Comparative

22. Systems approach
Systems framework by John Dunlop
• Actors
• Environmental
contents
• Ideology
input
• bargaining
• Conciliation
• arbitration
process • Rules
• settlement
output

23. Actors: managers, workers and government agencies
Actors influenced by several forces in environment –
technology, markets and power relation in society
Ideology: Though there is conflict among the actors but
there is also a shared ideology and compatibility of
ideas which help to resolve conflict by framing rules
The network or web of rules

24. Unitary approach
In unitarism, the organization is perceived as an
integrated and harmonious system, viewed as one
happy family. A core assumption of unitary approach is
that management and staff, and all members of the
organization share the same objectives, interests and
purposes; thus working together, hand-in-hand, towards
the shared mutual goals. Furthermore, unitarism has a
paternalistic approach where it demands loyalty of all
employees. Trade unions are deemed as unnecessary
and conflict is perceived as disruptive.

25. From employee point of view, unitary approach means that:
Working practices should be flexible. Individuals should be
business process improvement oriented, multi-skilled and ready
to tackle with efficiency whatever tasks are required.
If a union is recognized, its role is that of a further means of
communication between groups of staff and the company.
The emphasis is on good relationships and sound terms and
conditions of employment.
Employee participation in workplace decisions is enabled. This
helps in empowering individuals in their roles and emphasizes
team work, innovation, creativity, discretion in problem-solving,
quality and improvement groups etc.
Employees should feel that the skills and expertise of managers
supports their endeavours.

26. From employer point of view, unitary approach means that:
Staffing policies should try to unify effort, inspire and motivate
employees.
The organization's wider objectives should be properly
communicated and discussed with staff.
Reward systems should be so designed as to foster to secure
loyalty and commitment.
Line managers should take ownership of their team/staffing
responsibilities.
Staff-management conflicts - from the perspective of the unitary
framework - are seen as arising from lack of information,
inadequate presentation of management's policies.
The personal objectives of every individual employed in the
business should be discussed with them and integrated with the
organization’s needs.

27. Pluralistic approach
In pluralism the organization is perceived as being made up of
powerful and divergent sub-groups - management and trade
unions. This approach sees conflicts of interest and
disagreements between managers and workers over the
distribution of profits as normal and inescapable. 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
channelled towards evolution and positive change. Realistic
managers should accept conflict to occur. There is a greater
propensity for conflict rather than harmony.

28. Pluralist approach
Based on assumption that organization is composed of individuals who
make up distinct sectional groups , each with its own interests ,
objectives and leadership.
Recognition of diverging interests between workers, employers and
government
Conflict is the total range of behaviour and
attitudes that express opposition and divergent orientation and it is
perceived as both rational and inevitable.
But focus is on framework of regulating work
relationships-balance of power between management and trade unions
Conflict is necessary ,but it can be and needs to be managed and
resolved

29. The implications of this approach include:
The firm should have industrial relations and personnel specialists
who advise managers and provide specialist services in respect of
staffing and matters relating to union consultation and
negotiation.
Independent external arbitrators should be used to assist in the
resolution of disputes.
Union recognition should be encouraged and union
representatives given scope to carry out their representative
duties
Comprehensive collective agreements should be negotiated with
unions

30. Marxist Perspective
This view of industrial relations is a by product of a theory of
capitalist society and social change. Marx argued that:
Weakness and contradiction inherent in the capitalist system
would result in revolution and the ascendancy of socialism over
capitalism.
Capitalism would foster monopolies.
Wages (costs to the capitalist) would be minimized to a
subsistence level.
Capitalists and workers would compete/be in contention to win
ground and establish their constant win-lose struggles would be
evident.

31. Marxist Approach
If shared ideology than why is that conflict never ceases.
Conflicts can never cease until capital accepts that labor has right to
an equal share in power.
Production system is privately owned and is motivated by profit.
IR is the study of ‘processes’ of control over work relations, Its about
who controls , how , what and why.

32. This perspective focuses on the fundamental division of
interest between capital and labour, and sees workplace
relations against this background. It is concerned with the
structure and nature of society and assumes that the
conflict in employment relationship is reflective of the
structure of the society. Conflict is therefore seen as
inevitable and trade unions are a natural response of
workers to their exploitation by capital.

33. OTHER APPROACHES OF INDUSTRIAL RELATIONS
(DIFFERENTSCHOOLSOFTHOUGHT)
PSYCHOLOGICAL APPROACH
Differences in the perceptions of labor and management wrt factors influencing their relations i.e. wages. Benefits, services and
working conditions etc
Dissatisfaction compels workers to turn aggressive and resort to strike, lockouts and gherao etc.
SOCIOLOGICAL APPROACH
Sociological factors such as value system, customs and traditions etyc affect the relations between labor and management
HUMAN RELATIONS APPROACH
Human behavior is influenced by feelings, sentiments and attitudes. As per this approach humans are motivated by variety of
social and psychological factors
like economic and non-economic awards to be used.
GIRI APPROACH
Collective bargaining and joint negotiations be used to settle disputes between labor and management. Outside interference to
be avoided.
GANDHIAN APPROACH
worker's right to strike but cautioned that this right be exercised in just cause and in a peaceful and non-violent manner for
minimum wages etc like ‘satyagrah’- Non violent non- cooperation

34. Trusteeship
Proposed by Mahatma Gandhi
Company accepts its total responsibility and management
role becomes that of balancing all the claims upon the
company.
Inherent responsibility to its consumers, workers,
shareholders, and the community
Greater good

35. Employment Relations
Dunlop’s model

36. Dunlop's model identifies three key factors to be considered in conducting an
analysis of the management-labour relationship.
Environmental or external economic, technological, political, legal and social
forces that impact employment relationships.
Characteristics and interaction of the key actors in the employment
relationship: labor, management, and government.
Rules that are derived from these interactions that govern the employment
relationship.

37. One of the significant theories of industrial labor relations was put forth by
John Dunlop in the 1950s. According to Dunlop industrial relations system
consists of three agents – management organizations, workers and
formal/informal ways they are organized and government agencies. These
actors and their organizations are located within an environment – defined in
terms of technology, labor and product markets, and the distribution of power
in wider society as it impacts upon individuals and workplace. Within this
environment, actors interact with each other, negotiate and use
economic/political power in process of determining rules that constitute the
output of the industrial relations system. He proposed that three parties—
employers, labor unions, and government-- are the key actors in a modern
industrial relations system. He also argued that none of these institutions
could act in an autonomous or independent fashion. Instead they were
shaped, at least to some extent, by their market, technological and political
contexts.
Thus it can be said that industrial relations is a social sub system subject to
three environmental constraints- the markets, distribution of power in society
and technology.

38. Dunlop emphasizes the core idea of systems by saying that the
arrangements in the field of industrial relations may be regarded
as a system in the sense that each of them more or less intimately
affects each of the others so that they constitute a group of
arrangements for dealing with certain matters and are collectively
responsible for certain results”.
In effect - Industrial relations is the system which produces the
rules of the workplace. Such rules are the product of interaction
between three key “actors” – workers/unions, employers and
associated organizations and government
The Dunlop’s model gives great significance to external or
environmental forces. In other words, management, labor, and
the government possess a shared ideology that defines their roles
within the relationship and provides stability to the system.