{"id":445,"date":"2018-10-16T06:24:25","date_gmt":"2018-10-16T06:24:25","guid":{"rendered":"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/?post_type=chapter&#038;p=445"},"modified":"2019-01-03T06:18:06","modified_gmt":"2019-01-03T06:18:06","slug":"industrial-relations","status":"publish","type":"chapter","link":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/chapter\/industrial-relations\/","title":{"rendered":"Industrial Relations"},"content":{"raw":"<div><span style=\"float: right\"><a href=\"https:\/\/youtu.be\/ZIXp5TJb5h0\" target=\"_blank\" rel=\"noopener\"><img src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"epgp books\" width=\"75px\" height=\"75px;\" \/><\/a>\r\n<\/span><\/div>\r\n<div>\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<strong>Learning Outcomes:<\/strong>\r\n\r\n&nbsp;\r\n\r\nThe main objectives of industrial relations are:\r\n<ul>\r\n \t<li style=\"text-align: justify\">To develop and maintain harmonious relations between management and labour so essential for higher productivity of labour and industrial progress in the country.<\/li>\r\n \t<li style=\"text-align: justify\">To safeguard the interests of labour as well as management by securing the highest level of mutual understanding and goodwill between all sections in industry.<\/li>\r\n \t<li style=\"text-align: justify\">To establish and maintain industrial democracy based on the participation of labour in the management and gains of industry, so that the personality of every individual is fully recognized and developed.<\/li>\r\n \t<li style=\"text-align: justify\">To avoid all forms of industrial conflict so as to ensure industrial peace by providing better working and living standard of workers.<\/li>\r\n \t<li style=\"text-align: justify\">To rise productivity in an era of full employment by reducing the tendency of higher labour turnover and absenteeism.<\/li>\r\n \t<li style=\"text-align: justify\">To bring about government control over such industrial units which are running at loses for protecting employment or where production needs to be regulated in public interest.<\/li>\r\n \t<li style=\"text-align: justify\">To ensure a healthy and balanced social order through recognition of human rights in industry and adaption of complex social relationships to the advancement of technology.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<strong style=\"text-align: initial;font-size: 1em\">27.1. Introduction:<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Industrial relation (IR) has traditionally been a <\/span>fire \u2013 fighting<span style=\"text-align: initial;font-size: 1em\"> function in our country. The IR man comes into full play only after <\/span>crisis<span style=\"text-align: initial;font-size: 1em\"> erupts. The relationship between the employer and the employee is usually referred to as industrial relations. The <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> \u2013 management relationship is a highly sensitive and complex aspect influenced by a variety of factors. The nature of\u00a0the industrial relationship in an organisation is determined by factors such as the organisational culture, the attitude of the management, employees and unions, the conditions of employment, the existence of a grievance handling system and dispute settlement procedures, and the efficacy of rules and regulations. As a separate field of study, it is basically concerned with the systematic study of the various aspect of the labour management relationship. An industrial relationship arises out of the continuous interaction between the employers and the unions, which represent the employees. Thus the chief actor in industrial relations are the employers and the unions and their main relationship is through collective bargaining. Compensation- related issues, workload problems, retrenchment, layoffs and similar issues can determine the degree of cordiality in the industrial relationship collectively and individually.<\/span><\/p>\r\n\r\n<div>\r\n\r\n<img class=\"aligncenter size-full wp-image-448\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-16.png\" alt=\"\" width=\"480\" height=\"250\" \/>\r\n<p style=\"text-align: justify\"><a href=\"http:\/\/www.assignmentpoint.com\/business\/organizational-behavior\/industrial-relations-in-bangladesh-an-overview-of-privete-sector.html\">www.assignmentpoint.com\/business\/organizational-<\/a><a href=\"http:\/\/www.assignmentpoint.com\/business\/organizational-behavior\/industrial-relations-in-bangladesh-an-overview-of-privete-sector.html\">behavior\/industrial-relations-in-bangladesh-an-overview-of-privete-sector.html<\/a><\/p>\r\n&nbsp;\r\n\r\n<strong>27.2. Meaning &amp; Definition:<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">Industrial relations mean the relationship between employers and employees in industrial organisations. According to Dale Yoder, the term industrial relations refers to the whole field of relationship among people, human relationships that exist because of the necessary collaboration of men and women in employment process of modern industry.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">In the broad sense, the term industrial relations also includes the relations between the various unions between the state and the unions as well as those between the employers and the government. Relations of all these associated in industry may be called industrial relations. The subject, therefore includes individual relations and joint consultation between employers and workers at the place of work, collective relations between employers and their organisations and trade unions and the part played by the state in regulating these relations. Industrial relations involve the study of how people get on together at their work, what difficulties arise between them, how relations among them are regulated and what organisations are set upto protect different interests.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">According to ILO, industrial relations comprise relationship between the state on the one hand &amp; the employers &amp; employees organisation on the other hand &amp; the relationship among the occupational organisations themselves. The ILO uses the term to denote such matters as freedom of association &amp; the protection of the right to organise, the right to collective bargaining, collective agreements, conciliation &amp; arbitration &amp; the occupational organisations at various levels of economy.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">According to Micheal Armstrong, \u201cIndustrial relations is concerned with the systems, rules &amp; procedures, used by unions &amp; employers to determine the reward for effort &amp; other conditions of employment to protect the interest of the employed &amp; their employers &amp; to regulate the ways in which employers treat their employers.\u201d<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to Ordway Tead &amp; Henry.C. Metcalf, \u201cIndustrial relation is defined as the composite result of the attitudes &amp; approaches of the employers &amp; employees toward each other with regard to planning, supervision, direction &amp; coordination of the activities of an organisation with a minimum of human efforts &amp; frictions with an animating spirit of cooperation &amp; with proper regard for the genuine well being of all members of the organisation.\u201d<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to C. Von Otter, \u201cThe Study of <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> management relations (LMR) refers to the rules &amp; policies which govern &amp; organize employment, how these are established &amp; implemented &amp; how they affect the needs &amp; interest of employees &amp; employers.\u201d<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The foregoing definitions <\/span>reveals<span style=\"text-align: initial;font-size: 1em\"> the following points about industrial relations<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0 Industrial relations are the outcome of the employment relationship in <\/span>industry<span style=\"text-align: initial;font-size: 1em\">. These relations cannot exist without the two parties \u2013 employer &amp; employees.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0 Industrial relations include both individual relations as well as collective relations. Individual relations imply relations between employer &amp; employees. Collective relations mean relations between employer\u2019s associations &amp; trade unions as well as the role of the state is regulating these relations.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0\u00a0 The concept of industrial relations is complex &amp; <\/span>multi dimensional<span style=\"text-align: initial;font-size: 1em\">. The concept is not limited to relations between trade unions &amp; employer but also extends to the general web of relationship between employers, employees &amp; the government.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4.\u00a0 Industrial relations is a dynamic &amp; developing concept. It undergoes change with changing structure &amp; environment of <\/span>industry<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">5.\u00a0\u00a0\u00a0 Strictly <\/span>speaking<span style=\"text-align: initial;font-size: 1em\"> a distinction can be made between human resource management &amp; industrial relations. Human resource management deals mainly with executive policies &amp; activities regarding the human resource aspects of the enterprise while industrial relations is mainly concerned with <\/span>employers-employees<span style=\"text-align: initial;font-size: 1em\"> relationship.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">6 .Industrial<span style=\"text-align: initial;font-size: 1em\"> relations do not function in a <\/span>vaccum<span style=\"text-align: initial;font-size: 1em\">. These are rather the composite result of the attitude &amp; approaches of employers &amp; employees towards each other. Industrial relations are an integral part of social relations.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">7.\u00a0 Several parties are involved, in the industrial relations system. The main parties are employees &amp; their associations, employees &amp; their unions &amp; the government. These three groups interact within the economic &amp; social environment to shape the industrial relations system.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">8.\u00a0 The main purpose of industrial relations is to maintain <\/span>harmonioies<span style=\"text-align: initial;font-size: 1em\"> relationship between management &amp; <\/span>labour<span style=\"text-align: initial;font-size: 1em\">. The focus in these relationships is on <\/span>accomodation<span style=\"text-align: initial;font-size: 1em\">. These parties involved develop skills &amp; methods of adjusting to or cooperating with each other. They also attempt to solve their problems through collective bargaining.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">9.\u00a0\u00a0 The Central &amp; state government evolve, influence &amp; regulate industrial relations through laws, rules, agreements, awards of courts, executive &amp; financial machinery. The government has played an increasing role in industrial relation in part by becoming the biggest employer &amp; partly by regulating working conditions in the private sector.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">10.\u00a0\u00a0\u00a0 The scope of industrial relations is quite wide. The main issues involved here are:<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(a)\u00a0 Grievances &amp; their redressal<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(b)\u00a0 Worker\u2019s participation in management<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(c)\u00a0 Ethical code &amp; discipline<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(d)\u00a0 Collective bargaining<\/span><\/p>\r\n&nbsp;\r\n\r\n(e) Standing order\r\n\r\n&nbsp;\r\n\r\n<span style=\"text-align: initial;font-size: 1em\">(f) Machinery for the settlement of industrial disputes.<\/span>\r\n\r\n<\/div>\r\n<div>\r\n\r\n<img class=\"aligncenter size-full wp-image-449\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-17.png\" alt=\"\" width=\"339\" height=\"331\" \/><img class=\"aligncenter size-full wp-image-450\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18.png\" alt=\"\" width=\"932\" height=\"279\" \/>\r\n\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\">27.3. Parties involved in Industrial Relations:<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The major parties involved in industrial relations are employees, employee representatives, employers, <\/span>association<span style=\"text-align: initial;font-size: 1em\"> of employers, government &amp; court &amp; tribunal (as shown in fig 27.1)<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n&nbsp;\r\n\r\n<img class=\"aligncenter size-full wp-image-451\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-19.png\" alt=\"\" width=\"530\" height=\"214\" \/>\r\n\r\n&nbsp;\r\n<p style=\"text-align: center\">Fig 27.1. Parties to IR<\/p>\r\n&nbsp;\r\n<p style=\"text-align: left\"><strong style=\"text-align: initial;font-size: 1em\">27.3.1.<em> Employees:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employees are the main party of industrial relation as there is a huge majority of employees working in <\/span>organised<span style=\"text-align: initial;font-size: 1em\"> &amp; <\/span>un-organised<span style=\"text-align: initial;font-size: 1em\"> sector in our country. Therefore, it is useful to make certain circumstances:<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><em style=\"text-align: initial;font-size: 1em\">27.3.1.1. Commitment to Industry: <\/em><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Labour is committed to <\/span>industrial<span style=\"text-align: initial;font-size: 1em\"> setting, thus contribution to <\/span>stable<span style=\"text-align: initial;font-size: 1em\"> workforce as most of the employees belong to villages but due to work they are <\/span>force<span style=\"text-align: initial;font-size: 1em\"> to stay in <\/span>city<span style=\"text-align: initial;font-size: 1em\"> with his spouse &amp; children, which make the job stability more <\/span>prior,<span style=\"text-align: initial;font-size: 1em\"> if industry <\/span>want<span style=\"text-align: initial;font-size: 1em\"> to maintain <\/span>there<span style=\"text-align: initial;font-size: 1em\"> relations.<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n<img class=\"aligncenter size-full wp-image-452\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-20.png\" alt=\"\" width=\"390\" height=\"376\" \/>\r\n\r\n<em>27.3.1.2. Protective legislation:<\/em>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">From time to time, the government has enacted a variety of <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> acts. Perhaps, ours is the only country in the world which has so many acts to protect worker\u2019s interest. Thanks to the enormous protective legislation, wages, benefits &amp; working conditions, safety &amp; health of workers have improved considerably.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><em style=\"text-align: initial;font-size: 1em\">27.3.1.3. Status of the workers:<\/em><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The economic &amp; social status of today\u2019s workers is vastly improved. Industrial employment is no longer the undesirable alternative left for those driven out from villages. Improved skills contents of the jobs &amp; increased emoluments have made industrial employment the first attraction among young job aspirants.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><em style=\"text-align: initial;font-size: 1em\">27.3.1.4. Employment P attern:<\/em><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Another feature noticed in the industrial <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> is the change that has come about in the employment pattern owing to <\/span>change<span style=\"text-align: initial;font-size: 1em\"> in industrial activity, which has tremendously expanded &amp; diversified, &amp; has undergone a technical transformation. In the early days, unskilled work predominated in industrial employment, so long as traditional industries like textiles &amp; mining were in the forefront.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.2. Trade Union:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Unions have a crucial role to play in industrial relations. Unions have broad objectives which are:<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0\u00a0 To reduce the bargaining advantage of the individual worker vis-\u00e0-vis the individual employers, by substituting joint or collective actions for individual action<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0\u00a0 To secure improved terms &amp; conditions of employment for their members &amp; the maximum degree of security to enjoy these terms &amp; conditions.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0 To obtain improved status for the worker in his or her work, and<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4<\/span>.To<span style=\"text-align: initial;font-size: 1em\"> increase the extent to which unions can exercise democratic control over decisions that affect their interests by power sharing at the national, corporate &amp; plant levels<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The union power is exerted primarily at two levels- at the industry level, to establish joint regulations at on basic wages &amp; hours with an employer\u2019s association or its equivalent; &amp; at the plant level where the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> exercise joint control over some aspects of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> of the work &amp; terms &amp; conditions of employment.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.3. Employers:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers, too are directly involved in any dispute between them &amp; the employees. Employers are endowed with <\/span>certain<span style=\"text-align: initial;font-size: 1em\"> inalienable right vis-\u00e0-vis <\/span>labour<span style=\"text-align: initial;font-size: 1em\">. The management has the right to hire &amp; fire any worker, notwithstanding union restrictions. It is no just firing a worker here or there, but the management\u2019s ability to control the economic destiny of the workers that matters. The management has the right to relocate, close, merge, takeover or sell a particular plant, these actions affect <\/span>worker\u2019s<span style=\"text-align: initial;font-size: 1em\"> interests. The management has another powerful weapon i.e, introducing or threatening to the technological change. Technological change can displace <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> or annihilate skills.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">In general, managers tend to see employee relations in term of the following activities:<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0 Creating &amp; maintaining employee motivation<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0 Obtaining commitment from the <\/span>work force<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0 Establishing mutually beneficial channels of communication throughout the <\/span>organisation<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4.\u00a0 Achieving high levels of efficiency<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">5.\u00a0 Negotiating terms &amp; conditions of employment with employee representation<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">6.\u00a0 Sharing decision making with employees.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">7.\u00a0 Engaging in a power structure with trade unions.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.4. Employer\u2019s Association:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers associations operate at local, industry &amp; all India levels. The <\/span>confederation<span style=\"text-align: initial;font-size: 1em\"> of the Indian Industries (CII) is a powerful body at the national level which is doing an admirable job in protecting &amp; promoting the legitimate interests of the owners of industries.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The major objectives of <\/span>employer\u2019s<span style=\"text-align: initial;font-size: 1em\"> association include:<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0 Representing employers in collective bargaining<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0 Developing machinery for <\/span>avoidance<span style=\"text-align: initial;font-size: 1em\"> of disputes.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0 Providing information on employee relation &amp; to give advice.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4.\u00a0 Representing members on national issues.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.5. Role of Government:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">In a sense, government intervention in industrial relation is as old as the industry itself. However, till the 19th century, governments everywhere followed the <\/span>Laissez faire<span style=\"text-align: initial;font-size: 1em\"> policy \u2013 they left IR to the managers &amp; workers who were required to solve the problems themselves. Towards the end of the of the 19th century, the attitude of the government changed, &amp; intervention became a reality. The state, as of today, regulates the relationship between the management &amp; the <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> &amp; seeks to protect the interests of <\/span>the both<span style=\"text-align: initial;font-size: 1em\"> the groups.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.6. Judiciary &amp; Employee Relations:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The powers of the judiciary are of <\/span>dual<span style=\"text-align: initial;font-size: 1em\"> type:<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1. The authority of the courts to settle legal disputes<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">2 .<span style=\"text-align: initial;font-size: 1em\">Judicial review- the authority of the courts to rule on the constitutionality of a legislation<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">It is the power of the judiciary to settle legal disputes, <\/span>reffered<span style=\"text-align: initial;font-size: 1em\"> to them, that affect IR considerably. The judicial pronouncements will have a <\/span>far reaching<span style=\"text-align: initial;font-size: 1em\"> impact because (i) judicial errors do occur, <\/span>through<span style=\"text-align: initial;font-size: 1em\"> infrequent, (ii) possibility of wrong assessment of penalty, \u201cJudges notoriously vary in the security of punishment inflicted. (iii) judges are known for pronouncing conflicting verdicts on the same or similar disputes, and (iv) confusion in terms.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">27.4. Approaches to study of Industrial Relations:<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Since the employers &amp; the employees have conflicting interests over the <\/span>organisational<span style=\"text-align: initial;font-size: 1em\"> resources, industrial relations remain a complex &amp; sensitive issue. On the one hand, the employers in business aim at making more profits &amp; faster growth by reducing cost. On the other hand, the employees seek to enhance their income &amp; social status by demanding more compensation from <\/span>the employers<span style=\"text-align: initial;font-size: 1em\">, and this will obviously push up the cost of production. The interests of the employers &amp; those of the employees often remain irreconcilable &amp; their stand remains mutually antagonistic. These approaches are: (i) the unitary approach; (ii) the pluralist approach; (iii) the system approach; (iv) the social action approach; (v) the Marxist approach; (vi) the Gandhian approach; (vii) the human relations approach; (<\/span>viii<span style=\"text-align: initial;font-size: 1em\">) the Giri approach; (ix) the industrial sociology approach and (x) the Oxford school approach.<\/span><\/p>\r\n\r\n<\/div>\r\n<img class=\"aligncenter size-full wp-image-453\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-21.png\" alt=\"\" width=\"652\" height=\"373\" \/>\r\n<div>\r\n<p style=\"text-align: center\">Fig. 27.2. Approaches of Industrial Relations<\/p>\r\n&nbsp;\r\n\r\n<strong><em>27.4.1. The Unitary Approach:<\/em><\/strong>\r\n\r\n&nbsp;\r\n\r\nThis approach characterized by a form of administration in which power is vested with a single authority. In the case of the unitary approach to industrial relations, the authority rests solely with the management with no right to anyone to challenge its decision. According to the proponents of this approach, its basic assumption is that the common values &amp; objectives unite &amp; bind both the management &amp; the workers. The use of power in this approach is only for the common good &amp; interest. The management, this approach believes, must deal strongly with the perceived challenges born out of the irrational beliefs, the short term preoccupations &amp; the narrow perspectives that develop from the ignorance of the challengers to its authority &amp; to the overall system.\r\n\r\n&nbsp;\r\n\r\n<strong><em>27.4.2. The Pluralist Approach:<\/em><\/strong>\r\n\r\n&nbsp;\r\n\r\nUnlike the unitary approach, the pluralist approach believes in basic ground rules, negotiated settlements &amp;\u00a0\u00a0 mutual compromises for solving the industrial conflicts. The basic assumption of this approach is that the disagreements between the parties to the industrial relations on important issues are not unbridgeable by compromises &amp; the collaborations can continue at all stages. In the pluralist approach, the power is not vested with anyone group; rather a balance of power is maintained between the parties to the industrial relations.\r\n\r\n&nbsp;\r\n\r\n<strong><em>27.4.3. The System Approach:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">This approach was developed by J.P. Dunlop of Howard University in 1958. According to this approach, individual are part of an ongoing but independent social system. The behaviour, actions &amp; role of the individuals are shaped by the cultures of the society. The three elements of the system approach are input, process &amp; output. Society provides the cue (signal) to the individuals about how one should act in a\u00a0<span style=\"text-align: initial;font-size: 1em\">situation. The institutions, the value system &amp; other characteristics of the <\/span>society<span style=\"text-align: initial;font-size: 1em\"> influence the process &amp; determine the outcome or response of the individuals.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.4. The Social Action Approach:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">It is a variant of the system approach. In the system approach, society plays a dominant role, while <\/span>the actors<span style=\"text-align: initial;font-size: 1em\"> such as employers, employees &amp; their representatives keep a low profile &amp; play a passive role in the process. On the contrary, the social action approach assigns an active role to the actor s of the industrial relations. The actor\u2019s understanding of the work situation <\/span>become<span style=\"text-align: initial;font-size: 1em\"> more important than <\/span>the social<span style=\"text-align: initial;font-size: 1em\"> factors &amp; their independent views gain a greater <\/span>weightage<span style=\"text-align: initial;font-size: 1em\"> in deciding their <\/span>behaviour<span style=\"text-align: initial;font-size: 1em\"> towards industrial relations.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.5. The Marxist Approach:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to this approach, industrial conflicts are the central reality of industrial relations, but open conflicts are uncommon. The Marxist approach views industrial disputes as a class struggle &amp; industrial relations as a politicized concept &amp; an element of the class struggle. As per the Marxist approach, the understanding of industrial relations requires an understanding of the capitalized society, the social relation of production &amp; the mechanism of capital accumulation.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.6. The Gandhian Approach:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The core of the <\/span>gandhian<span style=\"text-align: initial;font-size: 1em\"> approach in industrial relations is the utility of non-violence as a means of conflicts resolution in <\/span>organisations<span style=\"text-align: initial;font-size: 1em\">. The basic elements of this approach are truth, non-violence, the voluntary arbitration of disputes &amp; want-lessness. According to Gandhi, the growth of civilization does not mean a multiplication of wants, rather, it means a deliberate &amp; <\/span>self imposed attempt<span style=\"text-align: initial;font-size: 1em\"> to reduce such wants. He blamed the system, rather than individuals, for several evils for society.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.7. The Human Relations Approach:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to this approach, an <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> is nothing but a set of human relations &amp; these human relations are central to how an <\/span>organisations<span style=\"text-align: initial;font-size: 1em\"> functions. As per this approach, <\/span>organisations<span style=\"text-align: initial;font-size: 1em\"> are made up of people &amp; the success of the management lies in its dealings with these people &amp; their relationship to one another. The goals of the human relation approach are: (i) getting people to work; (ii) cooperating through mutuality of interests &amp; (iii) deriving satisfaction from the achieved relationship.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.8. Giri Approach:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Former President of India V.V.Giri\u2019s deep concern for the well being of the working class made him write two popular books on <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> issues entitled Industrial Relations &amp; Labour problems in the Indian Industry. According to him, in the tree of socialism, the root comprises human beings. Giri observed <\/span>that,<span style=\"text-align: initial;font-size: 1em\"> \u201cit is an essential condition to maintain mutual trust &amp; confidence between the employer &amp; employee to obtain the goal of rapid economic development &amp; social justice.\u201d<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.9. Industrial Sociology Approach:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The aim of the industrial sociology approach is to investigate the underlying trends &amp; patterns in the cause &amp; effect of industrial disputes both intended &amp; unintended. Unlike the most other approaches which focus only on the resolution of conflict as a means of achieving industrial relations, the industrial\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">sociology approach focuses on the prevention of industrial conflict by tracing the cause of the disputes &amp; then avoiding it.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.10. Oxford School Approach:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to this <\/span>approach ,<span style=\"text-align: initial;font-size: 1em\"> the conflict between the interests of employers &amp; employees is inherent, but this interest can be adjusted in order that a common way, which can satisfy both the parties, can be found out, however difficult it may be. Productivity bargaining is a classic example of this approach. According to this <\/span>approach ,<span style=\"text-align: initial;font-size: 1em\"> it is highly essential for the parties to the industrial relations to get the facts right &amp; avoid institutional &amp; other biases. The Oxford school approach can be expressed through the following equations<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">r = f(b) or f(c)<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">where r = rules governing industrial relations; b means collective bargaining &amp; c refers to conflict resolution.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">27.5. Factors influencing Industrial Relations:<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.1. Trade Union Density:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When the unions are phenomenally strong in an industry, the power balance would be in <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> of the employees &amp; the unions. In such a situation, the term of industrial relations would be decided by the unions.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.2. Frequency of strike activity:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> or industry reports a high number of strikes within a specific period, the industrial relation would come under increasing strain. Depending <\/span>upon<span style=\"text-align: initial;font-size: 1em\"> the outcome of the strikes, the power equation would change.<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n<img class=\"aligncenter size-full wp-image-454\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-22.png\" alt=\"\" width=\"460\" height=\"418\" \/>\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.5.3. Political- Economic Institution:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The role of <\/span>politico- economic<span style=\"text-align: initial;font-size: 1em\"> institution is critical in achieving industrial peace &amp; harmony. When the political institutions, especially the ruling combine, overtly <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> the employees &amp; the trade unions, the power equation would tilt in <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> of the union.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.4. Cultural Diversity:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When there is cultural diversity among the workforce, it may <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> the employers to have divisions among the employees along cultural lines. The educated &amp; enlightened employees may make independent decisions, which may differ with the general stand of the unions.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.5. Demographic structure:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The presence of heterogeneous groups based on age, gender, income &amp; other relevant bases can also influence the power balance between employers &amp; employees.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.6. Pattern of Behaviour:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When the employers espouse authoritarianism in <\/span>behaviour<span style=\"text-align: initial;font-size: 1em\"> &amp; style of management, the employees may predominantly prefer unions &amp; aggressive postures, if possible. In contrast, the employees side with the employers. When the latter adopt a consultative paternal approach.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6. Essential of Effective Industrial Relations:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.1. Leadership Commitment:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Effective industrial relations require strong commitment &amp; support from the management for the maintenance of harmonious industrial relations. The management must develop a kind of culture &amp; philosophy which encourages changes management through cooperation &amp; consultation at all levels of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.2. Appropriate Vision, Mission &amp; Business Strategy:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The thinking of an <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> &amp; its priority for good industrial relations must be made known to all its employees. The management must make suitable changes in its vision &amp; mission statements so that clearly &amp; pursue them keenly to the end that the industrial relations goals are achieved effectively.<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n<img class=\"aligncenter wp-image-455\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-23.png\" alt=\"\" width=\"378\" height=\"331\" \/>\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.6.3. Creative HR Policies:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The HR policies of an <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> have a profound influence on shaping its industrial relations. In fact, the employees from their perception about the industrial relations on the basis of the HR philosophy &amp; policies of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.4. Open Communication:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">An <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> must develop a <\/span>two way<span style=\"text-align: initial;font-size: 1em\"> communication channel to remain connected with its employees. An open communication system enables the management not only to keep the employees informed about the proposed changes but also to get constant feedback from them about its policies &amp; actions.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.5. Institutionalizing the Relationship:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">In the long run, the management must develop a system for <\/span>the improving<span style=\"text-align: initial;font-size: 1em\"> the industrial relations on a <\/span>continous<span style=\"text-align: initial;font-size: 1em\"> basis. Intermittent processes like collective bargaining alone are not sufficient to develop the\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">desired level of industrial <\/span>relationship<span style=\"text-align: initial;font-size: 1em\">. The management must take measures for promoting the industrial relations at all levels of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.6. Benchmarking Industrial Relations:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Organizations must make every effort to fix standards or benchmarks for industrial relations so that the progress in industrial relations is properly monitored. Certainly, industrial conflicts like strikes, lockouts\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">&amp;\u00a0\u00a0 other forms of industrial disturbances are inversely related to industrial peace &amp; harmony &amp; such, can become the criteria for measuring industrial\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">relations.<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n<strong>27.7. Causes of Poor Industrial Relations:<\/strong>\r\n\r\n&nbsp;\r\n\r\n<strong><em>27.7.1. Economic Causes:-<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">Poor wages &amp; poor working conditions are the main reason for unhealthy relations among managements\u00a0&amp;\u00a0\u00a0 labour. Unauthorised deduction from wages, lack of fringe benefits, absence of promotional opportunities; dissatisfaction with job evaluation &amp; performance appraisal methods, faulty incentive schemes are other economic causes.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.2. Organisational Causes:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Faulty<span style=\"text-align: initial;font-size: 1em\"> communication system, dilution of supervision &amp; command, non-recognition of trade unions, unfair practices, violation of collective agreements &amp; standing orders &amp; <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> laws are the <\/span>organisational<span style=\"text-align: initial;font-size: 1em\"> causes of poor relations industry.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.3. Social Causes:-<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Uninteresting nature of work is the main social cause. Factory system &amp; specialization have made worker a subordinate to the machine. Workers <\/span>has<span style=\"text-align: initial;font-size: 1em\"> lost <\/span>sense<span style=\"text-align: initial;font-size: 1em\"> of pride &amp; satisfaction.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.4. Psychological causes:-<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Lack of job security, poor <\/span>organisational<span style=\"text-align: initial;font-size: 1em\"> culture, non-recognition of merit &amp; performance, authoritative administration &amp; poor interpersonal relations are the psychological reason for unsatisfactory employer-employee relations<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.5. Political Causes:<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Political nature of trade unions, multiple unions &amp; interunion rivalry <\/span>weaken<span style=\"text-align: initial;font-size: 1em\"> trade union movement. In the absence of strong &amp; responsible trade unions, collective bargaining becomes ineffective. The union\u2019s status is reduced to a mere strike committee.<\/span><\/p>\r\n&nbsp;\r\n\r\n<img class=\"aligncenter wp-image-456\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-24.png\" alt=\"\" width=\"451\" height=\"252\" \/>\r\n\r\n<\/div>\r\n<div>\r\n\r\n<strong>27.8. Measures for improving Industrial Relations:<\/strong>\r\n\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.8.1. Sound Human Resource Policies:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Policies &amp; procedures concerning the compensation, transfer, promotion etc. of employees should be fair &amp; transparent. All policies\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">&amp;\u00a0 rules relating to industrial relations should be clear to <\/span>everyday<span style=\"text-align: initial;font-size: 1em\"> in the enterprise &amp; to the union leaders.<\/span><\/p>\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.8.2. Constructive Attitudes:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Both management &amp; trade unions should adopt positive attitudes towards each other. Management must <\/span>recognise union<span style=\"text-align: initial;font-size: 1em\"> as the spokesmen of the worker\u2019s grievance &amp; as custodians of their interest.<\/span><\/p>\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.8.3. Collective Bargaining:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employer\u2019s <\/span>organisation as well as trade unions<span style=\"text-align: initial;font-size: 1em\"> should be able &amp; willing to deal with mutual problems freely &amp; responsibility.<\/span><\/p>\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.8.4. Participative Management:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers should associate workers &amp; unions in the formulation &amp; implementation of human resources policies &amp; practice.<\/span><\/p>\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.8.5. Responsible Union:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Unions should adopt a responsible rather than political approach to industrial relations. Unions should accept private ownership &amp; operation of <\/span>industry<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.8.6. Employee Welfare:-<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers should <\/span>recognise<span style=\"text-align: initial;font-size: 1em\"> the need for the welfare of workers. They must ensure reasonable wages, satisfactory working condition, opportunities for training &amp; development &amp; other necessary facilities for <\/span>labour<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\r\n&nbsp;\r\n\r\n<strong style=\"text-align: initial;font-size: 1em\"><em>27.8.7. Grievance Procedure:<\/em><\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">A well established &amp; properly administered system for the timely &amp; satisfactory redressal of employee\u2019s grievances can be very helpful of workers.<\/span><\/p>\r\n\r\n<\/div>\r\n<img class=\"aligncenter size-full wp-image-457\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-25.png\" alt=\"\" width=\"128\" height=\"477\" \/>\r\n\r\n<strong>Summary:<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">Industrial relations refer to collective relationship between the parties involved directly in industry. They are complex and multidimensional concept conditioned by the economic, social and political environment in a country. The basic objective of industrial relations is to develop and maintain mutual understanding and cooperation between the employer and worker.<\/p>\r\n<table>\r\n<tbody>\r\n<tr>\r\n<td><strong>you can view video on Industrial Relations<\/strong><\/td>\r\n<td><a href=\"https:\/\/youtu.be\/ZIXp5TJb5h0\" target=\"_blank\" rel=\"noopener\"><img class=\"alignnone wp-image-120\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"\" width=\"36\" height=\"36\" \/><\/a><\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>","rendered":"<div><span style=\"float: right\"><a href=\"https:\/\/youtu.be\/ZIXp5TJb5h0\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"epgp books\" width=\"75px\" height=\"75px;\" \/><\/a><br \/>\n<\/span><\/div>\n<div>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p><strong>Learning Outcomes:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>The main objectives of industrial relations are:<\/p>\n<ul>\n<li style=\"text-align: justify\">To develop and maintain harmonious relations between management and labour so essential for higher productivity of labour and industrial progress in the country.<\/li>\n<li style=\"text-align: justify\">To safeguard the interests of labour as well as management by securing the highest level of mutual understanding and goodwill between all sections in industry.<\/li>\n<li style=\"text-align: justify\">To establish and maintain industrial democracy based on the participation of labour in the management and gains of industry, so that the personality of every individual is fully recognized and developed.<\/li>\n<li style=\"text-align: justify\">To avoid all forms of industrial conflict so as to ensure industrial peace by providing better working and living standard of workers.<\/li>\n<li style=\"text-align: justify\">To rise productivity in an era of full employment by reducing the tendency of higher labour turnover and absenteeism.<\/li>\n<li style=\"text-align: justify\">To bring about government control over such industrial units which are running at loses for protecting employment or where production needs to be regulated in public interest.<\/li>\n<li style=\"text-align: justify\">To ensure a healthy and balanced social order through recognition of human rights in industry and adaption of complex social relationships to the advancement of technology.<\/li>\n<\/ul>\n<\/div>\n<p><strong style=\"text-align: initial;font-size: 1em\">27.1. Introduction:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Industrial relation (IR) has traditionally been a <\/span>fire \u2013 fighting<span style=\"text-align: initial;font-size: 1em\"> function in our country. The IR man comes into full play only after <\/span>crisis<span style=\"text-align: initial;font-size: 1em\"> erupts. The relationship between the employer and the employee is usually referred to as industrial relations. The <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> \u2013 management relationship is a highly sensitive and complex aspect influenced by a variety of factors. The nature of\u00a0the industrial relationship in an organisation is determined by factors such as the organisational culture, the attitude of the management, employees and unions, the conditions of employment, the existence of a grievance handling system and dispute settlement procedures, and the efficacy of rules and regulations. As a separate field of study, it is basically concerned with the systematic study of the various aspect of the labour management relationship. An industrial relationship arises out of the continuous interaction between the employers and the unions, which represent the employees. Thus the chief actor in industrial relations are the employers and the unions and their main relationship is through collective bargaining. Compensation- related issues, workload problems, retrenchment, layoffs and similar issues can determine the degree of cordiality in the industrial relationship collectively and individually.<\/span><\/p>\n<div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-448\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-16.png\" alt=\"\" width=\"480\" height=\"250\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-16.png 480w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-16-300x156.png 300w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-16-65x34.png 65w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-16-225x117.png 225w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-16-350x182.png 350w\" sizes=\"auto, (max-width: 480px) 100vw, 480px\" \/><\/p>\n<p style=\"text-align: justify\"><a href=\"http:\/\/www.assignmentpoint.com\/business\/organizational-behavior\/industrial-relations-in-bangladesh-an-overview-of-privete-sector.html\">www.assignmentpoint.com\/business\/organizational-<\/a><a href=\"http:\/\/www.assignmentpoint.com\/business\/organizational-behavior\/industrial-relations-in-bangladesh-an-overview-of-privete-sector.html\">behavior\/industrial-relations-in-bangladesh-an-overview-of-privete-sector.html<\/a><\/p>\n<p>&nbsp;<\/p>\n<p><strong>27.2. Meaning &amp; Definition:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Industrial relations mean the relationship between employers and employees in industrial organisations. According to Dale Yoder, the term industrial relations refers to the whole field of relationship among people, human relationships that exist because of the necessary collaboration of men and women in employment process of modern industry.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">In the broad sense, the term industrial relations also includes the relations between the various unions between the state and the unions as well as those between the employers and the government. Relations of all these associated in industry may be called industrial relations. The subject, therefore includes individual relations and joint consultation between employers and workers at the place of work, collective relations between employers and their organisations and trade unions and the part played by the state in regulating these relations. Industrial relations involve the study of how people get on together at their work, what difficulties arise between them, how relations among them are regulated and what organisations are set upto protect different interests.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">According to ILO, industrial relations comprise relationship between the state on the one hand &amp; the employers &amp; employees organisation on the other hand &amp; the relationship among the occupational organisations themselves. The ILO uses the term to denote such matters as freedom of association &amp; the protection of the right to organise, the right to collective bargaining, collective agreements, conciliation &amp; arbitration &amp; the occupational organisations at various levels of economy.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">According to Micheal Armstrong, \u201cIndustrial relations is concerned with the systems, rules &amp; procedures, used by unions &amp; employers to determine the reward for effort &amp; other conditions of employment to protect the interest of the employed &amp; their employers &amp; to regulate the ways in which employers treat their employers.\u201d<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to Ordway Tead &amp; Henry.C. Metcalf, \u201cIndustrial relation is defined as the composite result of the attitudes &amp; approaches of the employers &amp; employees toward each other with regard to planning, supervision, direction &amp; coordination of the activities of an organisation with a minimum of human efforts &amp; frictions with an animating spirit of cooperation &amp; with proper regard for the genuine well being of all members of the organisation.\u201d<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to C. Von Otter, \u201cThe Study of <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> management relations (LMR) refers to the rules &amp; policies which govern &amp; organize employment, how these are established &amp; implemented &amp; how they affect the needs &amp; interest of employees &amp; employers.\u201d<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The foregoing definitions <\/span>reveals<span style=\"text-align: initial;font-size: 1em\"> the following points about industrial relations<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0 Industrial relations are the outcome of the employment relationship in <\/span>industry<span style=\"text-align: initial;font-size: 1em\">. These relations cannot exist without the two parties \u2013 employer &amp; employees.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0 Industrial relations include both individual relations as well as collective relations. Individual relations imply relations between employer &amp; employees. Collective relations mean relations between employer\u2019s associations &amp; trade unions as well as the role of the state is regulating these relations.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0\u00a0 The concept of industrial relations is complex &amp; <\/span>multi dimensional<span style=\"text-align: initial;font-size: 1em\">. The concept is not limited to relations between trade unions &amp; employer but also extends to the general web of relationship between employers, employees &amp; the government.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4.\u00a0 Industrial relations is a dynamic &amp; developing concept. It undergoes change with changing structure &amp; environment of <\/span>industry<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">5.\u00a0\u00a0\u00a0 Strictly <\/span>speaking<span style=\"text-align: initial;font-size: 1em\"> a distinction can be made between human resource management &amp; industrial relations. Human resource management deals mainly with executive policies &amp; activities regarding the human resource aspects of the enterprise while industrial relations is mainly concerned with <\/span>employers-employees<span style=\"text-align: initial;font-size: 1em\"> relationship.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">6 .Industrial<span style=\"text-align: initial;font-size: 1em\"> relations do not function in a <\/span>vaccum<span style=\"text-align: initial;font-size: 1em\">. These are rather the composite result of the attitude &amp; approaches of employers &amp; employees towards each other. Industrial relations are an integral part of social relations.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">7.\u00a0 Several parties are involved, in the industrial relations system. The main parties are employees &amp; their associations, employees &amp; their unions &amp; the government. These three groups interact within the economic &amp; social environment to shape the industrial relations system.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">8.\u00a0 The main purpose of industrial relations is to maintain <\/span>harmonioies<span style=\"text-align: initial;font-size: 1em\"> relationship between management &amp; <\/span>labour<span style=\"text-align: initial;font-size: 1em\">. The focus in these relationships is on <\/span>accomodation<span style=\"text-align: initial;font-size: 1em\">. These parties involved develop skills &amp; methods of adjusting to or cooperating with each other. They also attempt to solve their problems through collective bargaining.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">9.\u00a0\u00a0 The Central &amp; state government evolve, influence &amp; regulate industrial relations through laws, rules, agreements, awards of courts, executive &amp; financial machinery. The government has played an increasing role in industrial relation in part by becoming the biggest employer &amp; partly by regulating working conditions in the private sector.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">10.\u00a0\u00a0\u00a0 The scope of industrial relations is quite wide. The main issues involved here are:<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(a)\u00a0 Grievances &amp; their redressal<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(b)\u00a0 Worker\u2019s participation in management<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(c)\u00a0 Ethical code &amp; discipline<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">(d)\u00a0 Collective bargaining<\/span><\/p>\n<p>&nbsp;<\/p>\n<p>(e) Standing order<\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"text-align: initial;font-size: 1em\">(f) Machinery for the settlement of industrial disputes.<\/span><\/p>\n<\/div>\n<div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-449\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-17.png\" alt=\"\" width=\"339\" height=\"331\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-17.png 339w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-17-300x293.png 300w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-17-65x63.png 65w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-17-225x220.png 225w\" sizes=\"auto, (max-width: 339px) 100vw, 339px\" \/><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-450\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18.png\" alt=\"\" width=\"932\" height=\"279\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18.png 932w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18-300x90.png 300w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18-768x230.png 768w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18-65x19.png 65w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18-225x67.png 225w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-18-350x105.png 350w\" sizes=\"auto, (max-width: 932px) 100vw, 932px\" \/><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\">27.3. Parties involved in Industrial Relations:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The major parties involved in industrial relations are employees, employee representatives, employers, <\/span>association<span style=\"text-align: initial;font-size: 1em\"> of employers, government &amp; court &amp; tribunal (as shown in fig 27.1)<\/span><\/p>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-451\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-19.png\" alt=\"\" width=\"530\" height=\"214\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-19.png 530w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-19-300x121.png 300w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-19-65x26.png 65w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-19-225x91.png 225w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-19-350x141.png 350w\" sizes=\"auto, (max-width: 530px) 100vw, 530px\" \/><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: center\">Fig 27.1. Parties to IR<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: left\"><strong style=\"text-align: initial;font-size: 1em\">27.3.1.<em> Employees:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employees are the main party of industrial relation as there is a huge majority of employees working in <\/span>organised<span style=\"text-align: initial;font-size: 1em\"> &amp; <\/span>un-organised<span style=\"text-align: initial;font-size: 1em\"> sector in our country. Therefore, it is useful to make certain circumstances:<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><em style=\"text-align: initial;font-size: 1em\">27.3.1.1. Commitment to Industry: <\/em><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Labour is committed to <\/span>industrial<span style=\"text-align: initial;font-size: 1em\"> setting, thus contribution to <\/span>stable<span style=\"text-align: initial;font-size: 1em\"> workforce as most of the employees belong to villages but due to work they are <\/span>force<span style=\"text-align: initial;font-size: 1em\"> to stay in <\/span>city<span style=\"text-align: initial;font-size: 1em\"> with his spouse &amp; children, which make the job stability more <\/span>prior,<span style=\"text-align: initial;font-size: 1em\"> if industry <\/span>want<span style=\"text-align: initial;font-size: 1em\"> to maintain <\/span>there<span style=\"text-align: initial;font-size: 1em\"> relations.<\/span><\/p>\n<\/div>\n<div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-452\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-20.png\" alt=\"\" width=\"390\" height=\"376\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-20.png 390w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-20-300x289.png 300w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-20-65x63.png 65w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-20-225x217.png 225w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-20-350x337.png 350w\" sizes=\"auto, (max-width: 390px) 100vw, 390px\" \/><\/p>\n<p><em>27.3.1.2. Protective legislation:<\/em><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">From time to time, the government has enacted a variety of <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> acts. Perhaps, ours is the only country in the world which has so many acts to protect worker\u2019s interest. Thanks to the enormous protective legislation, wages, benefits &amp; working conditions, safety &amp; health of workers have improved considerably.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><em style=\"text-align: initial;font-size: 1em\">27.3.1.3. Status of the workers:<\/em><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The economic &amp; social status of today\u2019s workers is vastly improved. Industrial employment is no longer the undesirable alternative left for those driven out from villages. Improved skills contents of the jobs &amp; increased emoluments have made industrial employment the first attraction among young job aspirants.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><em style=\"text-align: initial;font-size: 1em\">27.3.1.4. Employment P attern:<\/em><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Another feature noticed in the industrial <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> is the change that has come about in the employment pattern owing to <\/span>change<span style=\"text-align: initial;font-size: 1em\"> in industrial activity, which has tremendously expanded &amp; diversified, &amp; has undergone a technical transformation. In the early days, unskilled work predominated in industrial employment, so long as traditional industries like textiles &amp; mining were in the forefront.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.2. Trade Union:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Unions have a crucial role to play in industrial relations. Unions have broad objectives which are:<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0\u00a0 To reduce the bargaining advantage of the individual worker vis-\u00e0-vis the individual employers, by substituting joint or collective actions for individual action<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0\u00a0 To secure improved terms &amp; conditions of employment for their members &amp; the maximum degree of security to enjoy these terms &amp; conditions.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0 To obtain improved status for the worker in his or her work, and<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4<\/span>.To<span style=\"text-align: initial;font-size: 1em\"> increase the extent to which unions can exercise democratic control over decisions that affect their interests by power sharing at the national, corporate &amp; plant levels<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The union power is exerted primarily at two levels- at the industry level, to establish joint regulations at on basic wages &amp; hours with an employer\u2019s association or its equivalent; &amp; at the plant level where the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> exercise joint control over some aspects of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> of the work &amp; terms &amp; conditions of employment.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.3. Employers:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers, too are directly involved in any dispute between them &amp; the employees. Employers are endowed with <\/span>certain<span style=\"text-align: initial;font-size: 1em\"> inalienable right vis-\u00e0-vis <\/span>labour<span style=\"text-align: initial;font-size: 1em\">. The management has the right to hire &amp; fire any worker, notwithstanding union restrictions. It is no just firing a worker here or there, but the management\u2019s ability to control the economic destiny of the workers that matters. The management has the right to relocate, close, merge, takeover or sell a particular plant, these actions affect <\/span>worker\u2019s<span style=\"text-align: initial;font-size: 1em\"> interests. The management has another powerful weapon i.e, introducing or threatening to the technological change. Technological change can displace <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> or annihilate skills.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">In general, managers tend to see employee relations in term of the following activities:<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0 Creating &amp; maintaining employee motivation<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0 Obtaining commitment from the <\/span>work force<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0 Establishing mutually beneficial channels of communication throughout the <\/span>organisation<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4.\u00a0 Achieving high levels of efficiency<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">5.\u00a0 Negotiating terms &amp; conditions of employment with employee representation<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">6.\u00a0 Sharing decision making with employees.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">7.\u00a0 Engaging in a power structure with trade unions.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.4. Employer\u2019s Association:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers associations operate at local, industry &amp; all India levels. The <\/span>confederation<span style=\"text-align: initial;font-size: 1em\"> of the Indian Industries (CII) is a powerful body at the national level which is doing an admirable job in protecting &amp; promoting the legitimate interests of the owners of industries.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The major objectives of <\/span>employer\u2019s<span style=\"text-align: initial;font-size: 1em\"> association include:<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1.\u00a0 Representing employers in collective bargaining<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">2.\u00a0 Developing machinery for <\/span>avoidance<span style=\"text-align: initial;font-size: 1em\"> of disputes.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">3.\u00a0 Providing information on employee relation &amp; to give advice.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">4.\u00a0 Representing members on national issues.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.5. Role of Government:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">In a sense, government intervention in industrial relation is as old as the industry itself. However, till the 19th century, governments everywhere followed the <\/span>Laissez faire<span style=\"text-align: initial;font-size: 1em\"> policy \u2013 they left IR to the managers &amp; workers who were required to solve the problems themselves. Towards the end of the of the 19th century, the attitude of the government changed, &amp; intervention became a reality. The state, as of today, regulates the relationship between the management &amp; the <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> &amp; seeks to protect the interests of <\/span>the both<span style=\"text-align: initial;font-size: 1em\"> the groups.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.3.6. Judiciary &amp; Employee Relations:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The powers of the judiciary are of <\/span>dual<span style=\"text-align: initial;font-size: 1em\"> type:<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">1. The authority of the courts to settle legal disputes<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">2 .<span style=\"text-align: initial;font-size: 1em\">Judicial review- the authority of the courts to rule on the constitutionality of a legislation<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">It is the power of the judiciary to settle legal disputes, <\/span>reffered<span style=\"text-align: initial;font-size: 1em\"> to them, that affect IR considerably. The judicial pronouncements will have a <\/span>far reaching<span style=\"text-align: initial;font-size: 1em\"> impact because (i) judicial errors do occur, <\/span>through<span style=\"text-align: initial;font-size: 1em\"> infrequent, (ii) possibility of wrong assessment of penalty, \u201cJudges notoriously vary in the security of punishment inflicted. (iii) judges are known for pronouncing conflicting verdicts on the same or similar disputes, and (iv) confusion in terms.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">27.4. Approaches to study of Industrial Relations:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Since the employers &amp; the employees have conflicting interests over the <\/span>organisational<span style=\"text-align: initial;font-size: 1em\"> resources, industrial relations remain a complex &amp; sensitive issue. On the one hand, the employers in business aim at making more profits &amp; faster growth by reducing cost. On the other hand, the employees seek to enhance their income &amp; social status by demanding more compensation from <\/span>the employers<span style=\"text-align: initial;font-size: 1em\">, and this will obviously push up the cost of production. The interests of the employers &amp; those of the employees often remain irreconcilable &amp; their stand remains mutually antagonistic. These approaches are: (i) the unitary approach; (ii) the pluralist approach; (iii) the system approach; (iv) the social action approach; (v) the Marxist approach; (vi) the Gandhian approach; (vii) the human relations approach; (<\/span>viii<span style=\"text-align: initial;font-size: 1em\">) the Giri approach; (ix) the industrial sociology approach and (x) the Oxford school approach.<\/span><\/p>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-453\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-21.png\" alt=\"\" width=\"652\" height=\"373\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-21.png 652w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-21-300x172.png 300w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-21-65x37.png 65w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-21-225x129.png 225w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-21-350x200.png 350w\" sizes=\"auto, (max-width: 652px) 100vw, 652px\" \/><\/p>\n<div>\n<p style=\"text-align: center\">Fig. 27.2. Approaches of Industrial Relations<\/p>\n<p>&nbsp;<\/p>\n<p><strong><em>27.4.1. The Unitary Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>This approach characterized by a form of administration in which power is vested with a single authority. In the case of the unitary approach to industrial relations, the authority rests solely with the management with no right to anyone to challenge its decision. According to the proponents of this approach, its basic assumption is that the common values &amp; objectives unite &amp; bind both the management &amp; the workers. The use of power in this approach is only for the common good &amp; interest. The management, this approach believes, must deal strongly with the perceived challenges born out of the irrational beliefs, the short term preoccupations &amp; the narrow perspectives that develop from the ignorance of the challengers to its authority &amp; to the overall system.<\/p>\n<p>&nbsp;<\/p>\n<p><strong><em>27.4.2. The Pluralist Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>Unlike the unitary approach, the pluralist approach believes in basic ground rules, negotiated settlements &amp;\u00a0\u00a0 mutual compromises for solving the industrial conflicts. The basic assumption of this approach is that the disagreements between the parties to the industrial relations on important issues are not unbridgeable by compromises &amp; the collaborations can continue at all stages. In the pluralist approach, the power is not vested with anyone group; rather a balance of power is maintained between the parties to the industrial relations.<\/p>\n<p>&nbsp;<\/p>\n<p><strong><em>27.4.3. The System Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">This approach was developed by J.P. Dunlop of Howard University in 1958. According to this approach, individual are part of an ongoing but independent social system. The behaviour, actions &amp; role of the individuals are shaped by the cultures of the society. The three elements of the system approach are input, process &amp; output. Society provides the cue (signal) to the individuals about how one should act in a\u00a0<span style=\"text-align: initial;font-size: 1em\">situation. The institutions, the value system &amp; other characteristics of the <\/span>society<span style=\"text-align: initial;font-size: 1em\"> influence the process &amp; determine the outcome or response of the individuals.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.4. The Social Action Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">It is a variant of the system approach. In the system approach, society plays a dominant role, while <\/span>the actors<span style=\"text-align: initial;font-size: 1em\"> such as employers, employees &amp; their representatives keep a low profile &amp; play a passive role in the process. On the contrary, the social action approach assigns an active role to the actor s of the industrial relations. The actor\u2019s understanding of the work situation <\/span>become<span style=\"text-align: initial;font-size: 1em\"> more important than <\/span>the social<span style=\"text-align: initial;font-size: 1em\"> factors &amp; their independent views gain a greater <\/span>weightage<span style=\"text-align: initial;font-size: 1em\"> in deciding their <\/span>behaviour<span style=\"text-align: initial;font-size: 1em\"> towards industrial relations.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.5. The Marxist Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to this approach, industrial conflicts are the central reality of industrial relations, but open conflicts are uncommon. The Marxist approach views industrial disputes as a class struggle &amp; industrial relations as a politicized concept &amp; an element of the class struggle. As per the Marxist approach, the understanding of industrial relations requires an understanding of the capitalized society, the social relation of production &amp; the mechanism of capital accumulation.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.6. The Gandhian Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The core of the <\/span>gandhian<span style=\"text-align: initial;font-size: 1em\"> approach in industrial relations is the utility of non-violence as a means of conflicts resolution in <\/span>organisations<span style=\"text-align: initial;font-size: 1em\">. The basic elements of this approach are truth, non-violence, the voluntary arbitration of disputes &amp; want-lessness. According to Gandhi, the growth of civilization does not mean a multiplication of wants, rather, it means a deliberate &amp; <\/span>self imposed attempt<span style=\"text-align: initial;font-size: 1em\"> to reduce such wants. He blamed the system, rather than individuals, for several evils for society.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.7. The Human Relations Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to this approach, an <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> is nothing but a set of human relations &amp; these human relations are central to how an <\/span>organisations<span style=\"text-align: initial;font-size: 1em\"> functions. As per this approach, <\/span>organisations<span style=\"text-align: initial;font-size: 1em\"> are made up of people &amp; the success of the management lies in its dealings with these people &amp; their relationship to one another. The goals of the human relation approach are: (i) getting people to work; (ii) cooperating through mutuality of interests &amp; (iii) deriving satisfaction from the achieved relationship.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.8. Giri Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Former President of India V.V.Giri\u2019s deep concern for the well being of the working class made him write two popular books on <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> issues entitled Industrial Relations &amp; Labour problems in the Indian Industry. According to him, in the tree of socialism, the root comprises human beings. Giri observed <\/span>that,<span style=\"text-align: initial;font-size: 1em\"> \u201cit is an essential condition to maintain mutual trust &amp; confidence between the employer &amp; employee to obtain the goal of rapid economic development &amp; social justice.\u201d<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.9. Industrial Sociology Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The aim of the industrial sociology approach is to investigate the underlying trends &amp; patterns in the cause &amp; effect of industrial disputes both intended &amp; unintended. Unlike the most other approaches which focus only on the resolution of conflict as a means of achieving industrial relations, the industrial\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">sociology approach focuses on the prevention of industrial conflict by tracing the cause of the disputes &amp; then avoiding it.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.4.10. Oxford School Approach:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">According to this <\/span>approach ,<span style=\"text-align: initial;font-size: 1em\"> the conflict between the interests of employers &amp; employees is inherent, but this interest can be adjusted in order that a common way, which can satisfy both the parties, can be found out, however difficult it may be. Productivity bargaining is a classic example of this approach. According to this <\/span>approach ,<span style=\"text-align: initial;font-size: 1em\"> it is highly essential for the parties to the industrial relations to get the facts right &amp; avoid institutional &amp; other biases. The Oxford school approach can be expressed through the following equations<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">r = f(b) or f(c)<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">where r = rules governing industrial relations; b means collective bargaining &amp; c refers to conflict resolution.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">27.5. Factors influencing Industrial Relations:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.1. Trade Union Density:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When the unions are phenomenally strong in an industry, the power balance would be in <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> of the employees &amp; the unions. In such a situation, the term of industrial relations would be decided by the unions.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.2. Frequency of strike activity:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> or industry reports a high number of strikes within a specific period, the industrial relation would come under increasing strain. Depending <\/span>upon<span style=\"text-align: initial;font-size: 1em\"> the outcome of the strikes, the power equation would change.<\/span><\/p>\n<\/div>\n<div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-454\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-22.png\" alt=\"\" width=\"460\" height=\"418\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-22.png 460w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-22-300x273.png 300w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-22-65x59.png 65w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-22-225x204.png 225w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-22-350x318.png 350w\" sizes=\"auto, (max-width: 460px) 100vw, 460px\" \/><\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.3. Political- Economic Institution:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The role of <\/span>politico- economic<span style=\"text-align: initial;font-size: 1em\"> institution is critical in achieving industrial peace &amp; harmony. When the political institutions, especially the ruling combine, overtly <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> the employees &amp; the trade unions, the power equation would tilt in <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> of the union.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.4. Cultural Diversity:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When there is cultural diversity among the workforce, it may <\/span>favour<span style=\"text-align: initial;font-size: 1em\"> the employers to have divisions among the employees along cultural lines. The educated &amp; enlightened employees may make independent decisions, which may differ with the general stand of the unions.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.5. Demographic structure:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The presence of heterogeneous groups based on age, gender, income &amp; other relevant bases can also influence the power balance between employers &amp; employees.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.5.6. Pattern of Behaviour:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">When the employers espouse authoritarianism in <\/span>behaviour<span style=\"text-align: initial;font-size: 1em\"> &amp; style of management, the employees may predominantly prefer unions &amp; aggressive postures, if possible. In contrast, the employees side with the employers. When the latter adopt a consultative paternal approach.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6. Essential of Effective Industrial Relations:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.1. Leadership Commitment:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Effective industrial relations require strong commitment &amp; support from the management for the maintenance of harmonious industrial relations. The management must develop a kind of culture &amp; philosophy which encourages changes management through cooperation &amp; consultation at all levels of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.2. Appropriate Vision, Mission &amp; Business Strategy:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The thinking of an <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> &amp; its priority for good industrial relations must be made known to all its employees. The management must make suitable changes in its vision &amp; mission statements so that clearly &amp; pursue them keenly to the end that the industrial relations goals are achieved effectively.<\/span><\/p>\n<\/div>\n<div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-455\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-23.png\" alt=\"\" width=\"378\" height=\"331\" \/><\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.3. Creative HR Policies:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The HR policies of an <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> have a profound influence on shaping its industrial relations. In fact, the employees from their perception about the industrial relations on the basis of the HR philosophy &amp; policies of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.4. Open Communication:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">An <\/span>organisation<span style=\"text-align: initial;font-size: 1em\"> must develop a <\/span>two way<span style=\"text-align: initial;font-size: 1em\"> communication channel to remain connected with its employees. An open communication system enables the management not only to keep the employees informed about the proposed changes but also to get constant feedback from them about its policies &amp; actions.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.5. Institutionalizing the Relationship:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">In the long run, the management must develop a system for <\/span>the improving<span style=\"text-align: initial;font-size: 1em\"> the industrial relations on a <\/span>continous<span style=\"text-align: initial;font-size: 1em\"> basis. Intermittent processes like collective bargaining alone are not sufficient to develop the\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">desired level of industrial <\/span>relationship<span style=\"text-align: initial;font-size: 1em\">. The management must take measures for promoting the industrial relations at all levels of the <\/span>organisation<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.6.6. Benchmarking Industrial Relations:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Organizations must make every effort to fix standards or benchmarks for industrial relations so that the progress in industrial relations is properly monitored. Certainly, industrial conflicts like strikes, lockouts\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">&amp;\u00a0\u00a0 other forms of industrial disturbances are inversely related to industrial peace &amp; harmony &amp; such, can become the criteria for measuring industrial\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">relations.<\/span><\/p>\n<\/div>\n<div>\n<p><strong>27.7. Causes of Poor Industrial Relations:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p><strong><em>27.7.1. Economic Causes:-<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Poor wages &amp; poor working conditions are the main reason for unhealthy relations among managements\u00a0&amp;\u00a0\u00a0 labour. Unauthorised deduction from wages, lack of fringe benefits, absence of promotional opportunities; dissatisfaction with job evaluation &amp; performance appraisal methods, faulty incentive schemes are other economic causes.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.2. Organisational Causes:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Faulty<span style=\"text-align: initial;font-size: 1em\"> communication system, dilution of supervision &amp; command, non-recognition of trade unions, unfair practices, violation of collective agreements &amp; standing orders &amp; <\/span>labour<span style=\"text-align: initial;font-size: 1em\"> laws are the <\/span>organisational<span style=\"text-align: initial;font-size: 1em\"> causes of poor relations industry.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.3. Social Causes:-<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Uninteresting nature of work is the main social cause. Factory system &amp; specialization have made worker a subordinate to the machine. Workers <\/span>has<span style=\"text-align: initial;font-size: 1em\"> lost <\/span>sense<span style=\"text-align: initial;font-size: 1em\"> of pride &amp; satisfaction.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.4. Psychological causes:-<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Lack of job security, poor <\/span>organisational<span style=\"text-align: initial;font-size: 1em\"> culture, non-recognition of merit &amp; performance, authoritative administration &amp; poor interpersonal relations are the psychological reason for unsatisfactory employer-employee relations<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>27.7.5. Political Causes:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Political nature of trade unions, multiple unions &amp; interunion rivalry <\/span>weaken<span style=\"text-align: initial;font-size: 1em\"> trade union movement. In the absence of strong &amp; responsible trade unions, collective bargaining becomes ineffective. The union\u2019s status is reduced to a mere strike committee.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-456\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-24.png\" alt=\"\" width=\"451\" height=\"252\" \/><\/p>\n<\/div>\n<div>\n<p><strong>27.8. Measures for improving Industrial Relations:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.8.1. Sound Human Resource Policies:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Policies &amp; procedures concerning the compensation, transfer, promotion etc. of employees should be fair &amp; transparent. All policies\u00a0<\/span><span style=\"text-align: initial;font-size: 1em\">&amp;\u00a0 rules relating to industrial relations should be clear to <\/span>everyday<span style=\"text-align: initial;font-size: 1em\"> in the enterprise &amp; to the union leaders.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.8.2. Constructive Attitudes:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Both management &amp; trade unions should adopt positive attitudes towards each other. Management must <\/span>recognise union<span style=\"text-align: initial;font-size: 1em\"> as the spokesmen of the worker\u2019s grievance &amp; as custodians of their interest.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.8.3. Collective Bargaining:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employer\u2019s <\/span>organisation as well as trade unions<span style=\"text-align: initial;font-size: 1em\"> should be able &amp; willing to deal with mutual problems freely &amp; responsibility.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.8.4. Participative Management:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers should associate workers &amp; unions in the formulation &amp; implementation of human resources policies &amp; practice.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.8.5. Responsible Union:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Unions should adopt a responsible rather than political approach to industrial relations. Unions should accept private ownership &amp; operation of <\/span>industry<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.8.6. Employee Welfare:-<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Employers should <\/span>recognise<span style=\"text-align: initial;font-size: 1em\"> the need for the welfare of workers. They must ensure reasonable wages, satisfactory working condition, opportunities for training &amp; development &amp; other necessary facilities for <\/span>labour<span style=\"text-align: initial;font-size: 1em\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><strong style=\"text-align: initial;font-size: 1em\"><em>27.8.7. Grievance Procedure:<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">A well established &amp; properly administered system for the timely &amp; satisfactory redressal of employee\u2019s grievances can be very helpful of workers.<\/span><\/p>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-457\" src=\"http:\/\/mgmtp01.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-25.png\" alt=\"\" width=\"128\" height=\"477\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-25.png 128w, https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-content\/uploads\/sites\/66\/2018\/10\/Untitled-25-65x242.png 65w\" sizes=\"auto, (max-width: 128px) 100vw, 128px\" \/><\/p>\n<p><strong>Summary:<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Industrial relations refer to collective relationship between the parties involved directly in industry. They are complex and multidimensional concept conditioned by the economic, social and political environment in a country. The basic objective of industrial relations is to develop and maintain mutual understanding and cooperation between the employer and worker.<\/p>\n<table>\n<tbody>\n<tr>\n<td><strong>you can view video on Industrial Relations<\/strong><\/td>\n<td><a href=\"https:\/\/youtu.be\/ZIXp5TJb5h0\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-120\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"\" width=\"36\" height=\"36\" \/><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"author":3,"menu_order":27,"template":"","meta":{"_acf_changed":false,"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":["prof-dr-rajeev-jain"],"pb_section_license":""},"chapter-type":[],"contributor":[60],"license":[],"class_list":["post-445","chapter","type-chapter","status-publish","hentry","contributor-prof-dr-rajeev-jain"],"part":3,"_links":{"self":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/pressbooks\/v2\/chapters\/445","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/wp\/v2\/users\/3"}],"version-history":[{"count":8,"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/pressbooks\/v2\/chapters\/445\/revisions"}],"predecessor-version":[{"id":819,"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/pressbooks\/v2\/chapters\/445\/revisions\/819"}],"part":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/pressbooks\/v2\/parts\/3"}],"metadata":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/pressbooks\/v2\/chapters\/445\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/wp\/v2\/media?parent=445"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/pressbooks\/v2\/chapter-type?post=445"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/wp\/v2\/contributor?post=445"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/mgmtp01\/wp-json\/wp\/v2\/license?post=445"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}