ir - aalam
TRANSCRIPT
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INDUSTRIAL RELATION
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TRADITIONAL PRESENT
MASTER-
SERVANT
ILLITERATE
NOTCONSCIOUS
ILL MOTIVATED
HUMAN RELATIONS
EDUCATED
AWARE, INFORMED
WILLING/MOTIVATED
LABOUR :
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AUTHORITATIVE
AUTOCRATIC
PATERNALISTIC
PREROGATIVE
COLLABORATIVE
DEMOCRACTIC
MUTUALITY
RESTRICTIVE
TRADITIONAL PRESENT
Management
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WHATIS INDUSTRIAL
RELATIONS ?
The term Industrial Relations comprises of two terms: Industry and Relations.
Industry refers to any productive activity in which an individual (or a group of
individuals) is (are) engaged. By relations we mean the relationships that exist
within the industry between the employer and his workmen.
In simple words Relation Between Employee & Employee, Employer & Employer,
Employer & Employee. Hence we can say Employee Relation is part of Industrial
Relations
An Act Or Art Of Controlling Human Resources In Employment. Also Referred As
Labor Relations, Legal Relations Etc.
Two Inseparable Limbs.
Interest Apparently Conflict But Complimentary.
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Relations between the managementof an industrial enterprise and its
employees.
Process by which people and their
organization interact at the place of work to
establish the terms and conditions of
employment
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Institutionally, industrial relations was founded by John R. Commons
when he created the first academic industrial relations program at the
University of Wisconsin in 1920.
Early financial support for the field came from John D. Rockefeller, Jr.who supported progressive labor-management relations in the
aftermath of the bloody strike at a Rockefeller-owned coal mine in
Colorado.
Industrial relations was formed with a strong problem-solving
orientation that rejected both the classical economists laissez faire
solutions to labor problems and the Marxist solution of classrevolution. It is this approach that underlies the New Deal legislation in
the United States, such as the National Labor Relations Act and the
Fair Labor Standards Act.
History
http://en.wikipedia.org/wiki/John_R._Commonshttp://en.wikipedia.org/wiki/John_D._Rockefeller,_Jr.http://en.wikipedia.org/wiki/New_Dealhttp://en.wikipedia.org/wiki/National_Labor_Relations_Acthttp://en.wikipedia.org/wiki/Fair_Labor_Standards_Acthttp://en.wikipedia.org/wiki/Fair_Labor_Standards_Acthttp://en.wikipedia.org/wiki/National_Labor_Relations_Acthttp://en.wikipedia.org/wiki/New_Dealhttp://en.wikipedia.org/wiki/John_D._Rockefeller,_Jr.http://en.wikipedia.org/wiki/John_R._Commons -
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Industrial relations has become one of the most delicate and complex problems of
modern industrial society. Industrial progress is impossible without cooperation of
labors and harmonious relationships. Therefore, it is in the interest
of all to create and maintain good relations between employees (labor) and employers
(management).Industrial relations scholars have described three major theoretical
perspectives or frameworks, that contrast in their understanding and analysis of
workplace relations. The three views are generally known as unitary, pluralist and
radical. Each offers a particular perception of workplace relations and will thereforeinterpret such events as workplace conflict, the role of unions and job regulation vary
differently. The radical perspective is sometimes referred to as the "conflict model",
although this is somewhat ambiguous, as pluralism also tends to see conflict as inherent
in workplaces.
Over view
http://en.wikipedia.org/wiki/Pluralismhttp://en.wikipedia.org/wiki/Political_radicalismhttp://en.wikipedia.org/wiki/Political_radicalismhttp://en.wikipedia.org/wiki/Pluralism -
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Unitary perspective
In unitarism, the organization is perceived as an integrated and harmonious whole
with the ideal of "one happy family", where management and other members of the
staff all share a common purpose, emphasizing mutual cooperation. Furthermore,
unitarism has a paternalistic approach where it demands loyalty of all employees,
being predominantly managerial in its emphasis and application.
Consequently, trade unions are deemed as unnecessary since the loyalty between
employees and organizations are considered mutually exclusive, where there can't
be two sides of industry. Conflict is perceived as disruptive and the pathological
result of agitators, interpersonal friction and communication breakdown.
Pluralist perspective
In pluralism the organization is perceived as being made up of powerful and
divergent sub-groups, each with its own legitimate loyalties and with their own set
of objectives and leaders. In particular, the two predominant sub-groups in the
pluralistic perspective are the management and trade unions.
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Consequently, the role of management would lean less towards enforcing and
controlling and more toward persuasion and co-ordination. Trade unions are
deemed as legitimate representatives of employees, conflict is dealt by
collective bargaining and is viewed not necessarily as a bad thing and, if
managed, could in fact be channeled towards evolution and positive change.
Radical perspective
This view of industrial relations looks at the nature of the capitalist society,
where there is a fundamental division of interest between capital and labour,
and sees workplace relations against this background. This perspective sees
inequalities of power and economic wealth as having their roots in the nature ofthe capitalist economic system. Conflict is therefore seen as inevitable and trade
unions are a natural response of workers to their exploitation by capital. Whilst
there may be periods of acquiescence, the Marxist view would be that
institutions of joint regulation would enhance rather than limit management's
position as they presume the continuation of capitalism rather than challenge it.
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Employer Employee
Employer Governing Bodies
Employee Employee
Employee Governing Bodies
IR Pivot of Relationship
IR covers most of the part of ER, where as ER is a part or IR
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Human being pivot of this relationship:
1.exists independently, capable of intelligent thinking & responsibleactions. Broad drives in human nature :mans innate sense of dignity,
conscious of rights, self esteem, complex emotions in success.Opportunity & satisfaction.2.seeks esteem of otherscraves recognition.wants to be trusted.wants to feel his dignity respected.3. Instincts of survival:Conscious of requirements of material needs,Food , clothing, shelter and other necessities of social existence.4. Security :assurance against hazards of future.
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5. Social instincts :wants to join others to secure common interests. Team work6. When these are satisfied, he ishappy, Cooperative and productive.
Basis of IR :
Common tasks
Work / task
Governed by :
Organizational requirement & human considerations.Therefore , optimum balance : good IR { external : environment also}.Ideally cordial IR is perfect harmony:But perfect understanding for all times - a myth.Humanly impossible to sink conflicts & differences for ever & completely.People will have grievances, conflicts & some differences.
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Good and cordial IR does not pre-supposes total absence of conflicts.Thus : important : urge on the part of both to settle conflicts by mutual understanding.
If poor IR - none happy
Several apprehensionsFears in mindPoor moraleTension
Therefore, suffer mentally & physically.
All dislike tension & conflicts. Inherent desire & urge to end conflicts & tension. This is
important in handling IR.
At times people prolong:
Political motive
Negative approach
Management by crisis
Leadership by exhibition of bitterness
Absence of collaborative desire.
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Industrial relations: a framework
1.Quality of national polity : therefore, national attitude of cynicism.
2.To develop constructive work ethos as long term solution.
3.To extend family relation concept to co-worker relations.
4.Industrial managers to find best means to operate in existing climate.5.To distinguish between union and employees.
6.This distinction results in:
Trade union relations on institutional basis.
Employees treated as constituency therefore, complete tus.6.Therefore, need to establish social relationship.
With tus involves:Assessment of strength/weakness;Their conscious countering.7. Individual relationship : will involve :-Fair wages/termsGood working conditionsResponsiveness to individual/group problems.Care & concern for employee & familyfamily feelings
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Employee
Management Government
Actors inIR
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OBJECTIVES :
Congenial Labour mgmt relations
Enhance economic status of the worker
Regulate the production by minimizing industrial conflict
Socialize industries by making government as employer
Workers to have a say in management &decision making
Encourage &develop trade union
Avoid industrial conflict consequences
Industrial democracy
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Functions
1. Communication is to be established betweenworkers and the management in order to bridge the
traditional gulf between the two.
2.To establish a rapport between managers and the
managed.3.To ensure creative contribution of trade unions to
avoid industrial conflicts, to safeguard the interest of
workers on the one hand and the management on the
other hand, to avoid unhealthy, unethical atmosphere
in an industry.4.To lay down considerations which may promote
understanding, creativity and co-operation to raise
industrial productivity, to ensure better workers
participation?
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IMPORTANCE OF IR
Uninterrupted Production
Reduction in Industrial Disputes
High Morale
Mental Revolution
New Programme
Reduced Wastage
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SUCCESS OF IRa) Top Management support
b) Sound Personnel policies
c) Adequate practice should be developed by professionals
d) Detailed supervisory training
e) Follow up results