INDUSTRIAL RELATIONS

INDUSTRIAL RELATIONS TRIANGLE

MANAGEMENT

EMPLOYEE RELATIONS

UNION RELATIONS

WORKERS

MEMBER

UNIONS
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AGON OF HARMINIOUS INDUSTRIAL RELA

EMPLOYERS ATTITUDE TOWARDS TRADE UNIONS SOUND HR POLICY IMPLEMENTED WITH DUE SERIOUSNESS

USTIFIED OMPENSATION ACKAGE OMPARABLE N THE INDUSTRY SPEEDY DISPOSAL OF GRIEVANCES

INDUSTRIAL RELATIONS

IN DEALING WITH TRANSPARENCY WITH MATTERS OF INTEREST TO WORKERS

DEVELOPING A PROVIDING CULTURE OF OPPORTUNITIES CONSULTATION AND FOR CAREER THAT OF MUTUAL TRADE UNIONS ATTITUDEGROWTH AND RESPECT TOWARDS EMPLOYER DEVELOPMENT 3

INDUSTRIAL RELATIONS IS CONCERNED WITH THE SYSTEMS, RULES AND PROCEDURES USED BY UNIONS AND EMPLOYERS TO DETERMINE THE REWARDS FOR EFFORTS AND OTHER CONDITIONS OF EMPLOYMENT, TO PROTECT THE INTERESTS OF THE EMPLOYEES AND THEIR EMPLOYERS, AND TO REGULATE THE WAYS IN WHICH EMPLOYERS TREAT THEIR EMPLOYEES. 4 MICHAEL ARMSTRONG

IR COVERS THE FOLLOWING AREAS: COLLECTIVE BARGAINING ROLE OF MANAGEMENT, UNIONS AND GOVERNMENT MACHINERY FOR RESOLUTION OF INDUSTRIAL DISPUTES INDIVIDUAL GRIEVANCES AND DISCIPLINARY POLICY & PRACTICE LABOUR LEGISLATIONS INDUSTRIAL RELATIONS TRAINING 5

TIONS OF RELATIONSHIPS

ONTROL OTHERS ULE OVER OTHERS MASTER SERVANT USINESS HIERARCHICAL RELATIONSH ARTNERS IN PROGRESS OWER SHARING
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PPROACHES TO INDUSTRIAL RELATIO ADVERSARIAL TRADITIONAL PARTNERSHIP POWER SHARING

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JOHN DUNLOPS MODEL

GOVERNM ENT LABOU MANAGEMENT R

EXTERNAL ENVIRONMEN T, TECHNOLOGI CALADVANCE MENT, & INTERNATION AL NATIONAL ENVIRONMEN ENVIRONMENT T

ORGANISATIONA VALUES ECONOMIC FACTORS

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PILLARS OF HARMONIOUS IR
EMPLOYERS ATTITUDE TOWARD TRADE UNION SOUND HR POLICY IMPLEMENTED WITH DUE SERIOUSNESS TRANSPARENCY IN DEALING WITH MATTERS OF INTEREST TO THE EMPLOYEES PROVIDING OF OPPORTUNITIES FOR CAREER GROWTH AND DEVELOPMENT TRADE UNIONS ATTITUDE TOWARDS EMPLOYER DEVELOPING A CULTURE OF CONSULTATION & MUTUALITY SPEEDY DISPOSAL OF GRIEVANCES 9 JUSTIFIED COMPENSATION IN RELATION

IR STRATEGY

FACTORS AFFECTING EMPLOYEE RELATIONS STRATEGY

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COLLECTIVE BARGAINING
[BEATRICE & SYDNEY WEBB INTRODUCED THE TERM FIRST]
AT THE INITIAL STAGE, WORKERS FOUND IT ALMOST IMPOSSIBLE TO NEGOTIATE / BARGAIN WITH THE MANAGEMENT INDIVIDUALLY. HENCE THEY FORMED ASSOCIATION / UNION.
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DEFINITION
ILO CONVENTION (ADOPTED IN 1949)
VOLUNTARY NEGOTIATION BETWEEN EMPLOYERS OR EMPLOYERS ORGANISATIONS AND WORKERS ORGANISATION WITH A VIEW TO THE REGULATION OF TERMS AND CONDITIONS OF EMPLOYMENT BY COLLECTIVE AGREEMENT. A FLANDERS SAYS THAT CB IS A SOCIAL PROCESS THAT CONTINUALLY TURNS DISAGREEMENTS INTO
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COLLECTIVE BARGAINING (CB) IS MAINLY ASSOCIATED WITH THE BARGAINING OR NEGOTIATION PROCESS BETWEEN THE MANAGEMENT AND THE TRADE UNION / OFFICERS ASSOCIATION. FEATURES OF COLLECTIVE BARGAINING: A TWO-WAY PROCESS RIGHT TO INFORMATION IS NOT UNLIMITED A DEMOCRATIC AND PARTICIPATORY PROCESS A BIPARTITE PROCESS; MAY BE TRIPARTITE AGREEMENT IS NOT ENOUGH, WILLINGNESS TO IMPLEMENT IS ALSO

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AREAS AND ISSUES NORMALLY COVERED UNDER COLLECTIVE BARGAINING

ISSUES RELATING TO WAGES, BENEFITS AND FACILITIES TO THE WORKERS ISSUES RELATING TO THE INTRODUCTION, MODIFICATION OR ADMINISTRATION OF THE PROCEDURES OF SUCH MATTERS WHICH HAVE A BEARING ON THE SERVICE CONDITIONS & CONDITIONS OF SERVICE OF THE WORKERS ISSUES RELATING TO THE IMPROVEMENT OF THE WORK EFFICIENCY
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FORMS OF COLLECTIVE BARGAINING CONJUNCTIVE BARGAINING

ARISES FROM THE ABSOLUTE REQUIREMENT THAT SOME AGREEMENT ANY AGREEMENT MAY BE REACHED SO THAT THE OPERATIONS ON WHICH BOTH ARE DEPENDENT MAY CONTINUE AND RESULTS IN A WORKING RELATIONSHIP IN WHICH EACH PARTY AGREES TO COMPLY WITH AND FULFIL CERTAIN DUTIES / RESPONSIBILITIES / OBLIGATIONS. ALSO CALLED

DISTRIBUTIVE BARGAINING.

COOPERATIVE BARGAINING EACH PARTY

IS DEPENDENT ON THE OTHER AND CAN ACHIEVE 15

BARGAINING AGENT DIFFERENT TYPES OF AGREEMENTS UNDER COLLECTIVE BARGAINING LEGALITY OF AGREEMENT

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NEGOTIATION

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COLLECTIVE BARGAINING IS ESSENTIALLY A PROCESS OF NEGOTIATION OF CONFERRING AND, IT IS HOPED, REACHING AGREEMENT WITHOUT RESORTING TO FORCE. NEGOTIATING TAKE PLACE WHEN TWO PARTIES MEET TO REACH AN AGREEMENT.

CONVERGENT PROCESS WHERE BOTH

PARTIES ARE EQUALLY KEEN TO REACH A WIN-WIN AGREEMENT.

DIVERGENT PROCESS ONE OR BOTH18

OF THE PARTIES AIM TO WIN AS MUCH AS

NEGOTIATIONS CAN NORMALLY BE BROKEN DOWN INTO FOUR STAGES 1.PREPARING FOR NEGOTIATION: SETTING OBJECTIVES, DEFINING STRATEGY AND ASSEMBLING DATA 2. OPENING 3. BARGAINING 4. CLOSING
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NEGOTIATING SKILLS ANALYTICAL ABILITY EMPATHY PLANNING ABILITY INTERACTIVE ABILLITY COMMUNICATING ABILITY
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BARGAINING SKILLS
THE ABILITY TO SENSE THE EXTENT TO WHICH THE OTHER PARTY EXPECTS TO ACHIEVE / SUSTAIN ITS CLAIM / OFFER THE RECIPROCAL ABILITY NOT TO GIVE REAL WANTS AWAY FLEXIBLE REALISM CAPACITY TO MAKE REALISTIC MOVES DURING THE BARGAINING PROCESS TO REDUCE THE CLAIM OR INCREASE THE OFFER TO DEMONSTRATE THAT THE BARGAINER IS SEEKING A REASONABLE SETTLEMENT RESPECT THE ABILITY TO DEMONSTRATE TO THE OTHER PARTY THAT THE
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