Industrial Relations Introduction

Industrial relations constitute one of the most delicate and complex problems of the modern industrial society. This phenomenon of a new complex industrial set-up is directly attributable to the emergence of Industrial Revolution. The pre-industrial revolution period was characterized by a simple process of manufacture small scale investment local mar!ets and small number of persons employed. "ll this led to close proximity between the manager and the managed. #ue to personal and direct relationship between the employer and the employee it was easier to secure cooperation of the latter. "ny grievance or misunderstanding on the part of either party could be promptly removed. "lso there was no interference by the $tate in the economic activities of the people. %nder such a set-up industrial relations were simple direct and personal. This situation underwent a mar!ed change with the advent of industrial revolution & size of the business increased needing investment of enormous financial and human resources there emerged a new class of professional managers causing divorce between ownership and management and relations between the employer and the employer became entranged and gradually antagonistic. This new set-up rendered the old philosophy of industrial relation irrelevant and gave rise to complex indirect and impersonal industrial relations.

Industry today is neither viewed as a venture of employers alone nor profit if considered as its sole ob'ective. It is considered to be a venture based on purposeful cooperation between management and labour in the process of production and maximum social good is regarded as its ultimate end and both management and employees contribute in their own way towards its success. $imilarly labour today is no more an unorganized mass of ignorant wor!s ready to obey without resentment or protest the arbitrary and discretionary dictates of management. The management has to deal with employees today not as individuals but also as members of organized social groups who are very much conscious about their rights and have substantial bargaining strength. (ence the ob'ective of evolving and maintaining sound industrial relations is not only to find our ways and means to solve conflicts to resolve differences but also to secure the cooperation among the employees in the conduct of industry. )ut maintaining smooth industrial relation is not an easy tas!. "lmost all the industrialized countries of the world fact the problem of establishing and maintaining good management wor!er relationships in their industries. *ach country has sought to find our solution depending upon its economic social and political environment. (owever industrial conflict still arises and therefore establishment and maintenance of satisfactory industrial relations forms an important plan! in the personnel policies of modern organization.

Meaning
In the broad sense industrial relations cover all such relationships that a business enterprise maintains with various sections of the society such as wor!ers state customers and public who come into its contact. In the narrow sense it refers to all types of relationships between employer and employees trade union and management wor!s and union and between wor!ers and wor!ers. It also includes all sorts of relationships at both formal and informal levels in the organization. The term industrial relations+ has been variously defined. ,.T. #unlop defines industrial relations as -the complex interrelations among managers wor!ers and agencies of the governments. "ccording to #ale .oder -industrial relations is the process of management dealing with one or more unions with a view to negotiate and subse/uently administer collective bargaining agreement or labour contract. In indusial relations therefore one see!s to study how people get on together at their wor! what difficulties arise between them how their relations including wages and wor!ing conditions etc. are regulated. Industrial relations thus include both industrial relations+ and collective relations+ as well as the role of the state in regulating these relations. $uch a relationship is therefore complex and multidimensional resting on economic social psychological ethical occupational political and legal levels. There are mainly two set of factors that determine the state of industrial relations & whether good or poor in any country. The first set of factors described as institutional factors+ include type of labour legislation policy of state relating to labour and industry extent and stage of development of trade unions and

employers+ organizations and the type of social institutions. The other set of factors described as economic factors+ include the nature of economic organization capitalist socialist technology the sources of demand and supply in the labour mar!et the nature and composition of labour force etc.

Significance:
0aintenance of harmonious industrials relations is on vital importance for the survival and growth of the industrials enterprise. 1ood industrial relations result in increased efficiency and hence prosperity reduced turnover and other tangible benefits to the organization. The significance of industrial relations can be summarized as below2 3. It establishes industrial democracy: Industrial relations means settling employees problems through collective bargaining mutual cooperation and mutual agreement amongst the parties i.e. management and employees+ unions. This helps in establishing industrial democracy in the organization which motivates them to contribute their best to the growth and prosperity of the organization. 4. It contributes to economic growth and development: 1ood industrial relations lead to increased efficiency and hence higher productivity and income. This will result in economic development of the economy. 5. It improves morale of he work force: 1ood industrial relations built-in mutual cooperation and common agreed approach motivate one to

contribute one+s best result in higher productivity and hence income give more 'ob satisfaction and help improve the morale of the wor!ers. 6. It ensures optimum use of scare resources: 1ood and harmonious industrial relations create a sense of belongingness and groupcohesiveness among wor!ers and also a congenial environment resulting in less industrial unrest grievances and disputes. This will ensure optimum use of resources both human and materials eliminating all types of wastage. 7. It discourages unfair practices on the part of both management and unions: Industrial relations involve setting up a machinery to solve problems confronted by management and employees through mutual agreement to which both these parties are bound. This results in banning of the unfair practices being used by employers or trade unions. 8. It prompts enactment of sound labour legislation: Industrial relations necessitate passing of certain labour laws to protect and promote the welfare of labour and safeguard interests of all the parties against unfair means or practices. 9. It facilitates change: 1ood industrial relations help in improvement of cooperation team wor! performance and productivity and hence in ta!ing full advantages of modern inventions innovations and other scientific and technological advances. It helps the wor! force to ad'ust themselves to change easily and /uic!ly

Industrial Relations in India

IR has undergone a wide change in Indian scenery during the end of british period in India an awa!ening in wor!ing class was seen. The world wars forced the employers to become more friendly with the wor!ers to see un interrupted production is ensured during war time. :ut of their self interest they have to become benevolent "t the same time leaders also came up 0r. Roy Tila! 0ahatma 1andhi and others were instrumental to organise wor!ers union and also force government to frame labour laws to improve the lot of wor!ers. In 3;4; Industrial dispute "ct was enacted later in 3;69 it became industrial dispute act where in machineries to solve industrial dispute were indicated.

<3= The #irective principles of state policy as enshrined in our constitution stipulate that the state should endevour to improve the wor!ers conditions wor!ing conditions and also productivity of industries which will improve wealth of nations. <4= $everal acts are enacted by parliament both before and after independence which were focusing on wor!ers interests welfare health etc. The >Tric "ct ?actory "ct. Industrial #ispute "ct@ Trade union "ct gives ma'or direction to achieve the constitutional directives.

<5= )esides this wages "ct 3;6A )onus "ct 3;87 1rativity "ct 3;94 */ual remuneration "ct 3;97 are some of the acts in the above direction. <6= In 3;94 Bational commission on labour recommended setting up a permanent industrial Relations commission this was not well received by government. <7= Bational conference in 3;A4 made several recommendations a= *mphasis on formation of permanent industrial Relations commission b= $tringent action on contravention of a mutually agreed code of conduct c= " chec! off system was prescribed where in by ballot election how many are real members of a union how many dual boghus etc could come to light. This did not find well with unions but some unions have arranged for deduction of their subscription through employers pay counter to some extent the chec! of system is wor!ing.

Factories Acts and Industrial Relations

?actories "ct of 3;68 is a culmination of a series of earlier acts for Industrial Relations. The act ma!es extensive provisions for healthy relations in various areas in the wor!place.

S.NO. Year EHS (Environ ent! Healt"! # Safet$% RE&'(A)ION! Acts S.NO. C3. C4. C5. C6. C7. Year 3;96D3;;A 3;99D3;;4D4CC5 3;A3D3;A9 3;A4 3;A8 EHS (Environ ent! Healt"! # Safet$%

RE&'(A)ION! Acts The Eater <prevention F control of pollution= "ct including amendments. The Eater <prevention F control of pollution= "ct including amendments. The "ir <prevention F control of pollution= "ct including amendments. The "ir <prevention F control of pollution= Rules *nvironment <protection= "ct 3;A8 including amendments of 3;;3 *nvironment <protection= "ct 3;A8 including amendments of Rules C8. C9. 3;A;D4CCCD4CC5 3;A;D4CCC The (azardous wastes <mgt. and handling= rules including amendments 4CCCD4CC5 0anufacture storage and import of (azardous chemical rules including amendments rules

CA.

3;A;

The Gentral 0otor Hehicle rules <under motor vehicle "ct 3;AA=

C;. 3C. 33. 34. 35. 36. 37. 38. 39. 3A. 3;. 4C. 43. 44.

3;85D3;;7D4CCC 4CC6 4CCC 3;6AD3;A9 3;74 3;78D4CC5 3;56D3;;9 3;A6D3;;5D4CC6 4CCCD4CC4 3;A6 4CC3 3;A5D3;A; 3;9C 3;74

Boise

pollution

<regulation

control=rules 4CCC :zone depleting

substances

<regulation=rules 4CC6 The battery <0gt. and handling= rules 4CC6 The factories "ct <"s amended fill 3;A9= Iun'ab state factory rules Indian *lectricity rules The petroleum "ct <as amendment till 3;;9= 1as cylinder rules including amendment rules 3;;5D4CC6 The #1 rules 4CCC with amendment 4CC4 The *xplosive "ct *nergy conservation "ct 4CC3 The *xplosive rules including amendment rules 3;A; The contract labour regulation F control "ct 3;9C and rules 3;93 The Iun'ab welfare officer recruitment F condition of services rules

45. 46.

3;;AD4CC5 3;A8

The )io medical waste <0gt. and handling= Rules The Ghild labour <prohibition and regulation= "ct

This cover section 33-4C and 64-6; F the items covered are related to2 Sec **:+ 1eneral cleanliness

Sec *,:+ #isposal of wastes and affluent Sec *-:+ Hentilation and temperature Sec *.:+ ?ree from dust and fumes Sec */:+ "rtificial humidification Sec *0:+ :vercrowding and congestion Sec *1:+ Jighting Sec *2:+ #rin!ing water Sec *3:+ Kamotes and urinal Sec ,4:+ Irovision for spittoons Sec .,:+ Eashing facility Sec .-:+ Keeping clothing not worn during wor!ing hours and for drying of wet clothes Sec ..:+ $itting for wor!ers who are obliged to wor! standing Sec ./:+ 0aintenance of first aid box with prescribed contents for every employees Sec .0:+ Ganteen facility for more than 47C wor!ers Sec .1:+ $uitable rest rooms or lunch room with provision for drin!ing water and should be provided in factory employing more than 37C wor!ers and for more than 7CC wor!ers ambulance room of prescribed size prescribed e/uipments and in charge of /ualified medical and nursing staff Sec .2:+ GrLches for women wor!ers more than 5C Sec .3:+ "ppointments of welfare office for more than 7CC employees So e Social Securit$ 5rovision for 6or7ers. <$tatutory= a= 0edical treatment and compensation for industrial in'ury accident ailments etc.

b= ?inancial assistance during absence due to ill health or accidents. c= :ld age pension d= 1ratuity e= Irovident ?und f= ?inancial assistance g= 0aternity benefit to women wor!er

O89ectives of Industrial Relations

3. To bring better understanding and cooperation between employers and wor!ers. 4. To establish a proper channel of communication between wor!ers and management. 5. To ensure constructive contribution of trade unions. 6. To avoid industrial conflicts and to maintain harmonious relations. 7. To safeguard the interest of wor!ers and the management. 8. To wor! in the direction of establishing and maintaining industrial democracy. 9. To ensure wor!ers+ participation in decision-ma!ing. A. To increase the morale and discipline of wor!ers. ;. To ensure better wor!ing conditions living conditions and reasonable wages. 3C.To develop employees to adapt themselves for technological social and economic changes. 33.To ma!e positive contributions for the economic development of the country.

Industrial :is;ute:
Meaning
"ccording to $ection 4<K= of the Industrial #isputes "ct 3;69 and industrial dispute+ means -any dispute or difference between employers and employees or between employers and wor!men or between wor!men and wor!men which is connected with the employment or non-employment or the terms of employment or with the conditions of labour of any person. Thus form the legal point of view industrial dispute does not merely refer to difference between labour and capital as is generally thought but it refers to differences that affect groups of wor!men and employers engaged in an industry. *ssentially therefore the differences of opinions between employers and wor!men in regard to employment non-employment terms of employment or the conditions of labour where the contesting parties are directly and substantially interested in maintaining their respective contentious constitute the sub'ect-matter of an industrial dispute. <auses of Industrial :is;utes The causes of industrial conflict or disputes have been much varied. These may be described partly a psychological or social and partly political but predominantly economic. $ome important factors responsible for industrial conflict and poor industrial relations many be briefly stated as follows2 0anagement+s general apathetic towards wor!ers or employees because of their contention that they want more and more economic or monetary rewards and want to do less wor!.

 0ental inertia on the part of both management and labour. Jac! of proper fixation of wages inconformity with cost of living and a reasonable wage structure generally. )ad wor!ing conditions. "ttempts by management to introduce changes <such a rationalization modernization or automation= without creating a favourable to appropriate climate or environment for the same. Jac! of competence or training on the part of first-line supervision as well management at upper levels in the practice of human relations. "ssignment of unduly heavy wor!-loads to wor!er unfair labour practices <such as victimization or undue dismissal=. Jac! of strong and healthy trade unionism lac! of a proper policy of union recognition and inter-union rivalries. " spirit of non-cooperation and a general tendency among employees to criticize or oppose managerial policies or decisions even when they may be in the right directions. " fall in the standard of discipline among employees largely due to wrong or improper leadership often resulting in insubordination or disobedience on the part of employees. #ifference in regard to sharing the gains of increased productivity. Inade/uate collective bargaining agreements.

 Jegal complexities in the industrial relations machinery or settlement of industrial disputes. Jac! of necessary changes in the wor!ing of government in accordance with changing needs and circumstances. Gombination of too much law and too little respect for law even at high levels. 1rowing factional and personal difference among ran!-and-file employees who are union members or union leaders and a tendency on the part of the management in some cases to prefer having with outside leaders and not give due respect to wor!er-leaders. Iolitical environment of the country@ and "gitation and wrong propaganda by selfish labour leaders to further their own interests of their own party.

Fe6 suggestions for t"e i ;rove ent of industrial relations and reduce dis;utes

3. Trade unions should be strengthened democratically so that they can understand and toe with the main stream of the national industrial activities. They can drop the somehow survive attitude by promising impossibles and conse/uent perpetual strain. 4. *mployers should have more transparency in their dealings with wor!ers to build confidence and have progressive out loo!. 5. They should have open minded flexible collective )argaining. 6. Eor!ers should be allowed to participate in the management through forums committees and councils 7. $ound labour policy planning 8. Iroper leadership and communication 9. *nforcement of discipline A. Try to have union with in wor!ers fold. ;. */uity in distribution of wealth by ac!nowledging wor!ers as team members

The essences of good industrial relation lies in the bringing up of good labour relations which gives a forum to understand each other <employer employee= Iroperly Greates co-operative thin!ing and wor!ing to achieve the goal of the organization. " good Industrial Relations increases the morale of employers and goods them to give their maximum each thin! of their mutual interest which paves way for introduction of new methods developments and leading to adoption of modern technology. This progressive ways when designed with their mutual interest and consent develops many incentive propositions effective participators forum is created in management. Irofit are shared wor!ers get their dues in the organization leading to 'ob satisfaction-which is needed for good relations. 1ood industrial relation increase production improves /uality of wor! and products efficiency of wor!ers increased. Gost of production lowered. The main reasons for industrial discard can be due to 3. 0isunderstanding or differences in perception 4. Jac! of co operation real or imagined 5. Iroblems with authority 6. ?uture to comply with policies or stic! to plans. 7. (is "greements over ways to achieve agreed goals.

Gonflict can have some positive aspects also they may give positive results li!e 3. Reveal new aspect of an existing issue 4. Improve long term communication between the individuals concerned 5. "lways previously stifled emotions to be released

Sco;e
The scope of industrial relations includes all aspects of relationships such as bringing cordial and healthy labour management relations creating industrial peace and developing industrial democracy. The cordial and healthy labour management relations could be brought in by safeguarding the interest of the wor!ers@ by fixing reasonable wages@ by providing good wor!ing conditions@ by providing other social security measures@ by maintaining healthy trade unions@ by collective bargaining. The industrial peace could be attained & by setting industrial disputes through mutual understanding and agreement@ by evolving various legal measure and setting up various machineries such as Eor!s Gommittee )oards of Gonciliation Jabour Gourts etc. The industrial democracy could be achieved & by allowing wor!ers to ta!e part in management@ and

 by recognition of human rights.

A;;roac"es to Industrial Relations

Industrial conflicts are the results of several socio-economic psychological and political factors. Harious lines of thoughts have been expressed and approaches used to explain his complex phenomenon. :ne observer has stated -"n economist tries to interpret industrial conflict in terms of impersonal mar!ets forces and laws of supply demand. To a politician industrial conflict is a war of different ideologies & perhaps a class-war. To a psychologist industrial conflict means the conflicting interests aspirations goals motives and perceptions of different groups of individuals operating within and reacting to a given socio-economic and political environment.

5s$c"ological a;;roac" "ccording to psychologists problems of industrial relations have their origin in the perceptions of the management unions and ran! and file wor!ers. These perceptions may be the perceptions of persons of situations or of issues involved in the conflict. The perceptions of situations and issues differ because the same position may appear entirely different to different parties. The perceptions of unions and of the management of the same issues may be widely different and hence clashes and may arise between the two parties. :ther factors also influence perception and may bring about clashes. The reasons of strained industrial relations between the employers and the employees can be understood by studying differences in the perception of issues situations and persons between the management groups and labour groups.

The organizational behavior of inter-groups of management and wor!ers is of crucial importance in the pattern of industrial relations. The group-dynamics between the two conflicting groups in industrial relations tend to shape the behavioural pattern.

Sociological a;;roac" Industry is a social world in miniature. The management goals wor!ers+ attitudes perception of change in industry are all in turn decided by broad social factors li!e the culture of the institutions customs structural changes status-symbols rationality acceptance or resistance to change tolerance etc. Industry is thus inseparable from the society in which it functions. Through the main function of an industry is economic its social conse/uences are also important such as urbanization social mobility housing and transport problem in industrial areas disintegration of family structure stress and strain etc. "s industries develop a new industrial-cum-social pattern emerges which provides general new relationships institutions and behavioural pattern and new techni/ues of handling human resources. These do influence the development of industrial relations.

Hu an relations a;;roac" (uman resources are made up of living human beings. They want freedom of speech of thought of expression of movement etc. Ehen employers treat them as inanimate ob'ects encroach on their expectations throat-cuts conflicts and tensions arise. In fact ma'or problems in industrial relations arise out of a

tension which is created because of the employer+s pressures and wor!ers+ reactions protests and resistance to these pressures through protective mechanisms in the form of wor!ers+ organization associations and trade unions. Through tension is more direct in wor! place@ gradually it extends to the whole industry and sometimes affects the entire economy of the country. Therefore the management must realize that efforts are made to set right the situation. $ervices of specialists in )ehavioural $ciences <namely psychologists industrial engineers human relations expert and personnel managers= are used to deal with such related problems. "ssistance is also ta!en from economists anthropologists psychiatrists pedagogists tec. In resolving conflicts understanding of human behavior & both individual and groups & is a prere/uisite for the employers the union leaders and the government & more so for the management. Gonflicts cannot be resolved unless the management must learn and !now what the basic what the basic needs of men are and how they can be motivated to wor! effectively. It has now been increasingly recognized that much can be gained by the managers and the wor!er if they understand and apply the techni/ues of human relations approaches to industrial relations. The wor!ers are li!ely to attain greater 'ob satisfaction develop greater involvement in their wor! and achieve a measure of identification of their ob'ectives with the ob'ectives of the organization@ the manager on their part would develop greater insight and effectiveness in their wor!.

5rinci;le of &ood Industrial Relations The willingness and ability of management and trade unions to deal with the problems freely independently and with responsibility. Recognition of collective bargaining. #esirability of associations of wor!ers and managements with the 1overnment while formulating and implementing policies relating to general economic and social measures affecting industrial relations. ?air redressal of employee grievances by the management Iroviding satisfactory wor!ing conditions and payment of fair wage. Introducing a suitable system of employees education and training. #eveloping proper communication system between management and employees. To ensure better wor!ing conditions living conditions and reasonable wages. To develop employees to adapt themselves for technological social and economic changes. To ma!e positive contributions for the economic development of the country.

Role of state in industrial relations In recent years the $tate has played an important role in regulating industrial relations but the extent of its involvement in the process is determined by the level of social and economic development while the mode of intervention gets patterned in conformity with the political system obtaining in the country and the social and cultural traditions of its people. The degree of $tate intervention is also determined by the stage of economic develop. ?or example in a developing economy li!e ours wor!-stoppages to settle claims have more serious conse/uences than in a developed economy and similarly a free mar!et economy may leave the parties free to settle their relations through stri!es and loc!outs but in other systems varying degrees of $tate participation is re/uired for building up sound industrial relations. In India the role played by the $tate is an important feature in the field of industrial relations and $tate intervention in this area has assumed a more direct form. The $tate has enacted procedural as well as substantive laws to regulate industrial relations in the country.

Role of

anage ent in industrial relations

The management have a significant role to play in maintaining smooth industrial relations. ?or a positive improvement in their relations with employees and maintaining sound human relations in the organization the management must treat employees with dignity and respect. *mployees should be given say+ in the affairs of the organization generally and wherever possible in the decision-ma!ing process as well. " participative and

permissive altitude on the part of management tends to give an employee a feeling that he is an important member of the organization & a feeling that encourages a spirit of cooperativeness and dedication to wor!. 0anagement must ma!e a genuine efforts to provide congenial wor! environment. They must ma!e the employees feel that they are genuinely interested in their personal development. To this end ade/uate opportunities for appropriate programmes of 3Atraining and development should be provided. 0anagements must delegate authority to their employees commensurate with responsibility. They must evolve well conceived and scientific wage and salary plan so that the employees may receive 'ust compensation for their efforts. They must devise develop and implement a proper incentive plan for personnel at all levels in the organization. There must be a well-planned communication system in the organization to pass on information and to get feed bac! from the employees. 0anagements must pay personal attention to the problems of their employees irrespective of the fact whether they arise out of 'ob environment or they are of personal nature. They must evolve establish and utilize appropriate machineries for speedy redressal of employees grievances.

 0anageemnts must provide an enlightened leadership to the people in the organization. "n environment of mutual respect confidence goodwill and understanding on the part of both management and employees in the exercise of their rights and performance of their duties should prevail for maintaining good industrial relations

Role of trade unions in

aintaining industrial relations

The trade unions have a crucial role to play in maintaining smooth industrial relations. It is true that the unions have to protect and safeguard the interests of the wor!ers through collective bargaining. )ut at the same time they have e/ual responsibility to see that the organization do not suffer on account of their direct actions such as stri!es even for trivial reasons. They must be able to understand and appreciate the problems of managements and must adopt a policy of give and ta!e+ while bargaining with the managements. Trade unions must understand that both management and wor!ers depend on each other and any sort of problem on either side will do harm to both sides. )esides public are also affected particularly when the institutions involved are public utility organizations.

)"e la8our

anage ent s$nerg$

Ilanning for healthy Industrial Relations is one of the most delicate and complex problems of present day industrial society representing diverse

points of flexion+ and bases of industrial edifice+. (ow people get on together at their wor! what difficulties arise between them how their relations including wages and wor!ing conditions are regulated and what organizations are set up for the protection of different interests- these are some of the ma'or issues of industrial relations system. The Triangle of Industrial Relations $ystem represents multi-pronged relationship between management trade unions and wor!ers. Industrial Relations $ystem+s responsibility implies2 <a= Inter-vertex

Relationship <amongst management trade unions and wor!ers inter se= and <b= Inter-societal obligations. 0anagement relationship vis-M-vis trade unions is based on increasing realization that trade unionism has to come to stay as a necessary concomitant of the contemporary capitalist them@ and that trade unions movement is the expression of the wor!ers+ collective determination to recover emotional security lost through Industrial revolution. 0anagement relationship vis-M-vis wor!ers revolves round the themes li!e attitude towards wor!@ industrial democracy@ urge for greater degree of control over wor! situation@ search for an environment where wor!er can ta!e roots and where he belongs to@ and identification of the functions where he sees the purpose of his wor! and feels important in achieving it. 0anagement approach towards itself presupposes management as a social tas!. $ince life is based on conflict the management tas! in the long-run is directed towards harmonizing this conflict inside and outside the enterprise. The art and

science of management is highly sophisticated with theories concepts and models of management. Trade union relationship vis-M-vis management is conditioned by accepting the fact that management presents an indissoluble partnership amongst interest power and responsibility in the societal context. Trade %nion relationship vis-M-vis wor!ers implied that it should appreciate wor!ers+ aspirations and expectations that trade union is essentially a protective friendly society meant primarily to manage and handle their economic social and cultural problems. :ften aspirations of wor!ers are at variance with those of leaders in the trade union movement. Trade union approach towards itself is based on the premise that trade unionism is a management system. Trade %nions as organizations generally viewed themselves as an end+ rather than as a means+ centering on cause+ and not on man+ which in turn creates an attitude of convalescence and the cause of unconsciousness. There is often a tendency in trade unionism to promote mass movement+ instead of an +organisation+ and its membership is often based on calamity features+ rather than on positive factors+. In a changing situation li!e India ideological postures are of limited relevance in the realm of trade unionism which has to underta!e responsibilities in a dynamic situation influenced by external and internal environment and focusing on2

TRADE UNION

WORKERS

The primary purpose :rganisation "d'ustment and adaptation "ttitudes Representation *conomic responsibility #iscipline There is an imperative need of strengthening the democracy and freedom within the trade unions encourage wor!ers+ participation in the process of decision-ma!ing and developing new perspectives in the personnel problems of the trade unionism. 0anagement and trade unions both have to be aware of the changing value system the needs of a new breed+ of employee the ever-increasing generational gap in attitudes towards money emphasis on /uality of life

public+s lower frustration tolerance changing attitudes towards wor! and leisure education+s impact on peoples+ self-image re'ection of authoritarianism and dogmatism greater stress on pluralism and individualism and search of identity self-esteem and self-realization. The ideology based on rationality@ moral absolutes leading to situational ethics@ and economic efficiency resulting in social 'ustice@ are the new bases and postulates for shaping the future industrial relations system in the Indian context.

5lanning Industrial Relations: )as7s A"ead In future organization systems employees would consider themselves to be partners in management and expect their talents to be utilized to the fullest. Eith increased self-esteem and self-image young graduates will resist authority and would challenge prevailing management prerogatives. Tomorrow+s management control centers advanced :R models will aid future managers in the use of resources they would need to balance humanistic values with the flow of advancing science and technology. "ccording to Hictor ?uchs -In future the large corporation is li!ely to be over-shadowed by the hospital university research institutes government offices and professional organizations that are the hallmar!s of a service economy+. ?ollowing the concept of corporate citizenship+ the responsible corporation+ has to develop as a social institution where people share success and failure create ideas interact and wor! for development and realization of the individual+s potential as human being.

$ince Industrial Relations is a function of three variables & management trade unions and wor!ers a wor!able approach towards planning for healthy labourmanagement relations can be developed by2 #efining the acceptable boundaries of employerD employee action@ 1ranting the freedom to act within these boundaries@ and 0onitoring the resulting developments. ?or achieving the ob'ectives of improved management & trade union the following line fo action is suggested2 " realistic attitude of managers towards employees and vice versa for humanizing industrial relations. Iroper organization climate and extension of area of Industrial Relations Institutionalism of industrial relations and effective forums for interaction between management and trade unions at plant industry and national levels. " comprehensive system of rules and discipline The maintenance of an efficient system of communication "n ob'ective follow-up pattern for industrial relations system. Respect for public opinion and democratic values

 "n integrated industrial relations policy incorporating rational wage policy@ trade union and democratic rights sanctity of ballot collective bargaining and tripartite negotiations. Ehatever labour laws may lay down it is the approach of the management and union which matters and unless both are enlightened industrial harmony is not possible. In fact both managements and wor!ers need a change in their philosophy and attitudes towards each other. In all fairness both management and wor!ers should not loo! upon themselves as two separate and distinct segments of an organization but on the contrary realize that both are partners in an enterprise wor!ing for the success of the organization for their mutual benefit and interest. It is becoming increasingly obvious that industrial peace amongst all participants in the industrial relations systems re/uires truth as foundation 'ustice as its rule love as its driving force and liberty as its atmosphere.

REFERN<ES 3. )hagoliwal TB personal 0anagement and Industrial Relations "gra Iubl. 4. "run 0onappa Industrial Relations Tata 0c 1raw (ill. 5. 0ichael H I (R0 and (uman Relations (imalaya. 6. 0amoria and 0amoria #ynamics of Industrial Relations in India (imalaya.