INDUSTRIAL RELATIONS

INTRODUCTION

WHAT IS INDUSTRIAL
RELATIONS

 Industrial relations - multidisciplinary

field
that
studies
theemploymentrelationship.
A dynamic concept - depends upon the
pattern of society, economic system and
political set up of a country and changes
with the changing economic and social
order.
Comprises of network of institutions trade
unionism, collective bargaining, employers,
the , law and the state which are bound
together
by
common
values
and
aspirations.

 Increasingly being called employment

relationsoremployee
relationsbecause of the importance of non-industrial
employment relationships.
Refers to any productive activity in which
an individual (or a group of individuals) is
(are) engaged
Explains
the
relationship
between
employees and management which stem
directly or indirectly from union-employer
relationship.
A relation of Individual or group of employee
and employer for engaging themselves in a
way to maximize the productive activities.

Definitions
J.T. Dunlop - the complex interrelations
among managers, workers and agencies
of
the
governments.
Dale
Yoder
the
process
of
management dealing with one or more
unions with a view to negotiate and
subsequently
administer
collective
bargaining agreement or labour contract.

OBJECTIVES OF IR
To facilitate production and productivity
To safeguard the rights and interests of both
labour and management by enlisting their cooperation

to achieve a sound, harmonious and

mutually beneficial labour management
relations
To avoid unhealthy atmosphere in the
industry, especially work stoppages, go
slows, gheraos, strikes, lockouts

to establish and maintain industrial

democracy.

Nature of IR
Employer employer
Employer employee
Employee - employee

ACTORS IN IR
WORKERS
(TRADE UNION)

EMPLOYERS
GOVERNMENT
(EMPLOYERS
ASSOCIATION)

(SOCIETY)

IMPORTANCE OF IR

Uninterrupted production
Reduction in Industrial Disputes
High morale
Mental Revolution
Reduced Wastage

Approaches to Industrial Relations

Psychological approach
Sociological approach
Human relations approach

Psychological approach
The problems of IR have their origin in the perceptions
of the management, unions and the workers.
The conflicts between labour and management occur
because every group negatively perceives the
behaviour of the other i.e. even the honest intention of
the other party so looked at with suspicion.
The problem is further aggravated by various factors
like the income, level of education, communication,
values, beliefs, customs, goals of persons and groups,
prestige, power, status, recognition, security etc are
host factors both economic and non-economic which
influence perceptions unions and management
towards each other.
Industrial peace is a result mainly of proper attitudes
and perception of the two parties.

Sociological approach
Industry is a social world in miniature.
The management goals, workers attitudes, perception of
change in industry, are all, in turn, decided by broad social
factors like the culture of the institutions, customs, structural
changes, status-symbols, rationality, acceptance or resistance
to change, tolerance etc.
Industry is inseparable from the society in which it functions.
Through the main function of an industry is economic, its social
consequences are also important such as urbanization, social
mobility, housing and transport problem in industrial areas,
disintegration of family structure, stress and strain, etc.
As industries develop, a new industrial-cum-social pattern
emerges, which provides general new relationships, institutions
and behavioural pattern and new techniques of handling
human resources. These do influence the development of
industrial relations.

Human relations
approach
Human resources
are made up of living

human

beings.
They want freedom of speech, of thought of
expression, of movement, etc.
When employers treat them as inanimate objects,
encroach on their expectations, throat-cuts,
conflicts and tensions arise.
In fact major problems in industrial relations arise
out of a tension which is created because of the
employers pressures and workers reactions,
protests and resistance to these pressures through
protective mechanisms in the form of workers
organization, associations and trade unions.

Causes of poor IR
Mental inertia on the part of the
management and labour.
An intolerant attitude of contempt towards
the workers on the part of management
Inadequate fixation of wage or wage
structure
Unhealthy working conditions
Indiscipline
Lack of human relations skill on the part of
supervisors and other managers.