Approaches to Industrial Relations

 Psychological Approach

 Sociological Approach

 Human Relations Approach

 Gandhian Approach

 Human Resource Management Approach

 The Action Theory Approach

2/20
 (contd.)
 The Unitary Approach

 The Pluralist Approach

 The Marxist/RadicalApproach

 Weber’s Social Action Approach

 Socio-Ethical Approach

 The Oxford Approach

3/20
Why So Many Approaches...?
The problems posed in the field of industrial relations
cannot be solved within the limits of a single
discipline, and hence it is bound to be inter-
disciplinary in approach.

Any problem in industrial relations has to be

approached on a multi-disciplinary basis, drawing
from the contributions of a number of disciplines.

1/20
Psychological Approach
Problem of industrial relations lie in the
perception and attitude of the participants.

Study by Mason Haire on the behaviour of two

groups, namely, “Union leaders” and “Executives”.

4/20
Psychological Approach (contd.)
Results of Mason Study:
a) The general impression about a person is radically
different when he is seen as a representative of
management from that of a person as a representative of
labour.

b)The management and labour see each other as less

dependable.

c) The management and labour see each other as inadequate

in thinking regarding emotional characteristics and inter-
personal relations.

5/20
Sociological Approach
• This approach includes various sociological factors like
value system, customes, norms, symbols, attitude and
perception of both labour and management.

• As industrialisation gets momentum, a set of new

industrial-cum-social patterns emerges. These influences
shape the industrial relations.

• Now a days industrial relations are determined by power.

6/20
Human Resource Management
Approach
The term, human resource management (HRM) has
become increasingly used in the literature of
personnel/industrial relations.

The term has been applied to a diverse range of

management strategies and, indeed, sometimes used
simply as a more modern, and therefore more acceptable,
term for personnel or industrial relations management.

19/20
 (Contd.)
Some of the components of HRM are Emphasises
(i) HR organisation individualism & the direct
relationship btn
(ii) HR planning management & its
employees.
(iii) HR systems

(iv) HR development Quite clearly, therefore, it

(v) HR relationships
(vi) HR utilisation
questions the collective
regulation basis of
traditional industrial
relations.

(vii) HR accounting
(viii) HR audit.
.
20/20
 Each offers a particular perception of workplace relations & will therefore
interpret such events as workplace conflict, the role of unions & 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.

 Radical theories are strongly identified with Marxist theories, although

they are not limited to these.
 Unitary perspective
 The organization is perceived as an integrated & harmonious whole with
the ideal of "one happy family", where management & other members of
the staff all share a common purpose, emphasizing mutual cooperation.

 Has a paternalistic approach where it demands loyalty of all employees,

being predominantly managerial in its emphasis and application

 Trade unions are deemed as unnecessary since the loyalty between

employees & 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
 The organization is perceived as being made up of powerful & 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.

 The role of management would lean less towards enforcing & 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
 Here IR looks at the nature of the capitalist society, where there is a
fundamental division of interest between capital & labour, and sees
workplace relations against this history.

 Inequalities of power & economic wealth as having their roots in the nature
of the capitalist economic system.

 Conflict is seen as inevitable

 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.