Professional Documents
Culture Documents
Industrial Relations
Industrial Relations
Learning objectives
Understand the different views of the
employment relationship and the interaction in
an IR System
Explain the integral nature of the concept of
conflict, cooperation and regulations
Identify the importantce and difficulties of
comparing industrial relations in different
countries.
Appreciate the character of labour process
and labour market within capitalism and the
interrelationship between macro and micro
employment issues
Definition IR
Industrial relations encompasses a set
of phenomena, both inside and outside
the workplace, concern with determining
and regulating employment relationship
Industrial Relations
Much of Industrial Relations at lower
level of study place considerable
emphasis on factual approach.
- Author concentrated their efforts in
describing situations as they saw it
- they produce guide book rather than
theories and explanations. Eg.
Describing union structure, laws etc.
Approaches to industrial
relations
Approaches to organisations
Unitary
Pluralistic
Co-operation
Authoritarian
Paternalism
Marxist
Conflict
Approaches to industrial relations
Input
Conflict
(differences)
Human
resource
management
Conversion
Institutions
and
processes
Systems
Revolution
Output
Regulation
(rules)
Social action
Labour market
Evolution
Comparative
Control of
the labour
process
Unitary perspective
Assumptions
Capitalist society
Integrated group of people within the work organization
Common values, interests and objectives
Nature of conflict and its resolution
Irrational and aberrant ( straying from the path)
If there is/are conflict, they are Frictional and personal
Coercion (force) or paternalism (limiting freedom through regulation)
Role of Trade Unions
Intrusion from outside
Historical anachronism (relating to a wrong period)
Management only forced to accept trade unions in economic
relations
Unitary view
Organization is:
A group that united
Having same objectives
Single authority/kepatuhan yang satu
common value, interest and objectives (nilai,
minat dan objektif yang sama)
Managers have the right to manage,
managers have prerogative to make
decisions. Those who challange is not
rasional.
to
According to Fox this view of organization had
been abandon as incongruent with reality, but
it should not be discard lightly. It provide
subconscious foundation (the right to
manage) for mgrs seeking to maintain clear
distinction between those issues they prepare
to negotiate and those they are prepared only
to consult. Also appear to have provide the
basis for HRM (comment interest, culture and
values ideology within organization,
Pluralist
perspective
Assumptions
Post-Capitalist society, where a relatively widespread distribution of
power and authority within the society, a separation of ownership from
mgt. a separation ,acceptance and institutionalization of political and
industrial conflict
Coalescence of sectional groups within work organisation
Differing values, interests and objectives
Competitive authority/loyalty structures (formal & informal)
Nature of conflict and its resolution
Rational and inevitable
Structural and institutionalized
Compromise, negotiate and agreement
Role of Trade Unions
Legitimate and accepted in both economic and managerial relations
Internal and integral to organization
THE NATURE OF IR
Focus
Strategic & integrated managerial approach to the
management of people
HRM support for achieving business aims and objectives
Mechanisms
Individualism (human relations, organisational psychology)
Integrating planning, monitoring and control of human
resources (not just employees)
Securing employee commitment or organisations aims &
objectives (performance based rewards, employee
involvement)
CONFLICT
Function:
Identify Differences
of interest
Types:
1. Micro-level organisation
tensions
2. Macro-level society
values & issues
Forms of expression:
1. Hidden individual
2. Overt constitutional
3. Industrial pressure
Conversion
RECONCILIATION
Conducted through:
1. Processes
2. Institutions
3. Levels
Output
REGULATION
Rules:
1. Substantive or
procedural
2. Internal or external
to the organisation
3. Varying degrees of
formality
B.B.G
BARANG PASARAN
CAPITALS
Mesin,
Alatan dan
Buruh
Employee response
Resistance (restrictive practices)
Collectivism (joint regulation)
System Approach
Originated by Dunlop, being subjected to
a variety of interpretation, uses and criticism. However they do not
invalidate the systems approach but they suggested accommodation and
Refinement. It is a broad based integrative model that sought to provide
tools of analysis to interpret and gain understanding the widest possible
range of IR facts and practices and to explain why particular rules are
establish in particular IR systems and how and why they change in
response to changes affecting the system.
This model sees IR as a subsystem of society distinct from but overlapping,
the economic and political subsystem
System Approach
Four interrelated elements:
Actors- management, non-managerial employees and their representatives
And specialize government agencies concern with IR.
Context : influence and constraints on the decisions of the actors which
emanate from other parts of society, such as technology, market,
budgetary and the locus of power in the society..
Ideology; beliefs within the system which not only define the role of each
Actor or groups of actors but also define the view that they have of the role
of other actors in the system. If the view compatible-stable IR system and
other wise.
Rules; the regulatory framework, developed by a range of process and
presented in variety of forms which expresses the terms and nature of the
employment relationship.
Environments
Economic
structure
Attitudes
Values
Interests
Roles
Organisational
hierarchy of
management
Attitudes
Values
Interests
Social
Cultural
Organisational
hierarchy of
management
Power
Choice
Industrial relations system (1)
Power
Choice
Power
Choice
Rule-making process
Internal rules
Output
(substantive rules)
Roles
Control/
order
Input
(conflict)
Power
Disorder
Productive system
Market
Technology
Environments
Environments
Attitudes
Values
Interests
Roles
WIDER APPROACH TO IR
Comparative
approach
Difference between:
Comparative (analysing different countries)
International (transnational institutions and phenomena)
Problems of comparison
Lack of common terminology and definitions
Differences between stated institutional framework and
reality of actual practice
Problems of transferability
Convergence
Logic of industrialisation
All countries subject to same economic, technological and
market forces
All need concentrated, disciplined workforce with new and
changing skills
Similar government role in providing economic and social
infrastructure for industrialisation (competing for same
international investment)
Modified convergence
Countries at different stages of industrialisation
Alternative solutions to common problems
Regional based convergence
Divergence