Session 1 Introduction To CER

INSTITUTE FOR INTERNATIONAL INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY
MANAGEMENT & TECHNOLOGY

24 September 2013
Introduction to Management of Industrial Relations

Dr. Kalpana Maheshwari
INSTITUTE FOR INTERNATIONAL INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY MANAGEMENT & TECHNOLOGY
What is Employment Relations?
A particular set of phenomena associated with regulating the human activity of employment
The administering of the institutions and making rules of work regulation Socio-industrial conflict (in all its forms) and its resolution. Explicit and implicit bargaining between employees and employers
INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY
Perspectives on employment relations
Approaches to organisations
Unitary
Authoritarian Paternalism
Pluralistic
Co-operation Conflict Approaches to industrial relations
Marxist
Evolution Revolution
Input
Conflict (differences)
Conversion Institutions and processes
Output Regulation (rules)
Human resource management Labour market
Systems
Social action
Wider approaches to industrial relations
Control of the labour process
Comparative
Unitary perspective
Assumptions
Capitalist society Integrated group of people within the work organisation Common values, interests and objectives
Nature of conflict and its resolution

Irrational and aberrant Frictional and personal Coercion or paternalism
Role of Trade Unions

Intrusion from outside Historical anachronism Management only forced to accept trade unions in economic relations
The Unitary perspective explained
There is one best way of doing things, and therefore anyone who disagrees is wrong The productive enterprise has objectives which are in the interests of all associated with it (Burchill, p3) Stresses common purpose and harmony: often ideas of team-working, commitment to the enterprise HRM.
Unitarism and conflict
Conflict is seen as pathological, and caused by

Ignorance: so institute training Bad communications: improve them Troublemakers and deviants: requires discipline at work and strong law Outside agitators: get rid of them
Trade unions are either oppositional, or pointless
Pluralist perspective
Assumptions
Post-Capitalist society Coalescence of sectional groups within work organisation Differing values, interests and objectives Competitive authority/loyalty structures (formal & informal)

Rational and inevitable Structural and institutionalised Compromise, negotiate and agreement

Legitimate and accepted in both economic and managerial relations Internal and integral to organisation
The Pluralist perspective explained
This view acknowledges divergent interests within society and the organisation (Burchill, p4)
Not all parties at work share the same goals: slimming down the firm means people lose jobs: pay rises affect profits Does not seek to overthrow capitalism, but to contribute to its management
Pluralism and Conflict
Conflict is normal and inevitable, in society and at work Worker organisations may not be liked, but are legitimate Mechanisms for resolving conflict include
Disciplinary and grievance procedures Disputes procedures
Collective bargaining is THE pluralist concept
Marxist perspective
Assumptions
Capitalist society Division between labour and capital Imbalance and inequalities in society (power, wealth etc)

Inherent in economic and social system Industrial conflict part of wider social conflict Disorder precursor to change in society

Employee response to capitalism Expression and mobilisation of class consciousness Develop political awareness and activity
The Marxist perspective explained
Society is essentially divided into two classes those who own the means of production, and those who do not (Burchill, p5)
Labour is regarded as a factor of production, and profit is made through its exploitation Trade unions are a defence against exploitation, through worker unity
Adapted from Salamon 2000:6
Meaning
Relations between management and workers and the role of regulatory mechanism to resolve any dispute. Parties to IR
Employers & their Associations
Employers & their Associations
Government (Regulatory Body)
IR System Concept: A Causal Model Representation

Actors
Contexts Rules or Outcomes
Processes
Ideology
IR Systems Concept (Dunlop 1958) Major Elements
Actors (workers, unions, mgmt, government) Contexts (labor and product markets, technology, community) Processes (unilateralism, individual bargaining, legislation, adjudication, CB) Ideology (minimal shared beliefs; the glue that gives systems stability) Rules (broadly defined) or Outcomes (pay, benefits, work rules, working conditions, job satisfaction, industrial democracy, peace and conflict, productive efficiency)
Factors affecting industrial relations.
Institutional factors Economic factors Social factors Technological factors Psychological factors. Political factors. Enterprise-related factors. Global factors.
Approaches to industrial relations.
Psychological approach Sociological approach Human relation approach Socio ethical approach Gandhian approach System approach
Human relations approach
Physiological needs Food, water, clothing, shelter etc. Security needs or safety needs Physical security Financial security Job security Social needs Companionship affection Egoistic needs Desire of self-esteem and Esteem from others.
How to manage IR under Human relations approach
Management has to design a suitable motivational strategy to provide environment for their optimum need satisfaction, required for maintaining good human relations in the organizations, which in turn also leads to good industrial relations.
Socio-ethical approach
This approach is not widely accepted It holds that industrial relations to great extent depends on ethics of the people involved in it. For maintenance of good Industrial relations both the labour and management should realize their moral responsibility and greater understanding of each others problem
Socio-ethical approach contd..
The goal of labour management relations is ensuring maximum productivity, leading to rapid economic development This goal can be achieved by adequate understanding among employers, workers and the government, of each others role in industry and willingness among parties to co-operate as partners in the industrial system.
Role of manager under socio-ethical approach
Development of a code of ethics and a management philosophy for industrial relations. This philosophy should be firm but fair, tough but tender and hard but human.
Gandhian approach to industrial relations.
This approach of industrial relations is based on the following concepts:

Truth Non-violence Aparigraha Non-co-operation trusteeship
Gandhian approach - contd
Worker has right to strike This right has to be exercised in a just cause, and in a peaceful and non-violent manner It should be resorted to only after the employer fail to respond to their moral appeals Disputes between employers and laborers are to be resolved through non-violent means. Non-co- operation amounts to peaceful strikes
Principles of Aparigraha
Individual does not have any right to hold or use wealth in disregard of the interest of society The character of production is to be determined by social necessity rather than by personal whims or greed.
Trusteeship
There is no room for conflict of interest between the capitalist and labourers.
Characteristics of Indian labor
Social composition Sex composition of workers Emergence of tribal labour Heterogeneity of labour Lack of differentiated class character High rate of absenteeism and labour turnover Migratory character Instability and village nexus
Concepts and values

Employment relations are concerned with subjective, value judgements about concepts for which there are no universally accepted criteria. Most of the important issues and debates in industrial relations centre around:
Power & Authority and inequality Fairness & Equity Individualism & Collectivism Integrity and trust Rights and responsibility
Control and personal autonomy
24 September 2013
Queries??

Session 1 Introduction To CER

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Session 1 Introduction To CER

Uploaded by

Copyright:

Available Formats

INSTITUTE FOR INTERNATIONAL INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY

MANAGEMENT & TECHNOLOGY

Introduction to Management of Industrial Relations

What is Employment Relations?

INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY

Perspectives on employment relations

Conversion Institutions and processes

Output Regulation (rules)

Human resource management Labour market

Wider approaches to industrial relations

Control of the labour process

Nature of conflict and its resolution

Role of Trade Unions

The Unitary perspective explained

Unitarism and conflict

Conflict is seen as pathological, and caused by

Trade unions are either oppositional, or pointless

Nature of conflict and its resolution

Role of Trade Unions

The Pluralist perspective explained

Pluralism and Conflict

Collective bargaining is THE pluralist concept

Nature of conflict and its resolution

Role of Trade Unions

The Marxist perspective explained

INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY

Adapted from Salamon 2000:6

Employers & their Associations

Government (Regulatory Body)

INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY

IR System Concept: A Causal Model Representation

Contexts Rules or Outcomes

IR Systems Concept (Dunlop 1958) Major Elements

Factors affecting industrial relations.

Approaches to industrial relations.

Human relations approach

How to manage IR under Human relations approach

Socio-ethical approach contd..

Role of manager under socio-ethical approach

Gandhian approach to industrial relations.

This approach of industrial relations is based on the following concepts:

Gandhian approach - contd

Characteristics of Indian labor

Concepts and values

Control and personal autonomy

You might also like