BY : JUICE,LYN,KIKI

1. INTRODUCTION
Employers, workers and trade unions representing them are jointly and severally
responsible for good industrial relations. The first step is for both management and trade
unions to accept, at the highest level, the same degree of responsibility for industrial relations
as for other functions within their respective organisations. Harmonious industrial relations
need to be developed within the framework of efficiency of the establishment or undertaking.
For example, a major objective of management must be to develop just and effective
personnel and industrial relations policies which cause the confidence of all employees,
subject to the purpose for which the establishment or undertaking was established and its
social obligation to the nation.
Industrial relation by Peter Ackers (1994) says that the words ‘Industrial’ signifies
manual workers, employed in large-scale factory setting. The words can be embrace both to
public and private service industries, the blue and white-collar workers. The labour relation,
employee relation or employment relations is interchangeably and it can be used everywhere.
As per Peter Acker says that, people in the industrial relationship discussion is not an ‘old
fashion’. They are in group of school teacher, car worker, computer programmer, bank
manager and the social worker. Even though they are in variety in type such black or white,
male of female, old or young and able-bodies or disability. They have in common fact that
they either employ others or paid someone to be work and either part-time or full-time,
temporary or permanent, employers or employed they are still considered in Industrial
Relation.
Equally, trade unions should ensure that the policies and practices that they adopt are
not only fair in relation to the function and purpose for which they have been formed but also
take into consideration national interests. There are many factors that contribute to harmony
industrial relation such as:-
1. Trainers role/leader 6. Worker participation
2. Trust 7. Working condition
3. Training 8. Change in managment
4. Teamwork 9. Gain sharing
5. Approach of Human Resource 10. Balancing act (work & personal)
Management (HRM)

2. THE FACTORS CONTRIBUTING TO INDUSTRIAL RELATION HARMONY
1. Trainers role/leader
Another point that is identified is trainers role or leadership role. As we know that a
good trainers and leadership impact a lot in contributing to harmonious industrial relation.
(Malcolm Leary, 1974, p. 67) in hers journals titled ‘’Industrial relations the trainer’s role,
industrial and Commercial Training’’ says that people should be aware or concerned with the
Industrial Relations which they have to be focused in their own role in terms of recent
development, worker participation and codetermination and control of the industry1.
(Malcolm Leary, 1974, p. 67) said that a trainer has two options either they ignore the
changes or to avoid certain problems. They should asking themselves if they are making
positive contribution to industrial harmony development or not. Subsequently in her article
discuss on how the trainer can make a start formulation an appropriate strategy and technique
in became a good trainer in training2.
Nowadays, employees are often seek their staff of top managers who has a strong trainers
skill, good character and personal which has a major responsible in the work environment.
All employees need a trainer as a leader to lead a particular group in an organization. A good
trainer must have a good values, aspiration and clear mission and vision so that they can
bring the group into positive mission. A clear mission inspires employee and help boost
company performance among employees. A good mission is also provide a focus and
direction to the employees. The top management as a trainer should implement good values
so that the staff or the worker can follow the good value too. Therefore it lead to a
harmonious industry because of the organization has produced a well manner workers
without any dispute among them.
As we know that problems solving is a vital skill in daily life which is why graduated
employers are so keen on it. Even when it is not specified in the job description but many
employers will look at your problem-solving skills at various different stage of application
process. This is because problems solving is very important so that the problems in any
organization can be settled early. If the problems became bigger and bigger this will lead to
non harmonious industry. So that to achieve harmonious industry, a good trainer or leader
must know on how to solve problems in any organization. suggest that a trainer is also be
able to solve any industrial relations problems by an injection of training

3. (Malcolm Leary, 1974, P. 68)3. A training by a trainers will soften their workers skill. Again
(Malcolm Leary, 1974, P. 68) claims that’s at a professional level a good trainers can analysis
a problems4. Meaning to say that a good trainer is able to find the root causes in an
organization so that early detection can be made. A training company specialist is concerned
in avoiding problems. Problems can make a gaps among employers and employees which
bring negative environment in any organization. (Malcolm Leary, 1974, P. 68) said that a
trainer must have sufficient understanding in organization and can make positive contribution
towards managing the process change5. A good relationship can be managing between
employers and employee will lead to harmonious industrial relationship.
Employees understand in where to focus their efforts if they align their daily work with
vision and mission. A good trainer will lead the groups in industrial relation so that they are
in the right way to establish goal and maximum their performance. (Malcolm Leary, 1974, P.
68) claims that most trainers shy away from industrial relations because they cannot
understand what is really going on6. Great leadership are those who take all factors into
consideration and they have the potential to excite people to achieve extraordinary things
which make the trainers or leader among the highest of callings. Meaning to say that a good
workers or leader will motivated as they are comfortable with the working environment. They
also know their responsibilities and as a trainers and employees so that the trainers or the
employers cannot take any arbitrary action again the worker. This will make harmony in a
organization therefore industrial harmony exist.
A good trainer according to (Malcolm Leary, 1974, P. 68) is excellent at a level of
academic, attitude, and opportunity. A good trainer at academic level where they has a
discipline to meet. He has widely knowledge in history, economics and government7. Trainer
has a high discipline so that they can set a high standards and all the employees will acting
against a rule and any dispute will be prohibited. Prohibition in dispute and discipline among
employees and employers will lead to harmonious industrial relation. As per (Malcolm Leary,
1974, p. 69) says at learning level where opportunity in discussing real issues, create and
enhances them to participate in situation and release people from polarised position and this
encourage in relationship development8. Meaning to say that a good trainer must have good
communication during training session so that they can easily work as a team without any
dispute. Communication channel should remain open so that employees feel free to question
rules that they feel unsatisfied in a proper ways without quarrel. This first should be started
by the trainers which must have a good communication towards their employees. A good

4. communication makes their workers a belonging into the organization and harmonious
industry in an organization exist.
2. Trust
According to Section 6 Industrial Relations & Participation by (R. E. Fells, 1993,
page 33), Emphasizes the importance of trust between the parties in negotiation and
workplace relations - state that, although it is so highly valued, it is not clear exactly what
trust is and how it can be brought about, explores situations calling for trust, both in
negotiation an in the wider workplace context. Defines trust as a willingness to take unilateral
action which might lead to exploitation, but which anticipates non-exploitative response from
the other party. Show how this philosophy might apply in negotiation, and points to the
incremental nature of trust-building; present a basic three-phase model of negotiation to
provide a context for the development of trust, identifies trust behaviours, and gives an
example of establishing mutual trust [9].
According to the journal title ‘trust relations in the construction industry (Ellen
Lau Steve Rowlinson, 2010, p. 694) is describe about truth relation in the construction
industry. This journal can be also used in relating to harmonious industrial relation because
trust is one of the element or characteristics that contributed to industrial relations. In the
journals states that trust relations concern people from many organizations10. As in the
journal (Ellen Lau Steve Rowlinson, 2010, p. 694) previous studies have shown that mutual
trust help to smooth the construction process, allow flexibility for facing uncertainty, increase
the efficiency and sustain long-term relationship11. Same goes to the harmonious relation,
trust helps in put a trust among employees and employers to smooth the working condition,
environment and to achieve mission and goals performance. Trust in industrial or any
organization will sustain for a long term relationship which contribute to harmony industry.
(Ellen Lau Steve Rowlinson, 2010, p. 694) claims that having a good relationship
with others is considered important by many, yet it is difficult to define what they want to do
build good relationship. In her journals, vague term means that working in harmony,
honouring request and avoiding confrontations/conflicts12. Meaning to say that to achieve
harmony industrial good relationship is build as trust as a based which to avoid confrontation
among employees and employers. (Ellen Lau Steve Rowlinson, 2010, p. 694 & 695 ) states
that to avoid such adversarial relationship and achieve quality work, it is necessary to create a
friendly, trustworthy and supportive working environment which promotes good working

5. relationship in other words is a socially safe working environment13. This means that in
working environment should create a friendly with other employees. This will lead to positive
environment working condition and avoid dispute in industry.
Effective relationship in both inter and intra firm work relations, which trust is enable
a network of forms to adapt to unforeseen circumtances and engage in continuous
improvement and innovations or ‘learning’. Trust is has a effect on work group process and
performance (Ellen Lau Steve Rowlinson, 2010, p. 695 & 696)14. Meaning to say that trust
makes other people to put their confidence on on making any work task without any distrust.
In the (Ellen Lau Steve Rowlinson, 2010, p. 700) analyse that sic values concept regarded as
significant to the industry as a whole is trustworthiness, adaptability, sincerity and
knowledgeable. Trustworthiness is highly regarded value concept for the industry and people
have a higher expectation of others than themselves15. Based on this trust value is more to
moral value or work-value trust which avoid conflict in working. Thus industrial harmony
exist.
3. Training
According to Malcolm Leary, 2007 in the journal title “Flower Power in Industrial
Relation” state that industrial relations training for assistance in setting up training
programme for their junior management. Its purpose was to help them influence more
effectively the industrial relations situations with which they faced. This article not only
provides information on the design of the training programme to help other organisations
faced with similar industrial relations situations to tackle them , but also to show how the use
of communication skills can be particularly helpful in designing effective training aids. He
stated three objectives of training which are to increasing junior management’s control over
their particular industrial relation situation, widening managers’ views and knowledge of
situations at other levels within the company’s industrial relations system and helping
manager to act more positively within the prescribed industrial relations system. The
evidence so far indicates that the training programme has achieved its objective of increasing
awareness of the industrial relations situations with the manager is faced [16]

6. (S. B. McClelland + others, 1993, p. 48) in the Journal of Management Development
by journal Section 6 Industrial Relations & Participation states that, examines the challenges
in designing and developing, for a specific organization to improving individual and group
effectiveness. The basic elements of training programme design were assessed with the aimed
to improve the organizational productivity by increasing the amount of individual and group
interaction and effectiveness [17].
4. Teamwork
(A. R. Montebello + V.R Buzzotta, 1993, p. 59) in Training & Development, journal
Section 6 Industrial Relations & Participation examines that US evidence of the benefit that
teamwork can produce and seeks reasons why it seems to work so well, offers advice on
approaching the design and organization of work teams by combining tasks, establishing
internal and external client relationship, and by vertical loading (adding to a team’s job
responsibilities today reserved for management). The outline stages of typical teamwork
development, from cautious affiliation, through competitiveness and harmonious
cohesiveness, to the end of the collaborative team. On the basis of evidence of actual team
development, present and discussed a new behavioural model consisting of two dimensions
which are getting things done and building strong relationship. He stated that four distinct
patterns of teamwork which are authoritarian, reactive, casual and true teamwork [18].
(M. M. Markowich, 1993, p. 5) in HR Focus (USA) stated that employees can be
company’s best customers. He suggest that it is meaningful in market research terms to ask
whether they would buy/use their company’s own product/services, and that employees
should be encouraged to record details of adverse opinions on past services, pass such
information to customer services and see that it is followed up. This is also represent with the
term ‘teamwork’ [19]

7. 5. Approach of Human Resource Management (HRM)
(Ian Kessler, 1991, page 2-4) stated in his journal that workplace Industrial Relation in
Local Government about human resources (HRM) model. The devolution of personnel
responsibilities to line managers and the integration of personnel concern at the strategic
level. Differences of view continue among academics and practitioners about meanings
attached to the HRM approach, on the existence of conceptual contradictions and on the
empirical evidence about its prevalence in British industry [20].
First, the model serves as means of organizing material without necessarily accepting the
integration of its component elements to produce a coherent approach. Thus it is clear that
discussion of human resource management embraces a range of discrete debates on
dimensions of management strategy, approaches to the determination of terms and conditions
and the role of the trade unions.
Second, it still remains important to assess the extent to which the integrated HRM
approach has meaning within the local government context and whether indeed it has been
extensively adopted in the sector. The HRM model has undoubtedly been used as the basis
for prescriptive strictures on the future shape of the industrial relations and personnel
management functions in local government. The foremost text in this area produced by Alan
Fowler for the Local Government Training Board is entitled Human Resource Management
in Local Government.
Third, in the only significant attempt systematically to assess recent developments in
industrial relations and personnel in the public sector, storey adopted the HRM model as an
analytical framework. Four features of the HRM model such as the integration of human
resource issues at the corporate level, the shift from specialist to line management
responsibility for employee relations, the objective of securing employee commitment rather
than just compliance, and the move from collective to individualistic relations with
employees.

8. 6. Worker/Labour participation
Worker is someone who work in a particular job or in a particular way. Worker
participation in any organization activities is important because 80% of the company
organization success is depending on the worker performance. According to (Peter Ackers,
1994, p. 44) claim is made in the excellent literature that is modern management should and
is ‘empowering’ the ordinary employees in a new potential ways. Furthermore he said that’s
employee involvement and their technique may enhance management communication and
increase their motivation21. Meaning to say that worker involvement in an organization is
important so that they feel the sense of belonging towards a particular organization. they feel
motivated as they can involve in decision making and their view and idea is being used. They
are also feel appreciated and thus making the organization or industry harmony.
(Malcolm Leary, 1974, p. 70) claims that involvement of worker improves the quality of
thinking and involve in changes especially at company level. It also states that this should
applies to all level of employees from top management to the shop floor. At the level of
decision making will be always worker participation and this was a meaningful discussion
among employees establish22.

9. CITATIONS
1 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
2 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
3 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
4 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
5 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
6 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
7 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
8 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
9 R. E. Fells in Employee Relations (UK), Vol. 15 No 1 93: p. 33 (13 pages)
10 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
11 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704

10. 12 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
13 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
14 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
15 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
16 Malcolm leary, (1975), “Flower Power in Industrial Relation”, Industrial and Commercial
Training, Vol. 7 Iss 12 pp. 486-489.
17 S. B. McClelland + others in The Journal of Management Development (UK), Vol 12 No 3
93: p. 48 (11 pages).
18 A.R. Montebello + V. R. Buzzotta in, (1993), “Training & Development (USA), Section 6
Industrial Relations & Participation, p. 59 (6 pages).
19 M. M. Markowich in HR Focus (USA), Feb 93 (70/2): p. 5 (1 page)
20 Ian Kessler, (1991),"Workplace Industrial Relations in Local Government", Employee
Relations, Vol. 13 Iss 2 pp. 2– 4
21 Peter Acker, (1994), Back to Basics? Industrial Relation and the Enterprise Culture’,
Employee Relations, Vol 16 Iss 8pp. 32 – 47
22 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight