This document discusses various topics related to industrial relations and labor management including discipline, grievances, industrial disputes, and collective bargaining. It defines key terms like positive and negative discipline, causes of indiscipline, approaches to handling grievances, forms of industrial disputes like strikes and lockouts, and the industrial disputes settlement machinery involving conciliation, arbitration, and adjudication. It also covers objectives of industrial relations, approaches to managing relations, and the collective bargaining process between labor and management.

1. Ms. Anubha Rastogi
Astt. Prof, Vidya School Of Business
2015-16

2. DISCIPLINE
• It is orderly behavior. Observance of rules & regulations.
• Negative Discipline: people remain in discipline out of fear of penalties.
• Positive discipline: people comply with discipline as an inherent desire to cooperate and
achieve goal.
• Self Discipline & Control: using training to imbibe discipline into employees.
Causes Of Indiscipline:
1.Absence of effective leadership
2. Unfair management practices
3. Communication Barrier
4. Non- Uniform Disciplinary Action
5. Divide and Rule Policy
6. Inadequate Attention to personal problems
7. Victimisation

3. Approaches Of Discipline
• Positive discipline approach: An oral reminder, A written reminder, A
decision making leave.
• Progressive Discipline Approach:
• Red hot stove rule:
1. Burns immediately
2. Provides warning
3. Gives Consistent punishment
4. Burns impersonally

4. Disciplinary Action
• Issuing a letter of charge
• Consideration of explanation
• Show-Cause Notice
• Holding of a full fledged enquiry
• Making a final order of punishment
• Follow up
Punishment
• Dismissal
• Discharge
• Suspension
• Demotion
• Withholding of increments
• Fine
• Warning

5. Grievance
• Any form of discontent or dissatisfaction with any aspect of the
organization.
• The discontent can arise out of real or imaginary reasons
• The discontent may be voiced or unvoiced
• It refers to perceived non-fulfillment of one’s expectations leading
to dissatisfaction with any aspect of the organization.
Forms Of Grievances
• Factual
• Imaginary
• Disguised

6. Causes
• Economic
• Work environment
• Supervision
• Work group
• Miscellaneous
Effects
On Production
• Low quality
• Low quantity
• Increase in wastage
• Increase in cost per
unit
On Employees
• Increase in absenteeism &
turnover
• Reduced commitment &
punctuality
• Increase in incidence of
accidents
• Reduced Employee morale
On Managers
• Strains superior Sub ordinate
relationship
• Increased degree of
supervision
• Increase in indiscipline cases
• Increase in unrest

7. Grievance Handling Procedure

8. Industrial Relations:
• Relationship between the management & labor or among employees
and their organization.
Nature of Industrial Relations:
• Employer- Employee Interaction
• Web Of Rules
• Multidimensional
• Dynamic And Changing
• Spirit Of Compromise & Accommodation
• Government’s Rule
• Wide Coverage
• Interactive And Consultative In Nature

9. Objective Of Industrial Relations
• Enhance economic status of the worker
• Regulate production by minimizing industrial conflicts
• Socialize industries
• Provide opportunity for the worker to have a say
• Improve workers strength
• Avoid industrial conflicts
• Maintain industrial democracy

10. Approaches to Industrial Relations
• Psychological Approach: difference in perception is the reason for
conflict
• Sociological Approach: difference in value system, customs and
traditions is the reason for conflict
• Human relations Approach: integrate individual objectives to
organizational objectives to reduce conflicts.
• Giri Approach: Collective Bargaining And joint negotiations are used
to settle disputes between labor and management
• Gandhian Approach: workers have the right to strike but in a
peaceful non violent manner

11. Forms Of Industrial Disputes
STRIKES
• Sympathetic Strikes
• General Strikes
• Unofficial Strikes
• Sectional Strikes
• Bumper Strikes
• Sit down Strikes (Also called Stay-In, Tool-Down, Pen-Down Strike)
• Slow Down strike
• Lightning Strike
• Hunger Strike

12. Forms Of Industrial Disputes
Lockout – management’s version of the strike. Worksite
is closed to prevent employees from working.
Gherao
Picketing: Carry banners and cards to show public display
of aggression
Boycott: disrupting normal functioning of the enterprise.

13. Industrial Disputes Settlement Machinery
• Conciliation: representative of workers and employers are brought
together before a group of person to persuade them to come to a
mutually satisfying agreement.
• Voluntary Arbitration: the conflicting parties voluntarily refer it to a
third party, arbitrator appointed by the parties itself.
• Adjudication: ultimate remedy for the settlement of disputes in
India. The third party is appointed by the government.

14. • Labor Relations
• The activities managers engage in to ensure they have effective working
relationships with the labor unions that represent their employees interests.
• Unions
• Represent worker’s interests to management in organizations.
• The power that a manager has over an individual worker causes workers to join
together in unions to try to prevent this.
• Collective bargaining
• Negotiation between labor and management to resolve conflicts and disputes
about issues such as working hours, wages, benefits, working conditions, and
job security.

15. Collective
Bargaining
Process