Industrial Relations

23,498 views

Published on

Published in: Business, Career
0 Comments
10 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
23,498
On SlideShare
0
From Embeds
0
Number of Embeds
172
Actions
Shares
0
Downloads
1,829
Comments
0
Likes
10
Embeds 0
No embeds

No notes for slide

Industrial Relations

  1. 1. Industrial Relations
  2. 2. INTRODUCTION 2
  3. 3. 3
  4. 4. APPROACHES TO IRDivision 1 Division 2UNITARY APPROACHUNITARY APPROACH PLURALISTIC PLURALISTIC APPROACH APPROACH APPROACHES OF IR Division 3 MARXIST APPROACH MARXIST APPROACH
  5. 5. Detailed analysis UNITARY APPROACH UNITARY APPROACH  MUTUAL CO-OPERATION ,, INDIVIDUAL TREATMENT ,, TEAM – WORK AND SHARED  MUTUAL CO-OPERATION INDIVIDUAL TREATMENT TEAM – WORK AND SHARED IR GOALS GOALS  WORK CONFLICT IS CONSIDERED TO BE TEMPORARY DEVIATION  WORK CONFLICT IS CONSIDERED TO BE TEMPORARY DEVIATION  THERE IS NO ‘WE – THEY’ FEELING  THERE IS NO ‘WE – THEY’ FEELING  CONFLICT IS NOT ONLY UNNECESSARY BUT ALSO DESTRUCTIVE  CONFLICT IS NOT ONLY UNNECESSARY BUT ALSO DESTRUCTIVE  REACTIVE IR STRATEGY  REACTIVE IR STRATEGY  CRTICISM  CRTICISM
  6. 6. Detailed analysis PLURALISTIC APPROACH PLURALISTIC APPROACH  TOTALLY DEPARTS FROM UNITARY APPROACH  TOTALLY DEPARTS FROM UNITARY APPROACH IR  IT PERCEIVES:  IT PERCEIVES: 1.ORGANISATIONS AS COALITIONS OF COMPETING INTEREST 1.ORGANISATIONS AS COALITIONS OF COMPETING INTEREST 2.TRADE UNIONS AS LEGITIMATE REPRESENTATIVES 2.TRADE UNIONS AS LEGITIMATE REPRESENTATIVES 3.STABILITY IN IR 3.STABILITY IN IR •• CONFLICT BETWEEN MANAGEMENT AND EMPLOYEES IS INEVITABLE CONFLICT BETWEEN MANAGEMENT AND EMPLOYEES IS INEVITABLE •• UNIONS BALANCE THE POWER BETWEEN EMPLOYEES AND MANAGEMENT UNIONS BALANCE THE POWER BETWEEN EMPLOYEES AND MANAGEMENT •• EVOLUTION IN ENGLAND EVOLUTION IN ENGLAND •• RECENT THEORIES FROM FLANDERS AND FOX RECENT THEORIES FROM FLANDERS AND FOX
  7. 7. Detailed analysis MARXIST APPROACH MARXIST APPROACH  SIMILAR TO PLURALISTIC  SIMILAR TO PLURALISTIC IR  CONFLICT IS A PRODUCT OF CAPITALIST SOCIETY  CONFLICT IS A PRODUCT OF CAPITALIST SOCIETY  IT FOCUSES ON TYPE OF SOCIETY  IT FOCUSES ON TYPE OF SOCIETY  FOR MARXISTS,INDUSTRIAL CONFLICT HAS WIDE MEANING  FOR MARXISTS,INDUSTRIAL CONFLICT HAS WIDE MEANING  INDUSTRIAL CONFLICT IS SYNONYMOUS TO POLITICAL AND SOCIAL UNREST  INDUSTRIAL CONFLICT IS SYNONYMOUS TO POLITICAL AND SOCIAL UNREST  ALL STRIKES ARE POLTICAL  ALL STRIKES ARE POLTICAL  VIEW OF MARXISTS ON OTHER APPROACH  VIEW OF MARXISTS ON OTHER APPROACH
  8. 8. PARTIES TO INDUSTRIAL RELATIONS 8
  9. 9. Employees 9
  10. 10. Employers 10
  11. 11. Employee association 11
  12. 12. Employer associations 12
  13. 13. COURTS AND TRIBUNALS 13
  14. 14. GOVERNMENT 14
  15. 15. INDUSTRIAL RELATIONS STRATEGY• Reactive Strategy• Proactive Strategy 15
  16. 16. Reactive StrategyThe best emergency management is not to have an emergency in the first place.• Antecedent control• Interrupt and redirect• Listen and talk it over 16
  17. 17. Proactive Strategy• Leverage subject matter, vertical and technical expertise• Have a proven track record for success• Accelerate project execution• Increase employee attraction and retention 17
  18. 18. Factors Affecting Employee Relations Strategy• INTERNAL FACTORS• EXTERNAL FACTORS 18
  19. 19. INDUSTRIAL RELATIONS DECISIONS• COMMUNICATION- How best can we convey our philosophy to employees?Image size 210x302 19
  20. 20. INDUSTRIAL RELATIONS DECISIONS• COMPETENCE-How to improve competence of managers and with IR matter? 20
  21. 21. INDUSTRIAL RELATIONS DECISIONS• DISCIPLINE AND CONFLICTS-How shall we deal with it? Image size 210x302 21
  22. 22. ROLE OF HUMAN RESOURCE MANAGER• Motivated and satisfied employees have no reason to indulge in strikes.• It is the role of the human resource manager to keep employees motivated and satisfied. 22
  23. 23. CONCLUSION 23

×