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Industrial relationship and trade union


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Definition , Concept , Characteristics , Importance,

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Industrial relationship and trade union

  1. 1. INDUSTRIAL RELATION AND TRADE UNION BY CORPORATE VETERANS Presented by: Abhijit Nayak Tanushree Behera Gayatri Bhatta Gaurav Agarwalla Satyaprakash Upadhaya Subham Kumar Ghosh Submitted to: Dr. Sainik Som
  2. 2. CONTENT INDUSTRIAL RELATION • Definition • Concept • Characteristics • Importance • Key peoples • Policies • Objectives • Relevance • Function • Approach • Scope INDUSTRIAL DISPUTES • Definition • Concepts • Forms of disputes • Types id ID • Preventions Examples: • Facebook • The HHI TRADE UNION • Definition • Forms • Concept • Function • Characteristics • Purpose • Why to join • Problems in TU • Principles
  3. 3. INDUSTRIAL RELATION (IR)  Industrial relationship is about the relationship between an employee and management.  Industrial progress is impossible without cooperation of labours and harmonious relationships.  Therefore, it is in the interest of all to create and maintain good relations between employees (labour) and employers (management).  Industrial relation is defined as relation of Individual or group of employee and employer for engaging themselves in a way to maximize the productive activities.
  4. 4. CONCEPT • Concerned with the systems, rules & procedures used by employees and employers • To determine the reward for effort and other conditions for employment • To protect the interests of the employed and their employers • To regulate the ways employers treat their employees
  5. 5. CHARACTERISTICS • It is a continuous process • Must be regulation-friendly • People-centred • Dynamic and developing concept • Central and State Government evolve, influence and regulate employer-employee relations through laws, rules, agreements, awards of courts, executive and financial machinery
  6. 6. IMPORTANCE 1. An outcome of relationship in industry. 2. It creates rules and regulations to maintain piece and harmony. 3. Important parts of IR are employees and their organization, employer and their association and government. 4. It has a role of management, union and government.
  7. 7. MEMBERS INVOLVE IN IR • Employer • Employee • Trade unions • Government
  8. 8. POLICIES • Living Wage and Job Security • Work/Life Balance • Industrial Democracy • Pay and Employment Equity • Healthy and Safe Workplaces
  9. 9. OBJECTIVES 1. To promote and develop labor management relation and reduce conflicts. 2. To provide opportunity to workers to involve in decision making process with management and improve the workers' strength. 3. Avoid unnecessary interference of government. 4. To improve workers strength through trade unions and mutual negotiations and understanding. 5. Establish sound relationship between workers and management by safeguarding mutual interests. 6. Improvement of economic conditions of workers.
  10. 10. RELEVANCE • Uninterrupted production • Reduction in Industrial Disputes • Mental Revolution • Reduced Wastage • Focus on object • High morale
  11. 11. ROLE OF EMPLOYERS  Promote and protect the interest of employers and employees  Advice offering  Bridge between Union and Government  Train and develop staff members of concern members of Associations
  12. 12. FUNCTIONS AND RESPONSIBILITY 1. To keep the smooth relations with union 2. Take the regular meeting of the Works committee 3. Negotiations while Agreement 4. To keep industrial disciplines 5. Issue the letters to late coming, absenteeism, suspension etc…, 6. To handle legal issues
  13. 13. APPROACH 3 important approaches 1. Unitary Approach 2. Pluralistic Approach 3. Marxist Approach
  14. 14. DESCRIPTION 1. Unitary Approach • IR is grounded in mutual co- operation, individual treatment, team work and shared goals. • Union co-operate with the mgt. & the mgt.’s right to manage is accepted because there is no ‘ we they feeling’ • It’s a reactive IR strategy. • They seek direct negotiations with employees 2. Pluralistic Approach • It perceives: • Org. as a coalitions of competing interest. • TU as legitimate representatives of employee interests. • Stability in IR as the product of concessions and compromises between mgt. & unions. • Conflict between Mgt. and workers is understood as inevitable. • Conflict is viewed as conducive for innovation and growth. • Strong union is necessary. 3. Marxist Approach • Marxists see conflict as a product of the capitalist society. • Conflict arises due to the division in the society between those who own resources and those who have only labor to offer. • For Marxist all strikes are political. • He regard state intervention via legislation & the creation of Industrial tribunals as supporting management’s interest rather than ensuring a balance between the competing groups.
  15. 15. SCOPE • Industrial disputes & related methods. • Roles of key players are well defined • Individual dissatisfaction. • Disciplinary policy & practice • Collective bargaining (Process of negotiation between employers and a group of employees aimed at reaching agreements to regulate working conditions. The collective agreements reached by these negotiations usually set out wage scales, working hours, training, health and safety, overtime, grievance mechanisms, and rights to participate in workplace or company affairs)
  16. 16. INDUSTRIAL DISPUTE (ID) As per industrial disputes act,1947,the term ‘industrial dispute’ means: Any dispute or difference between: • Employers & employers • Employers & employees(workmen) • Employees & employees • Terms & conditions of industries.
  17. 17. CONCEPT • The dispute must affect a large number of workmen who have a community of interest as a class. • The dispute must be taken up either by union or substantial number of workmen. • The grievance turns from individual to general complaint
  18. 18. FORMS OF INDUSTRIAL DISPUTES • Strikes i.e. primary and secondary • Lockouts • Gherao • Lay-off • Picketing & boycott
  19. 19. TYPES OF ID • Interest disputes (also known as ‘economic disputes’) e.g.: Terms & conditions of employment • Grievance or right disputes (also known as individual disputes) e.g.: Transfer, dismissal, retrenchment
  20. 20. PREVENTIONS • Collective bargaining • Conciliation/mediation • Arbitration • Adjudication
  21. 21. Benefits: • Perfect working environment • Perfect relationship • Allowance for all benefits • Family members are also used to go office along with employee Discipline: • Equal importance to all level of employees • CEO visits each individual employees Company benefits: • Accommodation • Picnic, group party • Entertainment • Salary increment • Bonus on festivals • Allowances Discipline: • Obey protocols • Training and development • Uniform
  22. 22. TRADE UNION • A trade union is an organisation made up of member (a membership-based organisation) and its membership must be made up mainly of workers. One of a trade union's main aims is to protect and advance the interests of its members in the workplace. Most trade unions are independent of any employer.
  23. 23. THREE FORMS OF TRADE UNIONS • Classical: A trade union’s main objective is to collectively protect the interests of its members in given socio-economic-political system. Trade Unions are the expressions of the needs, aspirations and wishes of the working class. • Neo-classical: It goes beyond classical objectives and tries to improve up other wider issues like tax-reliefs, raising saving rates etc. • Revolutionary: Change in the system. Establishing the rule of working class even through violence and use of force etc.
  24. 24. CONCEPT • Agent of workers and working class • Protection against exploitation • Growth of Morden industrial establishment • Poor bargaining power at individual level • Maintaining and improving conditions of working • Protecting the interest of members • Regulating the relation between employers and employees For these reasons trade union came to action and become necessary for all individual and groups of people.
  25. 25. TRADE UNION FUNCTIONS • Provision of Labour Welfare • Safeguarding the Interests of the Workers • Trade Unions working for the Progress of the Employees • Establishing Contacts between the Workers and the Employers • Securing Facilities for Workers • Increasing Co-operation and Well-being among Workers
  26. 26. UNION CHARACTERISTICS • Expression of sectional/class consciousness “socialist” society • Social responsibility- exercise role in non- detrimental ways • Business unionism- maximize benefits from employer relationships • Welfare unionism- wider social, econ. & political involvement for all • Political unionism- through political alliances
  27. 27. PURPOSE OF TU • Employment Protection and Job Creation. • Economic Protection. • Social Status - Identity. • Political Role - Democratic Institution • Societal Obligation - Transformation. • Competitiveness / Sustainable Development
  28. 28. WHY DO PEOPLE JOIN UNION? • Greater Bargaining Power • Minimize Discrimination • Sense of Security • Sense of Participation • Sense of Belongingness • Platform for self expression • Betterment of relationships
  29. 29. PROBLEMS FOR TRADE UNION GROWTH • Off-Centering Labor • Segmentation of Workforce • Core / Periphery • Employment Instability • Investment Attraction • Individualization of Labor Relations • Labor Cost Cutting • Failure of Institutions
  30. 30. REGULATING PRINCIPLES • Vested interest • Supply & demand • Living wage • Partnership • Socialism
  31. 31. INDIAN TU (Major) The Indian National Trade Union Congress (INTUC) In May 1947 INTUC was formed by the Congress Party and the top congress leaders like Mr. Nehru and Patel were associated with it. The Hind Mazdoor Sangh (H.M.S.) It was formed in December 1981 in Calcutta by the socialists who neither approved INTUC nor A1TUC. The United Trade Union Congress (UTUC) It was formed on 30th April 1949 by those persons who were dissident socialists. The Centre of Indian Trade Unions (CITU) It was formed in 1970. It has 2,231 affiliated unions having 11,12,328 members.
  32. 32. “Fifth wheel employees are those who are a result of the mistake made by the human resources wing, i.e. by recruiting wrong person to the wrong job just to fill in the vacancy and then expect better performance. Further such an employee is unable to put in his best and is just an additional mass available within the organization.” - Henrietta Newton Martin “No king on earth is as safe in his job as a Trade Union official. There is only one thing that can get him sacked; and that is drink. Not even that, as long as he doesn’t actually fall down.” - George Bernard Shaw