The document discusses the nature of industrial disputes and conflict management in employee relations, highlighting the underlying struggles between capital and labor over resources and power. It describes various incidents of industrial unrest and outlines the essential conditions required for a dispute to be classified as an industrial dispute. The document also details methods for settlement, types of disputes, and the procedural steps involved in resolving grievances within industrial settings.

1. Conflict management in
Employee Relations
Industrial disputes
Industrial unrest

2.  It is inherent in the interests of capital & labor as
parties to the employment relationship.
 It is a struggle over values & claims to scarce status ,
power & resources, in which the aims of the opponent
are to neutralize, injure or eliminate the rivals.
 Organization conflict refers to an interactive process
manifested in incompatibility, disagreement or
dissonance within or between social entities.
 http://labourbureau.nic.in/id2K4%20Contents.htm
Conflict & Organizational conflict

3.  Hold behavioral preferences that are
incompatible with the implementation of each
others preferences
 Want some mutually desirable resource that is
short in supply
 Have contradictory preferences regarding their
joint actions.
Reasons for organization conflict

6. Industrial Unrest
 On September 22, 2008 the CEO of Graziano Transmissioni India, the Indian
unit of an Italian auto component maker, was clubbed to death by a group of
200 workers.
 In March 2011, a Deputy General Manager (Operations) of Powmex Steel, a
unit of Graphite India Ltd. was killed after his vehicle was set afire by irate
workers,
 in November 2010 an Assistant General Manager of Allied Nippon, an auto
parts maker, was stoned to death by angry workers,
 in September 2009 the Vice-President (HR) of Pricol was beaten to death by
agitating workers, and many more.
 The most recent worst form of industrial unrest was witnessed in the Maruti
Suzuki India Ltd., Manesar plant, where workers went into riotous, leaving its
General Manager (HR) dead and 100 other officials laid up in hospital with
serious injuries.

7. Continued
 HONDA- The problems in the auto-belt in Haryana date much
earlier, from 2005 in fact. On 25th July 2005, about 300 to 700
workers of Honda Motorcycles and Scooters India (HMSI) were
reported injured in a clash with Haryana police. About 3000
workers were protesting a lockout of their factory and the
dismissal of some colleagues.
 HYUNDAI: A 17-day strike starting 20th April 2009, at Hyundai
Motors India Ltd's [HMIL] Sriperumbudur in Tamil Nadu, ended
after management and employees reached a settlement when the
management agreed to recall some of the suspended workers.
 MARUTI SUZUKI: significant strike that took place thrice (June,
September and October 2011)
 OTHER STRIKES: Toyota, Rico Auto Industries etc

8. Lay offs

9. Industrial conflict is general where Industrial dispute is specific.
For a dispute to become an industrial dispute, it should satisfy the following
essentials:
There must be a dispute or a difference (a) between employers (such as
wage-warfare where labor is scarce);
(b) between employers and workmen (such as demarcation disputes): and
(c) between workmen and workmen.
It is connected with the employment or non-employment or the terms of
employment or with the conditions of labor of any person (but not with
the managers or supervisors), or it must pertain to any industrial matter,
The relationship between the employer and the workman must be in
existence and should be the result of a contract and the workman
actually employed.
Industrial dispute

10. 1. The dispute must affect a large group of workmen who have a community of
interest and the rights of these workmen must be affected as a class. In other
words, a considerable section of employees should necessarily make common
cause within the general lot.
2. The dispute should invariably be taken up by the industry union or by an
appreciable number of workmen.
3. There must be a concerted demand by the workers for redress and the grievance
becomes such that it turns from individual complaint into a general complaint.
4. The parties to the dispute must have direct and substantial interest in the dispute,
i.e., there must be some nexus between the union which espouses the causes of
the workmen and the dispute.
5. If the dispute was in the beginning in an individual's dispute and continued to be
such till the date of its reference by the government for adjudication, it cannot be
converted into an industrial dispute by support subsequent to the reference even
of workmen interested in the dispute.
Interpretation of disputes by courts

11. By incorporating Section 2A in the Industrial
Disputes Act, 1947, a right has been given to
the individual workman himself to raise an
industrial dispute with regard to
termination, discharge, dismissal, or
retrenchment of his service, even though no
other workman or any trade union of workmen
raises it or is a party to the dispute.

12.  Industrial factors
 Management Attitude towards labor
 Government machinery
 Other causes
Causes of Industrial Dispute

13.  Primary Strikes
 Stay away strikes , tool down ,pen down,
go slow, work to rule, token or protest strikes.
 Secondary Strikes- against the third party.
 Others - political bandhs
 Lock-Outs
 Gherao
 Picketing and Boycott
Forms of Industrial Disputes

14. 1.Interest Disputes.
2.Grievance Disputes.
3.Unfair Labor Practices.
4.Recognition Disputes.
Types of Industrial Disputes

15. A. Investigation
B. Mediation
C. Conciliation
D. Voluntary Arbitration
E. Compulsory Arbitration /Adjudication
Methods of Settlement of conflicts

16.  Labor courts
 Industrial Tribunal
 National Tribunal
Three tier system of adjudication

17.  Efforts are made to solve problems at the lowest
level of the hierarchy as quickly as possible
 First step usually involves a meeting between the
union representative (shop steward) at the
operating level and the employee’s supervisor –
they attempt to agree on how to solve the
grievance
 Unresolved grievances may involve union officials
and higher-level management representatives –
these conciliatory approaches usually solve the
grievance
 Sometimes the matter ends up in the hands of a
mediator or an arbitrator
Steps of a Grievance Procedure