TYBMS - HR

1. INDUSTRIAL RELATION
CHAPTER PRESENTATION
ON:
INTRODUCTION TO INDUSTRIAL
RELATION.
CLASS:TYBMS
KEERTI PILLAI

2. CONTENT
 Meaning
 Definition
 Objective of IR
 Importance of IR
 Role of three actors
 Causes for poor IR
 Developing sound IR
 Code of conduct
 Objective of code of discipline
 Principle of code of discipline
 Approaches of IR
 Parties of IR

3. Meaning
The term “Industrial Relations
“comprises of two terms
“Industrial” and “Relations.”
Industrial refers to any
productive activity in which an
individual (or a group of
individuals) is engaged.
Relations mean the relationships
that exist within the industry
between the employer and his
workmen.

4. DEFINITIONS
 The IR also called as labor- management ,employee
relations.
 “Employer-employee relationships that are covered
specifically under collective bargaining and industrial relation
laws”
 “concerned with the systems, rules and procedures used by
unions and employers to determine the reward for effort and
other conditions of employment.”

6. OBJECTIVES
 Establish and foster sound relationship between workers and
management by safeguarding their interests.
 Avoid industrial conflicts and strikes by developing mutuality
among the interests of concerned parties.
 Keep, as far as possible, strikes, lockouts and gheraos at bay
by enhancing the economic status of workers.
 Provide an opportunity to the workers to participate in
management and decision making process.

7.  Raise productivity in the organisation to curb the employee
turnover and absenteeism.
 Avoid unnecessary interference of the government, as far as
possible and practicable, in the matters of relationship
between workers and management.
 Establish and nurse industrial democracy based on labour
partnership in the sharing of profits and of managerial
decisions.
 Socialise industrial activity by involving the government
participation as an employer.

8. IMPORTANCE
 Uninterrupted production
 Reduction in industrial disputes
 High morale
 Mental revolution
 Reduced wastage
 Foster industrial peace
 Promote industrial democracy

9. THREE ACTORS OF IR
 Employees
 State
 Employer

14. CAUSES FOR POOR IR
 Mental inertia on the part of management and labour;
 An intolerant attitude of contempt of contempt towards the
workers on the part of management.
 Inadequate fixation of wage or wage structure;
 Unhealthy working conditions;
 Indiscipline;
 Lack of human relations skill on the part of supervisors and
other managers;

15.  Desire on the part of the workers for higher bonus or DA and
the corresponding desire of the employers to give as little as
possible;
 Inappropriate introduction of automation without providing the
right climate;
 Unduly heavy workloads;
 Inadequate welfare facilities;
 Dispute on sharing the gains of productivity;
 Unfair labour practices, like victimization and undue dismissal;
 Retrenchment, dismissals and lock-outs on the part of
management and strikes on the part of the workers;
 Inter-union rivalries; and

16. DEVELOPING SOUND IR
 Developing trust between labor &management
 Maintenance of industrial peace
 Continuous feedback & monitoring
 Professional approach
 Existence of sound, democratic TU

20. APPROACHES TO IR
 There are mainly three approaches to IR
1. Unitary approach
2. Pluralistic approach
3. Marxist approach

25. CONCLUSION
 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.