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Industrial Relations
INTRODUCTION




               2
3
APPROACHES TO IR




Division 1                                  Division 2



UNITARY APPROACH
UNITARY APPROACH                      PLURALISTIC
                                      PLURALISTIC
                                      APPROACH
                                       APPROACH
                   APPROACHES
                       OF
                       IR



                                            Division 3



                                MARXIST APPROACH
                                MARXIST APPROACH
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
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
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
PARTIES TO INDUSTRIAL RELATIONS




                                  8
Employees




            9
Employers




            10
Employee association




                       11
Employer associations




                        12
COURTS AND TRIBUNALS




                       13
GOVERNMENT




             14
INDUSTRIAL RELATIONS STRATEGY

• Reactive Strategy


• Proactive Strategy




                                15
Reactive Strategy

The best emergency management is not to have an emergency in the
  first place.

• Antecedent control


• Interrupt and redirect


• Listen and talk it over




                                                                   16
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
Factors Affecting Employee Relations Strategy

• INTERNAL FACTORS


• EXTERNAL FACTORS




                                                18
INDUSTRIAL RELATIONS DECISIONS

• COMMUNICATION-
   How best can we convey our philosophy to
  employees?Image size 210x302




                                              19
INDUSTRIAL RELATIONS DECISIONS

• COMPETENCE-
How to improve competence of managers and
  with IR matter?




                                            20
INDUSTRIAL RELATIONS DECISIONS

• DISCIPLINE AND CONFLICTS-
How shall we deal with it?
           Image size 210x302




                                 21
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
CONCLUSION




             23

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Industrial Relations

  • 3. 3
  • 4. APPROACHES TO IR Division 1 Division 2 UNITARY APPROACH UNITARY APPROACH PLURALISTIC PLURALISTIC APPROACH APPROACH APPROACHES OF IR Division 3 MARXIST APPROACH MARXIST APPROACH
  • 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. 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. 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. PARTIES TO INDUSTRIAL RELATIONS 8
  • 10. Employers 10
  • 15. INDUSTRIAL RELATIONS STRATEGY • Reactive Strategy • Proactive Strategy 15
  • 16. Reactive Strategy The 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. 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. Factors Affecting Employee Relations Strategy • INTERNAL FACTORS • EXTERNAL FACTORS 18
  • 19. INDUSTRIAL RELATIONS DECISIONS • COMMUNICATION- How best can we convey our philosophy to employees?Image size 210x302 19
  • 20. INDUSTRIAL RELATIONS DECISIONS • COMPETENCE- How to improve competence of managers and with IR matter? 20
  • 21. INDUSTRIAL RELATIONS DECISIONS • DISCIPLINE AND CONFLICTS- How shall we deal with it? Image size 210x302 21
  • 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