This document discusses the concept of industrial relations, including its key aspects and objectives. Industrial relations refers to the understanding between employees and management in an organization. It aims to promote cooperation and avoid conflict between labor and management. The main aspects covered include maintaining industrial peace and developing industrial democracy. The objectives are to establish sound relationships between workers and management, avoid conflicts, and improve productivity and economic conditions for workers. Challenges to industrial relations include unsatisfactory work, compensation and conditions as well as dysfunctional trade unions. Integrated systems and cooperation between labor and management are needed to build sound industrial relations.

1. DEPARTMNT OF BUSINESS ADMINISTRATION (2013-2015)
BY STUDENT OF ASSAM UNIVERSITY(M.B.A)

2. CONCEPT OF INDUSTRIAL
RELATIONS
• The understanding between employees and management in
an industrial organisation is commonly called industrial
relations.
• According to “Dale Yoder, IR is a designation of a whole field
of relationship that exists because of the necessary
collaboration of men and women in the employment
processes of industry”.
• “IR is concerned with the systems and procedures used by
unions and employers to determine the reward for effort and
other conditions of employment, to protect the interests of the
employed and their employers and to regulate the ways in
which employers treat their employees.”

3. CONCEPT OF INDUSTRIAL
RELATIONS
• IR can be defined as a coin having two faces: co-
operation and conflict. This relationship undergoes
starting with co-operation soon changes into conflict
and after its resolution again changes into co-
operation. This changing process becomes a
continuous feature in industrial system and makes
IR concept as dynamic and evolving one.

4. MAIN ASPECTS OF
INDUSTRIAL RELATIONS
 Promotion and development of healthy labor-
management relations.
 Maintenance of industrial peace and avoidance of
industrial conflict.
 Development and growth of industrial democracy.

5. SCOPE OF INDUSTRIAL
RELATIONS
Labour relations, i.e. relations between labour union
and management.
Employer- employee relations,i.e. relations between
management and employees.
The role of various parties in maintaining industrial
relations.
The mechanisms of handling conflicts between
employers and employees, in case conflicts arises.

6. OBJECTIVES OF
INUSTRIAL RELATIONS
• 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 at bay by
enhancing the economic status of workers.

7. OBJECTIVES OF IR
• Provide an opportunity to the workers to participate
in management and decision making process.
• Raise productivity in the organization to curb the
employee turnover and absenteeism.
• To improve the bargaining capacity of the workers
through trade unions.
• To ensure discipline in the organization and in the
industry.
• Improvement of economic conditions of workers.

8. OBJECTIVES OF IR
• To safeguard the interests of the labor and the
management by preventing one of the players from
getting a strong a strong hold over the other.
• To develop & Secure mutual understanding & good
relationships among all the players in the industrial
set-up.
• To maintain industrial peace & harmony by
preventing industrial conflicts.

9. OBJECTIVES OF IR
• To improve the standard of living of the average
worker by providing basic and standard amenities.
• To increase productivity by minimizing industrial
conflicts and maintaining harmonious industrial
relations.
• To provide a basic framework for the management &
the employees to resolve their differences.

10. IMPORTANCE OF IR
Foster industrial peace.
Promote industrial democracy.
Benefit to workers.
Benefit to management.
Improve productivity.

11. PARTIES TO IR
Employees
Employers
Government

12. CONFRONTING CHALLENGES
FACED BY IR
NATURE OF WORK
DISSATISFACTORY
COMPENSATION
AND WORK
CONDITIONS
DYFUNCTIONAL
TRADE UNIONS
EMPLOYER
FLEXIBILITY
NON CONDUCIVE
ORGANISATIONAL
CLIMATE

13. NATURE OF WORK
• A good work i.e., work interesting to the employee fosters
good IR. This result in job satisfaction. On contrary, a
work not interesting to the employee breeds bad or poor
IR.

14. DISSATISFACTORY
COMPENSATION
• Employees works for compensation i.e., wages and
salaries. Often, compensation as low and working
conditions as poor viewed by employees become an
important reason for poor IR. This worsen relationship
between employees and management.

15. NON CONDUCIVE
ORGANISATIONAL CLIMATE
A conducive an supporting organizational climate helps
employees integrate themselves with organization and
enjoy a feeling of confidence and the opposite creates
mistrust between employees and organization.

16. EMPLOYERS FLEXIBILITY
In general, the requirements of modern business include
more flexible management and work organization,
focusing on creating a smarter and more motivated work
force and culturally sensitive management techniques

17. DYFUNCTIONAL TRADE
UNIONS
• Trade unions are meant to protect the interests of its
members. The unions are used as a means to serve the
purposes of a few leaders rather than working in the wider
interest of the employees.

18. HOW TO BUILD SOUND IR
• Developing Trust Between Labor and Management
• Existence of Sound and Democratic Trade Unions
• Maintenance of Industrial Peace
• Continuous Feedback and Monitoring
• Professional Approach

19. NEED FOR INTEGRATED
SYSTEMS
• There is need for an integrated systems approach which
would emphasis a direct relationship between the
personnel management and industrial relations sub-
systems and objectives of the company. The day to day
individual and collective grievances negotiations with
unions at shop level is like an effective preventive
maintenance system which should be the principal
ingredient of any industrial policy.

20. NEED FOR INTEGRATED
SYSTEMS
• This in turn will determine the firm` s ability to handle
periodic and non- recurring crises, whether in the shape of
work stoppages, strikes or wage disputes. In a democracy,
there are and there have to be situations involving friction
and even conflict, but an enlightened manager and a
responsible union will work out systems to resolve such
situations and conflicts.