Download VTU (Visvesvaraya Technological University) MBA 2nd Semester (Second Semester) 17MBA21-Human Resource Management HRM Chapter 7 Important Lecture Notes (MBA Study Material Notes)
Chapter 7
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Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
Objectives of collective
bargaining
? resolve differences over knotty issues
? protect the interests of workers through
collective action
? carry out negotiations voluntarily, without
interference from a third party
? arrive at an amicable agreement through
a process of give and take
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
Objectives of collective
bargaining
? resolve differences over knotty issues
? protect the interests of workers through
collective action
? carry out negotiations voluntarily, without
interference from a third party
? arrive at an amicable agreement through
a process of give and take
The substance of bargaining
1.Wages and working conditions
2.Work norms
3.Incentive payments
4.Job security
5.Changes in technology
6.Work tools, techniques and practices
7.Staff transfers and promotions
8.Grievances
9.Disciplinary matters
10.Health and safety
11.Insurance and benefits
12.Union recognition
13.Union activities/responsibilities
14.Management rights
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
Objectives of collective
bargaining
? resolve differences over knotty issues
? protect the interests of workers through
collective action
? carry out negotiations voluntarily, without
interference from a third party
? arrive at an amicable agreement through
a process of give and take
The substance of bargaining
1.Wages and working conditions
2.Work norms
3.Incentive payments
4.Job security
5.Changes in technology
6.Work tools, techniques and practices
7.Staff transfers and promotions
8.Grievances
9.Disciplinary matters
10.Health and safety
11.Insurance and benefits
12.Union recognition
13.Union activities/responsibilities
14.Management rights
Types of Bargaining
Over the years, four distinctive types of bargaining have
evolved, namely;
? Conjunctive or distributive bargaining: where both
parties try to maximise their respective gains
? Cooperative bargaining: where both parties yield
ground to the other to get ahead and resolve knotty
issues
? Productivity bargaining: where the wages and benefits
of workers are linked to productivity
? Composite bargaining: where labour bargains not only
for wages but goes a step further and demands equity
in other matters relating to work norms,
employment levels, etc in return for agreeing to the
tight productivity norms set by management.
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
Objectives of collective
bargaining
? resolve differences over knotty issues
? protect the interests of workers through
collective action
? carry out negotiations voluntarily, without
interference from a third party
? arrive at an amicable agreement through
a process of give and take
The substance of bargaining
1.Wages and working conditions
2.Work norms
3.Incentive payments
4.Job security
5.Changes in technology
6.Work tools, techniques and practices
7.Staff transfers and promotions
8.Grievances
9.Disciplinary matters
10.Health and safety
11.Insurance and benefits
12.Union recognition
13.Union activities/responsibilities
14.Management rights
Types of Bargaining
Over the years, four distinctive types of bargaining have
evolved, namely;
? Conjunctive or distributive bargaining: where both
parties try to maximise their respective gains
? Cooperative bargaining: where both parties yield
ground to the other to get ahead and resolve knotty
issues
? Productivity bargaining: where the wages and benefits
of workers are linked to productivity
? Composite bargaining: where labour bargains not only
for wages but goes a step further and demands equity
in other matters relating to work norms,
employment levels, etc in return for agreeing to the
tight productivity norms set by management.
The Process of Collective Bargaining
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
Objectives of collective
bargaining
? resolve differences over knotty issues
? protect the interests of workers through
collective action
? carry out negotiations voluntarily, without
interference from a third party
? arrive at an amicable agreement through
a process of give and take
The substance of bargaining
1.Wages and working conditions
2.Work norms
3.Incentive payments
4.Job security
5.Changes in technology
6.Work tools, techniques and practices
7.Staff transfers and promotions
8.Grievances
9.Disciplinary matters
10.Health and safety
11.Insurance and benefits
12.Union recognition
13.Union activities/responsibilities
14.Management rights
Types of Bargaining
Over the years, four distinctive types of bargaining have
evolved, namely;
? Conjunctive or distributive bargaining: where both
parties try to maximise their respective gains
? Cooperative bargaining: where both parties yield
ground to the other to get ahead and resolve knotty
issues
? Productivity bargaining: where the wages and benefits
of workers are linked to productivity
? Composite bargaining: where labour bargains not only
for wages but goes a step further and demands equity
in other matters relating to work norms,
employment levels, etc in return for agreeing to the
tight productivity norms set by management.
The Process of Collective Bargaining Bargaining limits
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
Objectives of collective
bargaining
? resolve differences over knotty issues
? protect the interests of workers through
collective action
? carry out negotiations voluntarily, without
interference from a third party
? arrive at an amicable agreement through
a process of give and take
The substance of bargaining
1.Wages and working conditions
2.Work norms
3.Incentive payments
4.Job security
5.Changes in technology
6.Work tools, techniques and practices
7.Staff transfers and promotions
8.Grievances
9.Disciplinary matters
10.Health and safety
11.Insurance and benefits
12.Union recognition
13.Union activities/responsibilities
14.Management rights
Types of Bargaining
Over the years, four distinctive types of bargaining have
evolved, namely;
? Conjunctive or distributive bargaining: where both
parties try to maximise their respective gains
? Cooperative bargaining: where both parties yield
ground to the other to get ahead and resolve knotty
issues
? Productivity bargaining: where the wages and benefits
of workers are linked to productivity
? Composite bargaining: where labour bargains not only
for wages but goes a step further and demands equity
in other matters relating to work norms,
employment levels, etc in return for agreeing to the
tight productivity norms set by management.
The Process of Collective Bargaining Bargaining limits Collective Bargaining In India
? Unions occupying centre stage only after 1900
? Mostly legal machinery used to resolve disputes
? After independence, collective bargaining gained
ground
? Productivity bargaining is increasingly popular in
recent times due to global competition,
customer-focused manufacturing and marketing
etc.
? Factors inhibiting collective bargaining
Employer's reluctance
Weak unions
Inappropriate legislative framework
FirstRanker.com - FirstRanker's Choice
Industrial Relations
Chapter 7
? The term ?industrial relations? refers to
the collective relations between
employers and employees as a group. It
underscores the importance of
compromise and accommodation in place
of conflict and controversy in resolving
disputes between labour and management.
Features
? Employer-employee interactions
? Web of rules
? Multidimensional
? Dynamic and changing
? Spirit of compromise and accommodation
? Government's role
? Wide coverage
? Interactive and consultative in nature
Major factors influencing industrial
relations
? Institutional factors: These factors include government
policy, labour legislation, voluntary courts,
collective agreements, employee courts, employers?
federations, social institutions like community, caste,
joint family, creed, system of beliefs, attitudes of
workers, system of power, status, etc.
? Economic factors: These factors include economic
organisations, like capitalist, communist, mixed, etc.,
the structure of labour force, demand for and
supply of labour force, etc
? Technological factors: These factors include
mechanisation, automation, rationalisation,
computerisation etc
major influences Objectives of industrial relations
Enhance the economic position of the worker
? Minimise conflicts and to the extent possible,
avoid conflicts and their negative
consequences
? Allow workers to have a say in important
decisions affecting their lives
? Resolve knotty issues through consultation and
negotiation
? Encourage and develop trade unions in order to
improve the workers' collective strength
? Pave the way for industrial democracy.
Approaches To Industrial Relations
There are five approaches to study industrial
relations, namely:
? Psychological approach
? Sociological approach
? Human relations approach
? Giri's approach
? Gandhian approach
? HRD approach
The HRD approach recognises employees as
invaluable assets in an organisation and emphasizes
that they can be developed to an unlimited extent
with proper incentives, atmosphere and treatment.
Sound Industrial Relations:
Sound industrial relations are essential for ensuring
industrial peace and improved productivity. Cordial
labour management relations enable the employer to
secure cooperation and commitment from employees
quite easily. It is not, however, easy to promote and
maintain sound industrial relations. Certain conditions
should exist for the maintenance of harmonious
industrial relations:
v Existence of strong, well organised and democratic
employees' unions
v Existence of sound and organised employers' unions
v Spirit of collective bargaining and willingness to resort
to voluntary negotiations
v Maintenance of industrial peace
v Establish machinery for prevention and settlement of disputes
v Provision for bipartite and tripartite committees to evolve proper personnel policies
v Establish committees to evaluate collective bargaining agreements
v Create proper legal mechanisms to settle disputes quickly and easily.
Industrial Conflict: Forms And
Causes
? Industrial conflicts constitute militant and
organised protests against existing
industrial conditions. They are symptoms
of industrial unrest. The term ?industrial
dispute? as described in the Industrial
Disputes Act, 1947 is characterised by the
following features
Features of the term ?industrial
dispute?
? There should be a difference or dispute
? The dispute could be between employer-
employer, employee-employee or employer-
employee
? The dispute must pertain to some work-
related issue
? The dispute must be raised by a group or
class of workers. For example the dispute
between one or two workers and the
respective employer is not an industrial
dispute
Forms of Industrial Disputes
Strikes: These are collective stoppages of
work by workers.
? Sympathetic strike
? General strike
? Unofficial strike
? Sectional strike
? Bumper strike
? Sit down strike
? Slow down strike
? Lightning strike
? Hunger strike
? Lock outs: Closing down of an undertaking or the
suspension of work or the refusal of an employer
to continue to employ any number of persons
employed by him is known as 'lock out'.
? Gherao: Gherao means to surround. In this method,
a group of workers initiate collective action aimed at
preventing members of the management from
leaving the office.
? Picketing and Boycott: When picketing workers
often carry or display signs, banners and placards,
prevent others from entering the place of work
and persuade others to join the strike. Boycott aims
at disrupting the normal functioning of an 0enterprise.
Causes of Industrial Disputes
? Employment-related
? Nationalisation
? Administration-related
? Recognition as a bargaining agent
? Sympathetic strikes
? Psychological and social issues
? Institutional causes
? Political causes
Machinery For The Settlement of
Industrial Disputes In India
? When the relationship between the
parties is not cordial, discontentment
develops and conflicts erupt abruptly. It
is not always easy to put out the fires
with the existing dispute-settlement
machinery, created by the government.
Hence both labour and management must
appreciate the importance of openness,
trust and collaboration their day-to-day
dealings.
Works committees: As per the Industrial Disputes Act, 1947,
works committees have to be set up all those industrial units
which employ 100 or more persons. It is basically a consultative
body
? Giving greater participation to workers
? Ensuring close interaction between labour and management
? Generating cooperative atmosphere for negotiation between
parties
? Opening the doors to unions to have a clear view of what is
going on within the unit
? Strengthening the spirit of voluntary settlement of disputes
Joint Management Councils: The JMC normally consists of
equal number of representatives of workers and employers
looking after three things: information sharing, consultative and
administrative matters relating to welfare, safety, training etc and
the formulation of standing orders.(of course, without
encroaching on the jurisdiction of works committees)
Standing orders: These are the rules and regulations
which govern the conditions of employment of
workers. The Industrial Employment (standing
orders) Act of 1946 provides for the framing of
standing orders in all industrial undertakings employing
100 or more workers.
Grievance procedure: A model grievance procedure
as suggested by the Indian Labour Conference,
1958 has more or less been widely accepted in
India now.
Code of discipline: It consists of a set of self-imposed
obligations voluntarily formulated by the central
organisation of workers and employers.
Industrial Disputes: Settlement
Machinery
Conciliation: The practice by which the services of a neutral third
party are used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences and to arrive
at an amicable settlement or agreed solution.
? Conciliation officer: an authority appointed by the government to
mediate disputes between parties brought to his notice; enjoying
the powers of a civil court. He is supposed to give judgement
within 14 days of the commencement of the conciliation
proceedings.
? Board of conciliation: The Board is an adhoc, tripartite body having
the powers of a civil court created for a specific dispute(when the
conciliation officer fails to resolve disputes within a time frame, the
board is appointed)
? Court of enquiry: In case the conciliation proceedings fail to
resolve a dispute, a court of enquiry is constituted by the
government to investigate the dispute and submit the report within
six months.
Voluntary arbitration: It is he process in which
the disputing parties show willingness to go to
an arbitrator (a third party) and submit to his
decision voluntarily.
Adjudication: It is the process of settling disputes
compulsorily through the intervention of a
third party appointed by the Government. The
Industrial Disputes Act provides a three-tier
adjudication machinery consisting of:
? Labour court
? Industrial tribunal
? National tribunal
Collective Bargaining
? The basic objective of collective
bargaining is to arrive at an agreement on
wages and other conditions of
employment. Both labour and
management must reconcile their
differences voluntarily through
negotiations, yielding some concessions
and making sacrifices in the process.
Some of the important features of
collective bargaining may be listed thus:
Important features of
Collective Bargaining
? Collective
? Strength
? Flexible
? Voluntary
? Continuous
? Dynamic
? Power relationship
? Representation
? Bipartite process
? complex
Objectives of collective
bargaining
? resolve differences over knotty issues
? protect the interests of workers through
collective action
? carry out negotiations voluntarily, without
interference from a third party
? arrive at an amicable agreement through
a process of give and take
The substance of bargaining
1.Wages and working conditions
2.Work norms
3.Incentive payments
4.Job security
5.Changes in technology
6.Work tools, techniques and practices
7.Staff transfers and promotions
8.Grievances
9.Disciplinary matters
10.Health and safety
11.Insurance and benefits
12.Union recognition
13.Union activities/responsibilities
14.Management rights
Types of Bargaining
Over the years, four distinctive types of bargaining have
evolved, namely;
? Conjunctive or distributive bargaining: where both
parties try to maximise their respective gains
? Cooperative bargaining: where both parties yield
ground to the other to get ahead and resolve knotty
issues
? Productivity bargaining: where the wages and benefits
of workers are linked to productivity
? Composite bargaining: where labour bargains not only
for wages but goes a step further and demands equity
in other matters relating to work norms,
employment levels, etc in return for agreeing to the
tight productivity norms set by management.
The Process of Collective Bargaining Bargaining limits Collective Bargaining In India
? Unions occupying centre stage only after 1900
? Mostly legal machinery used to resolve disputes
? After independence, collective bargaining gained
ground
? Productivity bargaining is increasingly popular in
recent times due to global competition,
customer-focused manufacturing and marketing
etc.
? Factors inhibiting collective bargaining
Employer's reluctance
Weak unions
Inappropriate legislative framework
current issues and future challenges
FirstRanker.com - FirstRanker's Choice
This post was last modified on 18 February 2020