session 1 introduction to cer

7/29/2019 Session 1 Introduction to CER

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INSTITUTE FOR INTERNATIONAL

MANAGEMENT & TECHNOLOGY

INSTITUTE FOR INTERNATIONALMANAGEMENT & TECHNOLOGY

Introduction to

Management of Industrial Relations

Dr. Kalpana Maheshwari

24 September 2013


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MANAGEMENT & TECHNOLOGY What is Employment Relations?

The administering of the institutions and making rules

of work regulation

Socio-industrial conflict (in all its forms) and itsresolution.

Explicit and implicit bargaining between employees

and employers

A particular set of phenomena associated with

regulating the human activity of employment


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Pluralistic

Co-operation

Conflict

Authoritarian

Paternalism

Unitary

Human

resource

management

Systems

Evolution

Revolution

Marxist

Control of

the labour

process

Input Conversion Output

Conflict

(differences)

Institutions

and

processes

Regulation

(rules)

Approaches to o rganisations

Approaches to industr ia l re lat ions

Social action

Wider approaches to indus tr ial relat ions

Perspectives on employment relations

Labour market Comparative


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MANAGEMENT & TECHNOLOGY Unitary perspective

Assumptions Capitalist society

Integrated group of people within the work organisation

Common values, interests and objectives

Nature of conflict and its resolution Irrational and aberrant Frictional and personal

Coercion or paternalism

Role of Trade Unions

Intrusion from outside Historical anachronism

Management only forced to accept trade unions in economic

relations


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MANAGEMENT & TECHNOLOGY The Unitary perspective explained

There is one best way of doing things, andtherefore anyone who disagrees is wrong

The productive enterprise has objectiveswhich are in the interests of all associatedwith it(Burchill, p3)

Stresses common purpose and harmony:often ideas of team-working, commitmentto the enterprise HRM.


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MANAGEMENT & TECHNOLOGY Unitarism and conflict

Conflict is seen as pathological, and caused by

Ignorance: so institute training

Bad communications: improve them

Troublemakers and deviants: requires discipline at

work and strong law

Outside agitators: get rid of them

Trade unions are either oppositional, or pointless


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MANAGEMENT & TECHNOLOGY Pluralist perspective

Assumptions Post-Capitalist society Coalescence of sectional groups within work organisation

Differing values, interests and objectives

Competitive authority/loyalty structures (formal & informal)

Nature of conflict and its resolution Rational and inevitable Structural and institutionalised

Compromise, negotiate and agreement

Role of Trade Unions Legitimate and accepted in both economic and

managerial relations

Internal and integral to organisation


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MANAGEMENT & TECHNOLOGY The Pluralist perspective explained

This view acknowledges divergentinterests within society and theorganisation(Burchill, p4)

Not all parties at work share the samegoals: slimming down the firm meanspeople lose jobs: pay rises affect profits

Does not seek to overthrow capitalism, butto contribute to its management


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MANAGEMENT & TECHNOLOGY Pluralism and Conflict

Conflict is normal and inevitable, in society andat work

Worker organisations may not be liked, but are

legitimate

Mechanisms for resolving conflict include Disciplinary and grievance procedures

Disputes procedures

Collective bargaining is THE pluralist concept


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MANAGEMENT & TECHNOLOGY Marxist perspective

Assumptions Capitalist society

Division between labour and capital

Imbalance and inequalities in society (power, wealth etc)

Nature of conflict and its resolution Inherent in economic and social system Industrial conflict part of wider social conflict

Disorder precursor to change in society

Role of Trade Unions Employee response to capitalism

Expression and mobilisation of class consciousness

Develop political awareness and activity


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MANAGEMENT & TECHNOLOGY The Marxist perspective explained

Society is essentially divided into two classes

those who own the means of production, and

those who do not(Burchill, p5)

Labour is regarded as a factor of production,

and profit is made through its exploitation

Trade unions are a defence against exploitation,

through worker unity


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Adapted from Salamon 2000:6


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MANAGEMENT & TECHNOLOGYMeaning

Relations between management and workers and the role of

regulatory mechanism to resolve any dispute.

Parties to IR

Employers & their Associations

Employers & their Associations

Government (Regulatory Body)


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IR System Concept:

A Causal Model Representation

Contexts

Rules or

OutcomesProcesses

Ideology

Actors


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MANAGEMENT & TECHNOLOGY IR Systems Concept (Dunlop 1958)

Major Elements

Actors (workers, unions, mgmt, government)

Contexts (labor and product markets, technology,

community)

Processes (unilateralism, individual bargaining,

legislation, adjudication, CB)

Ideology(minimal shared beliefs; the glue that gives

systems stability)

Rules (broadly defined) or Outcomes (pay, benefits,

work rules, working conditions, job satisfaction,

industrial democracy, peace and conflict, productive

efficiency)


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MANAGEMENT & TECHNOLOGY Factors affecting industrial

relations.

Institutional factors

Economic factors

Social factors

Technological factors Psychological factors.

Political factors.

Enterprise-related factors.

Global factors.


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MANAGEMENT & TECHNOLOGY Approaches to industrial

relations.

Psychological approach

Sociological approach

Human relation approach Socio ethical approach

Gandhian approach

System approach


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MANAGEMENT & TECHNOLOGY Human relations approach

Physiological needs Food, water, clothing, shelter etc.

Security needs or safety needs Physical security

Financial security Job security

Social needs Companionship

affection

Egoistic needs Desire of self-esteem and

Esteem from others.

S O O H t IR d H


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MANAGEMENT & TECHNOLOGYHow to manage IR under Human

relations approach

Management has to design a suitable

motivational strategy to provide

environment for their optimum need

satisfaction, required for maintaining goodhuman relations in the organizations,

which in turn also leads to good industrial

relations.



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MANAGEMENT & TECHNOLOGY Socio-ethical approach

This approach is not widely accepted

It holds that industrial relations to great extentdepends on ethics of the people involved in it.

For maintenance of good Industrial relations boththe labour and management should realize theirmoral responsibility and greater understanding ofeach others problem



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MANAGEMENT & TECHNOLOGY Socio-ethical approach contd..

The goal of labour management relations is

ensuring maximum productivity, leading to rapid

economic development

This goal can be achieved by adequateunderstanding among employers, workers and the

government, of each others role in industry and

willingness among parties to co-operate as partners

in the industrial system.


INSTITUTE FOR INTERNATIONAL R l f d


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MANAGEMENT & TECHNOLOGY Role of manager under

socio-ethical approach

Development of a code of ethics and a

management philosophy for industrial

relations.

This philosophy should be firm but fair,

tough but tender and hard but human.


INSTITUTE FOR INTERNATIONAL Gandhian approach to


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MANAGEMENT & TECHNOLOGYGandhian approach to

industrial relations.

This approach of industrial relations is

based on the following concepts:

Truth

Non-violence

Aparigraha

Non-co-operation

trusteeship




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MANAGEMENT & TECHNOLOGY Gandhian approach - contd

Worker has right to strike

This right has to be exercised in a just cause, and ina peaceful and non-violent manner

It should be resorted to only after the employer fail

to respond to their moral appeals Disputes between employers and laborers are to be

resolved through non-violent means.

Non-co- operation amounts to peaceful strikes




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MANAGEMENT & TECHNOLOGY Principles of Aparigraha

Individual does not have any right to hold

or use wealth in disregard of the interest of

society

The character of production is to be

determined by social necessity rather than

by personal whims or greed.




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MANAGEMENT & TECHNOLOGY Trusteeship

There is no room for conflict of interest

between the capitalist and labourers.




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MANAGEMENT & TECHNOLOGY Characteristics of Indian labor

Social composition

Sex composition of workers

Emergence of tribal labour

Heterogeneity of labour Lack of differentiated class character

High rate of absenteeism and labour turnover

Migratory character Instability and village nexus




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Concepts and values

Employment relations are concerned with subjective, value judgementsabout concepts for which there are no universally accepted criteria.

Most of the important issues and debates in industrial relations centrearound:

Power & Authority and inequality

Fairness & Equity

Individualism & Collectivism

Integrity and trust

Rights and responsibility

Control and personal autonomy




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Queries??

24 September 2013

session 1 introduction to cer

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