1. Industrial Relations

2. INTRODUCTION
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3. 3

4. APPROACHES TO IR
Division 1 Division 2
UNITARY APPROACH
UNITARY APPROACH PLURALISTIC
PLURALISTIC
APPROACH
APPROACH
APPROACHES
OF
IR
Division 3
MARXIST APPROACH
MARXIST APPROACH

5. Detailed analysis
UNITARY APPROACH
UNITARY APPROACH
 MUTUAL CO-OPERATION ,, INDIVIDUAL TREATMENT ,, TEAM – WORK AND SHARED
 MUTUAL CO-OPERATION INDIVIDUAL TREATMENT TEAM – WORK AND SHARED
IR GOALS
GOALS
 WORK CONFLICT IS CONSIDERED TO BE TEMPORARY DEVIATION
 WORK CONFLICT IS CONSIDERED TO BE TEMPORARY DEVIATION
 THERE IS NO ‘WE – THEY’ FEELING
 THERE IS NO ‘WE – THEY’ FEELING
 CONFLICT IS NOT ONLY UNNECESSARY BUT ALSO DESTRUCTIVE
 CONFLICT IS NOT ONLY UNNECESSARY BUT ALSO DESTRUCTIVE
 REACTIVE IR STRATEGY
 REACTIVE IR STRATEGY
 CRTICISM
 CRTICISM

6. Detailed analysis
PLURALISTIC APPROACH
PLURALISTIC APPROACH
 TOTALLY DEPARTS FROM UNITARY APPROACH
 TOTALLY DEPARTS FROM UNITARY APPROACH
IR  IT PERCEIVES:
 IT PERCEIVES:
1.ORGANISATIONS AS COALITIONS OF COMPETING INTEREST
1.ORGANISATIONS AS COALITIONS OF COMPETING INTEREST
2.TRADE UNIONS AS LEGITIMATE REPRESENTATIVES
2.TRADE UNIONS AS LEGITIMATE REPRESENTATIVES
3.STABILITY IN IR
3.STABILITY IN IR
•• CONFLICT BETWEEN MANAGEMENT AND EMPLOYEES IS INEVITABLE
CONFLICT BETWEEN MANAGEMENT AND EMPLOYEES IS INEVITABLE
•• UNIONS BALANCE THE POWER BETWEEN EMPLOYEES AND MANAGEMENT
UNIONS BALANCE THE POWER BETWEEN EMPLOYEES AND MANAGEMENT
•• EVOLUTION IN ENGLAND
EVOLUTION IN ENGLAND
•• RECENT THEORIES FROM FLANDERS AND FOX
RECENT THEORIES FROM FLANDERS AND FOX

7. Detailed analysis
MARXIST APPROACH
MARXIST APPROACH
 SIMILAR TO PLURALISTIC
 SIMILAR TO PLURALISTIC
IR  CONFLICT IS A PRODUCT OF CAPITALIST SOCIETY
 CONFLICT IS A PRODUCT OF CAPITALIST SOCIETY
 IT FOCUSES ON TYPE OF SOCIETY
 IT FOCUSES ON TYPE OF SOCIETY
 FOR MARXISTS,INDUSTRIAL CONFLICT HAS WIDE MEANING
 FOR MARXISTS,INDUSTRIAL CONFLICT HAS WIDE MEANING
 INDUSTRIAL CONFLICT IS SYNONYMOUS TO POLITICAL AND SOCIAL UNREST
 INDUSTRIAL CONFLICT IS SYNONYMOUS TO POLITICAL AND SOCIAL UNREST
 ALL STRIKES ARE POLTICAL
 ALL STRIKES ARE POLTICAL
 VIEW OF MARXISTS ON OTHER APPROACH
 VIEW OF MARXISTS ON OTHER APPROACH

8. PARTIES TO INDUSTRIAL RELATIONS
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9. Employees
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10. Employers
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11. Employee association
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12. Employer associations
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13. COURTS AND TRIBUNALS
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14. GOVERNMENT
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15. INDUSTRIAL RELATIONS STRATEGY
• Reactive Strategy
• Proactive Strategy
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16. Reactive Strategy
The best emergency management is not to have an emergency in the
first place.
• Antecedent control
• Interrupt and redirect
• Listen and talk it over
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17. Proactive Strategy
• Leverage subject matter, vertical and technical expertise
• Have a proven track record for success
• Accelerate project execution
• Increase employee attraction and retention
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18. Factors Affecting Employee Relations Strategy
• INTERNAL FACTORS
• EXTERNAL FACTORS
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19. INDUSTRIAL RELATIONS DECISIONS
• COMMUNICATION-
How best can we convey our philosophy to
employees?Image size 210x302
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20. INDUSTRIAL RELATIONS DECISIONS
• COMPETENCE-
How to improve competence of managers and
with IR matter?
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21. INDUSTRIAL RELATIONS DECISIONS
• DISCIPLINE AND CONFLICTS-
How shall we deal with it?
Image size 210x302
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22. ROLE OF HUMAN RESOURCE MANAGER
• Motivated and satisfied employees have no
reason to indulge in strikes.
• It is the role of the human resource manager to
keep employees motivated and satisfied.
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23. CONCLUSION
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