INDUSTRIAL RELATIONS

INDUSTRIAL RELATIONS
Traditionally, IR is  a pluralistic in outlook and covers not only
the relations between employer and employee but also the relations between
employer and unions and between them and the state. However, in the last two decades IR
as become more specific to the study and practice of Trade unionism, Collective
bargaining, Labour Management relations. Human Resource Development is seen as
a separate, largely distinct field that deals with non-union employment
relationships and the personal practices and policies of employers.   Organizations especially those who are in
manufacturing have to ensure that both IR and HR are treated as critical and
over lapping component of their Human Resource Strategy
Has IR was merely seen as adherence to labour laws and
helping organisations stay compliant
?   The  evolution of large and medium industries,  employing thousands of employees in
multi-product, multi-plant, multinational settings, unions continue to play
vital role in matters of productivity, quality, industrial peace and harmony
through the innovative IR programes.  IR  is  undergoing needed changes to re-gain its
position, by  opening its avenues to
other social disciplines  including
organizational behaviour and psychology, industrial sociology, with consequent
attention to team work and new forms of work organization.  Large corporations    are
coming forward to involve unions in HRM initiatives. Workplace cooperation
mechanisms are more effective, as unions are consulted.
Industrial Relations will
ensure that an organization as sound relationship with all its constituents
(Management, Workers and Unions), Other industries, Government and Society at
large. The effectiveness of IR is measured from the peaceful Atmosphere and
harmonious culture that prevails in an organisations there by Zero production
loss is reported and to ensure peace and harmony in the Organization.
PROCESSES
IN IR
·        
Negotiation  Bargaining
·        
Settlement
·        
Liaisoning
and Public Relations
·        
Compliance
with Legislations
·        
Draft
Rules and Orders
·        
Design
& Implement IR Programmes.
·        
Establish
Role Clarity
·        
Grievances
Handling
·        
Absenteeism
The following table
details of IR will reflect the focus areas, business contributions, and
performance & non-performance indicators.
LEVELS
AREA
I
R PROCESSES
Strategic Level
Focus
Legislation
Standing Orders
Rights & Duties
Functional Level
Process
Negotiations and Bargaining
Business Contribution
No manday lost due to labour Unrest.
Work Place Level
Performance Indicator
Settlement and Harmony
Non-Performance
Indicator
Misconduct / Conflict
The IR programme in an
organization should be such that it should be able to achieve objectives
through the process. The success of IR solely depends upon its credibility
shown through a transparent approach and its genuine desire in seeking common
ground with the constituents like the management, workers, trade unions,
society, government, etc.,.  
Collaborative and Participative approach only can take IR programme in
an organization to successful exposures.
Common values and
principles are to be laid out before any bargaining or negotiations.
Very often, bargaining
and negotiations fail since there is no basis, values and principles.
The background and
guiding/leading criteria for all negotiations and bargaining should be a business
goals / Objectives.  For examples, the
following may not be negotiated or bargained:
Ø  Bonus  :  as
there is a legislation governing bonus
Ø  Out put of a machine
:  as it is specified along with the
machine design / specifications.
Ø  Promotion : most
competent persons needs to be promoted.
BY
BNV RAMANA
ALUMNI XLRI
CONSOLIDATED CONSTRUCTION CONSORTIUM LTD

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