Can any one give some light on the below question. Q. State and explain the causes of poor industrial relations. what are the suggestions for better industrial relations.
From India, Hyderabad
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From India, Hyderabad
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The main aspects of Industrial Relations are:
i. Labor Relations, i.e., relations between union and management.
ii. Employer-employee relations, i.e., relations between management and employees.
iii. Group relations, i.e., relations between various groups of workmen.
iv. Community or Public relations, i.e., relations between industry and society.
v. Promotions and development of healthy labor-management relations.
vi. Maintenance of industrial peace and avoidance of industrial strife.
vii. Development of true industrial democracy.
Effects of poor Industrial Relations:
Poor Industrial Relations produce highly disquieting effects on the economic life of the country. We may enumerate the ill-effects of poor Industrial Relations as follows:
1. Multiplier effects: Modern industry and, for that matter, the modern economy are interdependent. Hence, although the direct loss caused due to industrial conflict in any one plant may not be very great, the total loss caused due to its multiplier effect on the total economy is always significant.
2. Fall in normal tempo: Poor Industrial Relations adversely affect the normal tempo of work, resulting in work far below the optimum level. Costs build up, absenteeism and labor turnover increase, plant discipline breaks down, and both the quality and quantity of production suffer.
3. Resistance to change: A dynamic industrial situation calls for continuous change. Methods have to be improved, economics have to be introduced, and new products have to be designed, produced, and put on the market. Each of these tasks involves a whole chain of changes, and this is resisted bitterly if there is industrial conflict.
4. Frustration and social costs: Every individual comes to the workplace not only to earn a living but also to satisfy his social and egoistic needs. When he finds difficulty in satisfying these needs, he feels frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration, reduce cordiality, and aggravate social tension.
Suggestions to Improve Industrial Relations:
a. Both management and unions should develop constructive attitudes towards each other – Constructive Attitude.
b. All basic policies and procedures relating to Industrial Relations should be clear to everybody in the organization and to the union leaders. The personnel manager must ensure that line people understand and agree with these policies.
c. The personnel manager should remove any distrust by convincing the union of the company's integrity and his own sincerity and honesty. Suspicions, rumors, and doubts should all be put to rest.
d. The personnel manager should not vie with the union to gain workers' loyalty to both the organization. Several research studies also confirm the idea of dual allegiance. There is strong evidence to discard the belief that one can owe allegiance to one group only.
e. Management should encourage the right kind of union leadership. While it is not for management to interfere with union activities or choose the union leadership, its actions and attitude will go a long way toward developing the right kind of union leadership. "Management gets the union it deserves" is not just an empty phrase. Management.
[email "kkranthi2007@indiatimes.com"]kkranthi2007@indiatimes.com[/email]
From India, Bangalore
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i. Labor Relations, i.e., relations between union and management.
ii. Employer-employee relations, i.e., relations between management and employees.
iii. Group relations, i.e., relations between various groups of workmen.
iv. Community or Public relations, i.e., relations between industry and society.
v. Promotions and development of healthy labor-management relations.
vi. Maintenance of industrial peace and avoidance of industrial strife.
vii. Development of true industrial democracy.
Effects of poor Industrial Relations:
Poor Industrial Relations produce highly disquieting effects on the economic life of the country. We may enumerate the ill-effects of poor Industrial Relations as follows:
1. Multiplier effects: Modern industry and, for that matter, the modern economy are interdependent. Hence, although the direct loss caused due to industrial conflict in any one plant may not be very great, the total loss caused due to its multiplier effect on the total economy is always significant.
2. Fall in normal tempo: Poor Industrial Relations adversely affect the normal tempo of work, resulting in work far below the optimum level. Costs build up, absenteeism and labor turnover increase, plant discipline breaks down, and both the quality and quantity of production suffer.
3. Resistance to change: A dynamic industrial situation calls for continuous change. Methods have to be improved, economics have to be introduced, and new products have to be designed, produced, and put on the market. Each of these tasks involves a whole chain of changes, and this is resisted bitterly if there is industrial conflict.
4. Frustration and social costs: Every individual comes to the workplace not only to earn a living but also to satisfy his social and egoistic needs. When he finds difficulty in satisfying these needs, he feels frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration, reduce cordiality, and aggravate social tension.
Suggestions to Improve Industrial Relations:
a. Both management and unions should develop constructive attitudes towards each other – Constructive Attitude.
b. All basic policies and procedures relating to Industrial Relations should be clear to everybody in the organization and to the union leaders. The personnel manager must ensure that line people understand and agree with these policies.
c. The personnel manager should remove any distrust by convincing the union of the company's integrity and his own sincerity and honesty. Suspicions, rumors, and doubts should all be put to rest.
d. The personnel manager should not vie with the union to gain workers' loyalty to both the organization. Several research studies also confirm the idea of dual allegiance. There is strong evidence to discard the belief that one can owe allegiance to one group only.
e. Management should encourage the right kind of union leadership. While it is not for management to interfere with union activities or choose the union leadership, its actions and attitude will go a long way toward developing the right kind of union leadership. "Management gets the union it deserves" is not just an empty phrase. Management.
[email "kkranthi2007@indiatimes.com"]kkranthi2007@indiatimes.com[/email]
From India, Bangalore
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Hi everybody,
We can find this info by using the search box at the top of the website or by using the term "keywords site:abc.com" on Google.com. Google is everything. Apart from that, you can also find more information at: [Labor relations books](http://www.vinetbooks.com/labor-relations-books/).
Best regards
From Vietnam, Hanoi
Acknowledge(0)Amend(0)
We can find this info by using the search box at the top of the website or by using the term "keywords site:abc.com" on Google.com. Google is everything. Apart from that, you can also find more information at: [Labor relations books](http://www.vinetbooks.com/labor-relations-books/).
Best regards
From Vietnam, Hanoi
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Industrial Relations.ppt
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