Page 218 - DMGT406_HUMAN_RESOURCE_MANAGEMENT

Unit 13: Industrial Relations

resolve disputes. Giri observed that 'there should be a bipartite machinery in every industry Notes
and every unit of the industry to settle differences from time to time with active
encouragement of government. Outside interference should not encroach upon industrial
peace'.
5. Gandhian Approach: Gandhi ji accepted the worker's right to strike but cautioned that
this right be exercised in just cause and in a peaceful, non-violent fashion. The trusteeship
theory advocated by him highlights the fact that wealth belongs to society and not to the
owners of an enterprise. Owners are there to serve the interests of society. If they fail to
pay minimum wages to workers, workers must appeal to their conscience. If this does not
produce results, they should resort to non-violent non-cooperation (Satyagraha). Before
adopting this strategy, workers must believe in their collective strength and note the
crucial point that without their active cooperation, capitalists cannot achieve results. The
capitalist, in his own self interest, is expected to hold industry in trust for the society,
treating workers as partners and co-trustees in a progressive venture.

6. HRD Approach: As rightly pointed out by Ishwar Dayal, Human Resource Development
involves (i) ways to better adjust the individual to his job and environment, (ii) the
deepest involvement of an employee in various aspects of his work, and (iii) the greatest
concern for enhancing the capabilities of the individual. The HRD approach recognises
employees as the greatest assets in an organisation; believes that they can be developed to
an unlimited extent with proper incentives, atmosphere and treatment. It is possible to
integrate human needs with organisational requirements. If the manager has a caring,
helpful attitude towards employees and creates a healthy work environment (characterised
by values of openness, enthusiasm, trust, mutuality and collaboration) employees are
willing to give of their best to the organisation. So managers, in their own self-interest,
must create a motivating climate so that employees commit themselves to assigned tasks
wholeheartedly.
The manager in the HRD approach wears many hats, i.e., of a developer, counsellor, coach,
mentor and problem solver. He tries to integrate work, and trains and educates people, acts as
a change agent and provides a conducive, healthy work environment. The traditional roles as a
policeman, supervisor, appraiser, legal advisor and fire-fighter as evidenced in companies
characterised by troubled industrial relations, thus undergo a radical transformation where the
labour-management relations are built around mutual trust, understanding and cooperation.
HRD interventions such as work redesign and job enrichment could be used effectively to make
jobs more interesting to employees. To avoid role conflicts, role analysis could be taken up,
followed by a clear-cut elaboration of what the employee is supposed to do. To build cooperation
among employees and between labour and management, team-building exercises could be
undertaken. To tackle trouble makers, counselling and coaching sessions could be arranged
from time to time. A climate of open, transparent communication would put out fires quite
easily. Training and feedback sessions would help solve many other industrial relations problems
smoothly. To overcome some of the troubling IR issues, managers should focus on aspects like:
1. Clarify goals
2. Reward performance

3. Empower people at all levels
4. Treat people properly
5. Follow two-way communication channels
6. Settle issues in an atmosphere of trust and understanding.

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