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Unit 7: Industrial Relations

The role of unions is changing. During the cold war, political considerations sometimes Notes
dominated or influenced union activities, attitudes and their role, especially in some of the
developing countries. Unions are now gradually concentrating more on their traditional role
in industrial relations, which is to improve the working conditions of their members and
to protect their interests through negotiation.

As a result of intense competition for goods and services and the recognition of the enterprise
as an important engine of growth to an extent unknown in the past, the centre of gravity
of industrial relations is now more than ever before the workplace and managing human
resources is now receiving the attention it should have been given much earlier.

The origin of the adaptive management concept can be traced back to
ideas of scientific management pioneered by Frederick Taylor in the
early 1900s. While the term ‘adaptive management’ evolved in natural
resource management workshops through decision makers, managers
and scientists focusing on building simulation models to uncover key
assumptions and uncertainties.

Perform a survey on management practices and its factors and generate
a report on it.

7.2 The Importance and Objectives of Sound Industrial Relations

7.2.1 Sound Industrial Relations System
A sound industrial relations system is not capable of precise definition. Every industrial
relations system has to take into account, and reflect cultural factors. Systems cannot change
culture, but only behaviour within a cultural environment. As such, one can only describe
some of the elements which have generally come to be recognized as contributing to a sound
industrial relations system. These elements would constitute a sort of check-list. A relatively
sound industrial relations system will exhibit some of these elements.
A sound industrial relations system is one in which relationship between management and
employees (and their representatives) on the one hand, and between them and the State on
the other, are more harmonious and cooperative than conflictual and creates an environment
conducive to economic efficiency and the motivation, productivity and development of the
employee and generates employee loyalty and mutual trust. Industrial relations itself may
again be described as being concerned with the rules, processes and mechanisms (and the
results emanating therefore) through which the relationship between employers and
employees and their respective representatives, as well as between them on the one hand
and the State and its agencies on the other, is regulated. Industrial relations seek to balance
the economic efficiency of organizations with equity, justice and the development of the
individual, to find ways of avoiding, minimizing and resolving disputes and conflict and
to promote harmonious relations between and among the actors directly involved, and
society as a whole. The rules, processes and mechanisms of an industrial relations system
are found in sources such as laws (legislative, judicial, quasi-judicial), practices, customs,
agreements and arrangements arrived at through a bipartite or tripartite process or through
prescription by the State.
Industrial relations operate at different levels—at the national level, at the level of the
industry and at the enterprise level. The elements which reflect a sound industrial relations

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