Académique Documents
Professionnel Documents
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Industrial Relations:
Traditional & Changing
Perspectives
Debi S. Saini
Professor of HRM
Management Development Institute, Gurgaon
• Traditional issues in IR
1. Limited resources
2. Separating theory from practice
3. Relying on pre-conceived truth about success
4. Underestimating the difficulty of the problem
Emergence of
Heathrow Management Theory
in People Management in mid-1980s:
Attempt to relate Practice with Causality
On Understanding
the Roots of
Industrial Conflict
11
at the workplace”
15
• Globalization diluting welfare state: Focus on market economics
16
Two Extreme Models
of Industrial Relations
17
Reflected in: Classical Oxford School of IR (by Allan Flanders & Hugh Clegg)
18
Perfectly Neo-Unitarist Industrial Relations
Leading Companies
are investing in
Building Cooperation
through
Psychological Contract
1.
Google has become a magnet
for like-minded geniuses:
Focus of
the Discipline of IR
22
Focus of the Discipline of IR
A. IR Institutions
(permanent form of custom or law)
––Unions
––Employer associations
––State/ Labour Bureaucracy
––ILC––ILO
––Tribunal/Labour Court
––Labour law
––Judiciary
23
––HRM Managers
—Arbitrators/labour judges
––Labour Courts/tribunals
––Labour Lawyers/Consultants
24
Focus of the Discipline of IR cond…
C. IR procedures (aim at: Procedural justice)
––Bargaining/Negotiation
––Conciliation
—Arbitration
—Adjudication
––Inquiries/Disciplinary procedure 25
26
Traditional issues
in
Industrial Relations
27
28
Traditional Problems in IR
2. Negotiating Wage/salary/VRS
5. Communication
29
Traditional Problems in IR
31
32
Q 5. It is said that
IR is a game of power.
In your view,
how much power was enjoyed
by the three main actors in IR?
33
Frames of Reference
in Industrial Relations
& New Issues in IR
34
Frames of Reference: Unitarism & Pluralism
Unitarism Pluralism
1. Assumptions: about Interests 1. Assumptions about Interests
—Common interest/objectives —Mgrs. & employees have: different objectives
35
38
Q 7. What role was played
by the AITUC leader,
Gurudas Dasgupta
in the IR system of HMSI?
39
40
Q 9. What were
the major concerns
of the three main actors in IR
including Central & State Govts.?
41
42
Changing
World of Work & Emergence
of Neo-unitarism in IR
43
Design
Attractive satisfying jobs
Maximize
Reward strategy
opportunities
Union
Emp Involvement, Strategic
Substitution attempts
empowerment Selection
Through Progressive
HR
People
Emotion
Engagement
Empowerment
Caring & Enjoyment
Sustained
interactions
that mutually benefit
the parties concerned
47
48
New Issues in IR: Dominance of HRM Approach
2. De-unionization
through state support
4. Continuous Communication 49
6. Flexibilty management:
––Core & periphery WM
51
Classic Strips
Through
Celebrating
Employee Dignity
(a very small company)
Classic Stripes (Mfg.): Come Out of Control Mindset
http://classicstripes.com/manufacturing_plants.html
2.
Southwest Airlines
Only major airline to earn profit every yr. for nearly 3 decades
63
64
Q 14. What HRM strategy
was followed by HMSI
consciously or subconsciously;
do you think that this was different
from the global HR strategy of HONDA?
Why, if at all, are there differences
in the pursuit of the
global and the local strategies?
65
66
Q 16. What people-management strategy
should HMSI adopt
so as to march
towards its vision?
67
68
The presentation has focused on following learning
69