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V Unitary approach
V Pluralist approach
V Radical approach

P
ë
V ÷here is only one source of authority:
management. ÷hey own and, therefore,
they control
V Employers perceive themselves as
providers of job, income, and social
security
V ÷hey believe that conflict is unnecessary

{
 ÷he unitary approach is based on the
assumptions that the organisation is, an
integrated group of people with a single
authority/ loyalty structure and a set of
common values, interests and objectives shared
by all members of the organisation
 Management·s prerogative is regarded as
legitimate, rational and accepted and any
opposition to it is seen as irrational

î
V Àonflict- perceived as an irrational activity
V ÷rade Unions- as intrusions into the
organisation
V ÷his approach is found predominantly
amongst the Managers- particularly line
management and therefore is often
regarded as a management ideology.
Unitarism still prevails in several tiny and
small-scale industries in urban & rural
areas.

3

 Js based on the assumption that the
organisation is composed of individuals who
make up distinct sectional groups, each with its
own interests, objectives, and leadership
 ÷his approach views conflict as inevitable
because of involvement of various stakeholders
and their respective organisations in
determining the rules of employment
 Stakeholders have their own bases of authority,
and whenever there are separate sources of
authority, there is the risk of conflict

½
V Àontrary to the unitary approach, the pluralistic
approach sees conflicts between management
and employees as rational and inevitable
V ÷he belief among pluralists is that conflict is
necessary, but it can and needs to be managed
and resolved
V ÷he essential feature of this approach lies in the
recognition of diverging interests between
employees, employers and the state

Ô
 ÷he pluralistic approach accepts the legitimacy
of employees combining in formal
organisations to express their interest,
influence management decisions inorder to
achieve their objectives
 ÷his approach recognizes that labour problems
or issues do not relate only to conflict between
employers and employees. ÷hey include many
other forms of problems such as low
productivity, absenteeism, high turnover etc.
 Àollective bargaining is one of the means used
for conflict resolution
 Jn pluralism, both parties strive to exercise
economic as well as political power

m
mm
 Àlass oriented/ Marxist perspectives
 Àoncentrates on the nature of the society
surrounding the organization
 Emphasizes the class structure in society forms
as an important part of industrial relations and
therefore is concerned with workers and the
working class as well as with unions and
collective bargaining

mP
 Production system is privately owned and is
motivated by profit
 Àontrol over production is exercised by
managers who are agents of owners

më
V Àlass conflict is the source of societal change,
without such change the society would stagnate
V Àlass conflict arises primarily from the
disparity in the distribution of and access to
economic power within the society
V Social and political conflict in whatever form is
merely an expression of the underlying
economic conflict within the society

m{
V rowth of trade unionism is seen as an
inevitable employee response to capitalism
V Wherein trade unions not only enhance the
collective industrial power by reducing
competition between individual employees, but
also provide a focus for the expression and
protection of the interests of the working class
V ÷rade unionism and industrial relations may
be viewed as political activities associated with
the development of the working class

mî
V Unitarism- human relations traditions
V Pluralism- organized collective
bargaining
V Radical- shop-floor discontent

m3
m
V ÷he interaction among the stakeholders in JR is
characterized by ¶balance of power·
V Jn highly regulated JR environment, state will
be dominant
V Market driven economy-employer dominate
V Socialist economy- ÷rade union dominate
V ¶Dominance-submission syndrome· in which
dominant stakeholder tends to control the JR

m½
V Signifies that the stake holders engage in a
contest
V Steering the choice making processes and
choices
V Pressure tactics coupled with employment of
leverages like litigation and direct action go
hand in hand with the reaction of the
dominated to protect threatened interest

mÔ
V ÷he dominant stake holder manages
interaction with less dominant and
dominated stakeholders by making
concessions to buy peace on an ad-hoc
situational basis
V Divide-and rule policy

P
V ^ess dominant stake holder through
mechanism of choice making as well as choices
are influenced to favour the dominant
stakeholders.
V ÷he collusive character of the interaction leads
to the compromise of the interests of the less
dominant stake holder groups.

Pm
V u ÷ransformational Process Model
V Here the stakeholder responds
appropriately
V Àhanges not only involves structural
changes and systematic innovations
V But it also involves change of mindset and
values of the interacting stake holders

PP
Pë
V ºohn Dunlop developed it in 1958.
V unalyses JR systems as a sub-system of society
V ÷he theory attempts to provide tools of analysis for
interpretation and understanding of the widest
possible range of industrial relations facts and
activities.
V ÷he theory tries to explain why particular rules are
established in a particular industrial relation system.
V

P{
V ÷he systems theory is divided into four inter-related
components namely:
V uctors;
V certain contexts ;
V an ideology which binds the JR system together
V and a body of rules created to govern the actors at the
workplace and work community.

Pî
V ÷he actors are divided into three main groups;
V (a) Hierarchy of management
V (b) Hierarchy of non-management employees
and their representatives (usually trade union
members),and
V (c) Specialized government agencies
concerned with industrial relation.

P3
V Employers
V Managers
V ÷rade unions
V Employees
V Àustomers
V Share holders

P
V ÷he technological characteristices of the organisation,
the workplace and work community.
V ÷he market or budgetary constraints which impinge on
the actors
V ÷he locus and distribution of power in the larger
society

÷he actors set rules and regulations for the workplace

and work community.

P½
V Pay and conditions
V Productivity
V Àonflict

PÔ
V Managerial regulations
V Àollective bargaining

ë
V JR = f (a,t,m,p,i)
V a= uctors- ^abour, Employers, ovt
V t= ÷echnological context
V m= market context
V p= Power context
V i= ideological context that helps to bind
them together

ëm
V Business
V ovt
V ^abour
V Economic factors
V ÷echnological factors
V Sociopolitical factors
V National environment
V lobal environment

ëP
V ÷his theory regards JR primarily as a process of
converting conflict into regulation
V JR thus involves all aspects of job regulation,
the making and administering of the rules,
which regulate employment relationships
regardless of whether they are seen as being
formal or informal, structured or unstructured

ëë
V Proponent of this theory is Keith Davis
V uccording to him, human relations are ´ the
integration of people into a work situation that
motivates them to work together productively,
cooperatively and with economic,
psychological and social satisfactionsµ

ë{
V uccording to him, goals of human relations are:
V ÷o get people to produce
V ÷o cooperate through mutuality of interest and
V ÷o gain satisfaction from their relationships

ëî
V andhiji had immense faith in the goodness of
man and he believed that many of the evils of
the modern world have been brought about by
wrong systems and not by wrong individuals
V u trustee is one who holds property in trust for
another/others

ë3
V Jt becomes trusteeship when a company
accepts its total responsibility and when
managements role becomes that of balancing
all the claims upon the company on the basis of
seeking justice as the aim of business
V andhi believed that people should keep the
minimum of wealth for themselves to be able to
lead a life that millions lead and give up the
rest to be held in trust for the greatest good of
all.

ë
ë½
V ÷he First Five-year plan emphasized the need
for industrial peace
V Plan emphasized two principles
V Plan encouraged mutual settlement, collective
bargaining and voluntary arbitration, workers
right of association
V u partnership in constructive endeavour to
promote the satisfaction of the economic needs
in the best possible manner

ëÔ
 ÷he plan stressed the need for a statutory
machinery to settle disputes
 Setting up of tripartite bodies , Jndian ^abour
Àonference, Standing ^abour Àommittee,
Jndustrial committees
 Need for Systematic grievance procedure and
Works committee, voluntary arbitration, ºoint
Management Àouncils, Worker·s education,
apprentice training were highlighted
 ÷rusteeship and non-violence became the cardinal
principles

{
V Jt was observed that the inadequate
implementation and enforcement of awards
and agreements had been a source of friction
between labour and management.
V uvoidance of dispute at all levels, including the
last stage of negotiations
V Suggested penalties for non-compliance in the
implementation and enforcement of awards
and agreements

{m
Vu Àode of Discipline in industry was
agreed
V Jt suggested restrictions on the number
of outsiders who serve as office bearers
of unions

{P
V Stressed on moral rather than on legal
sanctions for the settlement of disputes
V Voluntary arbitration is given more prominence
V Scheme of ºoint Management Àouncils were
introduced
V

{ë
V Healthy trade union movement for better
labour-management relations
V Emphasis on collective bargaining and
productivity

{{
V Strengthening JR and conciliation machinery
V Better enforcement of labour legislations
V Research in labour relations and labour laws
V Jmparting training to labour officers
V Undertaking studies to improve productivity

{î
V Effective arrangements should be made
for the settlement of inter-union disputes
and to discourage unfair practices and
irresponsible conduct
V ÷he WPM should be made the vehicle of
transforming attitudes of both employers
and workers with a view of establishing a
corporate culture

{3
V ÷here is considerable scope for
improvement in JR which would obviate
the need for strikes and the justification
for lockouts
V Jn the proper management of industrial
relations the responsibility of unions and
employees has to be identified and inter-
union rivalry and intra union divisions
should be avoided
{
V ^abour participation in management is a
means of bringing about a state of
industrial democracy.
V ÷he need to bring forward a suitable
legislation for effective implementation
of the scheme has been felt.
V Besides legislation, proper education and
training of workers and cooperation from
both employers and employees to
overcome problems arising out of the
{½
existence of multiplicity of trade unions
V uttempts to create conditions for
improvement in labour productivity and
for provision of social security to
supplement the operations of the labour
market.
V ÷he resources have been directed
through the plan programmes towards
skill formation and development,
exchange of information on job
opportunities, monitoring of working
{Ô
conditions, creation of industrial
V ÷he planning commission observed that
the situation of surplus labour, coupled
with the employment of most of the
workers in the unorganised segments of
the economy, has given rise to unhealthy
social practices like bonded labour, child
labour, and adverse working conditions
faced by the migrant labour.

î
V Reforms in labour laws and
strengthening the welfare boards
constituted for unorganized sector
workers.
V While seeking to abolish child labour
and bonded labour, the State proposed to
arrest rural to urban migration of labour
by a combined package that included
promoting manufacturing and service
sectors so as to create employment
opportunities for educated youth and îm
V ÷opromote the welfare of labour both in
organised and unorganized sectors with
special emphasis on the latter
V ÷o carry out reforms in labour laws in
consonance with technological
advancement and industrialisation
V ÷o provide safety net for labour by strict
enforcement of labour laws as well as
providing health care and social security
to workers.
îP
V ÷o eradicate child labour both in
V ÷o encourage establishment of Jndustrial
÷raining Jnstitutes to cover all areas
especially rural and semi-urban as well
as all the sections of the people
particularly the vulnerable ones, so as to
enable them to acquire technical skills
and secure employment opportunities for
ensuring inclusive development.
V ÷o render Vocational uidance Services
including dissemination of information
îë
on careers to educate these youth on
î{
V ^abour & their representative organisations
(÷U)
V Employers & their representative organisations
V State & its agencies ² intervening through
labour laws

îî
V ^abour & their representative organisations
(÷U)
V Employers & their representative organisations
V State & its agencies ² intervening through
labour laws

î3
V Micro to macro focus
V Bargaining to sharing
V Developmental role
V Openness and transparency
V Effective utilisation of alternative forums

î
V uccept- flexible work practices
V Share ² management of company
V row- us a partner
V ÷owards e-unions

î½
V Usually named as Employer·s ussociations
V uwareness creation
V ÷raining consultancy services
V Referral services/ data services
V Publication/ experience sharing
V ^egal advice/ assistance
V Social service

îÔ
Federation of Jndian Àhamber of Àommerce
and Jndustry
ussociated Àhambers of
Àommerce
Àonfederation of Jndian
Jndustries

3
V Policies
and practices
V From dispute resolution to social and economic
development
V ^abour policies and labour legislations to cover
unorganised sectors in a big way
V uddress the problems of diverse labour force-
female worker, child labour, unorganised
labour and migrant labour from Jndia and
abroad
V Emphasis on social justice and economic
growth
3m