Models Of Industrial Relation 2a4p6q
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Dunlop’s model
Dunlop views IR system as a sub-system of society. According to him, IR is regarded as comprised of - three actors - three contexts - an ideology that binds the industrial-relations system together and - a body of rules created to govern the actors at the workplace.
Notable exponent : Flanders, Clegg and Fox. The IR system is a study of “institutions of job regulations” which is both, internal as well as external. Definition of Job Regulation : Sub-system of complex rules in each industry Internal is - code of work rules, wage structure, internal procedure of t consultation, grievance handling, etc. External is – Trade union
As per the Oxford Approach, r = f (b) OR r= f(c) where, r = the rules governing industrial relations b = collective bargaining c = conflict resolved through collective bargaining Key Points : Centrality of Power Social Responsibility, equity and fairness and Hence Industrial democracy
As per the industrial sociologist G. Margerison “the core of IR is the nature and development of the conflict itself.” It focuses more on causes of generation of conflict rather than resolution and causes of industrial dispute rather than its consequences. Intra-plant level produces distributive, structural and human relations conflict. Resolution of conflict: Collective bargaining, structural analysis of socio-technical systems, Man-management analysis. Extra-plant level conflict
Focuses primarily on Collective Bargaining as a mechanism for the resolution of conflicts. The actors relationship is termed as Coalition relationship. The actors agree to co-operate in the resolution of the conflict, their co-operation then takes the form of collective bargaining.
Contributions by social scientist, philosophers and philanthropists : Robert Owen, F W Taylor, Elton Mayo etc Major Focus of the approach Social needs and security affect productivity and morale than the physical environment Informal groups within workplace exercise strong social control Approach encourages small group to keep considerable control over its environment and help in process of smoothing labur management relations
Based on fundamental principles of truth, no-violence and non-possession. Evolved the concepts of non-cooperation and trusteeship “ Rights that do not flow directly from the duty wellperformed, are not worth having” : Workers right can be exercised for just cause in peaceful and non-violent manner. Trusteeship : should not be conflict of interest between management and workers as legally wealth belongs to the owner but morally to society.
“ If communism comes without any violence, it would be welcome” Advocated that strike should be the last weapon. Conditions for strike : The cause of strike must be just There should ne no strike without grievance There should be no violence Non-strikers should not be harassed
Power relationship between capital and worker and class conflict. Structure and nature of society affects the employer-employee relationship. Karl Marx argued that • Weakness and contradiction inherent in the capitalist system would result in revolution and the ascendancy of socialism over capitalism. • Capitalism would foster monopolies. • Wages (costs to the capitalist) would be minimized to a subsistence level. • Capitalists and workers would compete/be in contention to win ground and establish their constant win-lose struggles would be evident.
Approach focuses on • Fundamental division between interest of capital and labour • Conflict is inevitable • Trade union is natural response to the exploitation by capital.
IR has is origin in perceptions of management, workers and unions. The management and labour see each other as less dependable The management and labour see each other as deficient in thinking regarding emotional characteristics and interpersonal relations. Negative perceptions gives rise to conflicts It is aggravated by economic and non-economic factors
IR largely depends on ethics of people involved in it. The management and labour must realize their moral responsibility and understanding of each other’s problems. The goal of sound Industrial relations is to achieve rapid economic growth through maximum productivity. To achieve this understanding between workers, employer and government about each others role and cooperation to each other is essential. The management must develop code of ethics and management’s philosophy for industrial Relations. This philopophy should be firm and fair and humane.
Unitary Perspective : 1)
2) 3)
4) 5)
Sees organization as single entity with single authority and loyalty structure. Right to the management is seen as legitimate and rational. No conflict between employer and employee as both share common aim of production and profit. Existence of conflict is fault of employees. Trade unions have negative effect on prerogative of management.
Pluralist Perspective : 1)
2)
3) 4) 5)
6)
Organization = composition of individuals coming from different background, Organization = multistructure in of group, leadership, authority and loyalty. Conflict is inevitable Dependency for economic survival makes conflict limited. Negotiations and collective bargaining are important mechanisms. Trade unions and management recognise each others role in labour scenario.
Radical Perspective : 1) 2) 3) 4)
5)
6)
Influenced by work of Carl Marx. Distribution and access to power gives rise to class control. Societies, social and political institutions favour capitalist Social and political conflict is an expression of the underlying economic conflict in society Management’s main aim is profit, and control over work is enforced by management towards that aim Trade unions are seen as part of the classs truggle
Dunlop views IR system as a sub-system of society. According to him, IR is regarded as comprised of - three actors - three contexts - an ideology that binds the industrial-relations system together and - a body of rules created to govern the actors at the workplace.
Notable exponent : Flanders, Clegg and Fox. The IR system is a study of “institutions of job regulations” which is both, internal as well as external. Definition of Job Regulation : Sub-system of complex rules in each industry Internal is - code of work rules, wage structure, internal procedure of t consultation, grievance handling, etc. External is – Trade union
As per the Oxford Approach, r = f (b) OR r= f(c) where, r = the rules governing industrial relations b = collective bargaining c = conflict resolved through collective bargaining Key Points : Centrality of Power Social Responsibility, equity and fairness and Hence Industrial democracy
As per the industrial sociologist G. Margerison “the core of IR is the nature and development of the conflict itself.” It focuses more on causes of generation of conflict rather than resolution and causes of industrial dispute rather than its consequences. Intra-plant level produces distributive, structural and human relations conflict. Resolution of conflict: Collective bargaining, structural analysis of socio-technical systems, Man-management analysis. Extra-plant level conflict
Focuses primarily on Collective Bargaining as a mechanism for the resolution of conflicts. The actors relationship is termed as Coalition relationship. The actors agree to co-operate in the resolution of the conflict, their co-operation then takes the form of collective bargaining.
Contributions by social scientist, philosophers and philanthropists : Robert Owen, F W Taylor, Elton Mayo etc Major Focus of the approach Social needs and security affect productivity and morale than the physical environment Informal groups within workplace exercise strong social control Approach encourages small group to keep considerable control over its environment and help in process of smoothing labur management relations
Based on fundamental principles of truth, no-violence and non-possession. Evolved the concepts of non-cooperation and trusteeship “ Rights that do not flow directly from the duty wellperformed, are not worth having” : Workers right can be exercised for just cause in peaceful and non-violent manner. Trusteeship : should not be conflict of interest between management and workers as legally wealth belongs to the owner but morally to society.
“ If communism comes without any violence, it would be welcome” Advocated that strike should be the last weapon. Conditions for strike : The cause of strike must be just There should ne no strike without grievance There should be no violence Non-strikers should not be harassed
Power relationship between capital and worker and class conflict. Structure and nature of society affects the employer-employee relationship. Karl Marx argued that • Weakness and contradiction inherent in the capitalist system would result in revolution and the ascendancy of socialism over capitalism. • Capitalism would foster monopolies. • Wages (costs to the capitalist) would be minimized to a subsistence level. • Capitalists and workers would compete/be in contention to win ground and establish their constant win-lose struggles would be evident.
Approach focuses on • Fundamental division between interest of capital and labour • Conflict is inevitable • Trade union is natural response to the exploitation by capital.
IR has is origin in perceptions of management, workers and unions. The management and labour see each other as less dependable The management and labour see each other as deficient in thinking regarding emotional characteristics and interpersonal relations. Negative perceptions gives rise to conflicts It is aggravated by economic and non-economic factors
IR largely depends on ethics of people involved in it. The management and labour must realize their moral responsibility and understanding of each other’s problems. The goal of sound Industrial relations is to achieve rapid economic growth through maximum productivity. To achieve this understanding between workers, employer and government about each others role and cooperation to each other is essential. The management must develop code of ethics and management’s philosophy for industrial Relations. This philopophy should be firm and fair and humane.
Unitary Perspective : 1)
2) 3)
4) 5)
Sees organization as single entity with single authority and loyalty structure. Right to the management is seen as legitimate and rational. No conflict between employer and employee as both share common aim of production and profit. Existence of conflict is fault of employees. Trade unions have negative effect on prerogative of management.
Pluralist Perspective : 1)
2)
3) 4) 5)
6)
Organization = composition of individuals coming from different background, Organization = multistructure in of group, leadership, authority and loyalty. Conflict is inevitable Dependency for economic survival makes conflict limited. Negotiations and collective bargaining are important mechanisms. Trade unions and management recognise each others role in labour scenario.
Radical Perspective : 1) 2) 3) 4)
5)
6)
Influenced by work of Carl Marx. Distribution and access to power gives rise to class control. Societies, social and political institutions favour capitalist Social and political conflict is an expression of the underlying economic conflict in society Management’s main aim is profit, and control over work is enforced by management towards that aim Trade unions are seen as part of the classs truggle
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