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Chapter 14 - Industrial Relations

Published online by Cambridge University Press:  26 October 2011

R. Rajaram
Affiliation:
HRM Consultant
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Summary

Industrial relations have been a subject of critical concern for quite some time. But the approaches to industrial relations have traditionally been based on the assumption that workers and managers are two separate classes and that they cannot be conceived as one entity. While the trade unions continue to wage a ceaseless struggle against oppression and injustice they should also realise that they have an obligation towards the aims and objectives of the organisation.

Responsive and responsible Union

In the hierarchical company, the unions represent the people at the bottom of the pyramid who receive orders and directives. Therefore, it is the unions' functions to examine and question, on behalf of the workers, decision that the company management has already made. The unions then serve as a check on the management process. In the present industrial scenario, trade unions have lost their meaning and purpose. If the unions blindly stick to traditional approach and demand for reduction of working hours, extra holidays, payment of unwarranted over time, they will not be considered as partner in the business. A responsive and responsible union, which is ready to share rights and liabilities and is willing to work for the growth of industry, is desirable.

First and foremost, the union should play a cooperative role. Together with top management, the unions should participate in analysing, discussing and establishing the company's overall direction and strategy. The unions should work along with the middle management in planning the acquisition and distribution of resources, determining the earning targets, devising investment guidelines and so on.

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Information
Human Capital , pp. 189 - 194
Publisher: Foundation Books
Print publication year: 2007

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  • Industrial Relations
  • R. Rajaram, HRM Consultant
  • Book: Human Capital
  • Online publication: 26 October 2011
  • Chapter DOI: https://doi.org/10.1017/UPO9788175968400.015
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  • Industrial Relations
  • R. Rajaram, HRM Consultant
  • Book: Human Capital
  • Online publication: 26 October 2011
  • Chapter DOI: https://doi.org/10.1017/UPO9788175968400.015
Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

  • Industrial Relations
  • R. Rajaram, HRM Consultant
  • Book: Human Capital
  • Online publication: 26 October 2011
  • Chapter DOI: https://doi.org/10.1017/UPO9788175968400.015
Available formats
×