models of industrial relation

7/30/2019 Models of Industrial Relation

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Dunlops model


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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.


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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 ineach industry

Internal is - code of work rules, wage structure, internal

procedure of joint consultation, grievance handling, etc.

External isTrade union


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As per the Oxford Approach,r = f (b) OR r= f(c)

where,

r = the rules governing industrial relations

b = collective bargainingc = conflict resolved through collective bargaining

Key Points :

Centrality of Power

Social Responsibility, equity and fairness and Hence Industrialdemocracy


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As per the industrial sociologist G. Margerison the core of IRis the nature and development of the conflict itself.

It focuses more on causes of generation of conflict rather thanresolution and causes of industrial dispute rather than itsconsequences.

Intra-plant level produces distributive, structural and humanrelations conflict.

Resolution of conflict: Collective bargaining, structural

analysis of socio-technical systems, Man-managementanalysis.

Extra-plant level conflict


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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.


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Contributions by social scientist, philosophers andphilanthropists : 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 ofsmoothing labur management relations


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Based on fundamental principles of truth, no-violence andnon-possession. Evolved the concepts of non-cooperation and

trusteeship

Rights that do not flow directly from the duty well-

performed, are not worth having : Workers right can beexercised 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.


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If communism comes without any violence, it would bewelcome

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


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Power relationship between capital and worker and classconflict.

Structure and nature of society affects the employer-employeerelationship.

Karl Marx argued that

Weakness and contradiction inherent in the capitalistsystem would result in revolution and the ascendancy ofsocialism over capitalism.

Capitalism would foster monopolies.

Wages (costs to the capitalist) would be minimized to asubsistence level.

Capitalists and workers would compete/be in contentionto win ground and establish their constant win-losestruggles would be evident.


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Approach focuses on

Fundamental division between interest of capital and

labour

Conflict is inevitable

Trade union is natural response to the exploitation by

capital.


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IR has is origin in perceptions of management, workers andunions.

The management and labour see each other as less

dependable

The management and labour see each other as deficient inthinking regarding emotional characteristics and inter-

personal relations.

Negative perceptions gives rise to conflicts

It is aggravated by economic and non-economic factors


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IR largely depends on ethics of people involved in it.

The management and labour must realize their moral

responsibility and understanding of each others 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 andmanagements philosophy for industrial Relations. This

philopophy should be firm and fair and humane.


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Unitary Perspective :1) Sees organization as single entity with single authority and

loyalty structure.

2) Right to the management is seen as legitimate and rational.

3) No conflict between employer and employee as both share

common aim of production and profit.

4) Existence of conflict is fault of employees.

5) Trade unions have negative effect on prerogative of

management.


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Pluralist Perspective :1) Organization = composition of individuals coming from

different background,

2) Organization = multistructure in terms of group, leadership,

authority and loyalty.

3) Conflict is inevitable

4) Dependency for economic survival makes conflict limited.

5) Negotiations and collective bargaining are important

mechanisms.

6) Trade unions and management recognise each others role in

labour scenario.


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Radical Perspective :1) Influenced by work of Carl Marx.

2) Distribution and access to power gives rise to class control.

3) Societies, social and political institutions favour capitalist

4) Social and political conflict is an expression of the

underlying economic conflict in society

5) Managements main aim is profit, and control over work is

enforced by management towards that aim

6) Trade unions are seen as part of the classs truggle

models of industrial relation

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