Comment on “Human Resource and Management of industrial Relations” in the

present scenario

Industries Relation’s are one of the most delicate and complex problem to modern
industries Society. According to Dunlop an Industries relations system creates an ideology or
commonly shared body of ideas and beliefs regarding interaction and roles the actors which
help to find the systems together. It is a value – laden subject based on belief, what is right
with respect to equity, fairness, trust and exercise of power and authority. In the past there
are three major actors in industrial system were workers, employers and government. But
now even consumers and communities have started asserting their rights which clash with
the rights of workers and employers also .the industrial relation’s interface between among
actors takes place at three levels. Macro industry, enterprise and work place. The four
theoretical perspective identified in industrial relations are unitary, pluralistic, radical and
trusteeship. The key questions are whether class conflict is inevitable? Or can it be
managed? And whether class collaboration is necessary in the context of global competition
industrial relation’s output in terms of rule making concerning workplace governance takes
one or more of the forms, constitutional and legislation frame work, unilateral, bipartite,
tripartite and multiple parties. There will be owner ship and respect for rules if there are
formed out of consensus or mutual agreement rather than being imposed by employer,
state or other parties like courts. The basic concepts and values that guide industrial
relations are equity and fairness, power and authority, individualism and collection and
integrity, trust and transparency.

The efficiency of an industry is directly related with the quality of relationship which
is being built up amongst the individuals, who works together. It is not uncommon to see
organizations which are having all resources and favorable situation, but the performance is
highly unsatisfactory due to industrial relations problems.

One can find examples where there is no strike, no lockouts or go slow tactics and
yet the performance is much below the expectation. Therefore when we talk about industrial
Relation’s it is not merely the external symptoms like strikes, lockout which should
concerned with real system’s symptoms of healthy relationships in an organization? Which
are reflected in the morale, commitment, sense of duty, sense of belongingness amongst
the employees.

Good industrial Relation’s hold the key for success and long _ term viability of any
enterprise, management / employers should take the initiative for building a conducive
climate to develop good industrial Relation’s. The basic values like trust, fairness and equity
are the four pillars on which Industrial Relation’s can be developed. It is necessary to give
employees voice and representation even in non-union situations. The declaration of
international labor organization (ILO) and the guidelines of origin for economic co-operation
and Development (OECD) provide the road map for big enterprise especially Multinational
National Enterprises (MNE’s) in discharging their roles as model employer in the area of
employment and Industrial Relation’s. The changes in the nature of competition, original
forms and profiles of the employees results in diverse trends and increase the complexity of
Industrial Relation’s. The basic philosophy and goals of Industrial Relation’s may remains the
same, but the means to achieve them and the structure of the Industrial Relation’s system
and its constituents especially workers, organization’s to in order to a change. The nature of
issues and activities or the contents of Industrial Relation’s may also undergo a change,
because of the advances already made through state legislation and collective bargaining.
However, irrespective of the unorganized sector and the casual and content labor, the
traditional aspects of Industrial Relation’s term still relevant.