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UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

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• IR has moral dimensions, too. It is unethical on the part <strong>of</strong> any management to take<br />

advantage <strong>of</strong> the helplessness <strong>of</strong> workers and exploit them. IR assumes relevance<br />

in this context. One <strong>of</strong> its objectives is to protect workers interest and to improve<br />

their economic conditions.<br />

• IR seeks to protect the rights <strong>of</strong> managers too. Where a worker’s behavior deviates<br />

from expected lines, it is the management’s prerogative to take action.<br />

• There is a set procedure for handling any act <strong>of</strong> indiscipline or indiscretion on the<br />

part <strong>of</strong> an employee and if the management satisfies the procedure, tit is justified in<br />

taking action<br />

• IR emphasis the need to keep labour in check by floating stooge unions, buying up<br />

union leaders, and striking clandestine deals with powerful politicians do no good<br />

to mangers or to the organizations they represent.<br />

APPROACHES TO INDUSTRIAL RELATIONS<br />

Though there are different approaches to industrial relations, the basics <strong>of</strong> management <strong>of</strong><br />

good relations remain the same across all the approaches. These different approaches help<br />

in viewing industrial relations from different perspectives. The different approaches to<br />

industrial relations are:<br />

• Psychological approach<br />

• Sociological approach<br />

• Human relations approach<br />

• Socio-ethical approach<br />

• Gandhian approach<br />

• Systems approach<br />

PSYCHOLOGICAL APPROACH<br />

According to this approach, most <strong>of</strong> the problems in industrial relations arise because <strong>of</strong><br />

the differing perceptions and attitude <strong>of</strong> the management and the workers. The perception<br />

<strong>of</strong> both parties (workers and managers) regarding a particular aspect varies and as a result,<br />

some minute issues aggravate into major problems. The different personalities and<br />

strained inter-group and interpersonal relationships add fuel to the fire and increase the<br />

disharmony in the system.

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