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Industrial Relations

INDUSTRIAL RELATIONS STRATEGY

THE INDUSTRIAL DISPUTES ACT, 1947: An Act to make provision for the investigation and settlement of industrial disputes, and for certain other purposes.

It is a universally accepted fact that maintaining industrial peace is of significant importance as it yields higher productivity and arrests industrial unrest. Conflicts manifest themselves in the form of strikes, poor productivity, absenteeism and attrition. These are symptoms of growing conflicts which the management has to weed out right at the start and remove the discontent amongst their employees. Relationships can always be complex or they can always be simple depending on your attitude, how you look at it. In a larger scale, definitely it is a complex phenomenon that has to be dealt with utmost care, as feelings and emotions take lead during problem situations and logic and discipline are conveniently forgotten.

employee empowerment

Employee Participation:

Employee participation is the only way to promote industrial democracy and peace. In course of time it becomes a business strategy and takes the shape of self-management when the pressure of management is eased out to a larger extent. Always remember that the confidence on your workers proves to be the key that opens the door of trust and reciprocation. Workers also understand the storm and turbulence that the management experiences in terms of finance and selling.

Proper Training:

Proper training given to the heads of various departments in terms of attitude, language, behavior, presence of mind and employee motivation helps the management to avoid unnecessary conflicts. Training given to the union leaders of various capacities on the other hand boosts up their confidence and make them feel as “one” with the management. Social relations are always not to be taken for granted as it determines your integrity and success in the business society.

Some golden rules or strategies to make your working smooth and avoid conflicts and strikes. (Works out for both sides)

  1. Put yourself in other man’s shoe to know or understand why the other side has taken that particular “stand” or position and many a time we come to know it is only due to misguided apprehensions, mistaken beliefs or just fear of change that is an inherent quality in humans. They resist change as it is simply their habit.
  2. The negotiator who represents your side should be agreeable, affable and he should be able to project your ideas and claims in a proper manner and also he should protect your interest. See to it that he doesn’t fall bait to some attractive offers from the other side.
  3. Approach the problems with an “open mind”; don’t give space for rumors and gossips. Let the conversation between you and your opponents (not enemies) be fair and square and straight forward. Also don’t try to beat around the bush as it is a colossal waste of useful time and energy and of course your hard earned money.
  4. Consider union as a partner and not a “necessary evil”. You have to “work-with” and “live-with” them. In fact smooth relations make work easier and concern for the welfare and security of your employees make them come closer to you and contribute more in terms of productivity.
  5. Identify the anchor persons who can be dealt “in person” to make things easy for both sides and find out what their very idea of negotiation is, to finish the deal with minimum effort.
  6. The management must create a sense of belongingness in the minds of employees. Survival and success of an organization depends solely on the very survival and success of their workers who believe that work is worship.

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