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An Assessment of Healthy Industrial Relations Is the Key to Expansion and Accomplishment of Organizations

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An Assessment of Healthy Industrial Relations Is the Key to Expansion and Accomplishment of Organizations
Author Rajinder Research Scholar Sai Nath University
Under Supervision of Dr. Seema Dhawan
A sound industrial relations system is one in which relationships between management and employees (and their representatives) on the one hand, and between them and the State on the other, are more harmonious and cooperative than conflictual and creates an environment conducive to economic efficiency and the motivation, productivity and development of the employee and generates employee loyalty and mutual trust.

Industrial relations has become one of the most delicate and complex problems of modern industrial society. Industrial progress is impossible without cooperation of labors and harmonious relationships. Therefore, it is in the interest of all to create and maintain good relations between employees (labour) and employers (management). The term industrial relations explain the relationship between employees and management which stem directly or indirectly from union-employer relationship. Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such in tractions are mediated. The term industrial relations have a broad as well as a narrow outlook. Originally, industrial relations were broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations cover all aspects of the employment relationship, including human resource management, employee relations, and union-management or labour relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertain to the study and practice of collective bargaining,



Bibliography: 2. Bach, S. and Kessler, I. (2012) The Modernisation of the Public Services and Employee Relations. Basingstoke: Palgrave Macmillan. 3. Bryan Mundell, 1999 Ed., “Colonialism and the Institutionalization of Industrial Relations in Collective Agreements in ASEAN. Bangkok: International Labor Organization pp. 239-46. 4. Chiang, T.B. 1988. “The Administration and Enforcement of Collective Agreements in Collective Bargaining, Cornell University. 5. Das, Subesh. 2000. “A Note on Trade Union Density in India”. Working Paper, inDe la Garza, Enrique M. "Converging Divergences or Converging through Four Patterns". In Ind. & Labor Relations Review, No. 54, 3, pp. 694-697. 9. Boxall, P., Ang, S. and Bartram, T. (2011) ‘Analysing the “Black Box” of HRM: uncovering HR goals, mediators and outcomes in a standardised service environment’. Journal of Management Studies 48(7):1504-32. 11. Caza, A. (2012) ‘Typology of eight domains of discretion in organisations’. Journal of Management Studies 49(1) 144-177. 12. CIPD (2011) Employee Outlook 2011. London: CIPD. 13. Eisenberger, R., Huntington, R., Hutchinson, S. and Sowa, D. (1986) ‘Perceived organisational support’. Journal of Applied Psychology 79:617-26. 14. Farndale, E., Van Ruiten, J., Kelliher, C. and Hope-Hailey, V. (2011) ‘The influence of perceived employee voice on organisational commitment: an exchange perspective’. Human Resource Management 50(1):113-29. 15. Folger, R. and Cropanzano, R. (1998) Organisational Justice and Human Resource Management. Thousand Oaks, CA: Sage. 16. Francis, H. and Reddington, M. (2012) ‘Employer branding and organisational effectiveness’ in H. Francis, L. Holbeche and M Reddington (eds) People and Organisational Development: A new Agenda for Organisational Effectiveness. London: CIPD pp 260-85. 17. Fuchs, S. and Edwards, M. (2012) ‘Predicting pro-change behaviour: the role of perceived organisational justice and organisational identification’. Human Resource Management Journal 22(1):39-59. 18. Hall, M. and Purcell, J. (2012) Consultation at Work: Regulation and Practice. Oxford: Oxford University Press.

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