What Is Power & Authority in Industrial Relations? X Power and authority are the same in industrial relations as they are anywhere else. The basic concept of industrial relations involves the interaction between management and labor‚ as well as ownership and management. Authority and power are at the center of this field‚ which examines industry‚ as the main productive mechanism of a nation‚ and the method by which millions make a living. The way that power and authority are used in the workplace
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Industrial Relations Industrial relation means the relationship between employers and employees in course of employment in industrial organisations. However‚ the concept of Industrial Relations has a broader meaning. In a broad sense‚ the term Industrial Relations includes the relationship between the various unions‚ between the state and the unions as well as those between the various employers and the government. Relations of all those associated in an industry may be called Industrial Relations
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Definitions Trevor Taylor (1979) defines International Relations as "a discipline‚ which tries to explain political activities across state boundaries". According to Ola‚ Joseph (1999)‚ "International relations are the study of all forms of interactions that exist between members of separate entities or nations within the international system". Seymon Brown (1988) thus defines international relations as "the investigating and study of patterns of action and “reactions amongsovereign states as
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INDUSTRIAL RELATIONS By Fadhy Mtanga Industrial Relations is a branch of Social Science that studies the relationship that exists at the workplaces. Industrial Relations focus on the relationship between employers and their associations on one hand‚ and employees with their organizations on the other. Also‚ it is deals with the relationship between the workplaces and the government as the policy and law maker‚ hence the regulator of that relationship. Industrial Relations as the branch
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IPM Professional Qualification in Human Resource Management Management Case Study 8 Industrial Relations Batch ID PQHRM 22/07 Question 6 The problems that have arisen‚ findings have been considered and recommendations have been given from points 1 to 5. Question 1 Company could not or did not adapt to the changing market conditions. They did not change their strategies of production and did not properly analyze the market conditions. Due to the incompetence
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State Insurance Act‚ 1948 36 c) 51 Employees Provident Fund And Misc. Provisions Act‚ 1952 d) The Employment Exchanges (Compulsory Notification of 55 Vacancies) Act‚ 1959 e) Factories Act‚ 1948 58 f) Industrial Disputes Act‚ 1947 74 g) Labour Laws (Exemption From Furnishing Returns & Maintaining 80 Registers By Certain Establishments) Act‚ 1988 h) Payment of Bonus Act‚ 1965 83 i) Payment of Gratuity Act‚ 1972 87 j) Workmen’s
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1990. The first seven Five year plans focused on the following objectives vis-à-vis labour: – improving the conditions of labour and welfare of the workers – prevention and settlement of industrial disputes to prevent disruption that could adversely affect realization of plan goals – controlling industrial growth to prevent concentration of economic power in the hands of a few and reducing income disparities among individuals – worker’s education – worker’s participation in management 1
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Article 1: “Future Issues For Industrial Relations” (Source: http://www.ilo.org) Continuing Relevance of Industrial Relations In a globalised environment with businesses‚ money and people moving with relative ease across borders‚ the relentless pursuit of competitive advantage at the expense of all else‚ the disruption of social relationships and stability‚ the rapid outdating of knowledge‚ skills and technology‚ with learning being a life-long pursuit‚ and increasing job insecurity‚ the only certain
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There are 3 perspectives on understanding the nature of workplace rules. They usually are referred to as ‘frames of reference’. The first debate on frames of references was made by Fox (1966)‚ when he described and showed the differences between unitary and pluralist approaches. Unitary approach is the system based on employers and his employees’ identity of interest. There is only one source of authority and one focus of loyalty. This is the reason that in unitary approach work is based on team
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Abstract This is a report exploring three key areas of industrial relations at the University of Ballarat (UB)‚ examining current legislations and the policies and procedures. The three areas are; • Employee attraction and retention • Employee performance and appraisal • Employee voluntary and non-voluntary exit from the organisation This report finds that the adequate procedures and policies in place are in line with all relevant legislation. Contents Abstract 2 Introduction 4 Company
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