Training, Teaching and Learning Materials (TTLM)

QUEENS COLLEGE

The Ethiopian TVET-System

Human Resource Supervision
Level - IV
Learning Guide
Unit of Competence: Implement Organizational Relations Procedures
Module Title: Implementing Organizational Relations Procedures
LG Code: EIS HRS4 M04 LO1-3 1012
TTLM Code: EIS HRS4 TTLM V1 1012

LO 1: Communicate and implement organization’s organizational relations

policies and procedures
LO 2: Assist in minimizing organizational relations conflict
LO 3: Enhance organizational relations

Introduction Learning Guide

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This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:

 Communicate and implement organization’s organizational relations policies and

procedures
 Assist in minimizing organizational relations conflict
 Enhance organizational relations

This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to :-

 Source and disseminate relevant legislation, agreements, policies and procedures to all
relevant persons and groups
 Implement agreements, policies and procedures in accordance with work place ,
organization and statutory requirements
 Develop strategies to effectively communicate with relevant persons and groups on
organizational relations matters
 Promote the organization’s organizational relations procedures to relevant persons and
groups
 Represent the organization appropriately in discussions with key stakeholders

 Monitor the implementation of organizational relations policies and procedures

 Process and report to management on potential organizational relations conflicts
 Prepare and forward documentation to management and other relevant parties about
potential organizational relations conflicts
 Work in conjunction with managers to contain/obtain organizational relations conflicts
 Work with employees to resolve personal grievances and to prevent escalation of
organizational relations conflicts

 Trial and implement strategies to monitor the implementation of the organization’s

organizational relations policies and procedures
 Implement strategies to facilitate feedback on the organizational climate
 Implement strategies to strengthen relationships with relevant persons and groups

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  Provide information and feedback to management on organizational relations
 Provide information and advice to relevant persons and groups
Learning Activities

1. Read the specific objectives of this Learning Guide.

2. Read the information written in the “Information Sheets”.

3. After reading the information sheets, go to your instructor and get the copy of self check.

4. Accomplish the “Self-check” in page 40

5. If you earned a satisfactory evaluation proceed to LO-2. However, if your rating is

unsatisfactory, see your teacher for further instructions.

6. Submit your accomplished Self-check. This will form part of your training portfolio.

Note:

1. You can ask the assistance of your trainer/instructor to show you and explain further the
topic you can’t understand.

2. You can check your answer in self-check by using the answer key

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INFORMATION COMMUNICATE AND IMPLEMENT ORGANIZATION’S
SHEET 01
ORGANIZATIONAL RELATIONS POLICIES AND PROCEDURES

I. Introduction To Industrial Relations

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 (labor) and employers (management)

Concept of Industrial Relations:

The Term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’. “Industry”
refers to “any productive activity in which an individual (or a group of individuals) is (are)
engaged”. By “relations” we mean “the relationships that exist within the industry between the
employer and his workmen.

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 interactions 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 labor) relations. Now its meaning has become more specific and restricted. Accordingly,
industrial relations pertains to the study and practice of collective bargaining, trade unionism,
and labor-management relations, while human resource management is a separate, largely

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distinct field that deals with nonunion employment relationships and the personnel practices and
policies of employers.

The relationships which arise at and out of the workplace generally include the relationships
between individual workers, the relationships between workers and their employer, the
relationships between employers, the relationships employers and workers have with the
organizations formed to promote their respective interests, and the relations between those
organizations, at all levels. industrial relations also includes the processes through which these
relationships are expressed (such as, collective bargaining, workers’ participation in decision-
making, and grievance and dispute settlement), and the management of conflict between
employers, workers and trade unions, when it arises.

Related Terms

For better understanding of industrial relations, various terms are defined as follows:
Industry:
Industrial Disputes Act , defines an industry as any systematic activity carried on by co-operation
between an employer and his workmen for the production, supply or distribution of goods or
services with a view to satisfy human wants or wishes whether or not any capital has been
invested for the purpose of carrying on such activity; or such activity is carried on with a motive
to make any gain or profit. Thus, an industry is a whole gamut of activities that are carried on by
an employer with the help of his employees and labors for production and distribution of goods
to earn profits.

Employer:
An employer can be defined from different perspectives as:-

 A person or business that pays a wage or fixed payment to other person(s) in exchange
for the services of such persons.
 A person who directly engages a worker/employee in employment.

 Any person who employs, whether directly or through another person or agency, one or
more employees in any scheduled employment in respect of which minimum rates of
wages have been fixed.

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 As per Industrial Disputes Act , an employer means:-

 in relation to an industry carried on by or under the authority of any department of [the

Central Government or a State Government], the authority prescribed in this behalf, or
where no authority is prescribed, the head of the department;
 in relation to an industry carried on by or on behalf of a local authority, the chief
executive officer of that authority;

Employee: -

 Employee is a person who is hired by another person or business for a wage or fixed
payment in exchange for personal services and who does not provide the services as part
of an independent business.
 An employee is any individual employed by an employer.

 A person who works for a public or private employer and receives remuneration in wages
or salary by his employer while working on a commission basis, piece-rates or time rate.

 Employee, as per Employee State Insurance Act, is any person employed for wages in or
in connection with work of a factory or establishment to which the act applies.

In order to qualify to be an employee, under ESI Act, a person should belong to any of the
categories:

o those who are directly employed for wages by the principal employer within the premises
or outside in connection with work of the factory or establishment.
o those employed for wages by or through an immediate employer in the premises of the
factory or establishment in connection with the work thereof

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 o Those employed for wages by or through an immediate employer in connection with the
factory or establishment outside the premises of such factory or establishment under the
supervision and control of the principal employer or his agent.

o Employees whose services are temporarily lent or let on hire to the principal employer by
an immediate employer under a contract of service (employees of security contractors,
labor contractors, housekeeping contractors etc. come under this category).

Employment: The state of being employed or having a job.

Labor market: The market in which workers compete for jobs and employers compete for
workers. It acts as the external source from which organizations attract employees. These
markets occur because different conditions characterize different geographical areas, industries,
occupations, and professions at any given time.

Industrial Relation System

An industrial relations system consists of the whole gamut of relationships between employers
and employees and employers which are managed by the means of conflict and cooperation. 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.

Actors in the IR system:

Three main parties are directly involved in industrial relations:

Employers: Employers possess certain rights vis-à-vis labors. They have the right to hire and fire
them. Management can also affect workers’ interests by exercising their right to relocate, close
or merge the factory or to introduce technological changes.

Employees: Workers seek to improve the terms and conditions of their employment. They
exchange views with management and voice their grievances. They also want to share decision

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making powers of management. Workers generally unite to form unions against the management
and get support from these unions.

Government: The central and state government influences and regulates industrial relations through
laws, rules, agreements, awards of court ad the like. It also includes third parties and labor and tribunal
courts as shown below.

SCOPE:
The concept of industrial relations has a very wide meaning and connotation. In the narrow
sense, it means that the employer, employee relationship confines itself to the relationship that
emerges out of the day to day association of the management and the labor. In its wider sense,
industrial relations include the relationship between an employee and an employer in the course
of the running of an industry and may project it to spheres, which may transgress to the areas of
quality control, marketing, price fixation and disposition of profits among others.
The scope or industrial relation is quite vast. The main issues involved here include the
following:

1. Collective bargaining
2. Machinery for settlement of industrial disputes
3. Standing orders
4. Workers participation in management

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 5. Unfair labor practice
The healthy industrial relations are key to the progress and success. Their significance is
as follows –
 Uninterrupted production – The most important benefit of industrial relations is to
ensures continuity of production. This means, continuous employment for all from
manager to workers. The resources are fully utilized, resulting in the maximum possible
production. There is uninterrupted flow of income for all. Smooth running of an industry
is of vital importance for several other industries; to other industries if the products are
intermediaries or inputs; to exporters if these are export goods; to consumers and
workers, if these are goods of mass consumption.
 Reduction in Industrial Disputes – Good industrial relations reduce the industrial
disputes. Disputes are reflections of the failure of basic human urges or motivations to
secure adequate satisfaction or expression which are fully cured by good industrial
relations. Strikes, lockouts, go-slow tactics, gherao and grievances are some of the
reflections of industrial unrest which do not spring up in an atmosphere of industrial
peace. It helps promoting co-operation and increasing production.
 High morale – Good industrial relations improve the morale of the employees.
Employees work with great zeal with the feeling in mind that the interest of employer and
employees is one and the same, i.e. to increase production. Every worker feels that he is a
co-owner of the gains of industry. The employer in his turn must realize that the gains of
industry are not for him along but they should be shared equally and generously with his
workers. In other words, complete unity of thought and action is the main achievement of
industrial peace. It increases the place of workers in the society and their ego is satisfied.
It naturally affects production because mighty co-operative efforts alone can produce
great results.
 Mental Revolution – The main object of industrial relation is a complete mental
revolution of workers and employees. The industrial peace lies ultimately in a
transformed outlook on the part of both. It is the business of leadership in the ranks of
workers, employees and Government to work out a new relationship in consonance with
a spirit of true democracy. Both should think themselves as partners of the industry and
the role of workers in such a partnership should be recognized. On the other hand,

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 workers must recognize employer’s authority. It will naturally have impact on production
because they recognize the interest of each other.
 Reduced Wastage – Good industrial relations are maintained on the basis of cooperation
and recognition of each other. It will help increase production. Wastages of man, material
and machines are reduced to the minimum and thus national interest is protected.
Thus, it is evident that good industrial relations is the basis of higher production with
minimum cost and higher profits. It also results in increased efficiency of workers. New
and new projects may be introduced for the welfare of the workers and to promote the
morale of the people at work. An economy organized for planned production and
distribution, aiming at the realization of social justice and welfare of the massage can
function effectively only in an atmosphere of industrial peace. If the twin objectives of
rapid national development and increased social justice are to be achieved, there must be
harmonious relationship between management and labor.

Objectives of Industrial Relations

The main objectives of industrial relations system are:-

 To safeguard the interest of labor and management by securing the highest level of
mutual understanding and good-will among all those sections in the industry which
participate in the process of production.
 To avoid industrial conflict or strife and develop harmonious relations, which are an
essential factor in the productivity of workers and the industrial progress of a country.
To raise productivity to a higher level in an era of full employment by lessening the
tendency to high turnover and frequency absenteeism.
 To establish and promote the growth of an industrial democracy based on labor
partnership in the sharing of profits and of managerial decisions, so that ban individuals
personality may grow its full stature for the benefit of the industry and of the country as
well.
 To eliminate or minimize the number of strikes, lockouts and gheraos by providing
reasonable wages, improved living and working conditions, like fringe benefits.

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  To improve the economic conditions of workers in the existing state of industrial
managements and political government.

 Socialization of industries by making the state itself a major employer

 Vesting of a proprietary interest of the workers in the industries in which they are
employed.

Dunlop's Contribution To Industrial Relations

Dunlop's Model

One of the significant theories of industrial labor relations was put forth by John Dunlop in the
1950s. According to Dunlop, industrial relations system consists of three agents – management
organizations, workers (that are organized formal/informal ways) and government agencies.
These actors and their organizations are located within an environment – defined in terms of
technology, labor and product markets, and the distribution of power in wider society as it
impacts upon individuals and workplace. Within this environment, actors interact with each
other, negotiate and use economic/political power in process of determining rules that constitute
the output of the industrial relations system. He proposed that three parties—employers, labor
unions, and government-- are the key actors in a modern industrial relations system. He also
argued that none of these institutions could act in an autonomous or independent fashion. Instead
they were shaped, at least to some extent, by their market, technological and political contexts.
Thus it can be said that industrial relations is a social sub system subject to three environmental
constraints- the markets, distribution of power in society and technology.
Dunlop's model identifies three key factors to be considered in conducting an analysis of the
management-labor relationship:

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 1. Environmental or external economic, technological, political, legal and social forces that
impact employment relationships.
2. Characteristics and interaction of the key actors in the employment relationship: labor,
management, and government.

3. Rules that are derived from these interactions that govern the employment relationship.
Dunlop emphasizes the core idea of systems by saying that the arrangements in the field
of industrial relations may be regarded as a system in the sense that each of them more or
less intimately affects each other so that, they constitute a group of arrangements for
dealing with certain matters and are collectively responsible for certain results”.
In effect - Industrial relations is the system which produces the rules of the workplace.
Such rules are the product of interaction between three key “actors” – workers/unions,
employers and associated organizations and government.
The Dunlop’s model gives great significance to external or environmental forces. In other
words, management, labor, and the government possess a shared ideology that defines
their roles within the relationship and provides stability to the system.
Perspectives of Industrial Relations

Unitary Perspective

In unitary, the organization is perceived as an integrated and harmonious system, viewed as one
happy family. A core assumption of unitary approach is that management and staff, and all
members of the organization share the same objectives, interests and purposes; thus working
together, hand-in-hand, towards the shared mutual goals. Furthermore, unitarism has a
paternalistic approach where it demands loyalty of all employees. Trade unions are deemed as
unnecessary and conflict is perceived as disruptive. From employee point of view, unitary
approach means that:

 Working practices should be flexible. Individuals should be business process

improvement oriented, multi-skilled and ready to tackle with efficiency whatever tasks
are required.

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  If a union is recognized, its role is that of a further means of communication between
groups of staff and the company.

 The emphasis is on good relationships and sound terms and conditions of employment.

 Employee participation in workplace decisions is enabled. This helps in empowering

individuals in their roles and emphasizes team work, innovation, creativity, discretion in
problem-solving, quality and improvement groups etc.

 Employees should feel that the skills and expertise of managers supports their endeavors.

From employer point of view, unitary approach means that:

 Staffing policies should try to unify effort, inspire and motivate employees.
 The organization's wider objectives should be properly communicated and discussed with
staff.

 Reward systems should be so designed as to foster to secure loyalty and commitment.

 Line managers should take ownership of their team/staffing responsibilities.

 Staff-management conflicts - from the perspective of the unitary framework - are seen as
arising from lack of information, inadequate presentation of management's policies.

The personal objectives of every individual employed in the business should be discussed
with them and integrated with the organization’s needs.

Pluralistic-Perspective: In pluralism the organization is perceived as being made up of

powerful and divergent sub-groups - management and trade unions. This approach sees conflicts
of interest and disagreements between managers and workers over the distribution of profits as
normal and inescapable. Consequently, the role of management would lean less towards
enforcing and controlling and more toward persuasion and co-ordination. Trade unions are
deemed as legitimate representatives of employees. Conflict is dealt by collective bargaining and
is viewed not necessarily as a bad thing and if managed could in fact be channeled towards
evolution and positive change. Realistic managers should accept conflict to occur. There is a
greater propensity for conflict rather than harmony.

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They should anticipate and resolve this by securing agreed procedures for settling disputes.
The implications of this approach include:
 The firm should have industrial relations and personnel specialists who advise managers
and provide specialist services in respect of staffing and matters relating to union
consultation and negotiation.
 Independent external arbitrators should be used to assist in the resolution of disputes.
 Union recognition should be encouraged and union representatives given scope to carry
out their representative duties

 Comprehensive collective agreements should be negotiated with union

Marxist Perspective: This view of industrial relations is a byproduct of a theory of capitalist

society and social change. Marx argued that:
 Weakness and contradiction inherent in the capitalist system would result in revolution
and the ascendancy of socialism over capitalism.
 Capitalism would foster monopolies.
 Wages (costs to the capitalist) would be minimized to a subsistence level.

 Capitalists and workers would compete/be in contention to win ground and establish their
constant win-lose struggles would be evident.
This perspective focuses on the fundamental division of interest between capital and labor, and
sees workplace relations against this background. It is concerned with the structure and nature of
society and assumes that the conflict in employment relationship is reflective of the structure of
the society. Conflict is therefore seen as inevitable and trade unions are a natural response of
workers to their exploitation by capital.
Collective Bargaining
Collective bargaining is process of joint decision making and basically represents a democratic
way of life in industry. It is the process of negotiation between firm’s and workers’
representatives for the purpose of establishing mutually agreeable conditions of employment. It
is a technique adopted by two parties to reach an understanding acceptable to both through the
process of discussion and negotiation.

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ILO has defined collective bargaining as, negotiation about working conditions and terms of
employment between an employer and a group of employees or one or more employee,
organization with a view to reaching an agreement wherein the terms serve as a code of defining
the rights and obligations of each party in their employment/industrial relations with one another.
Collective bargaining involves discussions and negotiations between two groups as to the terms
and conditions of employment. It is called ‘collective’ because both the employer and the
employee act as a group rather than as individuals. It is known as ‘bargaining’ because the
method of reaching an agreement involves proposals and counter proposals, offers and counter
offers and other negotiations.

Thus collective bargaining:

 Is a collective process in which representatives of both the management and employees

participate?
 Is a continuous process which aims at establishing stable relationships between the
parties involved?
 Not only involves the bargaining agreement, but also involves the implementation of
such an agreement.
 Attempts in achieving discipline in the industry is a flexible approach, as the parties
involved have to adopt a flexible attitude towards negotiations.

Bargaining Form and Tactics

A collective bargaining process generally consists of four types of activities- distributive

bargaining, integrative bargaining, attitudinal restructuring and intra-organizational
bargaining.

Distributive bargaining: It involves bargaining over the distribution of surplus. Under this, the
economic issues like wages, salaries and bonus are included. In distributive bargaining, one
party’s gain is another party’s loss. This is most commonly explained in terms of a pie.
Disputants can work together to make the pie bigger, so there is enough for both of them to have
as much as they want, or they can focus on cutting the pie up, trying to get as much as they can
for themselves. In general, distributive bargaining tends to be more competitive. This type of
bargaining is also known as conjunctive bargaining.

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Integrative bargaining: This involves negotiation of an issue on which both the parties may
gain, or at least neither party loses. For example, representatives of employer and employee sides
may bargain over the better training program or a better job evaluation method. Here, both the
parties are trying to make more of something. In general, it tends to be more cooperative than
distributive bargaining. This type of bargaining is also known as cooperative bargaining.
Attitudinal restructuring: This involves shaping and reshaping some attitudes like trust or
distrust, friendliness or hostility between labor and management. When there is a backlog of
bitterness between both the parties, attitudinal restructuring is required to maintain smooth and
harmonious industrial relations. It develops a bargaining environment and creates trust and
cooperation among the parties.

Intra-organizational bargaining: It generally aims at resolving internal conflicts. This is a type

of maneuvering to achieve consensus with the workers and management. Even within the union,
there may be differences between groups. For example, skilled workers may feel that they are
neglected or women workers may feel that their interests are not looked after properly. Within
the management also, there may be differences. Trade unions maneuver to achieve consensus
among the conflicting groups.

Characteristics of Collective Bargaining

 It is a group process, wherein one group, representing the employers, and the other,
representing the employees, sit together to negotiate terms of employment.
 Negotiations form an important aspect of the process of collective bargaining i.e., there is
considerable scope for discussion, compromise or mutual give and take in collective
bargaining.
 Collective bargaining is a formalized process by which employers and independent trade
unions negotiate terms and conditions of employment and the ways in which certain
employment-related issues are to be regulated at national, organizational and workplace
levels.
 Collective bargaining is a process in the sense that it consists of a number of steps. It begins
with the presentation of the charter of demands and ends with reaching an agreement, which
would serve as the basic law governing labor management relations over a period of time in

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 an enterprise. Moreover, it is flexible process and not fixed or static. Mutual trust and
understanding serve as the byproducts of harmonious relations between the two parties.
 It a bipartite process. This means there are always two parties involved in the process of
collective bargaining. The negotiations generally take place between the employees and the
management. It is a form of participation.
 Collective bargaining is a complementary process i.e. each party needs something that the
other party has; labor can increase productivity and management can pay better for their
efforts.
 Collective bargaining tends to improve the relations between workers and the union on
the one hand and the employer on the other.
 Collective Bargaining is continuous process. It enables industrial democracy to be
effective. It uses cooperation and consensus for settling disputes rather than conflict and
confrontation.
 Collective bargaining takes into account day to day changes, policies, potentialities,
capacities and interests.
 It is a political activity frequently undertaken by professional negotiators.

Collective Bargaining Process

Collective bargaining generally includes negotiations between the two parties (employees’
representatives and employer’s representatives). Collective bargaining consists of negotiations
between an employer and a group of employees that determine the conditions of employment.
Often employees are represented in the bargaining by a union or other labor organization. The
result of collective bargaining procedure is called the collective bargaining agreement (CBA).
Collective agreements may be in the form of procedural agreements or substantive agreements.
Procedural agreements deal with the relationship between workers and management and the
procedures to be adopted for resolving individual or group disputes.

This will normally include procedures in respect of individual grievances, disputes and
discipline. Frequently, procedural agreements are put into the company rule book which provides
information on the overall terms and conditions of employment and codes of behavior. A
substantive agreement deals with specific issues, such as basic pay, overtime premiums, bonus
arrangements, holiday entitlements, hours of work, etc. In many companies, agreements have a
fixed time scale and a collective bargaining process will review the procedural agreement when
negotiations take place on pay and conditions of employment.

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The collective bargaining process comprises of five core steps:

1. Prepare: This phase involves composition of a negotiation team. The negotiation team
should consist of representatives of both the parties with adequate knowledge and skills
for negotiation. In this phase both the employer’s representatives and the union examine
their own situation in order to develop the issues that they believe will be most important.
The first thing to be done is to determine whether there is actually any reason to negotiate
at all. A correct understanding of the main issues to be covered and intimate knowledge
of operations, working conditions, production norms and other relevant conditions is
required.

2. Discuss: Here, the parties decide the ground rules that will guide the negotiations. A
process well begun is half done and this is no less true in case of collective bargaining. An
environment of mutual trust and understanding is also created so that the collective
bargaining agreement would be reached.

3. Propose: This phase involves the initial opening statements and the possible options that
exist to resolve them. In a word, this phase could be described as ‘brainstorming’. The
exchange of messages takes place and opinion of both the parties is sought.

4. Bargain: negotiations are easy if a problem solving attitude is adopted. This stage
comprises the time when ‘what ifs’ and ‘supposals’ are set forth and the drafting of
agreements take place.

5. Settlement: Once the parties are through with the bargaining process, a consensual
agreement is reached upon where in both the parties agree to a common decision regarding
the problem or the issue. This stage is described as consisting of effective joint
implementation of the agreement through shared visions, strategic planning and negotiated
change.

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Importance of Collective Bargaining: Collective bargaining includes not only negotiations
between the employers and unions but also includes the process of resolving labor-management
conflicts. Thus, collective bargaining is, essentially, a recognized way of creating a system of
industrial jurisprudence. It acts as a method of introducing civil rights in the industry, that is, the
management should be conducted by rules rather than arbitrary decision making. It establishes
rules which define and restrict the traditional authority exercised by the management.
Importance to employees

 Collective bargaining develops a sense of self respect and responsibility among the
employees.

 It increases the strength of the workforce, thereby, increasing their bargaining capacity as
a group.

 Collective bargaining increases the morale and productivity of employees.

 It restricts management’s freedom for arbitrary action against the employees. Moreover,
unilateral actions by the employer are also discouraged.

 Effective collective bargaining machinery strengthens the trade unions movement.

 The workers feel motivated as they can approach the management on various matters and
bargain for higher benefits.

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 It helps in securing a prompt and fair settlement of grievances. It provides a flexible
means for the adjustment of wages and employment conditions to economic and
technological changes in the industry, as a result of which the chances for conflicts are
reduced.
Importance to employers

 It becomes easier for the management to resolve issues at the bargaining level rather than
taking up complaints of individual workers.

 Collective bargaining tends to promote a sense of job security among employees and
thereby tends to reduce the cost of labor turnover to management.

 Collective bargaining opens up the channel of communication between the workers and
the management and increases worker participation in decision making.

Collective bargaining plays a vital role in settling and preventing industrial disputes.
Importance to society

 Collective bargaining leads to industrial peace in the country

 It results in establishment of a harmonious industrial climate which supports which helps
the pace of a nation’s efforts towards economic and social development since the
obstacles to such a development can be reduced considerably.

 The discrimination and exploitation of workers is constantly being checked.

 It provides a method or the regulation of the conditions of employment of those who are
directly concerned about them.

Levels of Collective Bargaining

Collective bargaining operates at three levels:

1. National level

2. Sector or industry level

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 3. Company/enterprise level

Economy-wide (national) bargaining: is a bipartite or tripartite form of negotiation

between union confederations, central employer associations and government agencies. It
aims at providing a floor for lower-level bargaining on the terms of employment, often
taking into account macroeconomic goals.
Sect oral bargaining, which aims at the standardization of the terms of employment in
one industry, includes a range of bargaining patterns. Bargaining may be either broadly
or narrowly defined in terms of the industrial activities covered and may be either split up
according to territorial subunits or conducted nationally.

The third bargaining level involves the company and/or establishment. As a

supplementary type of bargaining, it emphasizes the point that bargaining levels
need not be mutually exclusive.

INFORMATION 02 ASSIST IN MINIMISING ORGANIZATIONAL RELATIONS CONFLICT

Minimizing Industrial Relation Conflict

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Grievance in Industry
Grievance means any type of dissatisfaction or discontentment’s arising out of factors related to
an employee’s job which he thinks are unfair. A grievance arises when an employee feels that
something has happened or is happening to him who he thinks is unfair, unjust or inequitable. In
an organization, a grievance may arise due to several factors such as:
Violation of management’s responsibility such as poor working conditions

 Violation of company’s rules and regulations

 Violation of labor laws
 Violation of natural rules of justice such as unfair treatment in promotion, etc.

Various sources of grievance may be categorized under three heads: (i) management policies, (ii)
working conditions, and (iii) personal factors
1. Grievance resulting from management policies include:
 Wage rates

 Leave policy

 Overtime

 Lack of career planning

 Role conflicts

 Lack of regard for collective agreement

 Disparity between skill of worker and job responsibility

2. Grievance resulting from working conditions include:

 Poor safety and bad physical conditions

 Unavailability of tools and proper machinery

 Negative approach to discipline

 Unrealistic targets

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 3. Grievance resulting from inter-personal factors include

 Poor relationships with team members

 Autocratic leadership style of superiors

 Poor relations with seniors

 Conflicts with peers and colleagues

It is necessary to distinguish a complaint from grievance. A complaint is an indication of

employee dissatisfaction that has not been submitted in written. On the other hand, a
grievance is a complaint that has been put in writing and made formal.
Grievances are symptoms of conflicts in industry. Therefore, management should be
concerned with both complaints and grievances, because both may be important
indicators of potential problems within the workforce. Without a grievance procedure,
management may be unable to respond to employee concerns since managers are
unaware of them. Therefore, a formal grievance procedure is a valuable communication
tool for the organization.
Grievance Procedure
Grievance procedure is a formal communication between an employee and the
management designed for the settlement of a grievance. The grievance procedures differ
from organization to organization.

1. Open door policy

2. Step-ladder policy

Open door policy: Under this policy, the aggrieved employee is free to meet the top
executives of the organization and get his grievances redressed. Such a policy works well
only in small organizations. However, in bigger organizations, top management
executives are usually busy with other concerned matters of the company. Moreover, it is
believed that open door policy is suitable for executives; operational employees may feel
shy to go to top management.

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 Step ladder policy: Under this policy, the aggrieved employee has to follow a step by
step procedure for getting his grievance redressed. In this procedure, whenever an
employee is confronted with a grievance, he presents his problem to his immediate
supervisor. If the employee is not satisfied with superior’s decision, then he discusses his
grievance with the departmental head. The departmental head discusses the problem with
joint grievance committees to find a solution. However, if the committee also fails to
redress the grievance, then it may be referred to chief executive. If the chief executive
also fails to redress the grievance, then such a grievance is referred to voluntary
arbitration where the award of arbitrator is binding on both the parties.
GRIEVANCE PROCEDURE IN INDIAN INDUSTRY

The 15th session of Indian Labor Conference held in 1957 emphasized the need of an
established grievance procedure for the country which would be acceptable to unions as
well as to management. In the 16th session of Indian Labor Conference, a model for
grievance procedure was drawn up. This model helps in creation of grievance machinery.
According to it, workers’ representatives are to be elected for a department or their union
is to nominate them. Management has to specify the persons in each department who are
to be approached first and the departmental heads who are supposed to be approached in
the second step.
The Model Grievance Procedure specifies the details of all the steps that are to be
followed while redressing grievances. These steps are:
STEP 1: In the first step the grievance is to be submitted to departmental representative,
who is a representative of management. She/he has to give his answer within 48 hours.
STEP 2: If the departmental representative fails to provide a solution, the aggrieved
employee can take his grievance to head of the department, who has to give his decision
within 3 days.
STEP 3: If the aggrieved employee is not satisfied with the decision of departmental
head, he can take the grievance to Grievance Committee. The Grievance Committee
makes its recommendations to the manager within 7 days in the form of a report. The
final decision of the management on the report of Grievance Committee must be
communicated to the aggrieved employee within three days of the receipt of report. An

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 appeal for revision of final decision can be made by the worker if he is not satisfied with
it. The management must communicate its decision to the worker within 7 days.
STEP 4: If the grievance still remains unsettled, the case may be referred to voluntary
arbitration.

Industrial Disputes

An industrial dispute may be defined as a conflict or difference of opinion between management

and workers on the terms of employment. It is a disagreement between an employer and
employees' representative; usually a trade union, over pay and other working conditions and can
result in industrial actions. When an industrial dispute occurs, both the parties, that is the
management and the workmen, try to pressurize each other. The management may resort to
lockouts while the workers may resort to strikes, picketing or gheraos. On part nine Art136(3) of
Industrial Disputes Act,2003, an industrial dispute is defined as any dispute or difference
between employers and employers, or between employers and workmen, or between workmen
and which is connected with the employment or non-employment or the terms of employment or
with the conditions of labor, of any person.

This definition includes all the aspects of a dispute. It is not only includes the disagreement
between employees and employers, but also emphasizes the difference of opinion between
worker and worker. The disputes generally arise on account of poor wage structure or poor
working conditions. This disagreement or difference could be on any matter concerning the

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workers individually or collectively. It must be connected with employment or non-Employment
or with the conditions of labor.

From the point of view of the employer, an industrial dispute resulting in stoppage of work
means a stoppage of production. This results in increase in the average cost of production since
fixed expenses continue to be incurred. It also leads to a fall in sales and the rate of turnover,
leading to a fall in profits. The employer may also be liable to compensate his customers with
whom he may have contracted for regular supply. Apart from the immediate economic effects,
loss of prestige and credit, alienation of the labor force, and other non-economic, psychological
and social consequences may also arise. Loss due to destruction of property, personal injury and
physical intimidation or inconvenience also arises.

For the employee, an industrial dispute entails loss of income. The regular income by way of
wages and allowance ceases, and great hardship may be caused to the worker and his family.
Employees also suffer from personal injury if they indulge into strikes and picketing; and the
psychological and physical consequences of forced idleness. The threat of loss of employment in
case of failure to settle the dispute advantageously, or the threat of reprisal action by employers
also exists.

Prolonged stoppages of work have also an adverse effect on the national productivity,
national income. They cause wastage of national resources. Hatred may be generated
resulting in political unrest and disrupting amicable social/industrial relations or
community attitudes.

Causes of Industrial Disputes

The causes of industrial disputes can be broadly classified into two categories: economic and
non-economic causes. The economic causes will include issues relating to compensation like
wages, bonus, allowances, and conditions for work, working hours, leave and holidays without
pay, unjust layoffs and retrenchments. The non economic factors will include victimization of
workers, ill treatment by staff members, sympathetic strikes, political factors, indiscipline etc.

Strikes

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A strike is a very powerful weapon used by trade unions and other labor associations to get their
demands accepted. It generally involves quitting of work by a group of workers for the purpose
of bringing the pressure on their employer so that their demands get accepted. When workers
collectively cease to work in a particular industry, they are said to be on strike.
According to Labour Disputes Act 2003, a strike is a cessation of work by a body of persons
employed in an industry acting in combination; or a concerted refusal of any number of persons
who are or have been so employed to continue to work or to accept employment; or a refusal
under a common understanding of any number of such persons to continue to work or to accept
employment. This definition throws light on a few aspects of a strike. Firstly, a strike is a
referred to as stoppage of work by a group of workers employed in a particular industry.
Secondly, it also includes the refusal of a number of employees to continue work under their
employer In a strike, a group of workers agree to stop working to protest against something they
think is unfair where they work. Labors withhold their services in order to pressurize their
employment or government to meet their demands. Demands made by strikers can range from
asking for higher wages or better benefits to seeking changes in the workplace environment.
Strikes sometimes occur so that employers listen more carefully to the workers and address their
problems.

Causes of strikes:
Strikes can occur because of the following reasons:

 Dissatisfaction with company policy

 Salary and incentive problems

 Increment not up to the mark

 Wrongful discharge or dismissal of workmen

 Withdrawal of any concession or privilege

 Hours of work and rest intervals

 Leaves with wages and holidays

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  Bonus, profit sharing, Provident fund and gratuity

 Retrenchment of workmen and closure of establishment

 Dispute connected with minimum wages

TYPES OF STRIKE

1. Economic Strike: Under this type of strike, labors stop their work to enforce their
economic demands such as wages and bonus. In these kinds of strikes, workers ask for
increase in wages, allowances like traveling allowance, house rent allowance, dearness
allowance, bonus and other facilities such as increase in privilege leave and casual leave.

2. Sympathetic Strike: When workers of one unit or industry go on strike in sympathy with
workers of another unit or industry who are already on strike, it is called a sympathetic
strike. The members of other unions involve themselves in a strike to support or express
their sympathy with the members of unions who are on strike in other undertakings. The
workers of sugar industry may go on strike in sympathy with their fellow workers of the
textile industry who may already be on strike.

3. General Strike: It means a strike by members of all or most of the unions in a region or
an industry. It may be a strike of all the workers in a particular region of industry to force
demands common to all the workers. These strikes are usually intended to create political
pressure on the ruling government, rather than on any one employer. It may also be an
extension of the sympathetic strike to express generalized protest by the workers.

4. Sit down Strike: In this case, workers do not absent themselves from their place of work
when they are on strike. They keep control over production facilities. But do not work.
Such a strike is also known as 'pen down' or 'tool down' strike. Workers show up to their
place of employment, but they refuse to work. They also refuse to leave, which makes it
very difficult for employer to defy the union and take the workers' places.

5. Slow Down Strike: Employees remain on their jobs under this type of strike. They do
not stop work, but restrict the rate of output in an organized manner. They adopt go-slow
tactics to put pressure on the employers.

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 6. Sick-out (or sick-in): In this strike, all or a significant number of union members call in
sick on the same day. They don’t break any rules, because they just use their sick leave
that was allotted to them on the same day. However, the sudden loss of so many
employees all on one day can show the employer just what it would be like if they really
went on strike.

7. Wild cat strikes: These strikes are conducted by workers or employees without the
authority and consent of unions.
LOCKOUT 
A lockout is a work stoppage in which an employer prevents employees from working. It is
declared by employers to put pressure on their workers. This is different from a strike, in which
employees refuse to work. Thus, a lockout is employers’ weapon while a strike is raised on part
of employees. Acc to Labour Disputes Act 2003, lock-out means the temporary closing of a
place of employment or the suspension of work or the refusal by an employer to continue to
employ any number of persons employed by him.

A lockout may happen for several reasons. When only part of a trade union votes to strike, the
purpose of a lockout is to put pressure on a union by reducing the number of members who are
able to work. For example, if a group of the workers strike so that the work of the rest of the
workers becomes impossible or less productive, the employer may declare a lockout until the
workers end the strike. Another case in which an employer may impose a lockout is to avoid
slowdowns or intermittent work-stoppages. Occupation of factories has been the traditional
method of response to lock-outs by the workers' movement.

PICKETING
when workers are dissuaded from work by stationing certain men at the factory gates, such a step
is known as picketing. If picketing does not involve any violence, it is perfectly legal. Pickets are
workers who are on strike that stand at the entrance to their workplace. It is basically a method of
drawing public attention towards the fact that there is a dispute between the management and
employees.
The purpose of picketing is:

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  to stop or persuade workers not to go to work

 to tell the public about the strike

 to persuade workers to take their union's side

GHERAO
Gherao in Hindi means to surround. It denotes a collective action initiated by a group of
workers under which members of the management are prohibited from leaving the
industrial establishment premises by workers who block the exit gates by forming human
barricades. The workers may gherao the members of the management by blocking their
exits and forcing them to stay inside their cabins. The main object of gherao is to inflict
physical and mental torture to the person being gheraoed and hence this weapon disturbs
the industrial peace to a great extent.

Measures for Improving Industrial Relations

The following measures should be taken to achieve good industrial relations:

 Strong and Stable Union: A strong and stable union in each industrial enterprise is
essential for good industrial relations. The employers can easily ignore a weak union on
the plea that it hardly represents the workers. The agreement with such a union will
hardly be honored by a large section of workforce. Therefore, there must be strong and
stable unions in every enterprise to represent the majority of workers and negotiate with
the management about the terms and conditions of service.
 Mutual Trust: Both management and labor should help in the development of an
atmosphere of mutual cooperation, confidence and respect. Management should
adopt a progressive outlook and should recognize the rights of workers. Similarly,
labor unions should persuade their members to work for the common objectives
of the organization. Both the management and the unions should have faith in
collective bargaining and other peaceful methods of settling disputes.

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  Workers’ Participation in Management: The participation of workers in the
management of the industrial unit should be encouraged by making effective use of
works committees, joint consultation and other methods. This will improve
communication between managers and workers, increase productivity and lead to greater
effectiveness.

 Mutual Accommodation. The employers must recognize the right of collective

bargaining of the trade unions. In any organization, there must be a great emphasis on
mutual accommodation rather than conflict or uncompromising attitude. One must clearly
understand that conflicting attitude does not lead to amicable labor relations; it may foster
union militancy as the union reacts by engaging in pressure tactics. The approach must be
of mutual “give and take rather than “take or leave.” The management should be willing
to co-operate rather than blackmail the workers.

 Sincere Implementation of Agreements. The management should sincerely implement

the settlements reached with the trade unions. The agreements between the management
and the unions should be enforced both in letter and spirit. If the agreements are not
implemented then both the union and management stop trusting each other. An
environment of uncertainty is created. To avoid this, efforts should be made at both ends
to ensure the follow up of the agreements.

 Sound Personnel Policies: The following points should be noted regarding the personnel
policies. The policies should be:

 Formulated in consultation with the workers and their representatives if they are
to be implemented effectively.

 Clearly stated so that there is no confusion in the mind of anybody.

 Implementation of the policies should be uniform throughout the organization to

ensure fair treatment to each worker.

 Government’s Role: The Government should play an active role for promoting
industrial peace. It should make law for the compulsory recognition of a representative

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 union in each industrial unit. It should intervene to settle disputes if the management and
the workers are unable to settle their disputes. This will restore industrial harmony.

 Progressive Outlook: There should be progressive outlook of the management of

each industrial enterprise. It should be conscious of its obligations and
responsibilities to the owners of the business, the employees, the consumers and
the nation. The management must recognize the rights of workers to organize
unions to protect their economic and social interests

INFORMATION SHEET 03 ENHANCE ORGANIZATIONAL RELATIONS

Enhance Industrial/Organizational / Relation

The maintenance of harmonious industrial relations within an industry depends on the extent of
promotion and maintenance of discipline in the organizations. No organizations can grow and
prosper without effective disciplinary system. Discipline on account of employees means
complying with the predefined rules and regulations of the organization. It is a form of training
that enforces organizational rules. Conduct problems arise from the employees who fail to follow
the code of conduct of the organization. These employees are most often affected by the
disciplinary system of the organization. Such employees are often called problem employees.
The problem employees comprise a small number of employees, but they are the ones who cause
the most disciplinary situations.

If employers fail to deal with problem employees, negative effects on other employees and work
groups may result. Some common disciplinary issues caused by problem employees include
absenteeism, tardiness, productivity deficiencies, pilfering, alcoholism, insubordination, misuse
of equipments and other company resources, and negligence. The goal of discipline is behavior
modification, that is, to modify unacceptable behavior and misconduct.

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 The Disciplinary System
Effective Discipline
Discipline is the key to success. Theodore Roosevelt has said “With self-discipline almost
everything is possible”. Self discipline makes employee realize what is required at work.
Discipline can be positively related to performance. It is the bridge between goals and
accomplishments. Effective discipline should be aimed at the behavior, and not at the employee
personality. This is because the reason for discipline is to improve performance rather than
punishing the employee.

Factors necessary for effective disciplinary system include:

1. Training of supervisors is necessary: Supervisors and managers need to be trained on

when and how discipline should be used. It is necessary to provide training on counseling
skills as these skills are used while dealing with problem employees. Moreover,
discipline decisions taken by trained supervisors are considered fair by both employees
and managers.

2. Centralization of discipline: Centralized means that the discipline decisions should be

uniform throughout the organization. The greater the uniformity higher will be the
effectiveness of discipline procedure.

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 3. Impersonal discipline: Discipline should be handled impersonally. Managers should try
to minimize the ill feelings arising out of the decisions by judging the offensive behavior
and not by judging the person. Managers should limit their emotional involvement in the
disciplinary sessions.

4. Review discipline decisions: The disciplinary decisions must be reviewed before being
implemented. This will ensure uniformity and fairness of the system and will minimize
the arbitrariness of the disciplinary system.

5. Notification of conduct that may result in discipline: Actions that lead to misconduct
can be listed and documented so the employees are aware of such actions. This will
unable them to claim that they have not been notified, in advance, regarding the same.

6. Information regarding penalties: The employer should define the penalties and other
actions like warnings, reprimands, discharge and dismissal well in advance. All these
action plans must be communicated to the employees.

7. Discipline shall be progressive: Discipline system should be progressive in nature. In a

progressive discipline approach the severity of actions to modify behavior increases with
every step as the employee continues to show improper behavior. The advantage of this
approach is that employees can’t take it for granted.

8. Documentation: Effective discipline requires accurate, written record keeping and

written notification to the employees. Thus less chance will be left for the employee to
say the he “did not know” about the policy.

9. Discipline should be fair: The disciplinary decision should be fair enough for the
employee. Both over-penalization and under-penalization are considered to be unfair for
the problem employee. Moreover, an internal fairness is to be maintained, that is, two
employees who have committed the same offense should be equally punished.

10. Discipline shall be flexible and consistent: The manager administering discipline must
consider the effect of actions taken by other managers and of other actions taken in the
past. Consistent discipline helps to set limits and informs people about what they can and
cannot do. Inconsistent discipline leads to confusion and uncertainty.

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 11. Disciplinary action should be prompt: The effective discipline should be immediate.
The longer time lag between the misconduct offense and the disciplinary action will
result in ineffectiveness of the discipline.

Approaches to Discipline
Handling employee misconduct is a very critical task to be performed by the senior
managers. Misconduct and other offensive behaviors often lead to decreased levels of
productivity as they affect the individual performance of the employees. To manage
discipline among employees, every company opts for a discipline policy which describes
the approach it will follow to handle misconduct.
Broadly defined, there are two approaches to discipline employees. They are:

 Positive Discipline Approach

 Progressive Discipline Approach

Code of Discipline in Industry

To maintain harmonious relations and promote industrial peace, a Code of Discipline has been
laid down which applies to both public and private sector enterprises. It specifies various
obligations for the management and the workers with the objective of promoting cooperation
between their representatives.

The basic objectives of Code of Discipline are to:

 Maintain peace and order in industry.

 Promote constructive criticism at all levels of management and employment.
 Avoid work stoppage in industry
 Secure the settlement of disputes and grievances by a mutually agreed procedure
 Avoiding litigations
 Facilitate a free growth of trade unions
 Eliminate all forms of coercion, intimidation and violations of rules and regulations
governing industrial relations.
The Code is based on the following principles:

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  There should be no strike or lockout without prior notice.

 No unilateral action should be taken in connection with any industrial matter.

 Employees should follow go slow tactics

 No deliberate damage should be caused to a plant or property

 Acts of violations, intimidation and coercion should not be resorted

 The existing machinery for the settlement of disputes should be utilized.

 Actions that disturb cordial relationships should be avoided.

 To ensure better discipline in industry, management and unions agree on not indulging
into various actions. These actions can be summarized as follows:
Management and Union(s) agree

 that no unilateral action should be taken in connection with any industrial matter and that
should be settled at appropriate level

 that the existing machinery for settlement of disputes should be utilized with the utmost
efficiency

 that there should be no strike or lock-out without prior notice

 that neither party will have recourse to coercion, intimidation, victimization or go –slow
tactics

 that they will avoid litigation, sit-down and stay-in strikes and lock-outs

 that they will promote constructive co-operation between their representatives at all
levels and as between workers themselves

 that they will establish upon a mutually agreed grievance procedure which will ensure a
speedy and full investigation leading to settlement;

 that they will abide by various stages in the grievance procedure and take no arbitrary
action which would by-pass this procedure; and

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  Management Agrees

 not to increase work-loads unless agreed upon or settled otherwise

 not to support or encourage any unfair labor practice such as discrimination and
victimization of any employee

 to take prompt action for settlement of grievances and implementation of settlements,

awards, decision and orders

 to take appropriate disciplinary action against its officers and members in cases where
enquiries reveal that they were responsible for precipitate action by workers leading to
indiscipline

 Union agrees

 not to engage in any form of physical duress

 not to permit demonstrations which are not peaceful

 that their members will not engage or cause other employees to engage in any union
activity during working hours

 to discourage unfair labor practices such as negligence of duty, damage to property and
insubordination to take prompt action to implement awards, agreements, settlements and
decisions

Factors Guiding Code Of Conduct: The code of discipline and conduct communicates to
the employees, the expected behavior and the professional responsibilities. The significance
of code of conduct is that each employee should behave and perform in a way that preserves
the company values and commitments. The code expects employees to conduct business with
integrity and honesty. Moreover, it expects the employer to be an equal opportunity
employer.

The Code of Conduct policy of a company is determined on the basis of following

factors:

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  Honesty and integrity: The organization expects the employees to observe
honesty and integrity and such conduct should be fair and transparent. The
employees should show truthfulness in actions throughout their tenure in the
organization.
 Disclosure of information: The employees should not disclose the company
information to third parties and other outside organizations. However the
employers should reveal the various policies of the organization to their
employees and make them aware about the code of conduct and other policies.
 Harassment: The work environment should be free from all kinds of
harassments, especially sexual harassments and verbal harassments. No physical
harassments like hitting or pushing are acceptable on part of employees.
 Outside employment: Employees should not indulge in to any kind of concurrent
employment without the prior knowledge of employer.
 Conflict of interest: An employee should not indulge into other professions or
services or other interests which might conflict with the interest of the company.
This means personal interests should not overshadow organizational interests.
 Confidentiality: Employees should protect company’s confidential information.
The financial records and unpublished data should be kept within the
organizations and should not be spread outside the organization.
 Equal opportunity employer: This factor expects the employer to be an equal
opportunity, that is, no discrimination should be done on the basis of caste, color,
race, gender, religion or physical disabilities.
 Misusing company resources: Employees should not misuse company
resources, intellectual property, time and other facilities. They are provided to
them for business purposes and thus, should be used in a cost effective way.
 Health and safety: An employer should provide a safe and healthy work
environment to its employees. Proper cleanliness and lightening should be
provided. A health and safety committee can be set up by the employer consisting
of representatives of workers as well.
 Payment and gifts: The employees should neither accept nor offer any kind of
illegal payments, donations, remuneration and gifts from outsiders.

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 Self Check 01 WRITTEN TEST

Name : _____________________________ Date : ________________

Time started : _____________________________ Time finished : ________________

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INSTRUCTIONS: THIS ASSESSMENT CONTAINS 20 MATCHING TYPE QUESTIONS,
EACH WORTH’S 1 POINT. MATCH THE ITEM IN COLUMN “A” WITH THE ITEM
COLUMN “B” AND WRITE LETTER OF THE BEST MATCH ON THE SPACE
PROVIDED. USE ONLY CAPITAL LETTERS.

COLUMN “ A” COLUMN “ B”
1. Economic Strike A. Type of dissatisfaction related to job which he thinks & are unfair
2. General Strike B. To surround
3. Step ladder policy C. Free to meet the top management
4. Pluralistic Perspective D. A worker ask for increase in wages & allowances
5. Gherao E. An extension of sympathetic strike
6. Lock out F. Worker of one organization go on strike with workers of another
7. Wild Cat organization who are already on strike
8. Sick-out/Sick-in/ G. “Pen down” “Tool down” strike
9. Attitudinal restructuring Bargaining H. Adopt go-slow tactics
10. Distributive Bargaining I. Employers weapon
11. Marxist Bargaining J. The sudden loss of employees all on one day
12.Sit down Strike K. Conducted without the authority & consent of Unions
13. Slow down Strike L. To persuade workers to take the union’s side
14. Picketing M. The organization viewed as one happy family
15. Unitary Perspective N. The organization as being made up of powerful & divergent
16. Integrative Bargaining sub-groups
17. Open door Policy O. Is a byproduct of a theory of capitalist society & social change
18. Intra-organizational Bargaining P. One party’s gain is, another party’s loss
19. Sympathetic Strike Q. Both parties may gain, or at least neither party lose
20. Grievance R. Resolving internal conflicts
S. To follow step by step procedures
T. Shaping and reshaping like hostility b/n labor union &
managements

Answer Key

1. D 6. I 11. O 16. Q
2. E 7. K 12. G 17. C
3. S 8. J 13. H 18. R
4. N 9. T 14. L 19. F
5. B 10. P 15. M 20. A

LAP TEST 01 PRACTICAL DEMONSTRATION

Name : _____________________________ Date : ________________

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 Time started : _____________________________ Time finished : ________________

Instructions:
1. You are required to perform any of the following:
Request your teacher to arrange for you all necessary tools, materials and ingredients. Submit
your outputs to your teacher for evaluation.
2. Request your teacher for evaluation and feedback

INSTRUCTIONS: THIS ASSESSMENT CONTAIN 1 QUESTIONS, TOTAL 25 WORTH OF

POINTS. READ AND ANALYZE EACH QUESTION CAREFULLY SO THAT WHEN YOU
UNDERSTOOD, ANSWER THE QUESTIONS CORRECTLY. TRY TO WRITE NEATLY AND
PROOFREAD AS YOU GO.
If you are working as HR supervisor in ethio telecom, so how you implement organizational
relations procedures.

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