INTRODUCTION TO INDUSTRIAL RELATIONS MGMT 329 INTRODUCTION TO INDUSTRIAL RELATIONS

THE SIGNIFICANCE OF WORK The changing world of work Regular part-time work Casual work Contract work Home-based work The changing workforce Diversity Changing expectations of employees

WHAT IS INDUSTRIAL RELATIONS? Interdisciplinary Economics Law Business management Psychology Attempts to analyze and propose solutions for workplace problems

WHAT IS INDUSTRIAL RELATIONS? (continued) Relations between unions and management Impacts employees, organizations, taxpayers and consumers Balancing efficiency and equity between the interests/needs of management and workers

THEORIES OF INDUSTRIAL RELATIONS Dunlop’s Systems Theory Analytical subsystem of industrial society Composed of “actors” Managers Workers Government

THEORIES OF INDUSTRIAL RELATIONS (continued) Dunlop’s Systems Theory (continued) Has a context Market (economy) Technical Power (political) Changes in context product shifts in balance of power Context has greatest impact on subset of rules

THEORIES OF INDUSTRIAL RELATIONS (continued) Dunlop’s Systems Theory (continued) Rules, such as pay, hours of work, are outcomes of IR system Labour legislation is a set of procedural rules for behaviour in unionized workplaces Employment standards legislation applies to all workers

THEORIES OF INDUSTRIAL RELATIONS (continued) Dunlop’s Systems Theory (continued) Criticisms of systems theory: Unable to test theory Minimizes other environmental impacts No distinction between functional and dysfunctional conflict No indication if conflict is or is not inherent in workplace Views managers as giving orders and workers following those orders

THEORIES OF INDUSTRIAL RELATIONS (continued) Strategic Choice Model IR strategies linked to firms’ global strategies Does not assume that conflict can be worked out Provides fuller and more accurate explanation of IR developments

PERSPECTIVES ON INDUSTRIAL RELATIONS Neoclassical - extreme right Economics view Goals are different but compatible - little conflict Believe in the free and unfettered operation of markets Labour-management relationship is a free and equal exchange between two parties Primary focus is on labour markets

PERSPECTIVES ON INDUSTRIAL RELATIONS (continued) Managerial - near right No inherent conflict between employee and management Main concern is motivation of workers Seek to motivate through positive incentives, not fear Believe that if intelligent and progressive human resource management practices are used, unions would not be necessary Interested in employee involvement

PERSPECTIVES ON INDUSTRIAL RELATIONS (continued) Institutional - middle There is conflict between employee and management Individual workers are unable to resist the demands of powerful employers Unions needed to create level playing field Government intervention needed to establish and administer labour relations legislation

PERSPECTIVES ON INDUSTRIAL RELATIONS (continued) Reformist - near left Collective bargaining and labour relations legislation could work Odds weighted in favour of rich and powerful employers Seek major economic redistribution to correct inequality

PERSPECTIVES ON INDUSTRIAL RELATIONS (continued) Radical/Political Economy - far left Widespread inequality integral part of capitalist society Can’t be overcome under existing arrangements Two classes of society--workers and capitalists Workers produce goods and services of far greater value than their wages