industrial relations

the relations between employees and employers, and the study of these relations.

Sociology is but one of a variety of disciplines which have contributed to the study of this area.

Debate between competing theories led Fox (1965) to distinguish between unitarist and pluralist perspectives. In the unitarist perspective, cooperation is normal and organizational efficiency and rationality resides in managerial prerogative; conflict is seen as irrational and due to communications problems, agitators, etc. Pluralists, in contrast, regard conflicts between legitimate interest groups as normal, but resolvable through mutually advantageous collective bargaining procedures. This approach, exemplified in the Donovan Commission (1968), underpinned several reforms to British industrial relations in the I 970s, but has been subjected to several criticisms, e.g.:

that in focusing on the failure of industrial relations institutions to regulate conflict, PLURALISM neglected the inequalities of power and advantage which generate conflict in the first place (Goldthorpe, 1974);
that ‘corporatist’ or Marxist theories provide a better account of industrial relations (see CORPORATISM).

Thus theorists have focused on the attempts by successive postwar governments to deal with industrial relations problems through forms of state intervention which have involved tripartite arrangements (trade unions, employers and the state). Marxist scholars have remained unimpressed with the attempts to radicalize pluralism (Wood and Elliott, 1977). In the Marxist framework, the employment relationship is characterized by class exploitation and there can be no such thing as a fair wage. Conflict is endemic and employers constantly need to legitimate their control. Moreover, pluralist and corporatist views of the state are seen to be naive since capital is regarded as the main beneficiary of state intervention.

In stressing the need to consider employment relationships within the dynamics of capitalist society, a key feature of which is the way the conflict between capital and labour is expressed in class relationships and state activity, Marxists have both produced valuable insights and broadened the study of industrial relations. Nevertheless, this perspective also has its critics. Crouch (1982), for example, suggests that some Marxists underplay the constant choices about goals and means which employees have to make, whilst attempts to ascribe industrial conflict to class relations is unconvincing. The neoliberalist policies pursued by Conservative governments in the UK from the 1980s onwards, theoretically underpinned by the writings of Hayek and Friedman, are founded on a marked distrust of both corporatist institutions and trade unions, and express the unitarist view that many industrial relations problems derive from the excessive use of power by union officials (MacInnes, 1987).

In sum, as with most areas of sociological investigation, the study of industrial relations is marked by theoretical controversy The above perspectives illustrate the point that perceptions of, and prescriptions for, solutions to industrial relations ‘problems’ are inextricably linked to particular theories.

industrial relations

the general state of relationships between management, TRADE UNIONS and workforce.
the process of determining rates of pay and conditions of employment by COLLECTIVE BARGAINING, the institutions and procedures in which this is done, and the relationships between the key people (for example SHOP STEWARDS and industrial relations managers) involved.
Industrial relations can therefore refer to both the day-to-day relationship between workers and their supervisor and the more specialized activity of formal NEGOTIATIONS and CONSULTATION. The main subjects of industrial relations include PAY and conditions and, from the employers' perspective, achieving desired levels of productivity in part through the enforcement of work discipline. Industrial relations problems can arise where employees believe that too much effort is required from them for a given set of rewards or that work discipline is harsh or inequitable.

Industrial relations is often also referred to as ‘labour relations’ or (more commonly today) ‘employee relations’. Many managers prefer the latter term since it is thought to avoid the connotations of conflict and trade unionism associated with both ‘industrial relations’ and ‘labour relations’.

Within organizations, industrial relations management is often one of the duties of PERSONNEL MANAGEMENT, although in many cases negotiation over pay is done by managers whose primary responsibilities lie outside the field. Much of the day-to-day conduct of industrial relations is undertaken by LINE MANAGERS.

industrial relations

the relationships between employees and employers in terms of day-to-day worker-manager dealings and the more formal procedures and institutions through which the two groups determine PAY and conditions of employment. COLLECTIVE BARGAINING is the main means used to determine pay and conditions, and where employers and workers are unable to settle these matters through negotiation, INDUSTRIAL DISPUTES, in particular STRIKES and LOCK-OUTS, may ensue unless the two parties can find alternative means of settling their disputes, such as CONCILIATION, MEDIATION and ARBITRATION.

The general state of relationships between managers and their employees, often represented as a group by TRADE UNIONS, can have significant implications for the effectiveness and competitiveness of the organization and the general health of the economy Poor industrial relations can lead to an inefficient use of labour resources, with poor labour flexibility and RESTRICTIVE LABOUR PRACTICES (overmanning, demarcation restrictions) resulting in reduced PRODUCTIVITY. In addition, strikes involving the loss of working days can seriously disrupt production and lower output. The potential conflict between employers and workers over pay and employment conditions is part of the continuing ‘tug of war’ over the share of NATIONAL INCOME going to CAPITAL and LABOUR respectively.

Because of the importance of good industrial relations in enhancing economic performance, governments have attempted to foster collaborative arrangements between employers and employees through, for example, EMPLOYEE SHARE OWNERSHIP PLANS and WORKER PARTICIPATION.

单词	industrial relations
释义	industrial relations industrial relations pl.n. Relations between the management of an industrial enterprise and its employees. industrial relations n 1. (Industrial Relations & HR Terms) (functioning as plural) those aspects of collective relations between management and workers' representatives which are normally covered by collective bargaining 2. (Industrial Relations & HR Terms) (functioning as singular) the management of relations between the employers or managers of an enterprise and their employees Translations 劳资关系 industry (ˈindəstri) – plural* ˈindustries –* noun1. (any part of) the business of producing or making goods. the ship-building industry; The government should invest more money in industry. 工業工业2. hard work or effort. He owed his success to both ability and industry. 勤奮勤奋inˈdustrial (-ˈdas) adjective having, concerning etc industries or the making of goods. That area of the country is industrial rather than agricultural. 工業的工业的inˈdustrialist (-ˈdas-) noun a person who takes part in the running of a large industrial organization. a wealthy industrialist. 工業家工业家inˈdustrialized, inˈdustrialised (-ˈdas) adjective (of a country) having a large number of industries. 工業化的工业化的inˌdustrialiˈzation, inˌdustrialiˈsation noun 工業化工业化inˈdustrious (-ˈdas-) adjective busy and hard-working. industrious pupils. 勤奮的勤奋的industrial estate an area of a town etc set aside for (the building of) factories. 工業區工业区industrial relations the relationship between the management and the workers in a factory etc. 勞資關係劳资关系 industrial relations industrial relations the relations between employees and employers, and the study of these relations. Sociology is but one of a variety of disciplines which have contributed to the study of this area. Debate between competing theories led Fox (1965) to distinguish between unitarist and pluralist perspectives. In the unitarist perspective, cooperation is normal and organizational efficiency and rationality resides in managerial prerogative; conflict is seen as irrational and due to communications problems, agitators, etc. Pluralists, in contrast, regard conflicts between legitimate interest groups as normal, but resolvable through mutually advantageous collective bargaining procedures. This approach, exemplified in the Donovan Commission (1968), underpinned several reforms to British industrial relations in the I 970s, but has been subjected to several criticisms, e.g.: that in focusing on the failure of industrial relations institutions to regulate conflict, PLURALISM neglected the inequalities of power and advantage which generate conflict in the first place (Goldthorpe, 1974); that ‘corporatist’ or Marxist theories provide a better account of industrial relations (see CORPORATISM). Thus theorists have focused on the attempts by successive postwar governments to deal with industrial relations problems through forms of state intervention which have involved tripartite arrangements (trade unions, employers and the state). Marxist scholars have remained unimpressed with the attempts to radicalize pluralism (Wood and Elliott, 1977). In the Marxist framework, the employment relationship is characterized by class exploitation and there can be no such thing as a fair wage. Conflict is endemic and employers constantly need to legitimate their control. Moreover, pluralist and corporatist views of the state are seen to be naive since capital is regarded as the main beneficiary of state intervention. In stressing the need to consider employment relationships within the dynamics of capitalist society, a key feature of which is the way the conflict between capital and labour is expressed in class relationships and state activity, Marxists have both produced valuable insights and broadened the study of industrial relations. Nevertheless, this perspective also has its critics. Crouch (1982), for example, suggests that some Marxists underplay the constant choices about goals and means which employees have to make, whilst attempts to ascribe industrial conflict to class relations is unconvincing. The neoliberalist policies pursued by Conservative governments in the UK from the 1980s onwards, theoretically underpinned by the writings of Hayek and Friedman, are founded on a marked distrust of both corporatist institutions and trade unions, and express the unitarist view that many industrial relations problems derive from the excessive use of power by union officials (MacInnes, 1987). In sum, as with most areas of sociological investigation, the study of industrial relations is marked by theoretical controversy The above perspectives illustrate the point that perceptions of, and prescriptions for, solutions to industrial relations ‘problems’ are inextricably linked to particular theories. industrial relations industrial relations the general state of relationships between management, TRADE UNIONS and workforce. the process of determining rates of pay and conditions of employment by COLLECTIVE BARGAINING, the institutions and procedures in which this is done, and the relationships between the key people (for example SHOP STEWARDS and industrial relations managers) involved. Industrial relations can therefore refer to both the day-to-day relationship between workers and their supervisor and the more specialized activity of formal NEGOTIATIONS and CONSULTATION. The main subjects of industrial relations include PAY and conditions and, from the employers' perspective, achieving desired levels of productivity in part through the enforcement of work discipline. Industrial relations problems can arise where employees believe that too much effort is required from them for a given set of rewards or that work discipline is harsh or inequitable. Industrial relations is often also referred to as ‘labour relations’ or (more commonly today) ‘employee relations’. Many managers prefer the latter term since it is thought to avoid the connotations of conflict and trade unionism associated with both ‘industrial relations’ and ‘labour relations’. Within organizations, industrial relations management is often one of the duties of PERSONNEL MANAGEMENT, although in many cases negotiation over pay is done by managers whose primary responsibilities lie outside the field. Much of the day-to-day conduct of industrial relations is undertaken by LINE MANAGERS. industrial relations the relationships between employees and employers in terms of day-to-day worker-manager dealings and the more formal procedures and institutions through which the two groups determine PAY and conditions of employment. COLLECTIVE BARGAINING is the main means used to determine pay and conditions, and where employers and workers are unable to settle these matters through negotiation, INDUSTRIAL DISPUTES, in particular STRIKES and LOCK-OUTS, may ensue unless the two parties can find alternative means of settling their disputes, such as CONCILIATION, MEDIATION and ARBITRATION. The general state of relationships between managers and their employees, often represented as a group by TRADE UNIONS, can have significant implications for the effectiveness and competitiveness of the organization and the general health of the economy Poor industrial relations can lead to an inefficient use of labour resources, with poor labour flexibility and RESTRICTIVE LABOUR PRACTICES (overmanning, demarcation restrictions) resulting in reduced PRODUCTIVITY. In addition, strikes involving the loss of working days can seriously disrupt production and lower output. The potential conflict between employers and workers over pay and employment conditions is part of the continuing ‘tug of war’ over the share of NATIONAL INCOME going to CAPITAL and LABOUR respectively. Because of the importance of good industrial relations in enhancing economic performance, governments have attempted to foster collaborative arrangements between employers and employees through, for example, EMPLOYEE SHARE OWNERSHIP PLANS and WORKER PARTICIPATION. AcronymsSeeiridiumThesaurusSeeindustry
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industrial relations

industrial relations

industrial relations

industry

industrial relations

industrial relations

industrial relations

industrial relations

industrial relations