1) Approaches to industrial relations 1. Dunlop’s Approach 2. The Oxford Approach 3.

The
Industrial Sociology Approach 4. The Action Theory Approach 5. The Marxist Approach 6. The
Pluralist Approach 7. Weber’s Social Action Approach 8. The Human Relations Approach 9 The
Gandhian Approach 10. Human Resource Management Approach.

2) Formation of managerial unions: Loss of Identity 2) Loss of Identity 3) Job Insecurity 4)

Perceived need from militant protection trade union 5) Bureaucratic Culture 6) Absence of
Participative Forum 7) Promotion Policies 8) To be a Third Force between the Working Class and the
Management

3) STRUCTURE OF TRADE UNIONS: 1. Craft Unions 2. Industrial Unions 3. General Unions 4.

Occupational Unions 5. Trade Union Federations 6.

4) ORIGIN OF LABOUR LEGISLATIONS: 1. Factors Influencing Labour Legislations 2. Early Exploitative

Industrial Society 3. Impact of Contemporary Events. 4. The Growth of Trade Unionism 5. Growth of
Political Freedom and Extension of Franchise. 6. Rise of socialist and other revolutionary ideas 7. The
Growth of Humanitarian Ideas and the Concept of Social Welfare and Social Justice 8. Establishment
of I.L.O. 9. Factors Specific to India a) Influence of colonial rule b) The struggle for national
emancipation and adoption of Indian Constitution. We have plethora of labour legislations
immediately after independence - The Factories Act, 1948 The E.S.I. Act, 1948 The Minimum Wages
Act, 1948 Mines Act, 1952 Employees P.F.& Miscellaneous Provisions Act, 1952 Plantation Labour
Act, 1951 Payment of Bonus Act, 1965

5) GRIEVANCE RESOLUTION Approach: a) Whether the organisations should have a grievance

mechanism at all b) Whether it should be formal/structured or free-wheeling/informal 3) Singe-level
or multi-level 4) d) Whether unilateral or participative e) Whether time-bound or open-ended f)
Whether bipartite or Tripartite

9) ELEMENTS OF COLLECTIVE BARGAINING: 1. Issues for Consideration 2. The Procedure for

Consideration 3. Collective Agreements and their Implementation: 4. the scope of legislation of the
country 5. the level at which the agreement is negotiated 6. the government policy towards labour
and industrial relations 7. propensity of the parties to bargain with each other.8. to the undertaking,
plant or work site 9. to a particular place or an area 10. to the whole country. (a) voluntary
agreements, (b) settlements, and (c) consent awards.
(i) establishing the rules of the workplace; (ii) determining the form of compensation; (iii)
standardising compensation; (iv) determining priorities on each side; and (v) redesigning the
machinery of bargaining. fixing up the price of labour services; b) establishing a system of industrial
jurisprudence; and c) providing a machinery for the representation of individual and group interests

Coordinating preparations among persons responsible for gathering and analysing information
relevant to the bargaining process. 2) Selection of a chief negotiator and bargaining team members.
3) Reviewing previous negotiations because it provides insights into the opponent’s bargaining
tactics and probable demands. 4) Gathering data on internal operations and policies of comparable
firms through wage and salary surveys. 5) Formulate proposals and priorities. 6) Select a suitable site
for negotiations. 7) Organise the relevant information in a bargaining book for easy access at the
bargaining table. 8) Notify the opponent the intent to bargain by serving required notice.

7) misconduct: Wilful insubordination or disobedience 2. theft, fraud or dishonesty 3. wilful damage

to or loss of employer' s goods or property 4. taking or giving bribe or any illegal gratification5.
habitual absence without leave of absence 6. habitual late attendance 7. Riotous, or disorderly
behaviour during working hours. habitual negligence. frequent repetition of any act. striking work