Employment Relations

Abstract

This article argues that the prevalence of schisms and divergences regarding the adoption of human relations and industrial democracy principles as well as the role of labour unions and collective bargaining in industrial relations practices provide fecund breeding grounds for labour problems. The employment relations equation is often found to be unbalanced, with managements relying too heavily on scientific management and welfare hand outs, and shunning human relations and industrial democracy. We seek a rebalancing of the employment relations equation with managements placing due emphasis on employee voice and the human factor. The equation that we are considering has the elements of scientific management, industrial welfare, human relations, and industrial democracy as the causative factors affecting good employment relations. We demonstrate the utility of these factors through examples from ITC’s Employment Relations’ experiences.