Industrial Relations & Human Resource Management

1. Industrial Relations & Human Resource Management Second Commerce Wednesday13.00–14.00 @ Kirwan Thursday16.00–17.00 @ O’Flaherty Deirdre Morgan Dept. of Management

2. Industrial Relations & Human Resource Management DBS & Corp. Law Friday 11.00–12.00 @ AM150 Friday 13.00-14.00 @ Larmour Deirdre Morgan Dept. of Management

3. Industrial Relations & Human Resource Management Learning objectives: • to draw attention to the importance of the human factor in organisations • to develop the conceptual skills needed to understand the nature of the employment relationship

4. More learning objectives? • to examine the nature, objectives and processes used by the principal actors in the employment relationship • to draw attention to Irish employment legislation and to examine at least one Act in detail

5. Industrial Relations What I intend to cover: - The nature of the employment relationship - The evolution of Industrial Relations - The roles of the key players - The nature of conflict and its resolution - Collective bargaining - Employment legislation

6. Human Resource Management • What I intend to cover: - Management Styles - The HR Function - Recruitment & Selection - Performance Management

7. Introduction to Industrial Relations • Definitions • Relevance • Key Players • Frames of reference • Historical Milestones • Key Processes • Change

8. Industrial Relations is – …the consecrated euphemism for the permanent conflict, now acute, now subdued, between capital and labour. (Blyton & Turnbull, 1998)

9. Industrial Relations ‘the regulation of the relationship between employers and employees’

10. Industrial Relations: …has acquired a deserved reputation for being dull …because it has too often failed to relate in any meaningful way to the reality of people’s working lives, how these were formed, how they are constrained and how they might be changed. (Blyton & Turnbull, 1998)

11. Industrial Relations Affects: • Economic Performance • Business Success • Employees Experience of Work

12. Every employment relationship: • Economic exchange • Power relationship • Continuous & open-ended • Interdependent • Asymmetrical Employers cannot rely on coercion or even compliance to secure high performance. Need active consent & co-operation.

13. Some Basic Facts • Work dominates the lives of most men & women. • Vast majority of those who work are employees rather than employers • Of central importance to employers are: - market experience - managerial relations

14. Management of employees is a central feature of organisational success over: - product innovation - technological change - efficient utilisation of energy/materials 5. Common interest between management and workforce cannot be assumed. Interdependence does not equate with common interest.

15. AEEU ASTI ATGWU BATU EAT EEA ER SIPTU HRM PESP PRP HAS IBEC IMPACT INO ITGWU

16. HEADLINES Mass redundancies All-out Strike Co. X refuse to implement Labour Court Recommendations INO says “No” to Talks Breakdown 3% Pay Offer Nurses Strike Bus Drivers Vote for Unofficial Action

17. Key Players GOVERNMENT INDEPENDENT 3RD PARTIES EMPLOYEES EMPLOYERS

18. Traditional Adversarial I.R. System - Power - Rights - Interests - Negative behaviours - Information hoarding

19. Labour-Management Relationship Armed Open Collaborative Truce Warfare ------------------------------------------------ • Most labour-management relationships fall to the right of the continuum • Partnership rarely attempted as matter of course • Organisational change forces adaptation (Adams, 2000)

20. Industrial Action Any temporary suspension of normal working arrangements in order to express a grievance or enforce a demand. (Gunnigle, 1998)

21. Collective Bargaining the process through which agreement on pay, working conditions, procedures and other negotiable issues are reached between organised employees and management representatives. (Gunnigle et al 1995) “The resolution of conflict through compromise.” (Hawkins 1979)

22. Using terms such as employee relations rather than industrial relations reflects a redrawing of the boundaries of the subject to include all employment relationships, rather than just those involving unionised, male, manual workers in manufacturing. (Blyton & Turnbull, 1998)

23. Frame of Reference; …a person perceives and interprets events by means of a conceptual structure of generalisations or contexts, postulates about what is essential, assumptions as to what is valuable, attitudes about what is possible, and ideas about what will work effectively. (Fox 1966)

24. Unitarism - Management & staff strive together for common purpose - One source authority - Harmony & co-operation - Conflict is pathological, whether mischief or misunderstanding - Troublemakers conform/go - Unions unwelcome

25. Pluralism - Company made up of different interest groups - Organisation = miniature democracy “Negotiated order” - Conflict inevitable, legitimate & accepted - Unions – recognised negotiator

26. Marxism Industrial relations is a microcosm of broader capitalist society. Opposing interests of different classes. Asymmetry of power based on ownership. An employer can survive longer without labour than an employee can survive without work. However, employer can never secure total control or achieve complete power.

27. IMPLICATIONS Trade unions Managerial prerogative Conflict

28. Important Historical Milestones C18th Industrial Revolution begins U.K. Early C19th Series of statutory decisions making TU’s illegal 1868 British Trade Union Congress (TUC) founded 1871-1906 Pro-union legislation in the UK 1894 Irish Trade Union Congress (ITUC) founded

29. 1909 Irish Transport Workers Union (ITWU) 1913 The Dublin Lockout 1916- 1922 British unions break away 1946 Set up of the Labour Court 1880’s Gradual decline in union membership 1987 Social Partnership Agreements

30. 1764 Regular Carpenters of Dublin

31. The Church Iniquitous Extortions

32. Cork …imprisoned not above 6 months, whipped in public and released only on giving recognisance of good behaviour for 7 years. (Gunnigle, 1998)

33. 1871 – 1906 U.K. Parliament: - granted legality to T.U.’s - protected Union funds from court action - recognised collective bargaining - legalised peaceful picketing

34. By 1920’s: Central Objectives of Trade Unionism: • Secure recognition • Procure collective agreements covering terms & conditions of members • Influence the State’s policy making processes in areas of employment, housing, social welfare & education.

35. 1913 Lockout • 1909 ITWU founded • 1913 Leading Irish Union • William Martin Murphy – Dublin Tramway Co. • Pilot group sacked • 200 workers sacked

36. 700 workers walk off • Warrant issued for Larkin • Public meeting • Over 25,000 locked out • January 1914 – return to work • Larkin & Connolly emigrate

37. Irish Writer: You may succeed in your policy and ensure your own damnation by your victory. The men whose manhood you have broken will loathe you, and will always be brooding and scheming to strike a fresh blow. The children will be taught to curse you. The infant being moulded in the womb will have breathed into it’s starvation body the vitality of hate. (Russell, 1913)

38. James Connolly We the Irish worker are forced to go down again to hell and bow our backs to the lash of the slave driver, our hearts seared by the irons of his hatred and instead of the sacramental wafer of brotherhood and common sacrifice, we are forced to eat the dust of betrayal and defeat. Exam script – 4th Mech. Eng. Student 1998

39. Ni uasal aon uasal ach sinne bheith iseal: Eirimis!

40. From 1987 onwards…National Level Tripartite Agreements • PNR – 1987 • PESP – 1990 • PCW – 1993 • P2000 – 1996 • PPF - 2000

41. Changes in Labour Force • Decline in manufacturing • Increase in services • Increase in females & part-timers • Changes in location of production (greenfield sites) • Increased self-employment • Increased redundancies & reduced job security

42. Move Towards Labour-Management Partnerships Change increasing in impact and pace Labour-Management relationship essential to survival Mutual respect Congruent interests Positive, proactive approach Mutual assistance Neutral third parties

43. Adams (2000) “At the end of the day organisations will survive and thrive only when labour and management alike are committed to working together to achieve common goals. The key question is: ‘Does our labour-management relationship do its part in creating such an organisation?’ If the current industrial relations system is adversarial, based on power and rights rather than interests, the answer is ‘No’.”

44. Aer Lingus Faces I.R. Crisis with Five Separate Disputes(IRN 12 October 2000) Cabin Crew Baggage Handlers Catering Assistants Pilots Clerical & Admin. Workers

45. “…the industrial revolution brought competition between employers for distant markets. This created an environment in which labour was increasingly treated as a raw material or commodity, and it was therefore hardly surprising that a profound discord was generated between workers and their employers. This historical development cannot be divorced from any consideration of industrial relations…” William B. Gould

46. ‘New’ Industrial Relations5 Questions • Is strong commitment to a company consistent with strong commitment to a trade union? • Is union involvement in business decision-making and problem solving consistent with the effective conduct of collective bargaining? • Can unions be part and parcel of the managerial process and yet mount a challenge to management decisions?

47. Is employee involvement in the job and in the organisation of work consistent with their protection by unions against intensified work effort, stress and ill health? • Can unions encourage employees to become partners in the business enterprise and still hope to mobilise the power of their stronger members to defend the weak by appealing to ideas of social justice? (Roche, 1998)