IRM

1. Conciliation refers to a method for resolving conflicts or disputes

between employees, management, or other stakeholders. This process
aims to maintain harmonious workplace relationships and avoid litigation
or other formal dispute resolution mechanisms.
2. A court injunction in the context of an organization is a legal order
issued by a court that requires a party to do or refrain from doing specific
acts. Injunctions can be used to protect an organization's interests,
enforce rights, or prevent harm.
In summary, court injunctions are powerful legal tools organizations can use to protect their
rights, prevent harm, and enforce legal agreements.
3. A dispute refers to a disagreement, conflict, or difference of opinion between parties that
may involve employees, management, shareholders, customers, suppliers, or other
stakeholders. Disputes can arise from various sources and can impact the organization’s
operations, productivity, and overall work environment.
4. A grievance procedure is a formalized process that organizations use to address complaints
or concerns raised by employees. These procedures are designed to ensure that grievances are
handled consistently, fairly, and transparently.
5. Negotiation: In the context of an organization, negotiation refers to the process where two or
more parties discuss and come to an agreement on various issues such as salaries, working
conditions, benefits, contracts, or any other workplace-related matters. Effective negotiation
aims to find a mutually acceptable solution while maintaining positive relationships between
employees and employers.
6. Employment Equality: Employment equality refers to the principle of providing equal
opportunities and fair treatment to all employees regardless of their race, gender, age,
disability, sexual orientation, religion, or other protected characteristics. It involves
implementing policies and practices that prevent discrimination and promote diversity and
inclusion within the workplace.
7. Flexibility: Workplace flexibility refers to the ability of employees to have control over how,
when, and where they work. This can include flexible working hours, remote work options,
job sharing, part-time roles, and other arrangements that help employees balance their work
and personal life. Flexibility can improve job satisfaction, productivity, and overall well-
being of employees.
8. Increment Pay: Increment pay refers to periodic salary increases given to employees, often
based on their tenure, performance, or cost-of-living adjustments. These pay raises are
usually structured and predictable, helping to reward employees for their loyalty and
continued contribution to the organization.
9. Result-Based Pay: Result-based pay, also known as outcome-based pay, is a compensation
strategy where employees are rewarded based on the results they achieve. This can include
meeting specific goals, completing projects, or achieving certain performance metrics. The
focus is on the outcomes and deliverables rather than the amount of time or effort put in.
10. Performance-Based Pay: Performance-based pay is a compensation system where an
employee's pay is directly tied to their individual performance. This can include bonuses,
 commissions, or salary increases based on performance appraisals, achievement of targets, or
other measurable performance indicators. The aim is to incentivize and reward high
performance and productivity.
11. Unofficial industrial action refers to any work stoppage or protest by employees that is not
officially sanctioned or organized by a trade union. These actions, often spontaneous or
grassroots in nature, can include walkouts, slowdowns, or other forms of protest aimed at
expressing dissatisfaction with working conditions, pay, or other employment issues. Since
they are not authorized by the union, they often lack legal protection and can result in
disciplinary action against participating employees.
12. Work study is a systematic examination of work processes with the aim of improving
efficiency and productivity. It involves analyzing tasks, workflows, and methods to identify
areas where improvements can be made. Techniques used in work study include time and
motion studies, process mapping, and method analysis. The goal is to optimize the use of
resources, reduce waste, and enhance performance.
13. Job evaluation is a systematic process used to determine the relative value or worth of
different jobs within an organization. This is done to establish a fair and equitable pay
structure. Job evaluation considers various factors such as the skills required, responsibilities,
effort, and working conditions associated with each job. Methods of job evaluation include
job ranking, job classification, point factor, and factor comparison.
14. Productivity in an organizational context refers to the efficiency with which resources (such
as labor, capital, and materials) are used to produce goods or services. It is typically
measured as the ratio of output to input. Higher productivity means more output is produced
with the same or fewer inputs, which can lead to increased profitability and competitiveness.
Productivity improvements can be achieved through better processes, technology, training,
and motivation of employees.
15. Employee participation involves engaging employees in decision-making processes and
giving them a voice in matters that affect their work and the organization. This can take
various forms, such as suggestion schemes, committees, task forces, or direct involvement in
problem-solving and planning activities. Employee participation can lead to higher job
satisfaction, better morale, and a greater sense of ownership and commitment to the
organization’s goals.
16. A strike is a form of industrial action where employees collectively stop working to protest
against their employer. Strikes are usually organized by trade unions and are used as a last
resort to press for demands such as better wages, improved working conditions, or other
employment terms. Strikes can be legally protected if they follow the proper legal
procedures, such as a vote among union members and notice given to the employer.
However, illegal or wildcat strikes can result in disciplinary actions and legal consequences.
17. What is the significance of studying industrial relations management as an academic
discipline?

Studying industrial relations management as an academic discipline is significant for several

reasons:

1. Understanding Labor Dynamics: It provides insights into the complex interactions

between employers, employees, and their representatives.
 2. Conflict Resolution: Equips individuals with the knowledge and skills to manage and
resolve workplace conflicts effectively.
3. Legal and Ethical Awareness: Educates about the legal frameworks governing labor
relations and the ethical considerations in managing workplace relationships.
4. Enhancing Productivity: Helps in developing strategies to improve workplace
productivity and employee satisfaction.
5. Policy Development: Contributes to the formulation of policies that ensure fair treatment
of workers and compliance with labor laws.
6. Economic Stability: Promotes stable industrial relations, which are crucial for economic
growth and stability.
7. Global Competence: Prepares students to handle industrial relations in a globalized
economy with diverse labor practices.

18. What is the scope and objectives of industrial relations management

Scope:

 Employment Relations: Covers the relationship between employers and employees.

 Labor Laws: Involves understanding and applying labor legislation.
 Negotiation and Bargaining: Focuses on collective bargaining and negotiation techniques.
 Conflict Management: Includes strategies for managing industrial disputes.
 Workplace Safety: Ensures compliance with health and safety standards.
 Compensation Management: Deals with fair remuneration practices.

Objectives:

 Promote Harmony: Foster a cooperative and harmonious workplace environment.

 Ensure Fair Treatment: Guarantee fair treatment and justice for all employees.
 Improve Communication: Enhance communication between management and workers.
 Resolve Conflicts: Provide mechanisms for resolving industrial disputes.
 Boost Productivity: Increase organizational productivity and efficiency.
 Compliance: Ensure adherence to labor laws and regulations.
 Sustainable Practices: Promote sustainable industrial practices.

19. What are the factors shaping the industrial relations climate

 Economic Conditions: Economic stability or instability can influence labor relations.

 Legal Framework: Labor laws and regulations impact the dynamics of industrial relations.
 Social and Cultural Factors: Cultural norms and societal values play a role.
 Technological Changes: Advances in technology can alter job roles and employment
practices.
 Political Environment: Government policies and political stability affect labor relations.
 Management Style: The approach of management towards employee relations can shape
the climate.
 Union Strength: The influence and strategies of labor unions are significant factors.
  Globalization: International competition and labor practices influence domestic industrial
relations.

20.What are the features of industrial relations management

 Collective Bargaining: Negotiation between employers and employees' representatives.
 Conflict Resolution: Mechanisms for addressing and resolving workplace disputes.
 Employee Participation: Involvement of employees in decision-making processes.
 Regulatory Compliance: Adherence to labor laws and standards.
 Workplace Democracy: Promotion of fair and democratic practices in the workplace.
 Grievance Handling: Systems for managing employee grievances and complaints.
 Training and Development: Programs aimed at improving the skills and knowledge of the
workforce.
 Health and Safety: Ensuring a safe and healthy working environment.
21. Give a comprehension of participants of the industrial relations system
 Employees: The workforce, including both unionized and non-unionized workers.
 Employers: Company owners, managers, and human resource personnel.
 Trade Unions: Organizations representing the interests of employees.
 Employers' Associations: Groups representing the interests of employers.
 Government: Regulatory bodies and policymakers setting labor laws and standards.
 Arbitrators and Mediators: Neutral parties helping to resolve disputes.
 Labor Courts and Tribunals: Legal institutions adjudicating labor disputes.
 Non-Governmental Organizations (NGOs): Entities advocating for workers' rights.
22. Discuss the evolution and growth of industrial relations in Bangladesh
Historical Context:
 Colonial Era: Industrial relations in Bangladesh have roots in the colonial period, with
early labor movements and strikes.
 Post-Independence: After independence in 1971, Bangladesh faced challenges in
industrial relations due to economic instability and lack of robust labor laws.
 Legislation: The introduction of labor laws such as the Bangladesh Labour Act, 2006,
has played a crucial role in shaping modern industrial relations.
Growth:
 Unionization: Growth in trade union activities and collective bargaining practices.
 Economic Reforms: Economic liberalization and industrialization have influenced labor
dynamics.
 International Influence: Global labor standards and international trade agreements have
impacted labor practices.
 Government Policies: Increased government focus on improving labor conditions and
compliance with international labor standards.
23. Explain the evolving concern and strategic factors of industrial relations in Bangladesh
Concerns:
 Worker Safety: High-profile incidents, such as the Rana Plaza collapse, have
highlighted safety issues.
 Labor Rights: Ensuring the rights of workers in a rapidly industrializing economy.
 Wages and Benefits: Addressing wage disparities and improving employee benefits.
 Strategic Factors:
 Policy Reforms: Ongoing reforms to align with international labor standards.
 Training and Education: Enhancing skills and knowledge of the workforce.
 Technology Adoption: Integrating new technologies to improve productivity and labor
conditions.
 Stakeholder Engagement: Building stronger partnerships between employers,
employees, and the government.
24. How do you explain the management of industrial relation

 Proactive Management: Anticipating and addressing potential industrial relations issues

before they escalate.
 Employee Involvement: Encouraging employee participation in decision-making
processes.
 Open Communication: Maintaining transparent and open channels of communication
between management and employees.
 Fair Practices: Ensuring fairness in all employment practices, including hiring,
promotions, and disciplinary actions.
 Conflict Resolution Mechanisms: Establishing effective systems for resolving disputes
and handling grievances.
 Training Programs: Providing ongoing training to both management and employees on
industrial relations best practices.
 Compliance: Ensuring adherence to all relevant labor laws and regulations.
 Strategic Partnerships: Collaborating with trade unions, employers' associations, and
other stakeholders to foster a positive industrial relations climate.