Final Resolving Disputes

8/7/2019 Final Resolving Disputes

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RESOLVING DISPUTES

Jacob G. CP 1110

Dhaivat Mehta CP1210

Nirav Modi CP 1310


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Introduction to dispute

Definition

Opposition

Incompatible behavior

Antagonistic (Opposing) interaction

Block another party from reaching her or hisgoals

Range of dispute behavior

Doubt or questioning Annihilation of opponent


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Industrial Dispute Act 1947

Disputes manifest in the

form of strikes, lockouts &commonly known as bandhs.


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Nature Of Disputes

According to Industrial Disputes Act, 1947,

industrial disputes means any dispute or

difference between

1. Employers and employers;

2. Employees and employees;

3. Employees an

d employers. But in reality, dispute is understood as the

conflict between employees and employers.


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Symptoms Of Conflict (1 of 4)

Tensions.

No desire to

communicate.

Work not done properly.

Disastrous meetings.

Anger occurs quicklyand easily.


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Failing productivity.

Slipping morale.

Absenteeism.

Accidents.

Escalating costs.

Slamming doors.

Shouting.

Bad times.



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The employee (or employees)involved display no desire to

communicate. Bad tempers are evident.

Productivity is falling.

Morale is slipping.



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Causes of Disputes

1. Wage Demands

2. Union Rivalry

3. Political Interference4. Unfair Labour Practices

5. Multiplicity of Labour Laws

6. Economic Slowdown

7. Others


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1. WAGE DEMAND

The demand for has never been fully met

because of high rate of inflation & equally high

cost of livin

g. Wage agreement reached in one company will

inspire unions in other plants.


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2. UNION RIVALRY

Most organizations have multiple unions which

leads to rivalry among different unions.

Here, the problem of authenticity of membershipoccurs for the manager.( unions put members in

such a way that overall the number exceeds the

total number of employees in the organization).

Secondly, the problem of collective bargain

agent.


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4. Unfair labour practices

Managements unwillingness to talk over

any dispute or matter, enrages the workers.

Man

agemen

ts un

willin

gn

ess to recogn

izeany particular trade union.

No enough authority to the officials to

negotiate with the workers.

When during negotiations for settlement

the representatives take the side of

management.


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When management uses such words like

they have taken the decision of recruitment,

selections & training & that it need not

consult employees in any of these matters.

Large number of managements have noteven taken any step to provide benefits to

the workers.

Unfair Labour practices


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5. Too many laws:

Labor legislation is regarded as most dynamicinstitution. There are about 108 acts bothcentral as well as state ,earning our country

the dubious distin

ction

of bein

g highly laborlegislated countries in the world.

But the employees & industries who are

benefited by these laws are very few.

Judiciary also do not play a positive role .

Final Resolving Disputes

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