Tag: PH Singh
A majority of the IR managers and trade union leaders are not aware of the legal, behavioural, business and conceptual aspects of unionisation—labour, productivity, benefits, IR, leadership, role modelling, discipline and business management which is why they have a short time perspective to resolve an issue.
Most of the employers and executives have habitually developed apathy towards unions, trade union leaders and unionisation.
Any right can only be demanded in return for duty, and that has to be understood by the employees as well as the management.
Due to this lack of awareness and thoughtfulness, trade unions waste their energy in fighting a wrong battle against the well aware battery of staff, consultants and lawyers of employers.
The prime vested interest of company executives is to rule at will – egocentrism. However, the vested interest of the union leaders is to satisfy their social and self-esteem needs. These are the raw motives, to overcome which and to develop behavioural compatibility between both the agencies, two measures need to be established—a defined transactional system, and constant interpersonal communication.
Hypocrisy is what is observed these days, in the name of decency and tolerance, and the key source of most IR trouble.
When Darwin explored ‘survival of fittest’, the ‘emotional intelligence’ was not a developed subject in the new-world. Now, we are very successfully dodging the growth fitness with our hypocrisy.
IR managers need to align workers and their leaders to productive co-existence at all the levels of Maslow’s hierarchy of needs.
Industry laws are meant to make us behave right in a social and natural context, but the trouble begins when someone starts behaving in an unsynchronised way.