Tuesday, 06 December 2016 10:51

IR: In between politics and ego

Politics coupled with inflated ego is a deadly combination in any situation and it's rampant in industrial relations. 

Published in Expat's Diary

Any right can only be demanded in return for duty, and that has to be understood by the employees as well as the management.

Published in Expert's Desk

LinkedIn Power Profiles 2016 is a celebration of members who are not only great at what they do, but have also invested in their professional identity on LinkedIn

Published in News
Wednesday, 20 July 2016 10:04

The ‘cause and effect’ of IR

Just play along with cause & effect, gravity, flow thermodynamics, electromagnetism and time. You will not only feel motivated, but appear motivated. 

Published in Opinion
Friday, 20 May 2016 10:32

IR: Seed to banyan tree

The eight stages of an effective IR.

Published in Opinion
Monday, 18 April 2016 10:50

How to groom workers at the shop floor?

Erikson’s theory of child development can be applied to Industrial Relations.

Published in Opinion
Monday, 28 March 2016 10:36

Four dimensions of industrial relations

IR is simply the science and art of togetherness. Learn about the appropriate length, width, depth and time for industrial relations.

Published in Opinion
Wednesday, 02 March 2016 09:49

IR management needs to be professionalised

It is important to build a charming professional culture in an organisation. Professionalism is nothing but swimming in tandem with the natural rhythm of ‘cause and effect’.

Published in Expert's Desk
Thursday, 11 February 2016 11:09

Why self-discipline is a must in IR

Many IR managers feel that these manipulations are necessary to manage people in varied situations, with varying needs, egos and greed. But it is absurd to believe that such manipulations and negativity can yield positive results.

Published in Expert's Desk
Wednesday, 27 January 2016 10:21

How vested interests mar industrial relations

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. 

Published in Expert's Desk
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