1. John Dunlop developed systems approach to industrial relations.

It focuses on the
participants in the process, environmental forces and the output. It studies inter- relations
among different facets of industrial relations system. Basic element of systems approach
- Participants: Workers and their organizations, Management and their representatives,
Government agencies like labour court. An ideological linking A set of ideas and beliefs
commonly held by the actors that helps to build or integrate the system together as an
entity. Three types of environment: Economic sub-system, Technological sub-system
and Political sub-system. SYSTEMS APPROACH
2. 4. In unitary, the organization is perceived as an integrated and harmonious system,
viewed as one happy family. A core assumption of unitary approach is that management
and staff, and all members of the organization share the same objectives, interests and
purposes; thus working together, hand-in-hand, towards the shared mutual goals.
Furthermore, unitary has a paternalistic approach where it demands loyalty of all
employees. Trade unions are deemed as unnecessary and conflict is perceived as
disruptive.UNITARY APPROACH
3. 5. In pluralism the organization is perceived as being made up of powerful and divergent
sub-groups - management and trade unions. This approach sees conflicts of interest and
disagreements between managers and workers over the distribution of profits as normal
and inescapable. Consequently, the role of management would lean less towards
enforcing and controlling and more toward persuasion and co-ordination. Trade unions
are deemed as legitimate representatives of employees. Conflict is dealt by collective
bargaining and is viewed not necessarily as a bad thing and if managed could in fact be
channelled towards evolution and positive change. Realistic managers should accept
conflict to occur. There is a greater propensity for conflict rather than
harmony.PLURALISTIC APPROACH
4. 6. This perspective focuses on the fundamental division of interest between capital and
labor, and sees workplace relations against this background. It assumes that conflicts are
a by product of Capitalist system. It is concerned with the structure and nature of society
and assumes that the conflict in employment relationship is reflective of the structure of
the society. Conflict is therefore seen as inevitable and trade unions are a natural
response of workers to their exploitation by capital.MARXIST APPROACH
5. 7. Psychologists are of the view that problems of industrial relations are deeply rooted in
the perception of attitude of focal participants. Management and labours perceive each
other differently and consider the other as less dependable and more deficient in thinking
about the emotional characteristic and inter-personal relations. Conflict emerges as a
result of negative perception of behaviour of the actors (Mgmt and workers).
Interpersonal and intergroup relations breed disharmony in the
system.PSYCHOLOGICAL APPROACH
6. 8. Differences in personal factors like education, attitude, culture, behaviour, emotions
etc. create conflicts and competition among members of industrial society. Industrial
relations are shaped by society as there are many factors inside and outside industry that
affect Industrial Relations. Moreover, the process of change makes IR more complex,
which would further complicate with time.SOCIOLOGICAL APPROACH
7. 9. Good IR can be maintained only when both labours and management realize their
moral responsibility in contributing to the said task through mutual cooperation and
greatest understanding of each others problem. Both goal of labour-mangement relations
 may be stated as maximum productivity, adequate understanding among parties to IR
regarding the roles that other parties play, and willingness among parties to co-operate
as partners in IR.SOCIO-ETHICAL APPROACH
8. 10. When resources are not managed properly, problem of Industrial RelaHUMAN
RELATIONS APPROACH tions surfaces, which can only be managed by understanding
and managing the dynamics of human behaviour at individual, group and organizational
level. A common denominator in all conflicts is the dissatisfied needs of individual. The
approach also stresses that human needs keep on changing right from basic needs to
self-actualization, and attention needs to be drawn to them. At the same time, suitable
motivational strategies should be used for optimum employee satisfaction.
9. 11. It recognizes employees as the greatest assets in an organization, believes that they
can be developed to unlimited extent with proper incentives, atmosphere and treatment.
The methodology used in HRD approach includes diagnosis of the problem and
designing interventions to bring about necessary changes.HRD APPROACH
10. 12. It emphasizes the encouragement of mutual settlement of disputes, collective
bargaining and voluntary arbitration. This approach lays stress on internal settlement of
disputes to compulsion from outside and voluntary arbitration and collective bargaining
rather than compulsory arbitration.V.V. GIRI APPROACH
11. 13. It is based upon the fundamental principles of truth, non- violence and non-
possession. If employers follow the principle of trusteeship, there is no scope for conflict.
Workers should seek redressal through collective action. Workers can resort to
Satyagraha to have their grievances redressed. Gandhiji accepted that workers can go
on strike, but this should be exercised in a peaceful and non-violent manner, and this
should be the last resort.GANDHIAN APPROACH