Dimension of Industrial Relations

Length: In our four-dimensional universe, the length of IR denotes the number of people
covered and their leadership. Most of us experience a routine difficulty in dealing with
domestic IR, even with a single servant, maid or driver. However, there are large
conglomerates operating smoothly with thousands of employees working together. Every
individual is an independent entity with his own body and mind. He behaves the way he finds
most comfortable.

As we are gregarious by nature, in a group situation, we feel comfortable and secure to follow
each other behind a group leader. Depending upon his credibility, the group leader may be a
colleague, a manager, the union leader, or any business leader. Irrespective of the number of
members, ultimately it is the effective leadership—designated or spontaneous—that makes a
difference in IR. Numbers provide strength to the leadership. Since all the people cannot be
satisfied all the time, it is always better to deal with an empowered leader, than a bunch of
disoriented people with varied concerns. It is desirable for both the parties to mutually
recognise, honour, support and empower the representative leaders.

Width: As second dimension, the width or broadness of IR denotes the diversity and
homogeneity of the people covered. Individually, the employees may be of different
orientations, caste, creed, religion, locality, faith, education and position. However, collectively,
they are an organisation. If this collectivism is dismantled, the individual existence is
threatened by a struggle to survive, where the weak are extorted till they become extinct. IR is
said to be effective if it manages to achieve coexistence with shared growth and mutual respect.

A disengaged employee is the offshoot of a disengaged boss with unengaged policies and
practices. We tend to deal to others what we prefer, as per our behaviour. However, the others
respond according to their own preferences. A person who cannot manage his own behaviour,
cannot expect others to manage their behaviours. It would be bullishness and counter
relationship if he does. It would not be customer- centric behaviour. Murphy’s second law of
thermodynamics — ‘if anything can go wrong, it will go wrong’—applies to IR also. Fair rules
must be enforced firmly. People must understand that the rules are to be followed, firstly by
self. Deviations do invariably replace the rules in due course of time. “Never open the door to a
lesser evil, for other and greater ones invariably slink in after it.”- Baltasar Gracián.

If there is no system of truthful co-existence or no glue for sustained cohesiveness, a suicidal

The policies, procedures and practices need to be defined and well synchronised with the
people involved. Generally, a corporate strategy is prepared for the business, but no unified IR
policy is created at the central level. While some people are poor at framing rules, most are
poor at implementing them. The majority behave as if the rules are not meant for them.
However, the exceptions of today become the rules for tomorrow.

Most IR troubles start because organisations have varied sets of behavioural practices, for the
staff and workers. While some mistakes are ignorable, some are punishable; some increments
are market driven, others are cost driven; some pantry offers a rich buffet while another
expects people to queue up in the canteen for a fixed thali. How can discriminatory practices
breed non-discriminatory relationships?

The collective system works through self-discipline, which flows from the top downwards. If
there is no system of truthful co-existence or no glue for sustained cohesiveness, a suicidal
anarchy begins through unbridled dictators on either side. In IR, it is suicidal to preach and
behave differently.

Therefore, self-discipline is the only way to enforce a rule, whether written or behavioural. In a
broader expression of cohesiveness, individuality is surrendered or sacrificed for a common
cause. While we remain individuals within, there are external commonalities, just like an atom
of salt in the ocean.

Depth: The third dimension, the height or depth of IR, involves financial and social ease of the
company and its employees. This caters to the needs of the employees (Maslow’s hierarchy),
and a company culture that encourages employees to excel in their personal and social lives.
The environment, where employees are aligned, plays a decisive role in IR. A growing and well-
placed organisation has enormous gravity to pull motivated employees.
In IR, gluons can be in the form of facilitators, behaviors, attitudes, systems, ethics, norms,
practices, technicalities, codes of conduct, operating procedures, communication networks,
standing orders, as well as legal and administrative machinery.

The onus, of minimising the hygience factors, lies with policy managers and leaders. It is of
utmost importance that the salaries, wages, perks, benefits, privileges, etc, are proportionately
synchronised in a defined manner, and also linked to the balance sheet, productivity, individual
contribution, behaviour and shared growth. Mutual interactions and grievance handling
procedures are humanised, yet systematised and meticulously tuned to the ‘cause and effect’.
Any form of bias will be counterproductive.

Time: The fourth dimension in IR, the concept of ‘time’, refers to its historicity and fragility.
During its entire journey, it is affected by individual mood swings as well as collective social
dynamics. Like time, people have three orientations— past, present and future. Past-oriented
people mainly refer to past practices as a solution. In the same situation, the present-oriented
people try to resolve issues in the present context. However, the future-oriented people think
of the implications of the present decisions in the future. Effective managers and leaders have a
mindset quickly modifiable to the current realities and futuristic vision. They involve a team of
differently-oriented people in the decision-making process.

There is a famous quote that implies that even the biggest and most devastating fire could have
been avoided by pouring a cup of water at the ‘right place’ and at the ‘right time’. But defining
the ‘right time’ is very subjective. Depending upon individual assumptions, it is possible to
variably declare the current time as the ‘right time’ or ‘wrong time’. In fact, it is a statement of
probability, like flipping a coin and declaring ‘head’ or ‘tail’ before it lands. In this subjective
thinking, often we attach our false ego with our assumptive conclusion, as if we are omniscient.
This is like driving a new car at the highest speed, assuming that its newness will avoid an
accident. Yet, an accident can happen when a nail on the road bursts the tyre, or a drunken
driver of another car hits it.

In fact, the ‘right time’ is the one when a related issue comes up to our notice. The solution is
right there with the problem. It is co-evolved with the problem, and travels along with it. We
simply need to focus to find it. Waiting for an appropriate time to act upon and resolve a
solution, is a miscalculation, fear, excuse or overconfidence, and certainly a waste of time.
Problems do not die out, and opportunities do not wait for an individual’s delayed response.
With drifting time, the problems get converted to bigger or smaller problems, or even
opportunities.

Defining the ‘right time’ is very subjective. It is like driving a new car at the highest speed,
assuming that its newness will avoid an accident. Factually, it is beyond the reach of human
beings to comprehend a time as ‘right’ or ‘wrong’. An individual can only make an effort to put
the right energy into the right direction to get a desired outcome. It is the direction and
availability of critical energy that converts the cause into effect. Like energy, the right time can
neither be created nor destroyed; it can only be sensed with an appropriate mind, and worked
upon for a suitable result. “With a clever strategy, each action is self-reinforcing. Each action
creates more options that are mutually beneficial. Each victory is not just for today but for
tomorrow.” – Max McKeown, The Strategy Book.

The essential ingredients of good IR are, self-discipline, empathy, and intolerance against every
nonsense. The five things that weaken the relations are avoiding, lying, misbehaving, doubting,
and breaking promises. Be cautious of these five, and explore and extend yourself to the four
dimensions of your work horizon, to enjoy smooth IR!