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The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union.

Labor relations is an important factor in analyzing "varieties of capitalism", such as neocorporatism (or corporatism), social democracy, and neoliberalism (or liberalism).

Labor relations can take place on many levels, such as the "shop-floor", the regional level, and the national level. The distribution of power amongst these levels can greatly shape the way an economy functions.

Another key question when considering systems of labor relations is their ability to adapt to change. This change can be technological (e.g., "What do we do when an industry employing half the population becomes obsolete?"), economic (e.g., "How do we respond to globalization?"), or political (e.g., "How dependent is the system on a certain party or coalition holding power?").

Governments set the framework for labor relations through legislation and regulation. Usually, employment law would cover issues such as minimum wages and wrongful dismissal.

Industrial relations is the equivalent term in Australia, though in recent years the term workplace relations has also become common. This has become a prominent issue of late as the Coalition Government introduced the WorkChoices policy, a further deregulation of the labour market.

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Contents 1 Perspective theories 1.1 Unitary perspective 1.2 Pluralistic perspective 1.3 Marxist Perspective 2 See also 2.1 Economic and finance related 2.2 Employment related 2.3 International 2.4 Australia 2.5 United Kingdom 2.6 United States of America 2.7 Canada 2.8 Journals and Publications 3 External links 4 References

When studying the theories of industrial relations, there are three major perspectives that contrast in their approach to the nature of workplace relations. The three views are generally described as the unitary, pluralist and Marxist perspectives. The Marxist perspective is sometimes referred to as the Conflict Model. Each offers a particular perception of workplace relations and will therefore interpret such events as workplace conflict, the role of trade unions and job regulation very differently.

In unitarism, the organisation is perceived as an integrated and harmonious whole with the ideal of "one happy family", where management and other members of the staff all share a common purpose, emphasising mutual cooperation. Furthermore, unitarism has a paternalistic approach where it demands loyalty of all employees, being predominantly managerial in its emphasis and application.

Consequently, trade unions are deemed as unnecessary since the loyalty between trade unions and organisations are considered mutually exclusive, where there can't be two sides of industry. Conflict is perceived as disruptive and the pathological result of agitators, interpersonal friction and communication breakdown.

In pluralism the organisation is perceived as being made up of powerful and divergent sub-groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In particular, the two predominant sub-groups of in the pluralistic perspective are the management and trade unions.

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 channeled towards evolution and positive change.

This view of industrial relations looks the nature of the capitalist society, where there is a fundamental division of interest between capital and labour, and sees workplace relations against this background. This perspective sees inequalities of power and economic wealth as having their roots in the nature of the capitalist economic system. Conflict is therefore seen as inevitable and trade unions are a natural response of workers to their exploitation by capital. Whilst there may be periods of acquiescence, the Marxist view would be that institutions of joint regulation would enhance rather than limit management's position as they presume the continuation of capitalism rather than challenge it.

• Inflation
• Globalization
• specialization
• service sector versus manufacturing sector

• Collective bargaining
• Union Organizer
• Efficiency wages
• Employment contract
• Indentured servant
• Labour and employment law
• Skilled worker
• Skill (labor)
• Unemployment
• Unfair labor practice
• Workplace Fairness

• Remuneration
  • Commission
  • Employee stock option
  • Employee or Fringe benefit
  • Salary
  • Wage

• International Labour Organization (ILO)

• Australian Industrial Relations Commission
• Australian Workplace Agreement
• WorkChoices
• Workplace Relations Challenge
• Industrial relations taskforce

• National Industrial Relations Act
• Review Body (United Kingdom)
• Advisory, Conciliation and Arbitration Service

• Health insurance
• National Labor Relations Board
• National Labor Relations Act

• Employment Standards Act
• Canada Industrial Relations Board

• Industrial and Labor Relations Review
• Berkeley Journal of Employment and Labor Law

• Labor and Worklife Program at Harvard Law School
• National Labor Relations Board: http://www.nlrb.gov
• West Virginia University Industrial and Labor Relations Program: http://www.be.wvu.edu/msir/index.htm
• Pennsylvania State University Labor and Industrial Relations Program: http://lsir.la.psu.edu/
• Cornell University Industrial and Labor Relations School: http://www.ilr.cornell.edu/
• Michigan State University School of Labor and Industrial Relations: http://www.lir.msu.edu/
• University of Illinois Institute of Labor and Industrial Relations: http://www.ilir.uiuc.edu
• University of Minnesota Industrial Relations Center: http://www.irc.csom.umn.edu/index.aspx
• Society for Human Resource Management: http://www.shrm.org
• Society for Industrial and Organizational Psychology: http://www.siop.org
• Queen's University Centre for Industrial Relations http://www.industrialrelationscentre.com
• Advisory, Conciliation and Arbitration Service (UK) http://www.industrialrelationscentre.com

• Ackers,Peter and Adrian.Wilkinson 2003.Understanding Work and Employment:Industrial relations in transition .Oxford,Oxford University Press.
• Iversen, Torben. 1996. Power, Flexibility, and the Breakdown of Centralized Wage Bargaining: Denmark and Sweden in Comparative Perspective. Comparative Politics 28, no. 4 (July): 399-436.
• Jochem, Sven. 2000. Nordic Labour Market Policies in Transition. West European Politics 23, issue 3 (July): 115-(?).
• Thelen, Kathleen. 1993. West European Labor in Transition: Sweden and Germany Compared. World Politics 46, no. 1 (October): 23-49.
• Turner, Lowell. 1998. Fighting for Partnership: Labor and Politics in Unified Germany. Ithaca, New York: Cornell University Press.
• Mullins, Laurie J, 2005, Management and Organisational Behaviour, FT Prentice Hall.
• Salamon, Michael, 2000, Industrial Relations Theory and Practice (4th Edition), FT Prentice Hall.