HRM

Chapter Six:
Managing Industrial Relations,
Trade Unions and Employee
Participation Schemes
 Managing Industrial Relations

• Industrial relation refers to the nature of relationship

between the employers and employees in an industrial
enterprise.
• IR denotes relations of all those associated in productive
work, including industry, agriculture, mining, commerce,
finance, transport and other services (Encyclopaedia
Britannica).
• IRs are relationship between management and
employees or among employee and their organization
that arise out of employment (Dale).
• In modern usage, the phrase “Industrial Relation”
includes the whole gamut of matters that arise due to the
continuing relationship between the employers and the
workers.
 Industrial Relation (IR)
• It refers to all types of relationship between
all the parties concerned with the industry.
• Example:
– Relationship between employers and workers.
– Collective bargaining
– Trade union
– Settlement of industrial disputes
– Unfair labor practices
– Individual grievance and disciplinary policy and
practice.
– State participation in industrial Relation etc
 Objective of Industrial Relation
• The primary objectives is to improving the economic
condition of workers, increasing productivity and
achieving industrial democracy in industrial enterprise.
• ILO has recognized certain fundamental objectives of
Industrial relations. i.e. To maintain sound and
harmonious relations between employees and
employers.
Other objectives drawn from this objective are the following:
1. Industrial Relation safeguards the interest of labor and
management.
2. To raise productivity of the industry at a higher level.
3. To avoid all forms of industrial conflict
 Objective ….
3. To minimize labor turnover and absenteeism by providing
job satisfaction to the workers and increasing their
morale.
4. To minimize the occurrence of strikes, lockouts and
gheraos.
5. To encourage and develop trade unions in order to
improve workers collective strength and resolving their
problems through collective bargaining.
6. To establish, develop and maintain industrial democracy.
7. To facilitate government control over industries in
regulating production and for protecting employment.
8. To check and ensure a healthy and balanced social order
in the industry.
 Approaches to IR
The popular approaches to IR are: Unitary,
Pluralistic, Marxist and Human relations approach.
1. Unitary Perspective: 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.
• Trade unions are deemed as unnecessary and
conflict is perceived as disruptive.
 Approaches to IR Cont’d
From employee point of view:
• Working practices should be flexible. Individuals should be
business process improvement oriented, multi-skilled and
ready to tackle with efficiency whatever tasks are required.
• If a union is recognized, its role is that of a further means of
communication between groups of staff and the company.
• The emphasis is on good relationships and sound terms and
conditions of employment.
• Employee participation in workplace decisions is enabled.
This helps in empowering individuals in their roles and
emphasizes team work, innovation, creativity, discretion in
problem-solving, quality and improvement groups etc.
 Approaches to IR Cont’d
From employer point of view:
• Staffing policies should try to unify effort, inspire
and motivate employees.
• The organization’s wider objectives should be
properly communicated and discussed with staff.
• Reward systems should be so designed as to foster
to secure loyalty and commitment.
• Line managers should take ownership of their
team/staffing responsibilities.
• Staff-management conflicts are seen as arising
from lack of information, inadequate presentation
of management’s policies.
 Approaches to IR Cont’d
2. Pluralistic-Perspective: 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.
• Realistic managers should accept conflict to occur.
 Approaches to IR Cont’d
The implications of this approach include:·
• The firm should have industrial relations and personnel
specialists who advise managers and provide specialist
services in respect of staffing and matters relating to
union consultation and negotiation.
• Independent external arbitrators should be used to
assist in the resolution of disputes.
• Union recognition should be encouraged and union
representatives given scope to carry out their
representative duties·
• Comprehensive collective agreements should be
negotiated with unions
 Approaches to IR ….
3. Marxist Perspective:
Marx argued that:
• Weakness and contradiction inherent in the capitalist
system would result in revolution and the ascendancy of
socialism over capitalism.
• Capitalism would foster monopolies.
• Wages (costs to the capitalist) would be minimized to a
subsistence level.
• This perspective focuses on the fundamental division of
interest between capital and labor, and sees workplace
relations against this background.
• Conflict is seen as inevitable and trade unions are a natural
response of workers to their exploitation by capital.
 Approaches to IR ….
4. Human Relations Approach:
• The Human relations approach is propounded by Elton
Mayo, who is a humanist and believes in the positive
nature of the employees.
• According to him, given human initiatives from
management, the employees positively listens and
responds properly to them and hence there is no room
left for the conflict to arise.
• But however Marxists and Pluralists did not appreciate too
much stress on the positive nature of the workers.
• Thus, these approaches to industrial relations must be
properly understood by the HR managers as these offer a
solid foundation for much of the role of human resource
management.
 Measures to Improve IR
1. Support of Top Management: Top management action
always be proactive and geared to problem solving and its
action and decision must be in favor of an organization and
employees.
2. Sound Personnel Policies: personnel policies constitute
the business philosophy of an organization and guide it in
arriving at human relations decisions.
Sound policies and rules are of little help unless they are
executed objectively and equitably at all the levels of an
organization.
Positive Attitudes: Both top management and trade union
should adopt positive attitudes towards each other, they
help them to understand problem of each and which can be
solved by collective bargaining.
 ….. to Improve IR
3. Collective Bargaining: Agreements and association of
employees in decision making process will bring about
cooperation between labor and management.
4. Strong Trade Union and Sound Employers’ Union:
• Industrial relations can be sound only when the
bargaining power of the employees’ union is strong and
equal to that of management.
• Employers’ union should also be sound and well
organized.
• Sound management are helpful for the maintenance and
promotion of uniform personnel policies among various
organizations and to protect the interest of weak
employers.
 ….. to Improve IR
5. Additional suggestions :
• There should be well established and properly
administered grievance redress machinery,
sometimes which provides an outlet for tensions
and frustrations of workers.
• Job supervisors should be trained thoroughly to
ensure that organizational policies and practices
as well as leadership and communication skill,
which help them too properly, implemented and
carried into effect.
• A regular follow up of IR programmed is essential.
 Significance of Good Industrial Relations
1. Industrial Peace: Good industrial relations bring
harmony and remove causes of disputes.
This leads to industrial peace, which is an ideal situation
for an industrial unit to concentrate on productivity and
growth.
2. High Morale: Cordial industrial relations improve
the morale of the employee.
• It implies the existence of an atmosphere of
cooperation, confidence, and respect within the
enterprise.
• Consequently, there is higher productivity, higher
income, and increased job satisfaction – all
resulting in higher morale of the workforce.
 Significance …..
3. Mental Revolution: Sound industrial relation completely
transforms the outlook of employers and employee.
This motivates the workers to give their best to the
organization and share the fruits of progress jointly with
the management.
4. Reduced Wastage and Increased Productivity: It helps
in increasing production.
Thus, they will contribute to the economic growth of the
countries.
5. Programs for Workers Development: New programs for
workers development are introduced in an atmosphere of
peace such as training facilities, labor welfare facilities etc.
 Industrial Disputes
• Industrial Disputes is defined as any dispute or
difference between employers and employers or
between employers and workers, or between workers
and workers, which is connected with the employment
or non-employment.
• The term ‘dispute’ is characterized by the following
factors:
– Dispute mainly relate to the strife between employers
and their employees.
– There must actually be a difference.
– Its work related or industrial matter issues.
– Disputes must be raised by group or class of workmen.
– Disputes between one or two workmen and their
 Forms of Industrial Disputes
1) Strikes:
A strike means a termination of work by a body of
persons employed in any industry acting in combination
or a concerted refusal under a common understanding
of a number of persons who are or have been so
employed to continue work or to accept employment.
Strikes are of several types:
– Economic Strike
– Sympathetic Strike
– General Strike
– Set down Strike
– Slow Down Strike
– Hunger Strike
 ….. Industrial Disputes
2) Lock Out: lock out is the counterpart of strike.
• Lock outs bring psychological pressure on the workers to
agree to his conditions or face closure of the units.
• A lockout is decaled as a trial of strength between the
management and its employees.
• Lockouts means the employer closes down his factory
where his workers are employed because he wants to force
them to agree to his terms and conditions of service during
the pendency of a dispute.
3) Gherao: Its means “to surround”.
• According to National Commission on Labor “ Gherao tend
to inflict physical duress on the persons affected and
endanger not only industrial harmony but also create
problems of law and order”.
 ….. Industrial Disputes
4) Picketing: It is primarily a method of drawing
public attention towards the disputes and it is legal
so there is no violence is involved.
In picketing, workers are dissuaded from reporting
for work by certain persons stationed at the gate of
the factory.
5) Boycott: Boycott aims at disrupting the normal
functioning of an enterprise, through forceful
appeals and negative behavioral acts.
 Causes of Disputes
1. Wages and Allowances: High inflation results in
increased cost of living resulting in never ending
demands from unions.
There are some more economic reasons who are
the cause of industrial disputes are bonus, working
conditions and working hours, modernization and
automation and demand for other facilities.
2. Union Rivalry: Most organizations have multiple
unions.
Multiplicity of unions leads to inter union rivalries.
If one union agrees to a wage settlement, another
union will oppose it.
 Causes ……
3. Political Interference: Major trade unions are
affiliated to political parties.
• Everywhere trade union have been compelled to
engage in political action to obtain enough freedom
from legal restraint to exercise their main industrial
functions.
4. Managerial Causes: These causes include autocratic
managerial attitude and defective labor policies.
• Failures of recognize the trade union, defective
recruitment policies, irregular layoff and
retrenchment, defiance of agreements and codes,
defective leadership, weak trade unions.
 Causes ……
5. Unfair labor Practices: The following constitute unfair
labor practices:
• Force workmen in the exercise of their right to organize,
form, join or assist a trade union.
• Threatening workmen with discharge if they join a trade
union
• Threating a lockout or closure, if a trade union is
organized
• Granting wage increases to workmen at crucial periods
of the trade union organization, with a view to
undermine the efforts of the trade union at organization.
• To, dominate, interfere with or contribute support,
financial or otherwise, to any trade union.
 Causes ……
6. To encourage or discourage membership in any
trade union by discriminating against workmen.
7. To discharge or dismiss workmen.
8. To indulge in acts of force or violence.
9. To refuse to bargaining collectively, in good faith
with the recognized trade unions.
10.To insist upon individuals workmen, who are on
a legal strike, to sign a good conduct bond as a
precondition to allowing them to resume work?
 Prevention of Industrial Disputes
1. Collective Bargaining:
– Collective bargaining not only includes negotiation,
administration and enforcement of the written contracts
between the employees and the employers but also
includes the process of resolving labor management
conflicts.
Collective bargaining offers the following benefits:
– Increase economic strength of both the parties at the
same time protecting their interest.
– Helps resolve disputes when it is occur in the
organization.
– Establish uniform conditions of employment with a
view to avoid occurrences of industrial disputes.
 Prevention…..
2. National Arbitration Promotion Board:
• Arbitration is a procedure in which a neutral third
party studies the bargaining situation, listens to both
the parties and gathers information, and then makes
recommendations that are building on the parties.
3. Grievance Redresal Procedure:
• A grievance may be understood as an employee’s
dissatisfaction or feeling of personal injustice relating
to his or her employment relationship.
• A grievance is generally well- defined in a collective
bargaining agreement. Code of discipline should
develop which is ratified by the trade union and
employers’ organization.
 Prevention…..
4. The Implementation Machinery:
• The main function of consultative machinery is to bring the
parties together for mutual settlement of difference in a
spirit of co-operation and goodwill.
• Consultative machinery operates at the plant, industry,
national and state levels.
• At the plant level, there are works committees and joint
management councils. Being essentially bipartite in
character, Work committee are constituted
• At the industry level, there are Wage Boards and Industrial
Committees.
5. Workers Participation in Management:
• It is a method whereby the workers are allowed to be
consulted and to have a say in the management of the unit.
 Prevention…..
6. Tripartite Bodies:
• Tripartite bodies composed of employer, employee
and government have been set up for consultation
and discussion on problems of labor to solve it out.
7. Model Standing Orders:
• Government enacted the Industrial Employment to
avoid frictions amongst employers and workmen
over the terms of employment.
• Such conditions include conditions of recruitment,
discharge, disciplinary action, holidays, leave etc of
the workers.
 Settlement of Industrial Disputes
• If dispute could not be prevented on voluntary basis and
do arise, steps have to be taken for their settlement.
The followings are method of settling industrial disputes:
1) Arbitration:
• It is a procedure in which a neutral third party studies
the bargaining situation listen to both the parties and
gathers information and then make recommendation
that are binding the parties.
• It is effective because established by the parties
themselves and the decision is acceptable to them and
relatively expeditious when compared to courts or
tribunals.
 Settlement ….
2) Conciliation: It is a process by which representatives
of workers and employees are brought together before
a third party with a view to persuading them to arrive
at an agreement by mutual discussion between them.
3) Collective Bargaining: it is a process by which
employers on the one hand and representative of the
employees on the other, attempt to arrive at
agreements covering the conditions under which
employees will contribute and be compensated for
their services.
4) Code of Discipline: settle conflicts on the bases of
duties and responsibilities of employers and workers.
 Settlement ….
5) Grievance Procedures: A grievance may be
understood as an employee’s dissatisfaction or
feeling of personal injustice relating to his or her
employment relationship.
There are some condition which may give rise to a
grievance are like a violation of law, a violation of
the intent of the parties as stipulated during
contract negotiation , a violation of company rules,
a change in working conditions or past company
practices and a violation of health and /or safety
standards.
 Settlement ….
6) Adjudication: it is means a mandatory
settlement of an industrial dispute by a labor
court or a tribunal.
Whenever an industrial dispute remains
unresolved by the conciliation officer and the
board of conciliation, the matter is referred in a
court of inquiry.
7) Consultative Machinery: It is set by the
government to resolve disputes.
The main function of this machinery is to bring the
parties together for mutual settlement of
differences in a spirit of co-operation and goodwill.
 Collective Bargaining
• Collective bargaining is the process by which a
labor union and employer negotiate over the terms
of the employment relationship.
• According to an ILO Manual in 1960, the Collective
Bargaining is defined as: “Negotiations about
working conditions and terms of employment
between an employer, a group of employees or
one or more employers organization on the other,
with a view to reaching an agreement.”
• The primary goal of collective bargaining is the
achievement of a collective bargaining
agreement between the union and employer.
 Essential Pre-Requisites for Collective Bargaining:

Effective collective bargaining requires the following pre­

requisites:
i. Existence of a strong representative trade union in the
industry.
ii. Existence of a fact-finding approach and willingness to use
new methods and tools for the solution of industrial
problems.
iii. Existence of strong and enlightened management.
iv. Agreement on basic objectives of the organization
between the employer and the employees and on mutual
rights and liabilities should be there.
v. Unfair labor practices must be avoided by both the parties.
 Essential Pre-Requisites ….
vii. Proper records for the problem should be
maintained.
viii. Collective bargaining should be best conducted at
plant level.
ix. There must be change in the attitude of employers
and employees. They should realize that differences
can be resolved peacefully on negotiating table
without the assistance of third party.
x. No party should take rigid attitude.
xi. When agreement is reached after negotiations, it
must be in writing incorporating all term of the
contract.
 Main Features of Collective Bargaining:
1. It is a Group Action:
• Collective bargaining is a group action as opposed to
individual action.
• Both the parties of settlement are represented by
their groups.
• Employer is represented by its delegates and, on the
other side; employees are represented by their trade
union.
2. It is a Continuous Process:
• Collective bargaining is a continuous process and
does not end with one agreement.
• It is a process that goes on for 365 days of the year.
 Main Features ….
3. It is a Bipartite Process:
• It is a two party process. Both the parties—
employers and employees— collectively take
some action.
• There is no intervention of any third party.
4. It is a Process:
• Collective bargaining is a process in the sense
that it consists of a number of steps.
• The starting point is the presentation of charter
of demands by the workers and the last step is
the reaching of an agreement.
 Main Features ….
5. It is Flexible and Mobile and not Fixed or Static:
• It has fluidity.
• There is no hard and fast rule for reaching an agreement.
• There is ample scope for compromise.
6. It is Industrial Democracy at Work:
• Collective bargaining is based on the principle of industrial
democracy where the labor union represents the workers
in negotiations with the employer or employers.
7. It is Dynamic:
• It is relatively a new concept, and is growing, expanding
and changing.
• In the past, it used to be emotional, turbulent and
sentimental, but now it is scientific, factual and systematic.
 Main Features ….
8. It is a Complementary and not a Competitive
Process:
• Each party needs something which the other
party has, namely, labor can put greater
productive effort and management has the
capacity to pay for that effort and to organize and
guide it for achieving the enterprise’s objectives.
9. It is an Art:
• Collective bargaining is an art, an advanced form
of human relations.
 Main Hindrances for Collective Bargaining
1) Competitive Process:
• Collective bargaining is generally becoming a
competitive process, i.e., labor and management
compete each other at negotiation table.
• A situation arises where the attainment of one
party’s goal appears to be in conflict with the
basic objectives of the other party.
2) Not Well-Equipped:
• Both the parties—management and workers—
come to the negotiation table without doing their
homework.
 Main Hindrances ….
3) Time to Protest:
• In a period of recession, when demand of the
product and the profits are falling, it is very difficult
for the employer to meet the demands of the
workers, It might even resort to retrenchment or
even closure collective bargaining is no answer to
such a situation.
4) Where Prices are Fixed by the Government:
• In industries, where the prices of products are fixed
by the Government, it becomes very difficult for the
employer to meet the demands of workers which
would inevitably lead to a rise in cost of the products
produced.
 Main Hindrances ….
5) Outside Leadership:
• When trade unions are led by outsiders who are
not the employees of the concerned
organizations. Leader’s interests are not
necessarily to be identical with that of the
workers.
6) Multiplicity of Trade Unions:
• In a multiple trade union situation, even a well
recognized, union with long standing, stable and
generally positive relationship with the
management, adopts a militant attitude as its
deliberate strategy.
 Main Hindrances ….
7) Appointment of Low-Status Executive:
• Such executive has no authority to commit anything on
behalf of the management.
• It clearly indicates that the management is not at all
serious and the union leaders adopt other ways of
settling disputes.
8) Statutory Provisions:
• The constraints are also imposed by the regulatory and
participative provisions as contained in the Payment of
Wages Act, the Minimum Wages Act, and Payment of
Bonus Act etc.
• Such provisions are statutory and are not negotiable.
 Main Hindrances ….
9) Fresh Demands at the Time of Fresh
Agreement:
• At the time when the old agreement is near
expiry or well before that, workers
representatives come up with fresh demands.
10) Agreements in Other Industrial Units:
• A prosperous industrial unit in the same region
may agree with the trade unions to a
substantial increase in wages and other benefits
whereas a losing industry cannot do that.
 Employee Participation Schemes
• Employee participation is the process
whereby employees are involved in decision making
processes, rather than simply acting on orders.
• Employee participation is part of a process of
empowerment in the workplace
• The important forms in which workers can participate in
management are- collective bargaining, joint
administration, joint decision-making, consultation and
information sharing.
• The direct participation of staff to help an organization
fulfill its mission and meet its objectives by applying
their own ideas, expertise, and efforts towards solving
problems and making decisions.
 Ways of Participation of Employees in
Decision Making
1. Participation at the Board Level:
• Representation of employees at the board level is
known as industrial democracy.
• This can play an important role in protecting the
interests of employees.
2. Participation through Ownership:
• Making employees shareholders of the company.
• Inducing them to buy equity shares, advancing
loans, giving financial assistance to enable them to
buy equity shares are some of the ways to keep
them involved in decision-making.
 Ways of Participation ……
3. Participation through Collective Bargaining:
• This refers to the participation of workers through
collective agreements and by deciding and following
certain rules and regulations.
• This is considered as an ideal way to ensure employee
participation in managerial processes.
4. Participation through Suggestion Schemes:
• Encouraging employees to come up with unique ideas can
work wonders especially on matters such as cost cutting,
waste management, safety measures, reward system, etc.
• Developing a full-fledged procedure can add value to the
organizational functions and create a healthy
environment and work culture.
 Ways of Participation ……
5. Participation through Complete Control:
• This is called the system of self management where
workers union acts as management.
• Through elected boards, they acquire full control of
the management.
• In this style, workers directly deal with all aspects
of management or industrial issues through their
representatives.
5. Participation through Job Enrichment:
• Offer freedom to employees to exploit their
wisdom and use their judgment while handling
day-to-day business problems.
 Ways of Participation ……
6. Participation through Quality Circles:
• A quality circle is a group of five to ten people who are
experts in a particular work area.
• They meet regularly to identify, analyze and solve the
problems arising in their area of operation.
• Anyone, from trade unions, who is an expert of that
particular field, can become its member.
7. Others:
• Such as financial participation, Total Quality
Management, participation through empowered
teams and joint committees and councils through
which they can contribute their share in making the
organizations a better place to work.
 Marketing Knowledge Workers
• Knowledge is always embodied in a person; carried by a
person; created, augmented, or improved by a person;
applied by a person; taught and passed on by a person;
used or misused by a person.
• The shift to the knowledge society therefore puts the
person in the center
• Knowledge workers are workers whose main capital
is knowledge.
• Examples include programmers, physicians, pharmacists,
architects, engineers, scientists, design thinkers, public
accountants, lawyers, and academics, and any other
white-collar workers, whose line of work requires one to
"think for a living".
 …. Knowledge Workers
knowledge worker retention is best promoted when:
a) The organization’s leadership recognizes and
expressly values the strategic importance of
knowledge management
b) When it cultivates an active learning culture
c) When its HR programs and practices support
KM processes.
• knowledge work is often the source of new ideas.
• To get the most from your knowledge workers, and to
create an environment where new ideas can flow and
flourish, follow some of these basic leadership and
management practices.
 Managing knowledge
• Knowledge management is the conscious process of
defining, structuring, retaining and sharing the
knowledge and experience of employees within an
organization.
• The main goal of knowledge management is to
improve an organization's efficiency and save
knowledge within the company.
• Often it is referring to training and learning in an
organization or of its customers.
• It consists of a cycle of creating, sharing, structuring
and auditing knowledge, in order to maximize the
effectiveness of an organization’s collective
knowledge.
 Benefits of knowledge management
• More efficient workplace
• Faster, better decision making
• Increased collaboration
• Building organizational knowledge
• Onboarding and training process is optimized
• Increased employee happiness and retention,
due to the valuing of knowledge, training, and
innovation
• Knowledge management is an important tool in
any company that wants to increase their bottom
line and market share.
 How to Manage Knowledge Workers
1. Be a 'Coach,' Not a 'Boss‘
• Knowledge workers like autonomy.
• They usually don't want someone closely overseeing and
supervising their work.
• Instead, they probably prefer managers to clear the way for
them to work productively.
• As a manager, you're responsible for things like budgeting
and planning, and this takes you further away from 'doing'
things yourself.
• To maintain knowledge workers' trust and respect, stay
aware of the work they're doing, and coach them as
needed.
• Bosses of knowledge workers are often knowledge workers
themselves.
 How to Manage …
2. Explain the Big Picture
• Knowledge workers often need to know 'why' as
much, if not more, than they need to know 'what.'
• Don't ask knowledge workers to improve a
product's design without telling them why it needs
improving – and how the improvements will
benefit the performance of the company.
• Find out what their interests and goals are, and
then aim to align those to the work they do within
the organization.
• Be willing to customize projects to a knowledge
worker's interests.
 How to Manage …
3. Get Creative With Performance Metrics
• Knowledge work is mostly unseen, and therefore
difficult to measure.
• You can't watch knowledge being created in the
same way as a physical, tangible product.
• It's impossible to measure the inputs, look
instead at the outputs, and decide which results
are most important to your organization.
• By looking at what's most valuable in terms of
output, you can usually identify some key
performance indicators.
 How to Manage …
4. Treat Knowledge Workers as Individuals
• When you treat all of your knowledge workers
alike, you may miss opportunities to discover what
motivates them individually and what each one
needs to be more creative and productive.
• Everything can be personalized, the technologies
you make available, the work environment, the
work schedule, and so on.
• Your knowledge workers get results in ways that
are very different from traditional workers, so be
open and flexible with their work resources, terms,
and conditions.
 Key Points
• Knowledge workers are usually responsible for
exploring and creating ideas, rather than
implementing and managing existing processes.
• knowledge workers are expected to produce
results that are different from traditional workers,
you should also manage them and measure their
performance differently.
• Have an open mind, and recognize the different
needs and motivations of knowledge workers.
• This will make it much easier to find creative and
effective ways to keep their productivity high.
Thank You !!