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IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985) professional competency requirements and carrier growth aspirations. The declining importance of job security and increased mobility of the workers have created problems of retention of workforce, the management should therefore re-orient its policies and develop multidimensional reward systems to retain them and provide them job satisfaction. Attainment of global standards and survival of Indian organizations in this highly competitive borderless global economic order calls for the joint endeavour of all the stake holders-the government, the employers, the workers and their unions. Organizational re-structuring, the changing patterns of labour management relations, nature of employment, the sharing of gains and social accountability have exerted pressure on the tripartite social patterns to redefine their roles and relationships in order to promote a new industrial culture. It demands that employers and workers take a hard look at their practices and attitudes and forge a common front to bring about modernization and technological change, strengthen discipline, improve productivity and share equitably the fruits of growth. The Government as the statutory and regulatory authority should in the changed context, focus increasingly on the needs that labour laws and regulations are meant to fulfil and introduced modifications in existing laws or regulations relating to issues such as security of employment and employment conditions in the wake of privatization, closure of sick industries and labour displacements caused by modernization and related development which would help foster more harmonious labour management relations. In the years since liberalizations, of the Indian economy perhaps the most significant development has been the accelerating pace of change across all sectors of the economy. The impact of such change is so widely felt that few organizations or sectors have been left untouched. In both private sector and public sector companies have been affected by the globalization of competition by dramatically shortening production and development cycles, by quantum leaps in technology and frantic intensification of competition. The impact of change has driven many organizations to re-think and re-visit issues of organizational culture. Culture change is likely to become more rather than less, significant over the decades. Increasingly though organizations will have to treat such change, not as a one of discrete phenomena, but as continuing process, which constantly reviews, refines and improves the organization’s overall capacity respond to external development. Designing, developing and sustaining appropriate work culture of excellence will thus become a major issue to concern for most organizations seeking to gain and maintain competitive edge in the globally competitive environment. International Journal of Research in Finance & Marketing 54 http://www.mairec org
IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985) The present study aims at identifying significant dimensions of responsive work culture conducive to achieving global standards of performance specifying contributions of management and workers to that end and examining their implications for Industrial Relations and practices in Indian organizations. INDUSTRIAL RELATIONS ENVIRONMENT AND WORK CULTURE It is evident that without a work culture of excellence the organizations in India will not be able to develop, healthy Industrial Relations a pre-requisite to providing competitive edge in global market place. There is inevitably interactive relationship between Industrial Relations and Work Culture. The structural adjustment policy adopted by India and its struggle to gain competitive edge in the global economic order envisages a strong commitment and change in the outlook thinking and attitude of its people. Attitude change presupposes change in work culture. It has been increasingly realized that human resource is the most important resource for any economy to thrive and prosper. India fortunately has skilled and competent manpower and the cost of manpower is low as compared to many other industrially developed countries. Responsive work culture is reflected in continuous improvement in productivity, quality, innovation and growth; legitimate areas of concern for both management and labour. In India work has been accorded a secret place in the scriptures. However, over the years there has been an erosion of the values and it is often argued that Indian worker today lacks a positive work culture. The worker more often is blamed for this (Sodhi, 1998). The workers, on the other hand, blame the management for its high-handedness, on healthy practices and hostile attitude towards labour. Attitudinal change is thus imperative to enable organizations to adapt to the competitive environment, which can come about only gradually through sustain cooperation and concerted efforts among the three social partners-the Government, the employers and the employees. Every organization develops a culture unique to its own, which can be termed as organizational ideology-patterns of beliefs, values, norms, rituals, myths and sentiments shared by the members of organization. The ideology, which is implicit in the minds of employees, influences and governs the response patterns of individuals and groups within the organization. It thus regulates the energy exchange between the organization and its members and impacts most aspects of organizational life, such as how decisions are made, who makes International Journal of Research in Finance & Marketing 55 http://www.mairec org
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