CHSE Odisha Elective IRPM key terms

The whole network of rules, practices and relationships that govern how employers, workers and their representatives deal with one another at work and in the wider economy.

The three parties whose interaction shapes workplace rules: employers and their associations, workers and their trade unions, and the state acting through law, courts and labour administration.

A view that treats the workplace as a single team with shared goals, so conflict is seen as abnormal and caused by poor communication or troublemakers rather than by structural interests.

A view that workplaces contain groups with legitimately different interests, so some conflict is normal and is managed through negotiation, procedures and representative institutions rather than suppressed.

A voluntary association of workers formed mainly to protect and improve their terms and conditions of employment through collective action and representation before employers and government.

The statutory process under which a union submits its rules and membership details to the Registrar and, if the requirements are met, receives a certificate conferring legal recognition of its existence.

An employer's or authority's acceptance of a particular union as the bargaining representative of a group of workers, distinct from mere registration, and often decided by membership verification or ballot.

A union accepted as the only representative entitled to negotiate on behalf of a defined bargaining unit, usually after verification of membership or a secret ballot among the workers concerned.

An arrangement in which the employer deducts union subscription from wages at source and remits it to the union, usually after the worker authorises the deduction in writing.

The process by which employer and worker representatives negotiate, in good faith, a joint agreement covering wages, hours, benefits and other conditions, and settle how that agreement will be applied.

A written outcome of bargaining that sets terms and conditions for a group of workers and binds the parties who signed it, sometimes extended to others by law or practice.

Any disagreement or difference of opinion between employers and workers, or between workers and workers, connected with employment, non-employment, terms of employment or conditions of labour.

A concerted stoppage of work by a group of workers acting together to press a demand or express a grievance against their employer.

The temporary closing of a place of employment, or the suspension of work, by an employer as a weapon in a dispute, thereby refusing to give work to the employees.

Termination of a worker's service by the employer for any reason other than punishment, usually because of surplus staff, subject to notice, compensation and re-employment rules.

A temporary failure or refusal of an employer to give work to a worker whose name is on the rolls, due to shortage of materials, power, breakdown or similar cause, without ending employment.

A worker's felt dissatisfaction about something at work that the worker believes is unfair or contrary to the rules, and which is raised formally for redress.

A step-by-step internal route, with defined time limits and levels of authority, through which a worker can present a complaint and have it examined and decided.

The managerial activity of receiving complaints, investigating facts, identifying causes and giving a fair decision promptly, so that small problems do not harden into collective disputes.

A dispute-resolution method in which a neutral officer helps the parties talk and reach a settlement, but has no power to impose a decision on them.

Assisted negotiation in which a third party actively suggests options and tries to bridge differences, while the parties themselves retain control over whether and how to settle.

Settlement of a dispute by a third party such as a labour court or tribunal whose award is binding on the parties, usually after conciliation has failed.

A joint body of employer and worker representatives set up in larger establishments to discuss everyday matters such as amenities, safety and productivity, and to promote amity.

The administrative side of managing people: recruitment, records, discipline, payroll, welfare and compliance with labour law, carried out through established policies and procedures.

A strategic approach to managing people that links workforce planning, development and reward to organisational goals, treating employees as a resource to be invested in.

A standing written statement that guides decisions on matters such as hiring, promotion, transfer, discipline and pay, giving consistency and telling employees what they may expect.

The systematic process of forecasting how many people, with what skills, an organisation will need, comparing this with the supply available, and planning action to close the gap.

The collection and study of information about a job's duties, methods, equipment and working conditions, and about the human traits needed to perform it well.

A written statement of what a job involves: its title, duties, responsibilities, reporting relationships and working conditions, without describing the ideal holder.

A statement of the qualifications a job demands of its holder, such as education, experience, skills, physical requirements and personal attributes.

The process of searching for and attracting a pool of suitable applicants for a vacancy, using internal and external sources, so that selection can choose from them.

The process of gathering information about applicants and choosing the one most likely to succeed in the job, using tests, interviews, checks and reference verification.

The orientation given to a new employee about the organisation, the job, colleagues, rules and facilities, intended to reduce anxiety and speed up productive adjustment.

Planned learning activity aimed at giving employees the specific knowledge and skills needed for their present job, usually short-term and closely tied to task requirements.

Longer-term learning that builds an employee's overall capabilities and readiness for wider or higher responsibilities, rather than only improving current task performance.

The periodic, systematic evaluation of an employee's work performance, usually against agreed standards, recorded and discussed to inform feedback, pay and promotion decisions.

The remuneration paid for work done, usually expressed as a rate per unit of time or output, and forming the base on which allowances and statutory benefits are computed.

A floor rate fixed by government, below which an employer may not pay, intended to protect workers' basic needs and set with reference to cost of living and capacity to pay.

A wage level above the minimum that reflects the work's difficulty, the employer's capacity to pay and prevailing rates for comparable work, falling short of a living wage.

A periodic payment added to basic pay to offset the effect of rising consumer prices, usually revised according to a prescribed cost-of-living index.

A systematic method of comparing jobs within an organisation by factors such as skill, effort, responsibility and working conditions, to establish an internal order of relative worth for pay purposes.

A statutory retirement savings scheme in which the employer and employee each contribute a percentage of wages to the employee's account, withdrawable with interest on specified conditions.

A lump sum paid by the employer to an employee who leaves after a qualifying period of continuous service, as a reward for long service and a support on retirement or resignation.

A contributory social insurance scheme providing covered workers and their dependants with medical care and cash benefits for sickness, maternity, disablement and death from employment injury.

The employer's statutory liability to pay compensation for employment injury or occupational disease causing death or disablement, payable without proof of the employer's negligence.

Services, facilities and conditions provided for workers' well-being beyond statutory minimum wages and safety, such as canteens, crèches, housing, transport and recreational amenities.

An officer appointed in larger establishments to look after worker welfare, advise management on labour matters and help employees use welfare and grievance machinery.

Measures to prevent accidents and work-related harm through machine guarding, safe systems of work, protective equipment, inspection and training, supported by statutory duties on employers.

The protection of workers from illness caused by workplace hazards such as dust, chemicals, noise and heat, through monitoring, exposure limits, medical checks and control measures.

A formal body of management and employee representatives that meets to discuss common concerns and give employees a voice in decisions, without negotiating binding pay agreements.

Conduct by an employer or a union that the law prohibits in industrial relations, such as victimising union members, refusing good-faith bargaining or coercing workers' choices.