ER Excellence, IR Innovation: How India is Becoming the Fastest-Growing $5 Trillion Powerhouse

ER Excellence, IR Innovation: How India is Becoming the Fastest-Growing $5 Trillion Powerhouse
The question of whether ER or IR should take precedence is moot. Both are indispensable in the context of the current Indian economy. ER ensures that the human element is not lost in the pursuit of economic growth, while IR provides the structural foundation for equitable and harmonious labour relations.

In the labyrinthine corridors of India’s burgeoning economy, the paradigms of Employee and Industrial Relations have emerged as pivotal fulcrums balancing the aspirations of a workforce with the imperatives of economic growth. As the nation strides towards the vision of ‘Atma Nirbhar Bharat’, the discourse on whether ER or IR should take precedence has become increasingly salient. Here, we seek to unravel the complexities of ER and IR in the contemporary Indian context, arguing for the indispensability of both within the legal framework, while concluding that their symbiotic coexistence is essential for sustainable development.

Employee Relations and Industrial Relations are often conflated, yet they inhabit distinct realms within the organisational ecosystem. ER pertains to the management of relationships between employers and employees, focusing on individual and collective workplace interactions, grievance redressal, and fostering a conducive work environment. It is inherently microcosmic, emphasising the human element within organisations.

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Ullhas Pagey

The author is an Engineer, MBA, and organisation Development and transformation specialist with over 40 years of experience in consulting and teaching. He has led OD and HR functions as a CXO in multiple organisations. Having worked closely with the Board, one of his consulting assignments involved being a Strategic OD advisor to the Board of Directors.

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Author

Ullhas Pagey

The author is an Engineer, MBA, and organisation Development and transformation specialist with over 40 years of experience in consulting and teaching. He has led OD and HR functions as a CXO in multiple organisations. Having worked closely with the Board, one of his consulting assignments involved being a Strategic OD advisor to the Board of Directors.

June 2025

Culture in Action - June 2025

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