Problem and Prospects of Structural Changes and Its Social Impact on Industrial Relations

The goal of this research was to look at the societal issues of industrial relations at the federal polytechnic of oil and gas in Addis Ababa, Ethiopia, and to examine the various industrial relations practices used by most firms. The research design was a descriptive survey with the goal of investigating and observing good industrial relations practices in oil and gas businesses operating in Addis Ababa, Ethiopia. It is critical for businesses to avoid societal conflicts and dissatisfactions and to maintain industrial peace and harmony as a result of improved performance at work, which promotes productivity and growth. Human beings are the active agents who amass money, exploit natural resources, construct social, economic, and political systems, and drive a country's progress ahead.


II. LITERATURE REVIEW
According to Fikru (1965), industrial the study of employment (sometimes known as labour) relations that exists between the employees and the bosses of an organisation, and how workers' opinions, employment practises, behaviour, and policies are influenced by this relationship and how and why during the employee-employer relationship, external bodies can intervene discontent. According to him, the continuous importance of work for the upkeep and expansion civilizations is the motivation for the discipline of industrial relations. This implies the existence of a critical labour or employment group that has basic social, economic, and political interaction with managers and employers. Because the conclusion of connection is important to a country's Long-term viability, by itself continuing, it invariably includes the state or government.
Employees and labour (and, in many cases, trade unions), and the government are all involved. Despite the fact that there is bound to be some conflict between these groups, there are usually procedures in place to make sure that it is kept under control or even allowed to happen.
Industrial relations, according to Bemnet (1975), are the relationships that are founded on and arise from an employment contract. Businesses in Ethiopia's are thought to have some sort of relationship in this setting. Industrial relations was defined by Addisu (1987) as the notion that creates the study of people in a situational organization or system, whereas Haile-Mariam (2016) defined it as labour and industrial relations, which is a web of norms that binds the actors in the workplace. Industrial relations, according to him, are a study that looks into the behaviours of workers, management, and the government in the context of the geographical environment in which a company is based or operates.
It is also expected that organizations' "production" and "distribution" processes interests may be shared or conflicting. The first covers the actual job process, while the second covers the financial benefits of employment. The functions of all organizations, for one thing, define a succession of productive or creative actions. While their work may be devoid of conflict, there are frequently basic conflicts along the line of employees' control seeking managers and supervisors have more independence on the work. Attempting to organise the manner in which work is organised and carried out operations. Employee reward distribution might also result in agreement or disagreement. The former is based on the principles of distribution being governed by fairness or organizational justice.

Poor Worker-Management Relationships
A number of factors contribute to strained working relationships.
1. Ineffective communication channels, unfair practises, non-recognition of unions, and labour restrictions are all examples of organisational causes of poor industrial relations. 2. Due to several unions and inter-union conflicts, trade unions are weaker than they would otherwise be. Defects in the country's trade union system have been a major cause of industrial disputes. 3. In many cases, poor wages and working conditions are to blame for poor management-labor relations. Other economic factors include unauthorised wage deductions, a lack of fringe benefits, a lack of advancement opportunities, and a defective incentive program. Some other reasons for industrial conflict. 4. Unsatisfactory Job instability, poor performance recognition, and bad interpersonal relations are all factors that make it hard for employees and employers to get along. 5. One of the main sociological factors contributing to poor industrial relations is the uninteresting quality of the work itself. Many workplace disputes are the result of people's being disenchanted with their jobs and other aspects of their lives.

III. IMPROVE INDUSTIAL RELATIONS
Employees benefit from a more pleasant work environment and fewer strikes, grievances, and problems when there are good and harmonious industrial relations. As a result, all waste will be eliminated, and resources will be put to better use. Worker morale improves as a result of better building mutually beneficial relationships in the workplace a single agreed-upon strategy that drives employees to give their utmost. A company's labour relations can be improved by implementing the following measures: 1. Through consensus management, employees and unions should be included in the development and implementation of HR policies and practises. 2. These policies are effective in the workplace. Policies and procedures for employee compensation, transfers, and promotions, among other things, should be equitable and transparent. Everyone in the organisation, including union leaders, should be made aware of all the rules and regulations governing the workplace. 3. Having a strong trade union that is held to account by the employer is advantageous. Trade unions should handle industrial relations sensibly rather than politically. www.mjar.org 3 | P a g e 4. Workplace security and health the well-being of employees is an important consideration for employers. They need to pay their workers well, create decent working conditions, and provide additional benefits for their employees. Working-class employees should be a top priority for management. 5. An effective and well-established method for dealing with employee complaints can have a significant impact on improving labour relations. The creative urges of employees can be satisfied through the use of a suggestion approach. 6. There should be a favourable attitude between management and the labour unions. It is imperative that management acknowledge unions as a legitimate channel for worker complaints and as a defender of their best interests. 7. If employers want good industrial relations, they should treat their employees as partners in a joint endeavour. An effective channel of communication must be established in order to eliminate misunderstandings and grievances among employees. 8. Employees should be given the opportunity to learn and grow. 9. In any type of business, such as a factory, it is critical to have a strong and stable union to negotiate the terms and conditions of service with management and to maintain healthy industrial relations. 10. Management and labour should collaborate to create a climate of mutual trust and respect. Workers' rights need to be recognised by management, who should take a more progressive position. Labor unions, on the other hand, should be encouraging their members to work together toward the organization's common objectives. It's time for management and labour to put their faith in peaceful means of resolving conflicts like collective bargaining. 11. Management should implement the agreements negotiated with the unions with a sense of honesty. Management and labour union agreements must be adhered to strictly. 12. The government's role in promoting industrial peace should be proactive. Every industrial unit should be required to recognise a union as a legitimate bargaining unit, and this legislation should be passed. In the event that management and employees are unable to come to an agreement, the government should step in to mediate the situation. This will restore equilibrium to the market.

IV. SOCIAL ISSUES
Tenacity some social issues Haile-Selassie and Gebre (2000) and Ratnam (2006) pushed for a strategic approach to tackling difficulties to mitigate or remove some of the come with them. These include, but are not limited to, the following: 1. Participation in the management of organisations by workers' representatives Employees and management can collaborate on decisions through the use of a representational system. This allows employees to have a real say in the decisions that affect them in a meaningful way. Industrial democracy is the name given to this arrangement. Under this arrangement, employees may be invited into the management team to advocate for their interests in decisions that affect them. This method is used when workers believe that they are not adequately represented in decisions that impact them. It is also possible to use co-opting to influence workers' opinions or bad attitudes toward management and to establish a sense of stability and harmony among the workforce. As a result, profitability and output both rise. 2. When workers are involved in collective bargaining, they are able to have a say in choices that affect them in the workplace. The rules that govern how the employer and its employees interact will be made together by everyone who is part of the process. 3. The joint consultative committee is made up of the employee council, shop steward committee, staff committee, and workers' council, all of which can solve industrial problems. 4. Conflict resolution in the workplace can take on a new dimension with the purchase of company stock by workers or employees who want to participate in crucial decision-making. Employees get more invested in the company when they purchase stock in it. Employees might also be involved in the company's financial success through a profitsharing programme. Employees are compensated according to the "Scanlion Principle. 5. Improving the work's quality Employers can make sure that their workers are actively involved in making decisions by changing the job, making the job better, or expanding the job.