Sustaining improved performance succinctly lies on how effective manufacturing firms strategically relate with their customers in delivering quality products through customer relationship management. Research findings according to Silker, Hills and David

Abstract

Adamson (1989), industrial relations atmosphere, which most often is interchanged as industrial relations climate, is a subset of organizational climate that pertains to the norms and attitudes reflecting union-management relationships in an organization. Arguing in the same line, Payne and Pugh (1976) claim that the concept of industrial relations atmosphere can be interchanged with industrial relations climate because the concept of industrial climate has variables, which supposedly have a reasonable capacity to convey the general psychological atmosphere of an organization, and consequently can influence the satisfaction, motivation and behavior patterns of individuals in the workplace. This view emphasizes the role of industrial relations atmosphere not only as an important concept, but also as an outcome of various policies, rules and structures implemented by organizational decision makers, and which consequently leads to the enhancement of, or deterioration of organizational performance with several positive and negative parameters.