Download - Employee Relations 2
Employee Relations is the HR function responsible for issues resolution on a wide range of
subjects, interacting with employees at all levels within an organization. Employee Relations is
normally the first HR contact on day-to-day employee issues and seeks to resolve matters
quickly, effectively and preventing escalation or potential liability for the organization.
Employee Relations provides counseling and coaching to supervision and management to
support resolution of issues by first line supervision whenever possible. Employee Relations
contributes significantly to maintaining rapport between employees and the employer.
Employee Relations responsibilities may include settling disputes between an employee,
manager, workgroup, department, or other employee. The employee relations representative may
also act as a mediator in a dispute or interpret laws and rules governing a dispute and try to
resolve the dispute to the satisfaction of both parties. Employee Relations also deals with
disciplinary issues, absenteeism, harassment, communication policies, health issues, and safety
issues and may be the first contact on any HR or organizational subject.
Employee Relations also has a key role in evaluating trends and patterns suggested by the types
of issues occurring and in developing and recommending strategic approaches to minimize
where practical. Employee Relations plays an important role in change management,
contributing to the development of strategy and particularly in the implementation of change and
effective handling of related employee issues and reactions.
1. Explain the unitary and pluralistic frames of reference. To talk of a unitary frame of reference is to refer to a way of thinking: a mind-set of
assumptions, attitudes, values and practices relating to management and organizational
membership. A core assumption of many (unitary) managerial approaches are that
management and staff, indeed all members of the organisation, shares the same
objectives, interests and purposes. Thus we naturally and "should" work together, hand-
in-hand, as one - striving towards shared, mutual goals.
In a organization that "culturally" and through the language used to influence and bind
people together as a family, community or unit we assume:
1. acceptance and co-operative attitudes and values
2. Those who disagree are outsiders, unreasonable and recalcitrant.
3. In our language we use key words and phrases - signs and signifiers - that emphasize
“working together here as a team. We all want the business to achieve its purpose."
In Pluralism, the organization is perceived as being made up of powerful and divergent
sub-groups, each with its own legitimate loyalties and with their own set of objectives
and leaders. In particular, the two predominant sub-groups in the unitary perspective are
the management and trade unions.
Consequently, the role of management would lean less towards enforcing and controlling
and more toward persuasion and co-ordination. Trade unions are deemed as legitimate
representatives of employees; conflict is dealt by collective bargaining and is viewed not
necessarily as a bad thing and, if managed, could in fact be channeled towards evolution
and positive change.
2. Assess how changes in trade unionism have affected employee relations.
Trade unions are organizations that represent people at work. Their purpose is to protect and
improve people's pay and conditions of employment. They also campaign for laws and policies
which will benefit working people.
Trade unions exist because an individual worker has very little power to influence decisions that
are made about his or her job. By joining together with other workers, there is more chance of
having a voice and influence.
Trade unions recognize that organizations must be competitive in the global markets if they are
to be successful and provide secure employment for employees. The agenda for trade unions in
the 1990s is working in partnership with employers to improve businesses and services.
Trade unions have an important role in:
improving communication between employees and managers so that employees can
understand and be committed to the organization’s objectives
negotiating improvements to pay and working conditions so that people feel more
satisfaction at work and stay longer in their jobs
encouraging companies to invest in training and development so that employees have the
skills necessary for improved products and services
acting as a positive force for change - by winning employees' support to the introduction
of new technologies and work organization
Britain's most successful companies are ones where unions are recognized. 44 of the Financial
Times Top 50 companies recognize trade unions.
3. Explain the role of the main players in employee relations.
There are three major players in employee relations. They are,
o Management.
o Management organization.
o Employee organization. &
o State agencies.
Their roles are described below,
Management :
The team leader or the manager plays an important role in promoting healthy relation at
workplace:
It is essential that the supervisor assigns challenging tasks to his team member as per his
specialization and interest. The individual should have interest in the work; otherwise he
would treat it as a burden and unnecessarily crib about things. It is important that the team
leader understands his team members well. Try to find out their interests and what all they
expect from the organization. While developing their KRAs it is always better if the team
leader calls everyone and invites suggestions from them. Let them decide what best they can
perform. This way the employees would never blame each other or their superior later as
they themselves have decided on the roles and responsibilities. Encourage them to willingly
accept the challenge. They would strive hard for a better output without fighting and finding
faults in each other.
Management organization:
The role played by the employee relations manager is crucial in negotiating with the trade
unions. He collects the information for the management for collective bargaining. His expertise
on the labor laws and the economic conditions, and his personal relationship with the work force
can help in avoiding unnecessary and costly litigations, strikes and other industrial unrests. As
many companies in India do not have labor unions, the employee relations manager is the
connecting link who passes the employee suggestions and needs to the management.
State agencies:
Government agencies, unions, and attorneys get full coverage of the latest developments in
employee relations at federal, state, and local levels—plus valuable lead time for better planning
with Government Employee Relations Report.
Roles are as follows,
Be prepared for changes in policies, plans, and operations with complete coverage of
current public-sector employment, personnel, and labor relations developments.
Assess the impact of new legislative, regulatory, and legal developments on the
government workforce. Have the information you need to make important business
decisions and steer clear of litigation.
Read about events as they happen. Stay ahead of the latest memos and policy guides
published at federal or state headquarters — otherwise often late or slow in arriving.
Receive sound guidance. Learn how other government employee relations and legal
professionals handle situations similar to yours.
Lighten the load. Periodic indexes, special reports, calendar of events, and other extras
make your job easier.
Gain new perspectives from BNA Insights by nationally prominent practitioners,
exclusive interviews with public officials and union leaders, and coverage of conferences
and seminars.
Review federal, state, and local decisions by courts, administrative agencies, and
arbitrators affecting government employees, including summaries of Merit Systems
Protection Board and Federal Labor Relations Authority rulings.
Be aware of recent collective bargaining settlements involving municipal, county, and
state employees. A collective bargaining roundup covers public safety employees,
teachers, transit workers, health care workers, and other employee groups for those who
need to know salary and benefit trends for bargaining purposes.
4. Explain the procedures an organization should follow when dealing with different
conflict situations.
Responding to Violent Incidents:
Occupant Emergency Plan
Emergency Response Team
Plans and Procedures for Recovering From a Workplace Violence
Emergency
Evaluation
Employee Assistance Program
Equal Employment Opportunity Commission Guidelines
Occupant Emergency Plan
Every USDA office or facility should distribute to each employee a viable occupant
emergency plan outlining procedures to follow in the event of fire, bomb threats, civil
demonstrations, threats of violence both inside and outside the office, natural disasters,
etc.
If you do not have a copy of the current occupant emergency plan for your facility,
contact your supervisor, the agency safety and health officer, or the facility security
office.
In the event of an emergency, refer to the phone numbers of security, police, and medical
service in your facility occupant emergency plan.
For handy reference, you may wish to write down the numbers of emergency services in
your area in the portion provided on the first page (or inside the front cover, or on the
back cover depending on the design) of this pamphlet.
Emergency Response Team
A traumatic or emergency response team goes into action once a situation of violence has
occurred. The team usually consists of many of the same individuals who make up the
threat assessment team but their purpose is to deal with the actual violent situation and its
aftermath as well as to take steps to prevent similar future occurrences. A representative
of the public affairs staff may also be a member of this team in order to deal with any
release of information to the public.
The team assists management and employees by serving as a resource and information
source in regard to workplace violence concerns; shares information with employees so
that they are involved; responds, as needed, to incidents; assists with attempts to de-
escalate and manage the situation; facilitates and coordinates response action to ensure
that appropriate follow-up action is taken (investigations, victim assistance, preventive
and corrective actions); coordinates with the media; and addresses administrative issues.
Plans and Procedures for Recovering From a Workplace Violence Emergency
This is a very crucial step in an agency’s program. Although the hope is that violence will
not occur, if it does, agencies must be prepared to deal with the situation, to help in the
healing process, and to get the workforce back to productivity.
Following a violent incident, employees experience three stages of “crisis reactions” to
varying degrees:
Stage One. In this stage, the employee experiences emotional reactions characterized by
shock, disbelief, denial, or numbness. Physically, the employee experiences shock or a
fight-or- flight survival reaction in which the heart rate increases, perceptual senses
become heightened or distorted, and adrenaline levels increase to meet a real or perceived
threat.
Stage Two. This is the “impact” stage where the employee may feel a variety of intense
emotion, including anger, rage, fear, terror, grief, sorrow, confusion, helplessness, guilt,
depression, or withdrawal. This stage may last a few days, a few weeks, or a few months.
Stage Three. This is the “reconciliation stage” in which the employee tries to make sense
out of the event, understand its impact, and through trial and error, reach closure of the
event so it does not interfere with his or her ability to function and grow. This stage may
be a long-term process.
While it is difficult to predict how an incident will affect a given individual, several
factors influence the intensity of trauma. These factors include the duration of the event,
the amount of terror or horror the victim experienced, the sense of personal control (or
lack thereof) the employee had during the incident, and the amount of injury or loss the
victim experienced (i.e., loss of property, self-esteem, physical well-being, etc.). Other
variables include the person’s previous victimization experiences, recent losses such as
the death of a family member, and other intense stresses.
Evaluation
Agencies should have in place a mechanism to evaluate what took place to determine if
everything was done that could have been done to have prevented the incident and what
can be done to prevent it from happening again. The threat assessment and emergency
response teams should be part of this process.
Employee Assistance Program
EAP counselors should not be the first to intervene in situations which are hostile or
dangerous. In those situations, law enforcement personnel should be the first to intervene.
In the event of a violent incident, the EAP can advise management of the best ways to
help employees cope with the emotional impact of the incident.
Equal Employment Opportunity Commission Guidelines
The Equal Employment Opportunity Commission (EEOC) has issued guidelines that
address potentially violent misconduct by employees with psychiatric and other
disabilities. Agencies may discipline an employee with a disability who has violated a
written or non-written rule that is job related and consistent with business necessity, as
long as the agency would impose the same discipline on an employee without a
disability.
An agency is never required to excuse past misconduct as a reasonable accommodation.
A reasonable accommodation is a change to the workplace that helps an employee
perform his or her job and may be required, along with discipline, when the discipline is
less than removal. The servicing human resources management office can provide
assistance to supervisors on determining proper reasonable accommodation.
5. Explain the key features of employee relations in a selected conflict
situation.
Here are 11 of the most common workplace conflicts.
1. Communication misunderstandings
2. Personality differences and clashes
3. Differences in goals and objectives
4. Substandard job performance
5. Differences over procedures or methods to be used
6. Lack of clearly defined areas of responsibility
7. Lack of employee cooperation
8. Problems related to areas of authority
9. Frustration with people and or resources
10. Competition for limited resources
11. Non-compliance with rules and policies
The key features of employee relations in conflict situation are,
1. Let people tell their story. When people are deeply upset about something, they need to get
their story out. This is a basic principle of mediation and one that’s important to remember.
Yes, allowing people to speak their minds can increase the level of conflict with which you must
deal. That’s OK. You have to get through the conflict phase to find the solution.
2. Bring a reality check to the table. Often in a conflict, the parties are so focused on minutiae
that they lose sight of the big picture and its implications. As the mediator, you need to bring
people back to reality by wrenching their attention away from the grain of sand and having them
focus on the whole beach. Doing so may help resolution arrive at a startling speed.
3. Identify the true impediment. In every conflict, ask yourself: What is the true motivating
factor here? What is really keeping this person from agreeing to a solution?
6. Evaluate the effectiveness of procedures used in a selected conflict situation.
In today's complex society we all deal with conflict in our daily lives - at home, work, school, in
personal and business relations. Most of us would prefer to have our conflicts resolved fairly
without violence or animosity. We would like our differences settled at the least cost and stress
to ourselves, families, jobs or businesses.
What Are Your Options: We are all familiar with the most traditional dispute resolution process
of our civil justice system - litigation and trial with a judge or jury deciding who is right or
wrong - where someone wins and someone loses.
There are really many more options available to you for problem solving and resolving disputes.
Negotiation, mediation and arbitration - often called ADR or in alternative dispute resolution -
are the most well-known.
Whether you are involved in a family or neighborhood dispute or a lawsuit involving thousands
of dollars, these processes should be considered. They are often the more appropriate methods of
dispute resolution and can result in a fair, just, reasonable answer for both you and the other
party -- a win-win solution.
Settlement and compromise have long been favored in the legal system. In fact, most cases that
are filed in a court do settle. Only 5% of all cases filed go to trial. These ADR procedures are
excellent options for you in dealing with controversy, allowing you to reach resolution earlier
and with less expense than traditional litigation. In fact, many courts require parties to consider
some form of ADR before going to trial.
When communications break down, differences increase and conflicts arise. Knowing generally
what all your options are, when they are used and how they can help you goes a long way toward
getting your dispute resolved and giving you a satisfactory result. The following processes
describe ways you can resolve disputes.
NEGOTIATION
Negotiation is the most basic means of settling our differences. It is back-and-forth
communication between the parties to the conflict with the goal of trying to find a solution.
The Process: You may negotiate directly with the other person. You may hire an attorney to
negotiate directly with the other side on your behalf. There are no specific procedures to follow -
you can determine your own - but it works best if all parties agree to remain calm and not talk at
the same time. Depending on your situation, you can negotiate in the board room of a big
company, in an office or even in your own living room.
Negotiation allows you to participate directly in decisions that affect you. In the most successful
negotiations, you are trying to get what is best for you while considering the needs and interests
of the other side. A negotiated agreement can become a contract and be enforceable.
When and How Negotiation Is Used: Most people negotiate every day - with children about
doing homework, with a neighbor about the location of a fence, with a boss about a raise, or with
a business about buying their product. In some circumstances you may want the help of a lawyer
to help you negotiate a fair deal. Negotiation is certainly the first method of choice for problem
solving and trying to reach a mutually acceptable agreement. If no agreement is reached, you
may pursue any of the other options suggested here. This process can be appropriately used at
any stage of the conflict - before a lawsuit is filed, while a lawsuit is in progress, at the
conclusion of a trial, even before or after an appeal is filed.
Characteristics of Negotiation:
Voluntary
Private and confidential
Quick and inexpensive
Informal and unstructured
Parties control the process
Parties make their own decisions and reach their own agreements (no third party decision
maker)
Negotiated agreements can be enforceable
Can result in a win-win solution
MEDIATION
Mediation is a voluntary process in which an impartial person (the mediator) helps with
communication and promotes reconciliation between the parties which will allow them to reach a
mutually acceptable agreement. Mediation often is the the next step if negotiation proves
unsuccessful.
The Process: The mediator manages the process and helps facilitate negotiation between the
parties. A mediator does not make a decision nor force an agreement. The parties directly
participate and are responsible for negotiating their own settlement or agreement.
At the beginning of the mediation session, the mediator will describe the process and the ground
rules. The parties or their attorneys have an opportunity to explain their view of the dispute.
Mediation helps each side better understand the other's point of view. Sometimes the mediator
will meet separately with each side. Separate "caucusing" can help address emotional and factual
issues as well as allow time for receiving legal advice from your attorney. Mediations are
generally held in the office of the mediator or other agreed location.
Agreements can be creative. You could reach a solution that might not be available from a court
of law. For example, if you owe someone money but don't have the cash, rather than be sued and
get a judgment against you, settlement options could include trading something you have for
something the other wants.
If an agreement is reached, it will generally be reduced to writing. Most people uphold a
mediated agreement because they were a part of making it. It can become a contract and be
enforceable. If there is no agreement, you have not lost any of your rights and you can pursue
other options such as arbitration or going to trial.
When and How Mediation Is Used: When you and the other person are unable to negotiate a
resolution to your dispute by yourselves, you may seek the assistance of a mediator who will
help you and the other party explore ways of resolving your differences. You may choose to go
to mediation with or without a lawyer depending upon the type of problem you have. You may
always consult with an attorney prior to finalizing an agreement to be sure that you have made
fully informed decisions and that all your rights are protected. Sometimes mediators will suggest
that you do this. Mediation can be used in most conflicts ranging from disputes between
consumers and merchants, landlords and tenants, employers and employees, family members in
such areas as divorce, child custody and visitation rights, eldercare and probate, as well as simple
or complex business disputes or personal injury matters. Mediation can also be used at any stage
of the conflict such as facilitating settlements of a pending lawsuit.
Attorneys and other professionals provide private mediation for a fee. If you have an attorney,
you can work together to select a mediator of your choice. You may want a mediator who is
knowledgeable about the subject matter of your dispute. You may wish to use a for-fee mediator
in the first instance or if Early Settlement mediation has not resulted in a resolution of your
dispute. You may also find mediators or mediation services listed in the telephone directory or
available on lists provided by some courts or private professional organizations. When selecting
a mediator, you should always check their credentials and get references. Mediators qualified
under the District Court Mediation Act meet statutory standards of training and experience.
Characteristics of Mediation:
Promotes communication and cooperation
Provides a basis for you to resolve disputes on your own
Voluntary, informal and flexible
Usually you can choose your own mediator
Private and confidential, avoiding public disclosure of personal or business problems
Can preserve on-going relationships - business, family
Can reduce hostility
Allows you to avoid the uncertainty, time, cost and stress of going to trial
Allows you to make mutually acceptable agreements tailored to meet your needs
Can result in a win-win solution
ARBITRATION:
Definition: Arbitration is the submission of a disputed matter to an impartial person (the
arbitrator) for decision.
The Process: Arbitration is typically an out-of-court method for resolving a dispute. The
arbitrator controls the process, will listen to both sides and make a decision. Like a trial, only one
side will prevail. Unlike a trial, appeal rights are limited.
In a more formal setting, the arbitrator will conduct a hearing where all of the parties present
evidence through documents, exhibits and testimony. The parties may agree to, in some instances
establish their own procedure, or an administrating organization may provide procedures. There
can be either one arbitrator or a panel of three arbitrators. An arbitration hearing is usually held
in offices or other meeting rooms.
The result can be binding if all parties have previously agreed to be bound by the decision. In
that case, the right to appeal the arbitrator's decision is very limited. An arbitrator's award can be
reduced to judgment in a court and thus be enforceable. In non-binding arbitration, a decision
may become final if all parties agree to accept it or it may serve to help you evaluate the case and
be a starting point for settlement talks.
How and When Arbitration Is Used: A common use of arbitration is in the area of labor
disputes - between fire fighters and the city in wage disputes, for example. You will usually be
represented by an attorney in arbitration.
Many contracts have clauses which require that disputes arising out of that contract be arbitrated.
You may have seen such a provision when you applied for a credit card or opened a retirement
account or other account with a stock broker. You may want to explore using this process if you
and the other side agree that the problem needs to have someone make a decision but you do not
want the expense of going through the court process. If you agree to arbitrate or sign a contract
with an arbitration clause, you should understand that the arbitrator may make the final decision
and that you may be waiving your right to a trial in court.
Who Provides This Service: Many attorneys, other professionals or professional associations
offer their services as arbitrators. Typically your attorney will select the arbitrator based upon the
particular type of the dispute. In complex and highly technical cases, often an arbitrator who is
knowledgeable in that field is chosen. Usually fees are charged.
Some courts offer court-sponsored, non-binding arbitration and have specific procedural rules to
follow.
Characteristics of Arbitration:
Can be used voluntarily
Private (unless the limited court appeal is made)
Maybe less formal and structured than going to court, depending on applicable arbitration
rules
Usually quicker and less expensive than going to court, Depending on applicable
arbitration rules
Each party will have the opportunity to present evidence and make arguments
May have a right to choose an arbitrator with specialized expertise
A decision will be made by the arbitrator which may resolve the dispute and be final
Arbitrator's award can be enforced in a court
If non-binding, you still have the right to a trial
LITIGATION (Going To Court)
Litigation is the use of the courts and civil justice system to resolve legal controversies.
The Process: Litigation is begun by filing a lawsuit in a court. Specific rules of procedure,
discovery and presentation of evidence must be followed. The attorney for the other side will
want to take your deposition to learn more about the facts as you see them and your position in
the case. There can be a number of court appearances by you and/or your lawyer. If the parties
cannot agree how to settle the case, either the judge or a jury will decide the dispute for you
through a trial.
A trial is a formal judicial proceeding allowing full examination and determination of all the
issues between the parties with each side presenting its case to either a jury or a judge. The
decision is made by applying the facts of the case to the applicable law. That verdict or decision
can conclude the litigation process and be enforceable; however, if appropriate, the loser can
appeal the decision to a higher court. In some cases, the losing party may have to pay the costs of
the law suit and may have to pay the other party's attorney fees.
How and When Litigation Is Used: Our American civil justice system is one of the best in the
world. Our Constitution gives us the right to a fair trial. If you want your day in court with a
judge or jury of your peers deciding the outcome, then the pursuit of litigation and trial of the
case is for you.
You may be in a municipal court, state district court or a federal court depending on the type of
dispute you have and where your attorney files your case or where you get sued. State court trial
judges are elected on a non-partisan ballot, though vacancies are filled through an appointment
process from highly qualified applicants. The district courts also appoint special judges, who
handle certain kinds of cases, such as small claims and divorces. These judges are selected by the
District judges from qualified applicants. Federal district judges are nominated by the President
and confirmed by the U.S. Senate. Federal magistrates are selected by the Federal district judges.
In all courts, cases are randomly assigned to the various judges. You have no choice concerning
which judge will hear your case. Juries are randomly selected from a jury wheel of licensed
drivers within each state judicial district and, in the case of federal court juries, from a jury wheel
of registered voters and driver’s license holders.
If you cannot settle your differences through negotiation, mediation, arbitration or some other
means, then you should pursue litigation through the courts with your lawyer.
Characteristics of Litigation:
Involuntary - a defendant must participate (no choice)
Formal and structured rules of evidence and procedure
Each party has the opportunity to present its evidence and argument and cross-examine
the other side - there are procedural safeguards
Public - court proceedings and records are open
The decision is based on the law
The decision can be final and binding
Right of appeal exists
Losing party may pay costs
7. Explain the role of negotiation in collective bargaining.
Collective bargaining is a process whereby trade unions, representing workers, and employers
through their representatives, treat and negotiate with a view to the conclusion of a collective
agreement or renewal thereof or the resolution of disputes.
A collective agreement is usually an agreement in writing between an employer and a union, on
behalf of workers employed by the employer. It contains provisions reflecting terms and
conditions of employment of the workers, and conferring to them their rights, privileges and
responsibilities.
Sometimes the terms “bargaining” and “negotiating” are used to describe the same process.
Theoretically, the term bargaining is probably better used to describe the economic interaction
between an employer and an employee which is finalized in the individual contract, whether
written or unwritten. When an employer hires a worker, he can demand labor, and agree on a
price for that labor. The offer, acceptance, consideration, and intention to create a legal
relationship constitute a bargain to which compliance can be sought in law.
When trade unions negotiate a collective agreement with employers, the process and the outcome
are somewhat different. In the first place, trade unions do not sell labor to employers, unlike
individual workers. Likewise, employers do not pay trade unions for work done. Trade unions
use collective bargaining as a means of setting the rules by which labor in the workplace will be
regulated and remunerated.
The process of collective bargaining is in reality a series of negotiations, diplomatic and political
maneuvers, with the influence of economics.
For the purposes of this Convention, the term “collective bargaining” extends to all negotiations
which take place between an employer, a group of employers or one or more employers’
organizations on the one hand, and one or more workers’ organizations, on the other, for
1. determining working conditions and terms of employment; and/ or
2. regulating relations between employers and workers; and/or
3. Regulating relations between employers or their organizations and a workers’
organization or workers’ organizations.
Trade union negotiator has to negotiate with his or her principals, the general membership, as
well as with the union’s negotiating teams, even as the negotiator negotiates with the employers.
The employers’ negotiator is often in a similar situation.
8. Assess the impact of negotiation strategy for given situation.
First, negotiation has the advantage of settlement through dialogue and consensus rather
than through conflict and confrontation. It differs from arbitration where the solution is
based on a decision of a third party, while arrangements resulting from collective
bargaining usually represent the choice or compromise of the parties themselves.
Arbitration may displease one party because it usually involves a win/lose situation, and
sometimes it may even displease both parties.
Second, negotiation agreements often institutionalize settlement through dialogue.
For instance, a collective agreement may provide for methods by which disputes between
the parties will be settled. In that event the parties know beforehand that if they are in
disagreement there is an agreed method by which such disagreement may be resolved.
Third, negotiation is a form of participation. Both parties participate in deciding what
proportion of the 'cake' is to be shared by the parties entitled to a share. It is a form of
participation also because it involves a sharing of rule-making power between employers
and unions in areas which in earlier times were regarded as management prerogatives,
e.g. transfer, promotion, redundancy, discipline, modernization, production norms.
However, in some countries such as Singapore and Malaysia, transfers, promotions,
retrenchments, lay-offs and work assignments are excluded by law from the scope of
collective bargaining.
Fourth, negotiation agreements sometimes renounce or limit the settlement of disputes
through trade union action. Such agreements have the effect of guaranteeing industrial
peace for the duration of the agreements, either generally or more usually on matters
covered by the agreement.
Fifth, it is an essential feature in the concept of social partnership towards which labor
relations should strive. Social partnership in this context may be described as a
partnership between organized employer institutions and organized labor institutions
designed to maintain non-confrontational processes in the settlement of disputes which
may arise between employers and employees.
Sixth, it has valuable by-products relevant to the relationship between the two parties.
For instance, a long course of successful and bona fide dealings leads to the generation of
trust. It contributes towards mutual understanding by establishing a continuing
relationship. The process, once the relationship of trust and understanding has been
established, creates an attitude of attacking problems together rather than each other.
Seventh, in societies where there is a multiplicity of unions and shifting union loyalties,
collective bargaining and consequent agreements tend to stabilize union membership. For
instance, where there is collective agreement employees are less likely to change union
affiliations frequently. This is of value also to employers who are faced with constant
changes in union membership and consequent inter-union rivalries resulting in more
disputes in the workplace than otherwise.
Eighth - perhaps most important of all - collective bargaining usually has the effect of
improving industrial relations. This improvement can be at different levels. The
continuing dialogue tends to improve relations at the workplace level between workers
and the union on the one hand and the employer on the other. It also establishes a
productive relationship between the union and the employers' organization where the
latter is involved in the negotiation process.
9. Assess the influence of the EU on industrial democracy in the UK.
The European Union has a huge influence in industrial democracy in UK.
Many modern machines were invented.
These machines were delivered to all over the European countries.
A dramatic change in the agricultural business.
Increase in agricultural production.
Not only these but also many workers were trade among the EU countries. As a result foreign
currencies were increased.
Besides, employees’ rights and duties were the main concern for the authority.
Setting up a international labor law
Scope of protection
Contract of employment
Health and safety
Wages and working time
Child care and time off
Occupational pensions
Income tax and insurance
Civil liberties at work.
Besides, the workplace participation among the trade unions has also increased.
10. Compare methods used to gain employee participation and involvement in
the decision making process in organizations.
When an organization truly wants to create a positive work environment that is based on high
trust, exceptional customer service, collaborative teamwork, operational excellence, and creative
problem solving, then the leadership team must begin to understand, invest in, and be responsive
to the needs of the group that represents the organization’s most valuable assets, and is also one
of its most important customers, the employees. The return on such nominal investments will
come in the form of higher levels of employee motivation, creativity, productivity, and
commitment that will move the organization forward with greater profitability. A fundamental
Total Quality Management precept is that employees must be involved and empowered.
Employee involvement means that every employee is regarded as a unique human being, not
just a part in a machine, and each employee is involved in helping the organization meet its
goals. Each employee’s input is solicited and valued by his/her management. Employees and
management recognize that each employee is involved in running the business.
Employee involvement and empowerment approaches aim at enhancing responsibility,
increasing authority, and making jobs challenging and interesting to employees, based on their
abilities and the needs of the organization. The return on such nominal investments will come in
the form of higher levels of employee motivation, creativity, productivity, and commitment.
Companies are choosing to empower people because it makes good business sense.
Employees on self-directed work teams perform all the tasks formerly done by managers.
Across the world, companies are looking for the best approach to the demands for higher quality,
the pressure of increasing global competition, the necessity to be more efficient and productive,
and the effects of rapid change. Successful companies believe that the only way to compete is
through employees who perform the tasks that produce a product or service:
• are in the best position to ensure and improve its quality
• are best able to lower costs by eliminating waste throughout the process
• are in the best position to speed up their processes by reducing cycle times
• are the ideal agents of change when they are in touch with their processes, trained through
education and experience, and empowered to act decisively.
For people and organizations who desire a model to apply, the best I have discovered was
developed from work by Tannenbaum and Schmidt (1958) and Sadler (1970). They provide a
continuum for leadership and involvement that includes an increasing role for employees and a
decreasing role for supervisors in the decision process. The continuum includes this progression.
Tell: the supervisor makes the decision and announces it to staff. The supervisor provides
complete direction.
Sell: the supervisor makes the decision and then attempts to gain commitment from staff by
“selling” the positive aspects of the decision.
Consult: the supervisor invites input into a decision while retaining authority to make the
final decision herself.
Join: the supervisor invites employees to make the decision with the supervisor. The
supervisor considers her voice equal in the decision process.
A suggestion program, however, is no substitute for listening directly to employees about their
ideas for improvements. It’s one thing to put up a few suggestion boxes and hope for input. It’s
quite another to actively and directly solicit input from employees.
It is also a good idea to ask questions from time to time when employees are explaining their
ideas for improving an operation to assure that you understand what they are saying. Another
topic has to do with taking notes.
11. Assess the impact of human resource management on employee relations.
Every organization wants to attract, motivate, and retain the most qualified employees and match
them to jobs for which they are best suited. Human resources, training, and labor relations
managers and specialists provide this connection. In the past, these workers performed the
administrative function of an organization, such as handling employee benefits questions or
recruiting, interviewing, and hiring new staff in accordance with policies established by top
management. Today's human resources workers manage these tasks, but, increasingly, they
consult with top executives regarding strategic planning. They have moved from behind-the-
scenes staff work to leading the company in suggesting and changing policies.
In an effort to enhance morale and productivity, limit job turnover, and help organizations
increase performance and improve results, these workers also help their companies effectively
use employee skills, provide training and development opportunities to improve those skills, and
increase employees' satisfaction with their jobs and working conditions. Although some jobs in
the human resources field require only limited contact with people outside the human resources
office, dealing with people is an important part of the job.
There are many types of human resources, training, and labor relations managers and specialists.
In a small organization, a human resources generalist may handle all aspects of human resources
work, and thus require an extensive range of knowledge. The responsibilities of human resources
generalists can vary widely, depending on their employer's needs.
In a large corporation, the director of human resources may supervise several departments, each
headed by an experienced manager who most likely specializes in one human resources activity,
such as employment and placement, compensation and benefits, training and development, or
labor relations. The director may report to a top human resources executive.
Employment and placement. Employment and placement managers supervise the
recruitment, hiring, and separation of employees. They also supervise employment,
recruitment, and placement specialists, including employment interviewers. Employment,
recruitment, and placement specialists recruit and place workers.
Recruitment specialists maintain contacts within the community and may travel
considerably, often to job fairs and college campuses, to search for promising job
applicants. Recruiters screen, interview, and occasionally test applicants. They also may
check references and extend job offers. These workers must be thoroughly familiar with
their organization, the work that is done, and the human resources policies of their
company in order to discuss wages, working conditions and advancement opportunities
with prospective employees. They also must stay informed about equal employment
opportunity (EEO) and affirmative action guidelines and laws, such as the Americans
with Disabilities Act.
Employment interviewers-whose many job titles include human resources
consultants, human resources development specialists, and human resources coordinators
—help to match employers with qualified jobseekers. Similarly, employer relations
representatives, who usually work in government agencies or college career centers,
maintain working relationships with prospective employers and promote the use of public
employment programs and services.
Compensation, benefits, and job analysis. Compensation, benefits, and job analysis
specialists administer compensation programs for employers and may specialize in
specific areas such as pensions or position classifications. For example, job analysts,
occasionally called position classifiers, collect and examine detailed information about
job duties in order to prepare job descriptions. These descriptions explain the duties,
training and skills that each job requires. Whenever a large organization introduces a new
job or reviews existing jobs, it calls upon the expert knowledge of job analysts.
Occupational analysts research occupational classification systems and study the effects
of industry and occupational trends on worker relationships. They may serve as technical
liaisons between companies or departments, government, and labor unions.
Establishing and maintaining a firm's pay structure is the principal job
of compensation managers. Assisted by compensation analysts or specialists,
compensation managers devise ways to ensure fair and equitable pay rates. They may
participate in or purchase salary surveys to see how their firm's pay compares with others,
and they ensure that the firm's pay scale complies with changing laws and regulations. In
addition, compensation managers often oversee the compensation side of their company's
performance management system. They may design reward systems such as pay-for-
performance plans, which might include setting merit pay guidelines and bonus or
incentive pay criteria. Compensation managers also might administer executive
compensation programs or determine commission rates and other incentives for corporate
sales staffs.
Employee assistance plan managers, also called employee welfare managers or work-
life managers, are responsible for a wide array of programs to enhance employee safety
and wellness and improve work-life balance. These may include occupational safety and
health standards and practices, health promotion and physical fitness, medical
examinations and minor health treatment, such as first aid, flexible work schedules, food
service and recreation activities, carpooling and transportation programs such as transit
subsidies, employee suggestion systems, child care and elder care, and counseling
services. Child care and elder care are increasingly significant because of growth in the
number of dual-income households and the older population. Counseling may help
employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal,
and financial problems. Some employers offer career counseling and outplacement
services. In some companies, certain programs, such as those dealing with physical
security or information technology, may be coordinated in separate departments by other
managers.
Training and development. Training and development managers and specialists create,
procure, and conduct training and development programs for employees. Managers
typically supervise specialists and make budget-impacting decisions in exchange for a
reduced training portfolio. Increasingly, executives recognize that training offers a way of
developing skills, enhancing productivity and quality of work, and building worker
loyalty. Enhancing employee skills can increase individual and organizational
performance and help to achieve business results. Increasingly, executives realize that
developing the skills and knowledge of its workforce is a business imperative that can
give them a competitive edge in recruiting and retaining high quality employees and can
lead to business growth.
Other factors involved in determining whether training is needed include the complexity of the
work environment, the rapid pace of organizational and technological change, and the growing
number of jobs in fields that constantly generate new knowledge and, thus, require new skills. In
addition, advances in learning theory have provided insights into how people learn and how
training can be organized most effectively.
Depending on the size, goals, and nature of the organization, trainers may differ considerably in
their responsibilities and in the methods they use. Training methods also vary by whether the
training predominantly is knowledge-based or skill-based or sometimes a combination of the
two. For example, much knowledge-based training is conducted in a classroom setting. Most
skill training provides some combination of hands-on instruction, demonstration, and practice at
doing something and usually is conducted on a shop floor, studio, or laboratory where trainees
gain experience and confidence. Some on-the-job training methods could apply equally to
knowledge or skill training and formal apprenticeship training programs combine classroom
training and work experience. Increasingly, training programs involve interactive Internet-based
training modules that can be downloaded for either individual or group instruction, for
dissemination to a geographically dispersed class, or to be coordinated with other multimedia
programs. These technologies allow participants to take advantage of distance learning
alternatives and to attend conferences and seminars through satellite or Internet communications
hookups, or use other computer-aided instructional technologies, such as those for the hearing-
impaired or sight-impaired.
Conclusion
One conclusion would be that increased employee participation has the potential to create
significant increases in performance for both the individual and the organization as a whole.
From the organizational perspective there may be significant increases in financial performance
as the high costs of labor turnover are reduced as part of the increase in participation. Secondly
the organization is likely to experience a significant increase in performance with regard to its
competitive advantage as the organization will now be using its labor in potentially a more
efficient way in the form of a strategic resource as opposed to a simple cash for labor transaction.
From the individual perspective increased participation can lead to increases in performance as
firstly an improved attitude to work increases output and secondly the benefits of the individual
being able to organize their work in the way they see best contributes to work being organized in
a more efficient way.
However whist it is acknowledged that increased employee participation can contribute
significantly to increased performance it is by no means either a panacea for all organizational
ills nor is it a necessity for improving performance in all instances. One should remember that
whist some companies such as Toyota have adopted a positive attitude towards employee
participation there are still many successful companies which maintain a tradition approach
towards the division of management and employee tasks. Further more companies operating
such traditional approaches to the management of their employees are not limited the
manufacturing sector with call centers being a prime example of where the service sector has
failed to embrace increased employee participation choosing alternative methods to improve
performance.
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