2. Introduction:
• This is the communication between management and employees
concerning workplace decisions, grievances, conflicts, problem
resolutions, unions and issues of collective bargaining.
Problem statement
In today’s workplace, there exists plenty of demands such as increase in
production, loyalty and trust that depends mostly on employer-employee
relationship which have to be met among other expectations. These demands if
not met can lead to employee turnover, low efficiency and productivity. This
would negatively affect the employees involvement in the organization and
hence in the long run leading to conflict between the employers and
employees.
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3. 8/6/2015 Employee Relations 3
• Purpose: To strengthen the employer-employee relationship through
identifying and resolving workplace issues.
• Overview: The term ‘employee relations’ was conceived as a replacement for
the term ‘industrial relations’ but its precise meaning in todays workplaces
needs clarification.
4. Why Organizations need E.R.
• To increase productivity and efficiency.
• To reduce employee turnover.
• To improve the flow of information in the organization.
• To build employer-employee trust.
• To check on ‘Role ambiguity’ and ’Role conflict’.
• To build a spirit of team work.
• To increase the loyalty of employees.
• To strengthen harmony between the employer and employee.
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5. Training Objectives of E.R.
• To provide effective mechanisms for communication & participation
• To provide a safe and effective work environment .
• To ensure commitment and motivation of all staff.
• To assist in identifying and expanding common areas of interest
between all staff.
• To promote channels of communication at all levels.
• To provide channels of conflict resolution and developing mutual trust
in their reliability.
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6. Learning Objectives of E.R.
• To understand the meaning and factors of employee relations.
• To analyze the role of the three actors (employer, employees and the
government) in employee relations.
• To understand the channels of conflict resolution and developing
mutual trust in their reliability.
• To understand the role of collective negotiations.
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7. Knowledge, Skills and Abilities needed in E.R.
• Employee Relations specialist duties i.e. providing coaching and
guidance to supervisors, conducting employee opinion surveys and
developing strategy to reduce turnover and improve employee
retention.
• Knowledge of Employment Laws.
• Analytical and Critical-Thinking skills.
• Communication and Negotiation skills.
• Knowledge of Record keeping.
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8. Elements involved in E.R.;
• Communications.
• Feelings.
• Trust.
• Beliefs.
• Ethics.
• Expectorations.
• Morals.
• Conflict Resolution.
• Fairness.
• Career Counseling.
• Career Development.
• Leadership.
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9. Actors in E.R.
• Employers: Employers possess certain rights of employees. They have
the right to hire and fire them. Management can also affect workers’
interests by exercising their right to relocate, close or merge the
factory or to introduce technological changes.
• Employees: Workers seek to improve the terms and conditions of
their employment. They exchange views with management and voice
their grievances. They also want to share decision making powers of
management. Workers generally unite to form unions against the
management and get support from these unions.
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10. Figure: relationship between employer and employee
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Employer
Employee
Employee Relations
Employer’s Associations
Trade Unions
11. Duties Of an Employer in E.R.
• Pay the employee the agreed amount of salary/wage.
• Protect and respect employee rights.
• Protect the health and safety of employees.
• Provide the employees with correct and accurate information.
• Provide a reasonable opportunity to have their grievances looked at.
• Provide ample opportunities to develop their career paths.
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12. Duties of an employee in E.R.
• Employees must respect their employer.
• They should cooperate with their employer.
• Employee must render their services for what you are paid for.
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13. Factors that influence E.R
• Institutional factors.
• Technological factors.
• Social & cultural factors.
• Political factors. I.e. the political system in the organization
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14. Challenges of E.R.
• Harassment and Discrimination.
• Difficult to meet the expectation of every employee.
• Impossible to change the thought process of any employee.
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15. Solutions to the challenges of E.R.
• Mediation.
• Going to the Employment Relations Authority.
• Going to the Employment Court.
• Asking for help from the Labour Inspector.
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16. Conclusion:
• In conclusion, it is understood that maintaining a proper and sound
employer-employee relationship will enable organizations to derive a
number of benefits and such a sound relationship finally enables the
organization to prosper in many ways. Thus, the society too will
benefit as a result of such positive moves by organizations as they are
a part of the society as well.
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17. Case study: When personal issues affect employee
performance
Karen Smith has been employed in your department for six years. During her tenure she has been
a valuable employee, although during the past two years you've observed a drop in her work
performance due to tardiness and absenteeism. The whole department is aware that Karen is facing
many problems at home, and her co-workers have covered for her and even completed work for her
when necessary, but they are beginning to complain.
Although you had hoped that Karen's issues would improve and she would return to being the
dependable employee you once knew, you must confront her about the work piling up.
When you meet with her the next morning and begin the discussion of her work performance,
she starts to cry and tells you her husband has been abusive, her son is taking drugs, and she's been
battling alcoholism and depression. You try to help her talk through these issues. You suggest that
she visit the Employee Assistance Program and see her physician, and by the end of the meeting,
she seems better. She leaves your office and starts a one-week vacation that you've just granted so
she can begin to deal with these issues.
You feel she is taking steps to improve her situation. You realize that you never really did discuss
her work performance, but you're confident that she'll be fine once she takes your advice.
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