Conflicts & social dialogues

878 views

Published on

Social dialogues and the Philippine Employer-Labor Partnership, Inc. (PELSPI)

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
878
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
15
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Conflicts & social dialogues

  1. 1. Industrial RelationsConflicts &Social DialoguesProf. Jorge V. SibalUP SOLAIR
  2. 2. Conflicts in Industrial Relations A conflict is a fight, struggle or misunderstanding between two or more parties, usually between management and labor over scarce resources, power and status. A conflict means disequilibrium in the IR system.
  3. 3. Conflicts in Industrial Relations Conflicts are usually caused by environmental changes- economic, lego-political or socio- cultural. It may mean changes in technologies, tasks, job duties, skills requirements or a new set of values and norms.
  4. 4. Types of Conflicts(C.J. Margerison, 1969)1. Distributive2. Structural3. Human Relations
  5. 5. Distributive Conflict concerns economics, how the gains of the enterprise will be shared among the IR actors – wages, profits, benefits, etc. can be resolved through various methods: consultation, consensus building, collective bargaining (bipartite or tripartite), co- determination or committee system.
  6. 6. Structural Conflict concerns politics, leadership and organizational sociology caused by the failure of the organization to adapt its structures to the changing environment can be resolved via organizational structuring/restructuring and technological improvement
  7. 7. Human Relations Conflict concerns social psychology caused by personality differences of people with different views, value systems or ideologies results in individual alienation, individual and group conflicts conflicts resolution range from counseling to organizational discipline
  8. 8. The Conflict ProcessStage 1 Stage 2 Stage 3 Stage 4 Stage 5Personal Cognition and Intentions Behavior OutcomesOpposition or PersonalizationIncompatibility Increased Perceived Conflict Group Handling Overt Performance Conflict Intentions Conflict Antecedent >Competing >Party’s Conditions >Collaborating behavior Felt >Compromising >Other’s Decreased Conflict >Avoiding Reaction Group >Accommoda- Performance ting
  9. 9. How to resolve conflicts by unifying the diverging interests of the IR actors conflicting parties should put emphasis on common interests and values rather than their differences in interests and ideologies
  10. 10. How to resolve conflicts In Marxist dialectics, if the conflict is non- antagonistic, the actors should unite first in order to struggle Conflicting parties unite if they have a common goal and a common enemy
  11. 11. Communications andconflict resolution conflicts can be solved by negotiations and communications if the needs and aspirations of the conflicting parties are compatible, meaning they share common philosophies and beliefs and their conflicts were caused only by wrong perceptions conflict resolution should achieve a win-win situation
  12. 12. Communications andconflict resolution communications may lead to more intensified conflicts if the needs and aspirations of the conflicting parties are incompatible It will result to a deadlock where either or both parties are injured in a win-loss or loss- loss situation
  13. 13. Social Dialogues Will work only if the parties in conflict have common aspirations (or vision/ideology), values and goals With the acceleration of the ASEAN common market, Philippine employers and workers are confronted with common problems and aspirations.
  14. 14. The employers and labor groups under the FairTrade Alliance affirmed the need for the laborand employers to work together in order tosurvive the crisis. Hence, PELSPI was organized.
  15. 15. Common Principlesin social dialogue Transparency and good governance Social justice and fairness Sincerity, no biases and open mind Common goals and aspirations: a. Productivity b. Competitiveness c. Decent Work
  16. 16. Workshop- Force Field AnalysisSTEPS:1. Identify the current state of the situation.2. Envision the desired state3. Identify the forces restraining change.4. Identify the forces that support or encourage change.5. Develop strategies to: a. reduce the forces restraining change. b. increase the forces for change (or capitalize on existingdrivers). Productivity Competitiveness Decent Work

×