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Employee Relations


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Employee Relations is an ongoing relationship-building process. The ppt describes several aspects and models of Employee Relations.

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Employee Relations

  1. 1. Employee Relations HRM Presentation Group 10
  2. 2. Employee Relations  Ongoing relationship-building process  Study of rules, regulations and agreements by which employees are managed as individuals and as a collective group
  3. 3.  Employees believe that they do not have an advocate in management  Employees v/s Management  What is expected of an Advocate?  Working for fair treatment of employee  Employee problems and attempt to solve them  Employee morale and tries to improve it  Believes that employees should be treated with respect and dignity and works towards that end Employee Advocate
  4. 4.  Unionization  Poor Performance  Employee Absenteeism  Employee Turnover  Litigation Results of Poor Relations
  5. 5.  Assumptions:  Employees will be treated fairly and honestly  Relationship will be characterized by a concern for equity and justice and this will require the communication of sufficient information about changes and developments  Employee loyalty to the employer will be reciprocated with a degree of employment and job security  Employees’ input will be recognised and valued by the employer There exists an implicit contractual relationship between employer and employee, derived form a series of assumptions Psychological Contract
  6. 6. Psychological Contract Employees may have expectations:  security of employment  social relations and sociable atmosphere  potential for advancement  access to training and development  to be treated as a human being rather than as a commodity  job satisfaction and empowerment regarding their job  family-friendly work–life balance conditions of work  fair and consistent treatment  some influence over their day-to-day operations but also at a policy level Employers may have expectations:  functional, task flexibility  minimum standards of competence  a willingness to change  ability to work as a member of a team  commitment to achieving organisational objectives  capability to take initiative  the talent to give discretionary effort
  7. 7. Workplace Employee Relations Survey (WERS) compiled a measure of job satisfaction which took into account employees’ satisfaction with four different components of their overall reward package incorporating both intrinsic and extrinsic factors
  8. 8. Models of ER-EE Relations
  9. 9. Unitarism Perspectives Which perspective your organization will opt to promote employee engagement? Pluralism Radical/ Marxist
  10. 10. Perfect Polarization Cooperative Co-optive Perfect  Total congruence of employer’s and worker’s interests and goals, hence there is no conflict.  Unitarian perspective where the organization is perceived as an integrated and harmonious whole with the ideal of “one happy family”, where management and other members of the staff all share common purpose, emphasizing mutual cooperation.  Paternalistic approach where it demands loyalty to all employees, being predominantly managerial in its emphasis and applications.  Consequently, trade unions are deemed as unnecessary since the loyalty between employees and organizations are considered mutually exclusive, where there cannot be two sides
  11. 11. Polarization Perfect Polariza- tion Cooperative Co-optive  The interest of labor and management are diametrically opposed to each other.  Referred to as the Marxist or Radical perspective. This view of industrial relations looks at the nature of the capitalist society, where there is a fundamental division of interest between capital and labor, and sees workplace relations against this history.  Conflict is therefore inherent and seen as inevitable and trade unions are a natural response of workers to their exploitation by capital.
  12. 12. Cooperative Perfect Polarization Coopera -tive Co-optive  There are conflictual interests but congruence of interests in common areas like profitability and survival of the organization.  Pluralistic perspective  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 - management and trade unions  Role of management would lean less towards enforcing and controlling and more toward persuasion and coordination  Trade unions are deemed as legitimate representatives of employees; conflict is dealt by collective bargaining and is viewed not necessarily as bad a thing and, if managed, could in fact be channeled towards evolution and positive changes
  13. 13. Co-optive Perfect Polarization Cooperative Co- optive  The interests of the workers are subservient to management interests.  Similar to the perfect model  a union may be allowed to exist but it is more of a “company union” or “yellow union” where it signs a “sweetheart” contract with the management just for show with no substantial concession granted.
  14. 14. Employee Relations at Micro and Macro Levels
  16. 16.  Social Justice  Full protection to labor to enhance human dignity  Reduce social, economic, and political inequalities  Equitably diffuse wealth and power for the common good  Industrial Democracy  Free bargaining and negotiation  Voluntary settlement of dispute  Bipartite  Rights and Duties  Civil Code of the Philippines  Labor Code of the Philippines  Concept of shared responsibility  Employee Representation  Unions  Associations  Labor organizations  Collective Bargaining  Terms & conditions of employment  Grievance Machinery  Conflict resolution  Equity  Just share in the fruits of production  Compensation  Personal Satisfaction  Productivity  Efficiency  Reasonable return of Investment  Growth  Industrial Peace  Harmonious Relations  Social Development and Progress
  17. 17. Trade Unions Voluntary organizations of employees or employers formed to promote and protect their interests through collective actions  Objectives:  Redress the bargaining advantage of the individual worker vis-à-vis the individual employer  Secure improved T&Cs of employment for the members  Obtain improved status for the workers  Increase the extent to which unions can exercise democratic control over decisions
  18. 18. Factors leading to Unionization Individual Personality, Interests and Preferences Influence of Management Expectation that work will fulfill personality, interests and preferences • Employment Contracts • Psychological Contracts Dissatisfaction Union Instrumentality Work Situation Unionization Attempt to Resolve Situation Individuality Situation
  19. 19. Trends in Trade Union
  20. 20.  Objectives:  To settle disputes/conflicts relating to wages and working conditions  To protect the interests of workers through collective action  To resolve the differences between workers and management through voluntary negotiations and arrive at a consensus  To avoid third party intervention in matters relating to employment Process of negotiations between employers and a group of employees aimed at reaching agreements to regulate working conditions Collective Bargaining
  21. 21. Collective Bargaining Process Identification of the Problem Collection of Data Selection of Negotiators Climate of Negotiations Bargaining Strategies and Tactics Finalizing the agreement
  22. 22. A dispute between the employee and the employer about the interpretation or application of the collective agreement. An employee may bring a grievance when they believe the collective agreement has been violated. Grievances  Open-door policy  Step Ladder policy
  23. 23. “ ” If you consider employees as a “Resource” necessary to accomplish our operational and financial goals you will likely be desensitized to their feelings as a human being Employee relations is human relations!!
  24. 24. “ ” Thank You Arkaprava Sadhu (505) Aseem Mehrotra (533) Sridhar Swamy (524) Parag Gidh (554) Shashank Sharma (519)