Relationships between employees and management influence workplace behaviors and attitudes. Employee relations involve managing these relationships, whether directly or through unions. Maintaining a satisfying work environment for both employees and management helps improve morale and ensure employee rights are respected. The strategies used in employee relations are influenced by institutional, economic, technological, psychological, political, legal and global factors. Approaches to employee relations range from adversarial to partnership or power sharing models with varying levels of employee involvement.

1. *

2. *People in organizations interact with each other.
Relationships develop, which are invisible connecting
links, coloured by emotions of love, hate, repulsion,
respect, fear, anxiety and so on.
*Relationships influence behaviours at work.
Expectations, perceptions, distributions of
assignments, readiness to conform, enthusiasm etc are
outcomes of these relationships.
*Attitudes and motivations are influenced by these
relationships.
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3. *Employee relations consist of all those areas of
HRM that involve relationships with employees;
directly or through collective agreements where
trade unions are recognised
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4. *Unionization
*Poor performance
*Employee absenteeism
*Employee turnover
*Litigation
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5. *Maintain a work environment that satisfies the needs
of individual employees and management.
*Improve employee morale, building company culture,
conveying expectations.
*Ensures employee rights, local, country and
international laws
*Encourage employees to come to higher management
with any concern
*

6. *
Institutional
factor
• HR policies and
practices
• Organizational
climate
• Codes of
conduct
• CB agreements
• Labor unions
Economic factors
• Ownership:
public or private
• Nature of
workforce
• Sources of labor
• Disparity of
wages
• Level of
unemployment
Technological
factors
• Work methods
• Types of
technology
• Rate of changes
• Ability of people
to cope with
changes

7. *
Psychological
factor
• Owners
attitude
• Workers
attitude
• Perception of
the workforce
• Their
motivation,
interest,
dissatisfaction
Political and
legal factors
• Political
philosophy
• Attitude of
government
• Labor laws
• Role of TUs
Global factors
• Role of ILO
• IR
• Newer formats
of business

8. *Intentions of the organization about what needs
to be done and what needs to be changed in the
ways in which the organization manages its
relationships with employees and their Tus
*ER strategies will flow from the business strategy
but will also aim to support it
*

9. *
*Build stable and cooperative relationships
*Achieve commitment through employee involvement
*Develop a common interest in achieving goals

10. *
*Changing forms of recognition
*Changes in the form and content of agreements
*New bargaining structures
*Achievement of increased commitment
*Communicate directly with employees
*Increasing managerial controls of operations
*Improving the employee relations climate
*Developing partnership with trade unions

11. *
*Adversarial
*Traditional
*Partnership
*Power sharing

12. *
*Adversarial - the organization decides what it
wants to do, and employees are expected to fit
in. Employees only exercise power by refusing to
cooperate

13. *
*Traditional - a good day-to-day working
relationship but management proposes and the
workforce reacts through its elected
representatives

14. *Partnership
*Partnership - the organization involves
employees in the drawing up and execution of
organization policies, but retains the right to
manage

15. *
*Power sharing - employees are involved in both
day-to-day and strategic decision making

16. *
Good ER
Employee
Involvement
Employee
Communication
Employee
Counselling
Employee
Discipline
Employee
Rights

17. *
*Partnership agreements
*Employee voice strategy

18. *
*An agreement in which management and TU agree to work
together to their mutual advantages
*Include undertakings from both sides; for example
management may offer job security linked to productivity
and TU may agree to new forms of organization
*Key values:
*Mutual trust and respect
*A joint vision for the future
*Continuous exchange of information
*Recognition of the central role of CB
*Develop decision making

19. *
1. Shared goals-understanding the business we are in
2. Shared culture-agreed values binding us together
3. Shared learning-continuously improving ourselves
4. Shared effort-one business driven by flexibility
5. Shared information-effective communication

20. *
*Employee voice is a whole variety of processes
and structures which enable empower employees
to contribute to decision-making in the firm
*Employee voice is the ability of employees to
influence the actions of the employer

21. *

22. *
*Reduce absenteeism
*Improve morale and motivation
*Bring harmony in the organization
*Lesser attrition- reduced cost on training
*Create reputation, attract good talent
*Help shared learning and improve efficiency
*Increase productivity, increase profit

23. *

24. A well planned ER is a key to success for:
o Healthy work environment
o Balanced relation where employer and employees both are satisfied
o Avoid all the conflicts at workplace to
o Get desired results
To reached the organizational goals
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