Chapter2 IR

303 views

Published on

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

  • Be the first to like this

No Downloads
Views
Total views
303
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
9
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Chapter2 IR

  1. 1. MPH 3023<br />CHAPTER 2: MAINTAINING HARMONIOUS EMPLOYMENT AND INDUSTRIAL RELATIONS<br />
  2. 2. Building harmonious workplace relationships<br />Making managers effective at building harmonious workplace relationships<br />Open communication<br />Establishing clear and fair policies and procedures<br />Chapter Outline<br />
  3. 3. Building harmonious workplace relationships<br />Good employment relations result from:<br />A fair work environment<br />Open communication<br />Strong ethics<br />How to increase employee engagement:<br />Keeping employees informed i.e. downward communication<br />Providing opportunities for upward communication<br />
  4. 4. Making Managers Effective at Building Harmonious Workplace Relationships<br />To be effective, managers must:<br />Accept their role as managers of “people”<br />Know how to manage people<br />Many managers do not have natural people skills, nor are they taught how best to interact with others.<br />Over emphasis on favorable result may lead to short-term thinking whereby workers’ needs are ignored.<br />Those managers who are not skilled at employment relations tend to practice discriminatory policies.<br />Allow feedback-giving opportunity to build harmonious relationships at work.<br />“Listen” and “respect” are the basis for effective employment relations.<br />
  5. 5. Open Communication<br />Failure to ensure sufficient communication will lead to:<br />The growth of a strong grape-vine<br />Employees receiving incorrect information<br />Employee distrust of management<br />Need to use a variety of media to successfully communicate.<br />
  6. 6. Management-Union Meetings<br />Company Handbook<br />Opinion Surveys<br />Town-Hall Meetings<br />E-mails from the CEO<br />Work Councils<br />Ombudsman<br />Open Communication<br />
  7. 7. Open Communication: Management-Union Meetings<br />Regular meetings should be arranged to provide for issues to be discussed before they become major disputes.<br />Union-management meetings should be a meeting of equal partners.<br />Employers who strives for good employment relations will meet frequently with union representatives as well as communicate directly with the workers.<br />
  8. 8. Open Communication: Company Handbook<br />A tool for communicating terms and conditions of service and company policies to employees.<br />Handbook preparation<br />An opportunity to involve workers and their representatives.<br />Committee set-up to draft the handbook.<br />Can outsource the work to a consultant.<br />Handbook content<br />Terms and conditions of employment<br />Handbook language<br />Easily read document and understood by all levels of employees.<br />
  9. 9. Attitude surveys<br />What the employees think on various issues<br />Should not be conducted unless the employer is willing to take action to improve or change whatever is worrying employees.<br />Open Communication: Opinion Surveys<br />
  10. 10. An opportunity for top management to address all employees at once at a face-face meeting.<br />Can be organized face-to-face or using the aid of projection technology.<br />An opportunity for employees to speak up and raise questions.<br />When questions are raised, answers must be honest.<br />Open Communication: Town-Hall Meetings<br />
  11. 11. Whenever something significant comes up, employees should be told.<br />A very fast and cheap way of providing news to employees.<br />Open Communication: E-mail from the CEO<br />
  12. 12. Type of forum for an exchange of views between workers’ representatives and management.<br />Relevant if employees wish to discuss major changes that they want to introduce.<br />Open Communication: Works Councils<br />
  13. 13. A very senior person to whom all employees may speak directly, about a personal grievance or an issue of concern.<br />He/she is required to keep information provided by employees confidential, unless given permission to take action.<br />Confidentiality limit must be clear to all parties.<br />Open Communication: Ombudsman<br />
  14. 14. Establishing Clear and Fair Policies and Procedures<br />Clear and fair policies play a major role in achieving effective employment relations.<br />Central to fair treatment of workers.<br />Language must be easy to understand.<br />Key policies must be included in new employees’ induction course to reduce possibility of miscommunication.<br />Most common employment policies and procedures:<br />Sexual harassment policy<br />Safety and health policy<br />Electronic communication devices policy<br />Code of conduct<br />Disciplinary rules and procedures<br />

×