Employee relations involves maintaining relationships between employers and employees. It focuses on preventing and resolving workplace problems affecting individuals. The term emerged because "industrial relations" was associated with unions and manual labor, while "employee relations" encompasses more sectors and work arrangements. Good employee relations brings benefits like lower absenteeism and turnover, while poor relations strains performance. Management and employees have mutual expectations of each other, and relationship issues can arise from failures to meet those expectations, causing discipline problems or grievances. Unresolved issues negatively impact productivity if not properly addressed through counselling and skills like communication.
Employee-employer relationship, discipline management and grievance handling Souman Guha
Abstract
Employee-employer relationship, discipline management and grievance handling are inseparable parts of Human Resource Management. Day to day, a HR manger has to face thousands of issues in an organization regardless of its size. Be it a large corporation or a small privately-owned firm, a strong employee-employer relationship paves the way to profitability and success. This paper focuses on the issues of Employee and employee relationship, how to achieve it and finding out the impediments in the way to strong relationship, and also emphasizing on the process of CBA election and discipline management of an organization. This paper tries to compare different grievance procedures that are being practiced worldwide and looking for the best between ADR versus Legal dispute settlements. Using secondary data and observations from the very practical perspective of Bangladesh, this paper will enable understanding of employee-employer relationship, discipline management and grievance handling.
Himanshu kapadia the employment relationship crucial challenges for hrudaysalunkhe
This is an article written by a Student of Welingkar Institute written for "The HR Magazine of XIMB" on the theme The Employment Relationship: Crucial Challenges for HR. The magazine will be published in June 2011
Employee-employer relationship, discipline management and grievance handling Souman Guha
Abstract
Employee-employer relationship, discipline management and grievance handling are inseparable parts of Human Resource Management. Day to day, a HR manger has to face thousands of issues in an organization regardless of its size. Be it a large corporation or a small privately-owned firm, a strong employee-employer relationship paves the way to profitability and success. This paper focuses on the issues of Employee and employee relationship, how to achieve it and finding out the impediments in the way to strong relationship, and also emphasizing on the process of CBA election and discipline management of an organization. This paper tries to compare different grievance procedures that are being practiced worldwide and looking for the best between ADR versus Legal dispute settlements. Using secondary data and observations from the very practical perspective of Bangladesh, this paper will enable understanding of employee-employer relationship, discipline management and grievance handling.
Himanshu kapadia the employment relationship crucial challenges for hrudaysalunkhe
This is an article written by a Student of Welingkar Institute written for "The HR Magazine of XIMB" on the theme The Employment Relationship: Crucial Challenges for HR. The magazine will be published in June 2011
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxglendar3
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxtodd581
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
industrial relation and employee welfare.. unit 1 that will explain the introductory part of course.. in this student can have understanding of fundamentals of industry and relations between employee and employer. the history is also explained in this how the employer - employee relation has been started and how this topic secured its place in education. in studying of HRM its very important to understand the industry and its principles.
12
COMMUNICATING
Developing Outstanding
Interpersonal Skills
Starting Point
Go to www.wiley.com/college/Lombardi to assess your knowledge of basic
communication skills.
Determine where you need to concentrate your effort.
What You’ll Learn in This Chapter
▲ Key elements of the communication process
▲ Typical sources of communication messaging
▲ Common communication barriers
▲ Perceptions that affect communication
▲ Strategies for improving communications
▲ Conflict management techniques
▲ Steps and pitfalls in the negotiation process
After Studying This Chapter, You’ll Be Able To
▲ Compare effective communications and efficient communication
▲ Differentiate between incoming and outgoing communication
▲ Analyze the ways in which perceptions can alter a communication message
▲ Apply the strategies for improving communications
▲ Practice techniques for effective conflict management
▲ Compare negotiation methods and tools
Goals and Outcomes
▲ Master the terminology, tools, and techniques associated with the
communication process
▲ Use effective communication techniques
▲ Respond to communication barriers
▲ Evaluate perceptions and their effects on communication
▲ Choose and use effective communication strategies
▲ Employ conflict management tools
▲ Apply common negotiating principles
2061T_c12_339-376.QXD 7/20/06 8:11 PM Page 339
340 COMMUNICATING
INTRODUCTION
As a health care manager, the strength of your communication skills directly
connects to your overall performance effectiveness. The communication process
happens almost constantly during the workday because the sources of com-
munication messages are numerous. A range of communication barriers and per-
ceptions can negatively impact the communication process. Savvy managers can
improve communications by focusing on mutual benefit, tailoring their messages,
actively listening, and using effective communication techniques. Workplace con-
flict may be inevitable, but proactive managers can respond effectively to conflicts,
often improving situations. In particularly, negotiation is complex set of tools
that managers can utilize to minimize conflict and encourage positive workplace
interaction and communication.
12.1 Understanding the Communication Process
The ability to communicate well, both orally and in writing, is a critical man-
agement skill. Through communication, people exchange and share information
with one another, and influence one another’s attitudes, behaviors, and under-
standings. Communication allows one to establish and maintain interpersonal
relationships, listen to others, and gain information. No manager can handle
conflict, negotiate successfully, and succeed at leadership without being a good
communicator. It is no wonder that “communication skills” often top the list of
attributes employers look for in job candidates.
12.1.1 Communication Essentials
Formally defined, communication is an interpersonal process of sending and
receiving symbols with mes.
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Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxglendar3
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxtodd581
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
industrial relation and employee welfare.. unit 1 that will explain the introductory part of course.. in this student can have understanding of fundamentals of industry and relations between employee and employer. the history is also explained in this how the employer - employee relation has been started and how this topic secured its place in education. in studying of HRM its very important to understand the industry and its principles.
12
COMMUNICATING
Developing Outstanding
Interpersonal Skills
Starting Point
Go to www.wiley.com/college/Lombardi to assess your knowledge of basic
communication skills.
Determine where you need to concentrate your effort.
What You’ll Learn in This Chapter
▲ Key elements of the communication process
▲ Typical sources of communication messaging
▲ Common communication barriers
▲ Perceptions that affect communication
▲ Strategies for improving communications
▲ Conflict management techniques
▲ Steps and pitfalls in the negotiation process
After Studying This Chapter, You’ll Be Able To
▲ Compare effective communications and efficient communication
▲ Differentiate between incoming and outgoing communication
▲ Analyze the ways in which perceptions can alter a communication message
▲ Apply the strategies for improving communications
▲ Practice techniques for effective conflict management
▲ Compare negotiation methods and tools
Goals and Outcomes
▲ Master the terminology, tools, and techniques associated with the
communication process
▲ Use effective communication techniques
▲ Respond to communication barriers
▲ Evaluate perceptions and their effects on communication
▲ Choose and use effective communication strategies
▲ Employ conflict management tools
▲ Apply common negotiating principles
2061T_c12_339-376.QXD 7/20/06 8:11 PM Page 339
340 COMMUNICATING
INTRODUCTION
As a health care manager, the strength of your communication skills directly
connects to your overall performance effectiveness. The communication process
happens almost constantly during the workday because the sources of com-
munication messages are numerous. A range of communication barriers and per-
ceptions can negatively impact the communication process. Savvy managers can
improve communications by focusing on mutual benefit, tailoring their messages,
actively listening, and using effective communication techniques. Workplace con-
flict may be inevitable, but proactive managers can respond effectively to conflicts,
often improving situations. In particularly, negotiation is complex set of tools
that managers can utilize to minimize conflict and encourage positive workplace
interaction and communication.
12.1 Understanding the Communication Process
The ability to communicate well, both orally and in writing, is a critical man-
agement skill. Through communication, people exchange and share information
with one another, and influence one another’s attitudes, behaviors, and under-
standings. Communication allows one to establish and maintain interpersonal
relationships, listen to others, and gain information. No manager can handle
conflict, negotiate successfully, and succeed at leadership without being a good
communicator. It is no wonder that “communication skills” often top the list of
attributes employers look for in job candidates.
12.1.1 Communication Essentials
Formally defined, communication is an interpersonal process of sending and
receiving symbols with mes.
TOP AND BEST GLUTE BUILDER A 606 | Fitking FitnessFitking Fitness
"Feature:
• Intelligent Ergonomically Design Glute Builder Is A Must Have For Those Looking To Target Their Gluteal Muscles And Hamstrings With Precision.
• The Ability To Adjust The Starting Position, This Machine Allows For A More Targeted Workout That Is Tailored To Your Specific Needs.
• Spacious And Supportive Cushioned Seat Provide Added Comfort And Stability During Your Workout."
Get more information visit on:- www.fitking.in
Our mail I.D:-care@fitking.in, fitking.in@gmail.com
Call us at :- 9958880790, 9870336406, 8800695917
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Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
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Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
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Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
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1. Introduction
Human resource ?
Employee relations a term that relatively
recent years become commonly used to
indicate a particular area of subject matter
DNK@FBM 1
2. DNK@FBM 2
What is employee relations /
industrial relations?
?
Arguments!
3. Blyton and Turnbull [1994]
Why they have chosen to use the term employee as
opposed to industrial
Industrial relations Employee relations
•Became associated with trade unions,
collective bargaining and industrial
action
•Encompass the dominant service
sector which in many countries
employs more than 70% of the
workforce such as more women
working and more part-time,
temporary and fixed term contracts
•Had too strong a tendency to view
the world of work as synonymous with
the heavy extractive and
manufacturing sectors of employment,
sectors which were dominated by
male manual workers working full time
•Include non-union as well as union
scenarios and relationships
DNK@FBM 3
4. Marchington and Wilkinson [1996]
Discuss this differences and suggest term
employee relations has emerge for 3 reasons:
– Usage, fashion and slippage
– It is increasingly used by personnel practitioners to
describe that part of personnel and development
concerned with the regulations [collective and
individual] between employer and employee
– There are actual and real differences of focus, with
employee relations tending to focus upon
management and issues alone
DNK@FBM 4
5. Definition
Employee Relations involves the body of work concerned
with maintaining employer-employee relationships that
contribute to satisfactory productivity, motivation, and
morale. Essentially, Employee Relations is concerned
with preventing and resolving problems involving
individuals which arise out of or affect work situations.
Employee relations consist of all those areas of human
resource management that involve relationships with
employees-directly or through collective agreements
where trade unions are recognised
DNK@FBM 5
6. Concepts of employee relations
Relationship will be concerned with the
agreement of terms and conditions of
employment and with issues arising from
employment.
Employee relations practices include
formal processes, procedures and
channels of communication
DNK@FBM 6
7. The HRM approaches to employee
relations
A drive for commitment
An emphasis on mutuality
The organisation of complementary forms of communication, such
as team briefing, alongside traditional collective bargaining
A shift from collective bargaining to individual contracts
The use of employee involvement techniques such as quality circles
or improvements groups
Continuous pressure on quality-TQM
Increased flexibility in working arrangements
Emphasis on teamwork's
Harmonisation of terms and conditions for all employees
DNK@FBM 7
8. Elements of employee relations
The formal and informal employment policies and practices of the
organisation
The development, negotiation and application of formal systems,
rules and procedures for collective bargaining, handling disputes
and regulating employment
Policies and practices for employee involvement and
communications
The philosophies and policies of the major players in the industrial
relations scene: the government of the day, management and
through trade unions
The legal framework
The number of institutions such as the Advisory, arbitration service
and the employment tribunals
DNK@FBM 8
9. Advantages of maintaining good
employee relations
Reduced absenteeism
Improved morale and motivation
Harmony in organization
Attract good talent
Lesser attrition-reduced cost on training, less
cost of retention
Responsible for increase in productivity
Open to organizational changes
Shared learning and continues improvement
DNK@FBM 9
10. DNK@FBM 10
Significance of good employee
relations
Employee attitudes and commitment are
strongly associated with orgn performance
And managers see employee voice as
contributing to performance via better employee
contributions and productivity gains
The informal climate of involvement and
consultation appears to be more strongly
associated with employee satisfaction and
commitment .
11. DNK@FBM 11
cont
Mechanisms use for employee voice ---2
way communication, project teams and
joint consultation
The major constraints on employee voice
are lack of skills and enthusiasm by mgrs
and employees
The psychological contract ---employees
trust , fairly treated etc…
13. DNK@FBM 13
What do people with employee
relations responsibilities need to know?
Understanding collective labor law
Knowing how representative structures
work
Awareness of general employment law
Facilitation and communication skills
Negotiation skills
Understanding how to develop trust and
respect
14. DNK@FBM 14
cont
Personal qualities- objectivity, robustness,
confidence to tell senior people what they
think
Awareness of employee attitudes
Business knowledge
15. Management relationship to
employee relations
Organizations are collective bodies of
individuals engaged in a common purpose
through individual and group efforts.
Channelizing human energies in a
predetermined desirable direction is not
possible unless harmonious relations are
maintained among organizational members.
16. Management relationship to
employee relations …Contd.
Relationship among employees provides the
context in which organizational roles
assigned to members are performed, team
spirit inculcated, expectations clarified,
conflicts resolved and shared norms of
behaviour developed.
17. Management relationship to employee
relations …Contd.
Maintenance of harmonious relationship
among employees across the vertical and
horizontal levels of the organization is thus a
necessary condition for enabling
organizations to move towards excellence.
Despite the significance of healthy employee
relations, there are occasions in the life of
every organization when relationships are
strained, particularly between the
management and the individual employee.
18. Management relationship to
employee relations …Contd.
The management has certain expectations
of the employees in terms of standards of
behaviour and performance, code of
conduct, desirable actions and behaviour
which are made known to the employees
through formal or informal, written or verbal
means.
Failure to meet these expectations or
deviations from the laid down norms of
behaviour on the part of the employees
leads to the problem of indiscipline.
19. Management relationship to
employee relations …Contd.
In such situations, the management must
initiate action to ensure that an employee’s
behaviour is in conformity with their
expectations.
Likewise, the employees also have certain
expectations of the management in terms of
their conditions of service, working
environment, satisfaction of their variety of
needs, freedom of expression and operation
and equitable, just and fair treatment which
are often made known to the management
through various means of upward
communication.
20. Management relationship to
employee relations …Contd.
In such situations, the management must initiate
action to ensure that an employee’s behaviour is in
conformity with their expectations.
Likewise, the employees also have certain
expectations of the management in terms of their
conditions of service, working environment,
satisfaction of their variety of needs, freedom of
expression and operation and equitable, just and
fair treatment which are often made known to the
management through various means of upward
communication.
21. Management relationship to
employee relations …Contd.
Failure on the part of the management to meet
those expectations leads to what is called
employee grievance.
Thus both the problems of discipline and of
employee grievance are two sides of the same
coin. They result from the mismatch of the
expectations of the management and the
employees and failure of one group to meet the
expectations of the other. If the problems relating
to discipline and employee grievance are not
properly managed, the relationship is strained and
harmony disturbed.
22. Management relationship to employee
relations …Contd.
The strained relationship affects adversely the
productivity, efficiency and effectiveness of the
total organization.
Yet another set of factors leading to strained
relationship is the stress that employees
experience in carrying out their day-to-day affairs.
Failure to meet one’s own expectations in terms of
career goal, achievement and challenge, life goals,
and self-esteem may lead to stress among the
individuals.
23. Management relationship to employee
relations …Contd.
The stress can be caused by several factors some
of which are extra organizational in nature while
others arise from organizational policies and
structures, work pressures, group pressures,
quality of interpersonal relationship and nature of
job. Stress leads to anxiety and tension which in
turn affects relationship among employees.
Productive capacities of individuals under stress
and their ability to establish meaningful
relationship with others are considerably reduced.
24. Management relationship to employee
relations …Contd.
The problems relating to discipline, grievance and
stress are of continuing nature in the life of any
organization. Moreover, being basically human
problems, they are complex in nature in that they
cannot easily be predicted and controlled by
conventional managerial actions or by legal-judicial
process. What is required is a new set of skills-
counselling skills-the use of which can go a long
way in resolving those issues on a continuing
basis. Counselling then becomes an important
managerial and personnel function.
25. Your Task
Group Presentation
– 1. Employee relations impact on business performance
[Aslinda & Zuhair]
– 2. Is employee relations in practice more reactive or proactive?
[Nik & Wan]
– 3. Employee relations practitioner is an employee champion
[Arlina & Adi]
– 4. The role of social values in employee relations – the concept
of fairness
[Nurliyana, Syezreen & Fauziah]
DNK@FBM 25