Employers, workers, and their trade unions are jointly responsible for developing harmonious industrial relations. Key factors that contribute include effective leadership and training from managers, trust between employees and employers, investment in training programs, encouraging teamwork and participation, and adopting a strategic human resources management approach. When these factors are implemented successfully, they can help create a productive and cooperative working environment.
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
Scope of Industrial Relations - Industrial Relationsmanumelwin
The concept of industrial relations has a very wide meaning and connotation. In the narrow sense, it means that the employer, employee relationship confines itself to the relationship that emerges out of the day to day association of the management and the labor.
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
Scope of Industrial Relations - Industrial Relationsmanumelwin
The concept of industrial relations has a very wide meaning and connotation. In the narrow sense, it means that the employer, employee relationship confines itself to the relationship that emerges out of the day to day association of the management and the labor.
Organizational Development is of the most concurrent HR subject specialization, aims to improve strategic human resource management role to improvise the business and organization development. action research and organizational diagnosis, various tools and techniques like sensitivity training, T group interventions help the readers to understand better details.
introduction to trade unions
trade unions characteristics
objectives of trade unions
how trade unions are financed
how trade unions recruits its members
why employees join trade unions
functions of trade unions
trade union structure
Weakness/challenges/problems facing trade unions
Measures to strengthen trade unions
Advantages of trade unions to workers, employeer and society
criticism of trade unions by employer
Section 3 to 6 of the Trade Union Act 1926 gives details about Registration of Trade Union and section 7 to 10 of the Act gives details about Registration , Certificate and Cancellation of Registration.
Organizational Development is of the most concurrent HR subject specialization, aims to improve strategic human resource management role to improvise the business and organization development. action research and organizational diagnosis, various tools and techniques like sensitivity training, T group interventions help the readers to understand better details.
introduction to trade unions
trade unions characteristics
objectives of trade unions
how trade unions are financed
how trade unions recruits its members
why employees join trade unions
functions of trade unions
trade union structure
Weakness/challenges/problems facing trade unions
Measures to strengthen trade unions
Advantages of trade unions to workers, employeer and society
criticism of trade unions by employer
Section 3 to 6 of the Trade Union Act 1926 gives details about Registration of Trade Union and section 7 to 10 of the Act gives details about Registration , Certificate and Cancellation of Registration.
The New Entrepreneurial Society and Modern Labor Issuesinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
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.
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.
Running head EMPLOYEE INVOLVEMENT IN AN ORGANIZATION1EMPLOYEE .docxsusanschei
Running head: EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 1
EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 8
Employee Involvement Within an Organization
Millicent Prescott
Mulugeta Dessie
Strayer University
Leadership and Organizational
February 8, 2017
Outline
Thesis: Every organization aims at creating a progressive work environment based on trust, collaboration, teamwork, creative problem solving, and outstanding customer service. To achieve this, there is need for the leadership faculty to invest and understand the organization’s most valuable asset, the employees. Quality within an organization starts with an empowered and involved workforce.
I. Introduction
A. Employee involvement reflects the direct participation of employees in a bid to fulfill both the mission and objectives of the organization, and also help in decision-making and problem-solving processes.
II. Discussion
A. Drivers of employee involvement
i. Empowering employees, aligning employee efforts with organizational strategies, Supporting and recognizing employees, helping employees in their growth and development, Promoting collaboration and teamwork within the employees.
B. Relationship between employee involvement and organizational performance
i. There exists a positive relationship between involvement and organizational performance.
ii. Employee involvement ensures profitability, productivity, consumer safety and loyalty, and employee retention.
C. Employee involvement strategies
i. Employee involvement starts from the management level.
ii. The strategies may include enhance communication in the workplace, providing with advancement and development opportunities, providing the employees with adequate training and whatever they need to accomplish their tasks, motivating them through incentives and establishing a solid feedback system.
III. Conclusion
Active participation works to the benefit of both the employees and the entire organization. Employee involvement provides with a myriad of positive outcomes to the organization and for employees. To that end, organizations should ensure their employees always participate in decision-making processes, have adequate training, and ensure the presence of incentives in order to ensure employee participation.
Main Paper
Introduction
In the history of businesses and organizations, contemporary managers have agreed that of all times, this century demands more productivity and enhanced efficiency (Markos et al. 2010). It clear that every business is aiming at improving its performance, though managers are constantly dealing with numerous challenges just to keep their businesses ahead of competition. The need to improve productivity within organizations has prompted to these managers employing management tools, as suggested by scholars and researchers. Some of these tools include the Total Quality Management tool and the Process Re-Engineering tool (Markos et al. 2010). These tools, primarily focusing on process and operatio ...
Contribution of Conflict Management on Employees' Performance in Tanzania: A ...AI Publications
This study examines the contribution of conflict management on employee’s performance in Tanzania with particular reference to Dar es Salaam Maritime Gateway Project (DMGP). Specifically, the study intended to examine the nature of communication flow at DMGP, to identify the conflict resolution approaches practiced at DMGP and to associate practiced conflict resolution approaches with employees’ performance in Dar es Salaam Maritime Gateway Project. The study adopted the use of case study research design in generating the required primary data and was limited to the employees of DMGP. The study involved 45 technical employees who were conveniently and purposively selected for inclusion in the sample. Collected data was coded then analyzed with the help of SPSS version 23. Findings revealed that employees fear to speak out their inner concerns to supervisors because of insecurity of their job despite having a chance to express their opinions. Results have also indicated that interpersonal conflicts were predominantly solved by involving the conflicted parties. Workers at DMGP prefer more settling job issues with their immediate supervisors than third parties. Also, training and development offered at DMGP has significantly contributed to the performance of employees in different departments. Generally, it was revealed that conflict management has significant contribution to employees’ performance at DMGP. The study recommends to managers to enhance interpersonal relationships amongst co-workers to inculcate trust, unleash communication and consequentially boost morale of the employees.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
Running head: CLIENT PROBLEM 1
CLIENT PROBLEM 4
CLIENT PROBLEM
Nicholas J Ceo
American Military University
6 December 2017
The modern business environment has become very complex, competitive and dynamic. An organization has to keep scanning the environment to see what it can do differently so as to increase its productivity. Management problems have been around from time immemorial, but their impact on the performance of the organization cannot be ignored. These challenges, then, have to be sorted out in the most effective way possible so as to mitigate their effects on the organization. Some of these problems include transparency, human resources challenges and change management. In this research paper, we are going to focus on human resource challenges experienced at MTS Systems, evaluate their effect on the company performance and measures that can be put in place to mitigate the effects of this challenge.
One of the biggest challenge in the workplace today is retention of skilled and talented workers. The way the workforce is constituted today, there is a need for more than a good salary to keep the talented people motivated and satisfied. It has been observed that employees move and job-hop as they seek to move up the ladder at the shortest time possible and also in an attempt to meet their expectations and motivations which are ever-changing and dynamic. The situation has been compounded by the generational difference in the company where there are older generations and the millennial, who are driven, motivated and simulated by different factors. For instance, the older generations are much more loyal to the place of work and are less likely to job-hop. They are also more patient and are much more responsive to financial rewards. On the other hand, the younger generations are less loyal to the company they work for, are less patient and will respond better to recognition as well as feeling valued.
Today, managers have woken up to the realization that their skilled staff has more options on their hands, especially now that there are more advances in technology, given the explosion in startup and entrepreneurs who are revolutionizing the way things are done. Managers have to evaluate the hunger in the workplace and focus on feeding it (Bondarouk & Ruel, 2009). There is need to focus on much more than just providing a potential opportunity for promotion and job security. Managers should focus on working with the other members of top management in order to define roles, come up with career progression paths that are extensive, enhancing creativity in the workplace, enhancing the working environment, encouraging a culture of collaboration and providing a system-wide mission that will be adopted by employees in their daily operations.
Management of human resources extends even to the communication amongst the different generations that are found within the workspace in the organization. A youn ...
. Executive summary Organizations have increasingly made it k.docxmercysuttle
.
Web Development Assignment 3: Create a User Submit Form
Develop the footer that will be used on the rest of your submissions in this course. The footer should have the appropriate linked validation images at the bottom of the page that verify compliance as well as include the proper PHP functions to show the last time the page was modified at the file level.
Identify the differences between the PHP GET and POST methods. Create an XHTML form for a web poll that uses the GET method, the POST method, and ranks both methods. Each poll should have a field that is able to store the name of the ranker, at least 5 features that a user can rank using radio buttons (e.g., from strong to weak, or secure to unsecure), and a comments section. Upon submission of the poll, the user should be taken to a page that gives a nicely formatted results report. The web poll that ranks the GET method should use the GET method and the poll that ranks the POST method should use the POST method.
Page 1 of 1
Please answer each question fully. Remember that you have access to your textbook (and anything else you may want to use) to answer these questions, so I expect well-developed responses. That means use BOTH the text and your ideas/opinions to write your answers. In other words, just giving me your opinion is not sufficient AND just giving me a textbook answer is not sufficient.
Please answer each question fully. Remember that you have access to your textbook (and anything else you may want to use) to answer these questions, so I expect well-developed responses.
Please number your responses the same as I have numbered this assignment. (1, 2a,2b, etc….)
The American president was not always such a public figure. Early presidents actively avoided public campaigning. If the Internet had suddenly become available in the eighteenth century, for example, it is highly likely that George Washington would not have used it. The authors of the Constitution generally shared a common concern, which was that too many direct appeals to the mass public could run the risk of pandering to the public through populist rhetoric. But democratic notions of the presidency have changed, as have conceptions about how the president should communicate with the people. Today, candidates actively pursue any and all methods for communicating their vision and message.
Presidents today have gone beyond the famous “Fireside Chats” of Franklin Delano Roosevelt. Today, an interested voter can visit the White House website (http://www.whitehouse.gov ) and look up information on the President, the Vice President, and the First Lady. An interactive “Ask the White House” web feature allows citizens to pose questions to Cabinet secretaries and to senior White House officials. The White House website solicits questions about presidential trivia.
Even more importantly, the White House now regularly posts extensive documentation of press conferences, public addresses, and other records of pre ...
Essential CommunicationCOM 425 Communication in Organizat.docxbridgelandying
Essential Communication
COM 425: Communication in Organizations
Introduction
Communication is an essential process of sharing own viewpoint with speech, symbol and signs. This process usually follows both interpersonal and intrapersonal methods. Communication with more than two persons such as groups or social structures is termed as interpersonal communication. On the other hand, communication internal to the communicators termed as intrapersonal communication. Accordingly, this paper emphasize on effectiveness and efficiency of interpersonal communication within the organization i.e. Motorola Telecommunication Company. This communication method will be very influential for the organization on several edges such as changing customer opinions, business dealings, maintaining long-term relationship with the clients, as well as retaining harmony with the community through mass communication among others. (Hage, Aiken & Marrett, 1971).
Correspondingly, this paper will entail a proposal for new communication structure for Motorola Telecommunication Company. Furthermore, effectiveness and implementation of five major concepts including active listening, organizational culture, conflict resolution, key principles of human communication, leadership strategies and formal and informal communication will be represented.
New Communication Structure for Motorola
Motorola is a well-known global telecommunication organization, which deals with innovative product and services. The organization is always on the cutting age of technology and relentlessly concentrating on the requirements of the customers. It is equally important to identify that the business world is rapidly changing. Therefore, to maintain the sustainable growth in the market, the leaders of the Motorola need determine and develop the effective communication strategies. The development of the effective communication structure largely depends on analyzing and identifying the factors that helps to accomplish the effectiveness of the organization. Accordingly, effective communication structure will facilitate Motorola to enhance the service procedures of the organization. As a result, it will assist to achieve and maintain customer loyalties and increase the dedication of the employees (Motorola Mobility LLC., 2013). Therefore, to develop a new and effective communication structure, Motorola need to consider several concept of communication. Few relevant concept of communication are being represented below.
Organizational Culture
The culture of the organization and its impact on the performance are coherently related to each other. The organizational culture is the arrangement of different attributes that helps to create unique identity of the firm in the market. The attributes of the organizational culture are interpersonal trust, effective communication among staffs and higher authorities, information system, knowledge sharing, acquiring and providing feedback, rewarding as well as tak ...
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Learning Outcomes
After reading this chapter, you should be able to
De�ine I/O psychology.
Explain the history and evolution of I/O psychology.
Understand how positive psychology can in�luence I/O psychology practices.
Identify ways in which I/O psychology can lead to quanti�iable return on investment in human
capital.
Describe the different roles I/O psychologists play in organizations.
Identify the major opportunities and challenges that I/O psychology can help organizations
navigate.
1What Is Industrial/OrganizationalPsychology?
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1.1 De�ining I/O Psychology
According to the Society for Industrial and Organizational Psychology (SIOP), industrial/organizational (I/O)
psychology can be de�ined as the scienti�ic study of working and the application of that science to workplace issues
facing individuals, teams, and organizations. I/O psychology uses rigorous scienti�ic methods to investigate issues of
critical relevance to individuals, businesses, and society, including talent management, coaching, assessment,
selection, training, organizational development, performance, and work–life balance. In other words, I/O psychology
is a branch of psychology that uses methods, facts, and principles of psychology to enhance employee productivity.
I/O psychology originates from two distinct but related areas of study: industrial and organizational psychology.
Industrial psychology focuses on individual-level phenomena in the workplace. This includes assessing workers’
personalities, knowledge, skills, abilities, and other characteristics (KSAOs) in order to match them with the right
jobs; measuring and managing employee attitudes and emotions; using the right working conditions and reward
systems to motivate employees; training and developing employees for their current and future roles; and ensuring
that workers have healthy, safe, and balanced jobs and lives. Organizational psychology focuses on group- and
organizational-level phenomena, which may occur in both work and nonwork settings. Examples include
communication, negotiation, con�lict resolution, and team processes. The purpose of organizational psychology is to
facilitate the understanding of interactions and relationships among individuals and collectives.
The importance of Innovation and Technology in Organizational Culture
Factors that contribute to harmony Industrial Relation
1. INTRODUCTION
Employers, workers and trade unions representing them are jointly and severally
responsible for good industrial relations. The first step is for both management and trade
unions to accept, at the highest level, the same degree of responsibility for industrial relations
as for other functions within their respective organisations. Harmonious industrial relations
need to be developed within the framework of efficiency of the establishment or undertaking.
For example, a major objective of management must be to develop just and effective
personnel and industrial relations policies which cause the confidence of all employees,
subject to the purpose for which the establishment or undertaking was established and its
social obligation to the nation.
Industrial relation by Peter Ackers (1994) says that the words ‘Industrial’ signifies
manual workers, employed in large-scale factory setting. The words can be embrace both to
public and private service industries, the blue and white-collar workers. The labour relation,
employee relation or employment relations is interchangeably and it can be used everywhere.
As per Peter Acker says that, people in the industrial relationship discussion is not an ‘old
fashion’. They are in group of school teacher, car worker, computer programmer, bank
manager and the social worker. Even though they are in variety in type such black or white,
male of female, old or young and able-bodies or disability. They have in common fact that
they either employ others or paid someone to be work and either part-time or full-time,
temporary or permanent, employers or employed they are still considered in Industrial
Relation.
Equally, trade unions should ensure that the policies and practices that they adopt are
not only fair in relation to the function and purpose for which they have been formed but also
take into consideration national interests. There are many factors that contribute to harmony
industrial relation such as:-
1. Trainers role/leader 6. Worker participation
2. Trust 7. Working condition
3. Training 8. Change in managment
4. Teamwork 9. Gain sharing
5. Approach of Human Resource 10. Balancing act (work & personal)
Management (HRM)
2. THE FACTORS CONTRIBUTING TO INDUSTRIAL RELATION HARMONY
1. Trainers role/leader
Another point that is identified is trainers role or leadership role. As we know that a
good trainers and leadership impact a lot in contributing to harmonious industrial relation.
(Malcolm Leary, 1974, p. 67) in hers journals titled ‘’Industrial relations the trainer’s role,
industrial and Commercial Training’’ says that people should be aware or concerned with the
Industrial Relations which they have to be focused in their own role in terms of recent
development, worker participation and codetermination and control of the industry1.
(Malcolm Leary, 1974, p. 67) said that a trainer has two options either they ignore the
changes or to avoid certain problems. They should asking themselves if they are making
positive contribution to industrial harmony development or not. Subsequently in her article
discuss on how the trainer can make a start formulation an appropriate strategy and technique
in became a good trainer in training2.
Nowadays, employees are often seek their staff of top managers who has a strong trainers
skill, good character and personal which has a major responsible in the work environment.
All employees need a trainer as a leader to lead a particular group in an organization. A good
trainer must have a good values, aspiration and clear mission and vision so that they can
bring the group into positive mission. A clear mission inspires employee and help boost
company performance among employees. A good mission is also provide a focus and
direction to the employees. The top management as a trainer should implement good values
so that the staff or the worker can follow the good value too. Therefore it lead to a
harmonious industry because of the organization has produced a well manner workers
without any dispute among them.
As we know that problems solving is a vital skill in daily life which is why graduated
employers are so keen on it. Even when it is not specified in the job description but many
employers will look at your problem-solving skills at various different stage of application
process. This is because problems solving is very important so that the problems in any
organization can be settled early. If the problems became bigger and bigger this will lead to
non harmonious industry. So that to achieve harmonious industry, a good trainer or leader
must know on how to solve problems in any organization. suggest that a trainer is also be
able to solve any industrial relations problems by an injection of training
3. (Malcolm Leary, 1974, P. 68)3. A training by a trainers will soften their workers skill. Again
(Malcolm Leary, 1974, P. 68) claims that’s at a professional level a good trainers can analysis
a problems4. Meaning to say that a good trainer is able to find the root causes in an
organization so that early detection can be made. A training company specialist is concerned
in avoiding problems. Problems can make a gaps among employers and employees which
bring negative environment in any organization. (Malcolm Leary, 1974, P. 68) said that a
trainer must have sufficient understanding in organization and can make positive contribution
towards managing the process change5. A good relationship can be managing between
employers and employee will lead to harmonious industrial relationship.
Employees understand in where to focus their efforts if they align their daily work with
vision and mission. A good trainer will lead the groups in industrial relation so that they are
in the right way to establish goal and maximum their performance. (Malcolm Leary, 1974, P.
68) claims that most trainers shy away from industrial relations because they cannot
understand what is really going on6. Great leadership are those who take all factors into
consideration and they have the potential to excite people to achieve extraordinary things
which make the trainers or leader among the highest of callings. Meaning to say that a good
workers or leader will motivated as they are comfortable with the working environment. They
also know their responsibilities and as a trainers and employees so that the trainers or the
employers cannot take any arbitrary action again the worker. This will make harmony in a
organization therefore industrial harmony exist.
A good trainer according to (Malcolm Leary, 1974, P. 68) is excellent at a level of
academic, attitude, and opportunity. A good trainer at academic level where they has a
discipline to meet. He has widely knowledge in history, economics and government7. Trainer
has a high discipline so that they can set a high standards and all the employees will acting
against a rule and any dispute will be prohibited. Prohibition in dispute and discipline among
employees and employers will lead to harmonious industrial relation. As per (Malcolm Leary,
1974, p. 69) says at learning level where opportunity in discussing real issues, create and
enhances them to participate in situation and release people from polarised position and this
encourage in relationship development8. Meaning to say that a good trainer must have good
communication during training session so that they can easily work as a team without any
dispute. Communication channel should remain open so that employees feel free to question
rules that they feel unsatisfied in a proper ways without quarrel. This first should be started
by the trainers which must have a good communication towards their employees. A good
4. communication makes their workers a belonging into the organization and harmonious
industry in an organization exist.
2. Trust
According to Section 6 Industrial Relations & Participation by (R. E. Fells, 1993,
page 33), Emphasizes the importance of trust between the parties in negotiation and
workplace relations - state that, although it is so highly valued, it is not clear exactly what
trust is and how it can be brought about, explores situations calling for trust, both in
negotiation an in the wider workplace context. Defines trust as a willingness to take unilateral
action which might lead to exploitation, but which anticipates non-exploitative response from
the other party. Show how this philosophy might apply in negotiation, and points to the
incremental nature of trust-building; present a basic three-phase model of negotiation to
provide a context for the development of trust, identifies trust behaviours, and gives an
example of establishing mutual trust [9].
According to the journal title ‘trust relations in the construction industry (Ellen
Lau Steve Rowlinson, 2010, p. 694) is describe about truth relation in the construction
industry. This journal can be also used in relating to harmonious industrial relation because
trust is one of the element or characteristics that contributed to industrial relations. In the
journals states that trust relations concern people from many organizations10. As in the
journal (Ellen Lau Steve Rowlinson, 2010, p. 694) previous studies have shown that mutual
trust help to smooth the construction process, allow flexibility for facing uncertainty, increase
the efficiency and sustain long-term relationship11. Same goes to the harmonious relation,
trust helps in put a trust among employees and employers to smooth the working condition,
environment and to achieve mission and goals performance. Trust in industrial or any
organization will sustain for a long term relationship which contribute to harmony industry.
(Ellen Lau Steve Rowlinson, 2010, p. 694) claims that having a good relationship
with others is considered important by many, yet it is difficult to define what they want to do
build good relationship. In her journals, vague term means that working in harmony,
honouring request and avoiding confrontations/conflicts12. Meaning to say that to achieve
harmony industrial good relationship is build as trust as a based which to avoid confrontation
among employees and employers. (Ellen Lau Steve Rowlinson, 2010, p. 694 & 695 ) states
that to avoid such adversarial relationship and achieve quality work, it is necessary to create a
friendly, trustworthy and supportive working environment which promotes good working
5. relationship in other words is a socially safe working environment13. This means that in
working environment should create a friendly with other employees. This will lead to positive
environment working condition and avoid dispute in industry.
Effective relationship in both inter and intra firm work relations, which trust is enable
a network of forms to adapt to unforeseen circumtances and engage in continuous
improvement and innovations or ‘learning’. Trust is has a effect on work group process and
performance (Ellen Lau Steve Rowlinson, 2010, p. 695 & 696)14. Meaning to say that trust
makes other people to put their confidence on on making any work task without any distrust.
In the (Ellen Lau Steve Rowlinson, 2010, p. 700) analyse that sic values concept regarded as
significant to the industry as a whole is trustworthiness, adaptability, sincerity and
knowledgeable. Trustworthiness is highly regarded value concept for the industry and people
have a higher expectation of others than themselves15. Based on this trust value is more to
moral value or work-value trust which avoid conflict in working. Thus industrial harmony
exist.
3. Training
According to Malcolm Leary, 2007 in the journal title “Flower Power in Industrial
Relation” state that industrial relations training for assistance in setting up training
programme for their junior management. Its purpose was to help them influence more
effectively the industrial relations situations with which they faced. This article not only
provides information on the design of the training programme to help other organisations
faced with similar industrial relations situations to tackle them , but also to show how the use
of communication skills can be particularly helpful in designing effective training aids. He
stated three objectives of training which are to increasing junior management’s control over
their particular industrial relation situation, widening managers’ views and knowledge of
situations at other levels within the company’s industrial relations system and helping
manager to act more positively within the prescribed industrial relations system. The
evidence so far indicates that the training programme has achieved its objective of increasing
awareness of the industrial relations situations with the manager is faced [16]
6. (S. B. McClelland + others, 1993, p. 48) in the Journal of Management Development
by journal Section 6 Industrial Relations & Participation states that, examines the challenges
in designing and developing, for a specific organization to improving individual and group
effectiveness. The basic elements of training programme design were assessed with the aimed
to improve the organizational productivity by increasing the amount of individual and group
interaction and effectiveness [17].
4. Teamwork
(A. R. Montebello + V.R Buzzotta, 1993, p. 59) in Training & Development, journal
Section 6 Industrial Relations & Participation examines that US evidence of the benefit that
teamwork can produce and seeks reasons why it seems to work so well, offers advice on
approaching the design and organization of work teams by combining tasks, establishing
internal and external client relationship, and by vertical loading (adding to a team’s job
responsibilities today reserved for management). The outline stages of typical teamwork
development, from cautious affiliation, through competitiveness and harmonious
cohesiveness, to the end of the collaborative team. On the basis of evidence of actual team
development, present and discussed a new behavioural model consisting of two dimensions
which are getting things done and building strong relationship. He stated that four distinct
patterns of teamwork which are authoritarian, reactive, casual and true teamwork [18].
(M. M. Markowich, 1993, p. 5) in HR Focus (USA) stated that employees can be
company’s best customers. He suggest that it is meaningful in market research terms to ask
whether they would buy/use their company’s own product/services, and that employees
should be encouraged to record details of adverse opinions on past services, pass such
information to customer services and see that it is followed up. This is also represent with the
term ‘teamwork’ [19]
7. 5. Approach of Human Resource Management (HRM)
(Ian Kessler, 1991, page 2-4) stated in his journal that workplace Industrial Relation in
Local Government about human resources (HRM) model. The devolution of personnel
responsibilities to line managers and the integration of personnel concern at the strategic
level. Differences of view continue among academics and practitioners about meanings
attached to the HRM approach, on the existence of conceptual contradictions and on the
empirical evidence about its prevalence in British industry [20].
First, the model serves as means of organizing material without necessarily accepting the
integration of its component elements to produce a coherent approach. Thus it is clear that
discussion of human resource management embraces a range of discrete debates on
dimensions of management strategy, approaches to the determination of terms and conditions
and the role of the trade unions.
Second, it still remains important to assess the extent to which the integrated HRM
approach has meaning within the local government context and whether indeed it has been
extensively adopted in the sector. The HRM model has undoubtedly been used as the basis
for prescriptive strictures on the future shape of the industrial relations and personnel
management functions in local government. The foremost text in this area produced by Alan
Fowler for the Local Government Training Board is entitled Human Resource Management
in Local Government.
Third, in the only significant attempt systematically to assess recent developments in
industrial relations and personnel in the public sector, storey adopted the HRM model as an
analytical framework. Four features of the HRM model such as the integration of human
resource issues at the corporate level, the shift from specialist to line management
responsibility for employee relations, the objective of securing employee commitment rather
than just compliance, and the move from collective to individualistic relations with
employees.
8. 6. Worker/Labour participation
Worker is someone who work in a particular job or in a particular way. Worker
participation in any organization activities is important because 80% of the company
organization success is depending on the worker performance. According to (Peter Ackers,
1994, p. 44) claim is made in the excellent literature that is modern management should and
is ‘empowering’ the ordinary employees in a new potential ways. Furthermore he said that’s
employee involvement and their technique may enhance management communication and
increase their motivation21. Meaning to say that worker involvement in an organization is
important so that they feel the sense of belonging towards a particular organization. they feel
motivated as they can involve in decision making and their view and idea is being used. They
are also feel appreciated and thus making the organization or industry harmony.
(Malcolm Leary, 1974, p. 70) claims that involvement of worker improves the quality of
thinking and involve in changes especially at company level. It also states that this should
applies to all level of employees from top management to the shop floor. At the level of
decision making will be always worker participation and this was a meaningful discussion
among employees establish22.
9. CITATIONS
1 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
2 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
3 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
4 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
5 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
6 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
7 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
8 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight
9 R. E. Fells in Employee Relations (UK), Vol. 15 No 1 93: p. 33 (13 pages)
10 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
11 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
10. 12 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
13 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
14 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
15 Ellen Lau Steve Rowlinson, (2010). Trust Relation in the Construction Industry:
International Journal of Managing Projects in Business, Vol. 3 Iss 4 pp. 639 - 704
16 Malcolm leary, (1975), “Flower Power in Industrial Relation”, Industrial and Commercial
Training, Vol. 7 Iss 12 pp. 486-489.
17 S. B. McClelland + others in The Journal of Management Development (UK), Vol 12 No 3
93: p. 48 (11 pages).
18 A.R. Montebello + V. R. Buzzotta in, (1993), “Training & Development (USA), Section 6
Industrial Relations & Participation, p. 59 (6 pages).
19 M. M. Markowich in HR Focus (USA), Feb 93 (70/2): p. 5 (1 page)
20 Ian Kessler, (1991),"Workplace Industrial Relations in Local Government", Employee
Relations, Vol. 13 Iss 2 pp. 2– 4
21 Peter Acker, (1994), Back to Basics? Industrial Relation and the Enterprise Culture’,
Employee Relations, Vol 16 Iss 8pp. 32 – 47
22 Malcolm Leary. (1974). Industrial and Commercial Training: Industial Relations on the
Trainers Role, Industrial and Comercial Training, Vol 6 Iss 2 pp. 67 – 71. Emerald
Insight