This document provides a guide for resolving workplace conflicts. It discusses techniques for identifying and addressing conflicts between coworkers, such as issue-based problem solving. These techniques can help employees, employers, unions, and managers settle disputes early through open communication and finding mutually agreeable solutions. The guide is intended to help organizations of any size deal constructively with disagreements in the workplace.
The document discusses the process of selecting employees for a position. It begins with establishing job requirements and placing ads. Human resources reviews resumes to identify qualified candidates, who may then do telephone screenings. Shortlisted candidates are interviewed in-person by various personnel. Feedback is collected and the hiring manager selects a candidate based on qualifications and fit. Testing can also be involved before making a final offer. The goal is to match candidates' backgrounds to requirements through multiple steps.
This document discusses collective bargaining and provides details on the topic. It describes the collective bargaining process as having five core steps: prepare, discuss, propose, bargain, and settlement. It also outlines different forms of bargaining including distributive, integrative, attitudinal restructuring, and intra-organizational. Key aspects of collective bargaining covered include its importance to employees, employers, and society, as well as different levels and potential deadlocks like strikes and lockouts.
This document discusses the impacts of the economic recession on employee compensation. It notes that according to new research, salary freezes and cuts are becoming more common. Projected salary increases have dropped significantly in just a few months. Over a third of companies plan to freeze salaries and over a quarter plan headcount reductions. The recession is affecting pay, benefits, and job prospects at all levels. Organizations must focus on non-financial rewards like training and career development to maintain engagement during this challenging time. A strategic, talent-focused approach to compensation is needed to succeed in the current environment.
The document describes a paid focus discussion group called Goshthi offered by Saarthi Integrated Consulting LLP. Goshthi is intended for emerging leaders to interact, learn from each other's collective experiences, and discuss real-life challenges. It is moderated by Manish Singhal and offers both technical and people leadership groups. Half the proceeds from Goshthi are donated to fund education for underprivileged children.
1) The document discusses the importance of having a clear definition of employee engagement that focuses on positive, proactive involvement. Engagement requires employees to be both engaged and enabled, having the tools and authority to act without waiting for direction.
2) Creating an organizational culture with a strong sense of purpose beyond just financial goals is important for fostering employee engagement. Successful companies of the past all had cultures embodying purpose.
3) Investing in employee engagement makes business sense as engaged employees better take care of customers, which is important for retaining best employees and maintaining performance especially during difficult economic times. However, engagement must be measured using both traditional metrics and new approaches to fully capture its benefits.
Workplace Flexibility and the Recovery - Risks & OpportunitiesFallonHorgan
This document discusses workplace flexibility in the context of the global financial crisis and the National Employment Standards in Australia. It provides examples of how some organizations addressed staff flexibility needs during economic downturn by reducing hours and keeping employees, which helped save costs and retain skilled workers. The document outlines the right of employees to request flexible work arrangements under the National Employment Standards and obligations of employers to accommodate such requests where reasonable.
The document discusses counseling as an alternative approach to discipline in the workplace. It provides 3 key points:
1) Counseling aims to solve performance problems by exploring why issues have arisen, encouraging employees to accept responsibility, and jointly finding solutions rather than taking a punitive approach.
2) Effective counseling involves preparing for sessions, exploring problems and feelings, challenging gaps in performance, discussing solutions, and agreeing on future actions.
3) Counseling skills like active listening, creating trust, and focusing on solutions help change employee behavior more successfully than discipline alone. When used properly, counseling can reconcile relationships and improve performance.
The document discusses the process of selecting employees for a position. It begins with establishing job requirements and placing ads. Human resources reviews resumes to identify qualified candidates, who may then do telephone screenings. Shortlisted candidates are interviewed in-person by various personnel. Feedback is collected and the hiring manager selects a candidate based on qualifications and fit. Testing can also be involved before making a final offer. The goal is to match candidates' backgrounds to requirements through multiple steps.
This document discusses collective bargaining and provides details on the topic. It describes the collective bargaining process as having five core steps: prepare, discuss, propose, bargain, and settlement. It also outlines different forms of bargaining including distributive, integrative, attitudinal restructuring, and intra-organizational. Key aspects of collective bargaining covered include its importance to employees, employers, and society, as well as different levels and potential deadlocks like strikes and lockouts.
This document discusses the impacts of the economic recession on employee compensation. It notes that according to new research, salary freezes and cuts are becoming more common. Projected salary increases have dropped significantly in just a few months. Over a third of companies plan to freeze salaries and over a quarter plan headcount reductions. The recession is affecting pay, benefits, and job prospects at all levels. Organizations must focus on non-financial rewards like training and career development to maintain engagement during this challenging time. A strategic, talent-focused approach to compensation is needed to succeed in the current environment.
The document describes a paid focus discussion group called Goshthi offered by Saarthi Integrated Consulting LLP. Goshthi is intended for emerging leaders to interact, learn from each other's collective experiences, and discuss real-life challenges. It is moderated by Manish Singhal and offers both technical and people leadership groups. Half the proceeds from Goshthi are donated to fund education for underprivileged children.
1) The document discusses the importance of having a clear definition of employee engagement that focuses on positive, proactive involvement. Engagement requires employees to be both engaged and enabled, having the tools and authority to act without waiting for direction.
2) Creating an organizational culture with a strong sense of purpose beyond just financial goals is important for fostering employee engagement. Successful companies of the past all had cultures embodying purpose.
3) Investing in employee engagement makes business sense as engaged employees better take care of customers, which is important for retaining best employees and maintaining performance especially during difficult economic times. However, engagement must be measured using both traditional metrics and new approaches to fully capture its benefits.
Workplace Flexibility and the Recovery - Risks & OpportunitiesFallonHorgan
This document discusses workplace flexibility in the context of the global financial crisis and the National Employment Standards in Australia. It provides examples of how some organizations addressed staff flexibility needs during economic downturn by reducing hours and keeping employees, which helped save costs and retain skilled workers. The document outlines the right of employees to request flexible work arrangements under the National Employment Standards and obligations of employers to accommodate such requests where reasonable.
The document discusses counseling as an alternative approach to discipline in the workplace. It provides 3 key points:
1) Counseling aims to solve performance problems by exploring why issues have arisen, encouraging employees to accept responsibility, and jointly finding solutions rather than taking a punitive approach.
2) Effective counseling involves preparing for sessions, exploring problems and feelings, challenging gaps in performance, discussing solutions, and agreeing on future actions.
3) Counseling skills like active listening, creating trust, and focusing on solutions help change employee behavior more successfully than discipline alone. When used properly, counseling can reconcile relationships and improve performance.
This document provides an overview of change management. It defines change management and outlines the stages of change as unfreezing, transitioning, and refreezing. Principles of effective change management include developing a clear vision, building support, and creating short-term wins. A three-phased approach to managing change includes creating readiness, engaging employees, and implementing changes. Factors that influence success include communication, training, and addressing human factors. The document also discusses cultural change, the roles of change agents and leaders, and why some change efforts fail.
HR plays a key role in managing organizational change in 3 ways:
1) Analyzing the current state of the organization and communicating business needs to employees to ensure they embrace change.
2) Planning and implementing training, rewards, communication, and other HR practices to develop employees' ability to adapt to change.
3) Managing employee resistance, anticipating problems from changes like downsizing, and encouraging organization-wide participation in change efforts.
This document discusses how to manage conflict effectively. It provides guidelines for conflict resolution such as being respectful of differences and controlling emotions. It also describes the five main strategies for managing conflict: forcing, accommodation, avoiding, compromising, and collaborating. Forcing involves satisfying your own concerns without regard to the other party, while accommodation means meeting others' needs at your own expense. Avoiding does not address the conflict, while compromising involves partially satisfying both parties. Collaborating aims to find a mutually agreeable solution through cooperation and understanding both perspectives. The document notes that conflict can have pros when resolved effectively, such as fostering creativity and deeper relationships, and concludes that learning healthy conflict management techniques can prevent negative outcomes.
The document describes chapter 14 of a textbook on organizational change and conflict management. It covers types of organizational change, individual reactions to change, reasons for employee resistance to change, strategies for overcoming resistance, approaches to planned change through organization development and grassroots efforts, and techniques for managing conflict. The key topics are anticipatory, reactive, incremental and strategic types of organizational change; the unfreezing-change-refreezing model of planned change; and competitive versus cooperative approaches to conflict.
This ppt includes all the information you need about transfer and promotion. Easy to read slides highlighting key points for your convenience. Perfect for research and students. Hope you find it useful. Please do like, share and follow. Thank you !
The role of HR in managing climate change in the workplaceGerry Treuren
The document discusses the role of HR in managing environmental changes in the workplace due to climate change. It states that HR must act as a strategic partner and change agent to meet four key challenges: developing a workforce with the skills to build green technologies, cultivating employees with the skills to implement these technologies, building a workforce sufficient to meet global demand, and retaining employees with the right skills while motivating climate-efficient behaviors.
Handling conflict between employees is important for creating a safe and productive work environment. Leaders should demonstrate conflict resolution skills to empower team members and maintain a harmonious work culture. When conflicts arise, leaders should talk to those involved, focus on behaviors not personalities, listen carefully, identify areas of agreement and disagreement, prioritize issues, develop and follow through on a resolution plan, and decide how to communicate outcomes.
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
The document discusses managing organizational change and conflict. It identifies four types of organizational change and explains how individuals typically respond differently to changes they like versus dislike. It also lists six common reasons why employees resist change and strategies for overcoming resistance. The document then describes the planned change process of unfreezing, changing and refreezing. It contrasts top-down and bottom-up approaches to change and identifies traits of effective change agents. Finally, it defines conflict, discusses competitive versus cooperative conflict styles, and lists five techniques for resolving conflict.
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
Chapter 13 Employee Rights and DisciplineRayman Soe
This document discusses employee rights and privacy in the workplace. It covers topics such as employment-at-will, exceptions to at-will employment like public policy violations, implied contracts and implied covenants. It also discusses privacy issues for employees such as substance abuse testing, searches, surveillance, access to personnel files and discipline policies. The objectives are to explain employee rights and employer responsibilities, exceptions to at-will employment, privacy rights and how to establish disciplinary policies.
This document provides information on stress management techniques. It defines stress and discusses its sources and effects. It describes the stress response and models of stress. Signs and symptoms of stress are outlined. Healthy and unhealthy responses to stress are differentiated. Stress management techniques are proposed, including relaxation methods, coping strategies, and the ABC stress control strategy of awareness, balance and control. The conclusion emphasizes the manageability of stress through efforts like engaging truthful thinking and balancing one's life.
The document discusses the fundamentals of employee discipline for public servants in the Philippines. It outlines types of offenses that can result in disciplinary action and the administrative proceedings involved. It emphasizes that public office is a public trust and officers must serve with integrity, loyalty, and efficiency. Discipline aims to both educate and deter misconduct while preserving the people's faith in government. The document also discusses relevant laws around employee conduct, the powers and duties of disciplinary bodies like the Ombudsman, and the norms of conduct that public officials and employees must follow.
Transfer is defined as a change in job or workplace without affecting pay, position or responsibilities. The main purposes of transfer are to retain employees, recognize achievement, and fill vacancies. There are four types of transfers: replacement, versatility, shift, and remedial. Promotion is defined as an improvement in pay, prestige, position and responsibilities within an organization. The purposes of promotion include motivating higher productivity, attracting and retaining employees, recognizing achievement, and increasing effectiveness. Promotions are categorized as horizontal, vertical, or dry based on the level of increased responsibilities, pay, and prestige.
The document discusses promotion and transfer policies in organizations. It lists individuals being considered for promotion and outlines the advantages of promotions, including encouraging employee commitment and allowing them to enhance their skills. Promotions can be based on merit or seniority. Merit-based promotions motivate hard work while seniority-based promotions provide job security. An effective promotion policy establishes fair criteria and oversight. Transfers can benefit skills development and workload adjustments but must be implemented carefully to avoid issues like loss of productivity or low employee morale.
The document discusses various types of employee separations from an organization. It outlines involuntary separations such as discharge, layoff, and retrenchment which are employer-initiated. It also describes voluntary separations like quitting and retirement which are employee-initiated. Specific details are provided around types of involuntary separations like discharge due to poor performance, layoffs due to shortage of work, and retrenchment to reduce surplus staff. Guidelines for implementing layoffs such as notification, criteria, communication and reassurance of remaining employees are also summarized.
This document provides an overview of conflict management training. It discusses the meaning of conflict management, the 5 main conflict management strategies (accommodating, avoiding, collaborating, compromising, competing), and provides examples of each. It also outlines 5 steps to resolving conflicts in the workplace: 1) identify the source, 2) look beyond the incident, 3) request solutions, 4) identify solutions both sides can support, and 5) reach an agreement. Finally, it discusses some common reasons for conflicts in the workplace such as poor relationship skills, poor training, inadequate information, management style, and trouble dealing with change.
Collective bargaining is a process of negotiation between employers and employee representatives, usually unions. It determines conditions of employment through agreement. The document discusses definitions of bargaining and collective bargaining, types of bargaining including individual and collective, advantages like improved wages and benefits, disadvantages like focus on seniority over merit, characteristics such as being continuous and flexible, objectives for employees and employers, issues that lead to unions, and applications for nursing practice.
This document provides an overview of change management. It defines change management and outlines the stages of change as unfreezing, transitioning, and refreezing. Principles of effective change management include developing a clear vision, building support, and creating short-term wins. A three-phased approach to managing change includes creating readiness, engaging employees, and implementing changes. Factors that influence success include communication, training, and addressing human factors. The document also discusses cultural change, the roles of change agents and leaders, and why some change efforts fail.
HR plays a key role in managing organizational change in 3 ways:
1) Analyzing the current state of the organization and communicating business needs to employees to ensure they embrace change.
2) Planning and implementing training, rewards, communication, and other HR practices to develop employees' ability to adapt to change.
3) Managing employee resistance, anticipating problems from changes like downsizing, and encouraging organization-wide participation in change efforts.
This document discusses how to manage conflict effectively. It provides guidelines for conflict resolution such as being respectful of differences and controlling emotions. It also describes the five main strategies for managing conflict: forcing, accommodation, avoiding, compromising, and collaborating. Forcing involves satisfying your own concerns without regard to the other party, while accommodation means meeting others' needs at your own expense. Avoiding does not address the conflict, while compromising involves partially satisfying both parties. Collaborating aims to find a mutually agreeable solution through cooperation and understanding both perspectives. The document notes that conflict can have pros when resolved effectively, such as fostering creativity and deeper relationships, and concludes that learning healthy conflict management techniques can prevent negative outcomes.
The document describes chapter 14 of a textbook on organizational change and conflict management. It covers types of organizational change, individual reactions to change, reasons for employee resistance to change, strategies for overcoming resistance, approaches to planned change through organization development and grassroots efforts, and techniques for managing conflict. The key topics are anticipatory, reactive, incremental and strategic types of organizational change; the unfreezing-change-refreezing model of planned change; and competitive versus cooperative approaches to conflict.
This ppt includes all the information you need about transfer and promotion. Easy to read slides highlighting key points for your convenience. Perfect for research and students. Hope you find it useful. Please do like, share and follow. Thank you !
The role of HR in managing climate change in the workplaceGerry Treuren
The document discusses the role of HR in managing environmental changes in the workplace due to climate change. It states that HR must act as a strategic partner and change agent to meet four key challenges: developing a workforce with the skills to build green technologies, cultivating employees with the skills to implement these technologies, building a workforce sufficient to meet global demand, and retaining employees with the right skills while motivating climate-efficient behaviors.
Handling conflict between employees is important for creating a safe and productive work environment. Leaders should demonstrate conflict resolution skills to empower team members and maintain a harmonious work culture. When conflicts arise, leaders should talk to those involved, focus on behaviors not personalities, listen carefully, identify areas of agreement and disagreement, prioritize issues, develop and follow through on a resolution plan, and decide how to communicate outcomes.
Chapter 16 Employee Rights and DisciplineRayman Soe
1. The document discusses employee rights and discipline, including statutory rights, contractual rights, employment-at-will, and exceptions.
2. It covers due process and just cause for employee discipline or termination. Alternative dispute resolution methods are also discussed.
3. Employee privacy rights regarding records and monitoring are summarized. Access, correction of records, and restrictions on sharing information are addressed.
The document discusses managing organizational change and conflict. It identifies four types of organizational change and explains how individuals typically respond differently to changes they like versus dislike. It also lists six common reasons why employees resist change and strategies for overcoming resistance. The document then describes the planned change process of unfreezing, changing and refreezing. It contrasts top-down and bottom-up approaches to change and identifies traits of effective change agents. Finally, it defines conflict, discusses competitive versus cooperative conflict styles, and lists five techniques for resolving conflict.
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
Chapter 13 Employee Rights and DisciplineRayman Soe
This document discusses employee rights and privacy in the workplace. It covers topics such as employment-at-will, exceptions to at-will employment like public policy violations, implied contracts and implied covenants. It also discusses privacy issues for employees such as substance abuse testing, searches, surveillance, access to personnel files and discipline policies. The objectives are to explain employee rights and employer responsibilities, exceptions to at-will employment, privacy rights and how to establish disciplinary policies.
This document provides information on stress management techniques. It defines stress and discusses its sources and effects. It describes the stress response and models of stress. Signs and symptoms of stress are outlined. Healthy and unhealthy responses to stress are differentiated. Stress management techniques are proposed, including relaxation methods, coping strategies, and the ABC stress control strategy of awareness, balance and control. The conclusion emphasizes the manageability of stress through efforts like engaging truthful thinking and balancing one's life.
The document discusses the fundamentals of employee discipline for public servants in the Philippines. It outlines types of offenses that can result in disciplinary action and the administrative proceedings involved. It emphasizes that public office is a public trust and officers must serve with integrity, loyalty, and efficiency. Discipline aims to both educate and deter misconduct while preserving the people's faith in government. The document also discusses relevant laws around employee conduct, the powers and duties of disciplinary bodies like the Ombudsman, and the norms of conduct that public officials and employees must follow.
Transfer is defined as a change in job or workplace without affecting pay, position or responsibilities. The main purposes of transfer are to retain employees, recognize achievement, and fill vacancies. There are four types of transfers: replacement, versatility, shift, and remedial. Promotion is defined as an improvement in pay, prestige, position and responsibilities within an organization. The purposes of promotion include motivating higher productivity, attracting and retaining employees, recognizing achievement, and increasing effectiveness. Promotions are categorized as horizontal, vertical, or dry based on the level of increased responsibilities, pay, and prestige.
The document discusses promotion and transfer policies in organizations. It lists individuals being considered for promotion and outlines the advantages of promotions, including encouraging employee commitment and allowing them to enhance their skills. Promotions can be based on merit or seniority. Merit-based promotions motivate hard work while seniority-based promotions provide job security. An effective promotion policy establishes fair criteria and oversight. Transfers can benefit skills development and workload adjustments but must be implemented carefully to avoid issues like loss of productivity or low employee morale.
The document discusses various types of employee separations from an organization. It outlines involuntary separations such as discharge, layoff, and retrenchment which are employer-initiated. It also describes voluntary separations like quitting and retirement which are employee-initiated. Specific details are provided around types of involuntary separations like discharge due to poor performance, layoffs due to shortage of work, and retrenchment to reduce surplus staff. Guidelines for implementing layoffs such as notification, criteria, communication and reassurance of remaining employees are also summarized.
This document provides an overview of conflict management training. It discusses the meaning of conflict management, the 5 main conflict management strategies (accommodating, avoiding, collaborating, compromising, competing), and provides examples of each. It also outlines 5 steps to resolving conflicts in the workplace: 1) identify the source, 2) look beyond the incident, 3) request solutions, 4) identify solutions both sides can support, and 5) reach an agreement. Finally, it discusses some common reasons for conflicts in the workplace such as poor relationship skills, poor training, inadequate information, management style, and trouble dealing with change.
Collective bargaining is a process of negotiation between employers and employee representatives, usually unions. It determines conditions of employment through agreement. The document discusses definitions of bargaining and collective bargaining, types of bargaining including individual and collective, advantages like improved wages and benefits, disadvantages like focus on seniority over merit, characteristics such as being continuous and flexible, objectives for employees and employers, issues that lead to unions, and applications for nursing practice.
Requirements and Questions.docxBSBWRK520 – Manage Employee.docxheunice
Requirements and Questions.docx
BSBWRK520 – Manage Employee Relations
Font: Times New Roman
Size: 12
Spacing: 1.0
7 APA Style reference and In-text citation
Note: All the answers in these questions are in the “Guides.pdf” but you need to find your own answer. Explain, evaluate and criticise ideas. Please read it!
1. Develop and deliver training to individuals in conflict-management techniques and procedures. (114 words)
2. Identify sources of conflict or grievance according to legal requirements, and where possible, alleviate or eliminate them. (112 words)
3. Clarify issues in dispute by evaluating documentation and other information sources. (112 words)
4. If required, obtain expert or specialist advice and/or refer to precedents. (112 words)
5. Determine and document the desired outcomes, strategy and timeframes for the negotiation. (112 words)
6. In negotiation, advocate the organisation’s position to obtain agreement. (114 words)
7. Certify, the agreed outcomes with the relevant jurisdiction. (112 words)
8. Follow up on the agreements, and where groups or individuals fall to abide by the agreements, take remedial action. (112 words)
Guides.pdf
Developed by Enhance Your Future Pty Ltd 49
BSBWRK520 - Manage employee relations
Develop and deliver training to individuals in
conflict-management techniques and procedures
Conflict management is the process of breaking down the conflict in a way that identifies the
issues, proposes opportunities for negotiation and results in positive action. It is not, however,
about winning or getting everything that you want nor is about standing your ground.
Whilst we would all love to avoid conflict, Australian workplaces generally look at conflict as
being a part of a diverse workforce with differing views, cultural needs and other forms of
diversity. Instead of focusing on the elimination we look, instead, at controlling it reducing the
reasons for conflict and improving our response with the right policies, procedures, strategies,
plans., communication methods and frequency, skills and knowledge and more.
There are three types of conflict management that are used in businesses, and this generally
represents the key levels of procedural planning – the first being internal, the second being
assisted internal and the third being assisted external. The fastest for everyone is the internal
unassisted procedure where the employee initiates action with their line manager and works,
using a system of policies and procedures, to resolve the issue with the appropriate staff. The
most expensive, time-consuming, slowest and least beneficial is an external assisted resolution
where the employee takes their complaint to another body for arbitration through legal
proceedings.
Because everyone wants to avoid arbitration, it is helpful to have a number of internal conflict
resolution mechanisms and good relationships with assistive services, unions.
Requirements and Questions.docxBSBWRK520 – Manage Employee.docxaudeleypearl
Requirements and Questions.docx
BSBWRK520 – Manage Employee Relations
Font: Times New Roman
Size: 12
Spacing: 1.0
7 APA Style reference and In-text citation
Note: All the answers in these questions are in the “Guides.pdf” but you need to find your own answer. Explain, evaluate and criticise ideas. Please read it!
1. Develop and deliver training to individuals in conflict-management techniques and procedures. (114 words)
2. Identify sources of conflict or grievance according to legal requirements, and where possible, alleviate or eliminate them. (112 words)
3. Clarify issues in dispute by evaluating documentation and other information sources. (112 words)
4. If required, obtain expert or specialist advice and/or refer to precedents. (112 words)
5. Determine and document the desired outcomes, strategy and timeframes for the negotiation. (112 words)
6. In negotiation, advocate the organisation’s position to obtain agreement. (114 words)
7. Certify, the agreed outcomes with the relevant jurisdiction. (112 words)
8. Follow up on the agreements, and where groups or individuals fall to abide by the agreements, take remedial action. (112 words)
Guides.pdf
Developed by Enhance Your Future Pty Ltd 49
BSBWRK520 - Manage employee relations
Develop and deliver training to individuals in
conflict-management techniques and procedures
Conflict management is the process of breaking down the conflict in a way that identifies the
issues, proposes opportunities for negotiation and results in positive action. It is not, however,
about winning or getting everything that you want nor is about standing your ground.
Whilst we would all love to avoid conflict, Australian workplaces generally look at conflict as
being a part of a diverse workforce with differing views, cultural needs and other forms of
diversity. Instead of focusing on the elimination we look, instead, at controlling it reducing the
reasons for conflict and improving our response with the right policies, procedures, strategies,
plans., communication methods and frequency, skills and knowledge and more.
There are three types of conflict management that are used in businesses, and this generally
represents the key levels of procedural planning – the first being internal, the second being
assisted internal and the third being assisted external. The fastest for everyone is the internal
unassisted procedure where the employee initiates action with their line manager and works,
using a system of policies and procedures, to resolve the issue with the appropriate staff. The
most expensive, time-consuming, slowest and least beneficial is an external assisted resolution
where the employee takes their complaint to another body for arbitration through legal
proceedings.
Because everyone wants to avoid arbitration, it is helpful to have a number of internal conflict
resolution mechanisms and good relationships with assistive services, unions ...
Collective bargaining is a process of negotiation between employers and employee representatives, such as labor unions, regarding terms of employment. It allows both parties to resolve disputes in a peaceful manner and establish fair wages and working conditions. Key aspects of collective bargaining include preparing for negotiations, discussing proposals and counterproposals, bargaining to reach an agreement, and settling on a final collective bargaining agreement that is put in writing. The goal is to maintain stable labor relations and industrial peace.
Collective bargaining is a process of negotiation between employers and employee representatives, such as labor unions, regarding terms of employment. It allows both parties to resolve disputes in a peaceful manner and establish fair wages and working conditions. Key aspects of collective bargaining include preparing for negotiations, discussing proposals and counterproposals, bargaining to reach an agreement, and settling on a final collective bargaining agreement that is put in writing. The goal is to maintain stable labor relations and industrial peace.
169
8Grievances, Mediation, and Arbitration
Ingram Publishing/Thinkstock
Learning Objectives
After completing this chapter, you should be able to:
• Compare and contrast grievance procedures by type of business entity.
• Describe the purpose of negotiations.
• Summarize the process of mediation.
• Explain the process of arbitration and differentiate the various types.
• Evaluate the career paths available in dispute resolution.
sea81813_08_c08_169-192.indd 169 12/10/14 3:12 PM
Section 8.1 Dispute Resolution
Introduction
In Chapter 7 we saw the significance of a collective bargaining agreement and some of its
important components. Most CBAs have language that reflects the reality that in every work-
place there are bound to be disagreements, whether between workers or between workers
and management. With that recognition comes the realization that not only does discord lead
to an unpleasant workplace, it also reduces productivity. Given that it is inevitable, workers
and managers alike are wise to plan ahead for inevitable disagreements by formulating griev-
ance procedures or dispute resolution plans.
This chapter will explore the major types of dispute resolution and what each entails. It will
cover the major steps of some of these processes and provide resources to learn more about
both the processes and job opportunities in this area.
8.1 Dispute Resolution
The term dispute resolution refers to a process, formal or informal, by which people attempt
to solve differences between themselves. There are three major types of dispute resolution:
negotiation, mediation, and arbitration.
This chapter follows the collective bargaining chapter because approximately 97% of all
collective bargaining agreements have a grievance procedure (Craver, 1990); breaching the
agreement results in arbitration. Therefore, understanding the grievance procedure is a natu-
ral progression from collective bargaining.
Despite its direct relationship to collective bargaining, dispute resolution is not unique to
labor unions or management. It is a tool used in every facet of life, one you have likely person-
ally used no matter your background or employment history. For example, when you have
worked out with family and friends matters as mundane as what to have for dinner, which
movie to attend, or where to go on vacation, you have negotiated an agreement and/or par-
ticipated in dispute resolution.
Everyone has practice with negotiating, but there are other types of dispute resolution: medi-
ation and arbitration. These are also tools that can be used both in a labor context and else-
where; in other words, they are not limited in their application. This is because grievances
arise in every context, whether on the world stage, in a family, among roommates, or in the
workplace. Grievances can run the gamut from petty complaints that are quickly resolved to
serious allegations such as sexual harassment.
In the workplace a grie.
Collective bargaining is a process where employers and employee representatives negotiate terms of employment, such as pay, benefits, hours, and health and safety standards. The goal is to reach a collective agreement that sets these standards. The process typically involves representatives from labor unions and employers exchanging proposals and counterproposals until a compromise is reached. Some key aspects of collective bargaining include establishing negotiation teams, determining negotiation procedures and ground rules, exchanging initial proposals, bargaining to find agreement, and formalizing the final agreed upon terms in a binding contract.
This document outlines the objectives and content of a lesson on conflict strategies used by employees and organizations. The general objectives are to understand strategies used by employees during conflicts and methods for resolving organizational conflicts. Specific objectives include defining key terms and discussing types of industrial actions and conflict resolution strategies. The lesson will cover industrial actions like strikes, work to rule, go slows and overtime bans. Conflict resolution strategies that will be discussed are avoiding, competing, accommodation, compromise and collaboration.
Managers spend 24% of their time resolving conflicts. While conflicts cause tension, they can have benefits if resolved constructively, including improving team culture, clarifying goals and doubts, and speeding up change. You need a conflict resolution mechanism to manage tensions from conflicts and prevent polarization from turning destructive. Common conflict resolution methods include negotiation, mediation, arbitration, and understanding interests, fairness perceptions, and using influencing styles appropriately.
This document provides an overview of organizational behavior concepts related to conflict and negotiations. It begins with learning objectives focused on understanding the different types and causes of conflict, and how to manage it effectively. It also covers the stages of negotiation and how to avoid common mistakes. The document then defines different types of conflict and discusses causes and outcomes. It provides strategies for managing conflict, such as changing team structures or problem solving. It also discusses different conflict handling styles and their appropriate uses. The document concludes by covering negotiation strategies and ethics.
BHR 4350, Collective Bargaining 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
6. Interpret arbitration of statutory rights in union and non-union cases.
Reading Assignment
Chapter 5:
Negotiation Models, Strategies, and Tactics
Chapter 6:
Negotiating a Collective Bargaining Agreement
Unit Lesson
Previous units have set the foundation for the remaining units within this course. It was very important to
understand the bases of union organization and how collective bargaining began. Now that you understand
the general information about unions and collective bargaining, this unit will focus more on the negotiation
models, strategies, tactics and negotiating a collective bargaining agreement (CBA).
Negotiations generally take place between union representatives and the management bargaining unit. In
most organizations, the management bargaining unit typically consist of Human Resource
Managers/Directors, Plant Managers, Division Directors, Department Heads, etc. Generally, the management
team are those who are in a position of power and have the authority to bargain in good faith. It would be non-
productive to have members part of the management bargaining unit who did not have the power or authority
to make decisions. Oftentimes, many of these individuals have been through the negotiation process before;
therefore, they are aware of how things should be conducted and handled.
Prior to negotiations and bringing it all to the table, both sides must prepare for the negotiations. The process
begins with preparation to include research into the other side’s strengths and demands. Both sides should
identify and determine the critical elements of any negotiation. Information, time, and power, according to the
reading in Chapter 5, are critical elements of any negotiation (Carrell & Heavrin, 2013). The author also states
“the most important single piece of information in a negotiation is the BATNA or WATNA—best or worst
alternative to a negotiated settlement” (Carrell & Heavrin, 2013).
Since every topic within the contract can be up for discussion during negotiations, it is important for the
organization to have all necessary data to support how things may impact the organizations’ bottom line.
Management generally keeps track of union grievances and other things that could impact negotiations. The
preparation process can begin as soon as the new contract has been agreed upon. Most organizations and
unions try to reach some sort of agreement to avoid a breakdown in negotiations. If a bargaining break down
occurs then the impasse may be broken with a strike, mediation, fact finder, or arbitration. Most organizations
try to reach some sort of agreement in efforts to avoid walkouts and strikes.
When preparing for negotiations, the negotiator must also consider legal issues. Some issues that may be
considered unethical in one capacity of em ...
This document provides information from a session on conflict management. It defines conflict and discusses its causes such as conflicting resources, styles, perceptions, goals, pressures, and roles. It also outlines five common types of workplace conflict and five strategies for managing conflict: accommodating, avoiding, collaborating, competing, and compromising. The document provides examples and advice for addressing different conflict situations and concludes with some lighter anecdotes.
Collective bargaining is a process of negotiation between employee representatives and employers to determine terms of employment such as wages, hours, and working conditions. It aims to reach agreements that are set out in collective bargaining agreements. The union may negotiate with a single employer or across an industry. Collective bargaining consists of negotiation over employment terms to reach a collective agreement that functions as an employment contract. It benefits employees through increased wages and protections, employers through resolving issues without individual complaints, and society through more harmonious labor relations and economic development.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
Collective bargaining is a process where employee representatives negotiate with employers to determine wages and other terms of employment. It aims to resolve conflicts, protect worker interests through group action, and arrive at agreements through compromise. Some of the major issues addressed through collective bargaining include wages, working conditions, benefits, grievance procedures, and union recognition.
This document provides an overview of collective bargaining. It defines collective bargaining as a type of negotiation used by employees to work with their employers. During collective bargaining, workers' representatives negotiate with the employer to reach a contract covering issues like hours, wages, benefits, and workplace rules. The final agreed-upon contract is called a collective bargaining agreement. The document then discusses the collective bargaining process, levels of collective bargaining (e.g. enterprise, sectoral), problems that can occur, and the importance of collective bargaining to employers, employees and society.
The concept of collective bargaining was introduced very late in India as trade unions were found only in 20th century. The concept of collective bargaining attained significance only after 1962. The phrase collective bargaining is said to be coined by Sydney and Beatrice Webb and Great Britain. It is made up from two words collective which means “group” and bargaining which means “proposals and counter proposals”. So it is a process in which the representatives of a labour organization & the representatives of business organization meet and attempt to negotiate a contract or agreement, which specifies the nature of employee-employer union relationship.
What You Need to Address When Going into Business with SomeoneKieran McCarthy
A look into how to prevent preliminary business issues from derailing your company. A quick look at Non-disclosures, Non-solicitations, and other documents and contingencies you should address.
Similar to HR Guide to Employee Conflict & Resolution (20)
The National Labor Relations Board (NLRB) has approved of a social media policy that provides employees guidance on appropriate social media use without restricting discussions of working conditions. The approved policy outlines examples of prohibited conduct such as discrimination and threats rather than broad restrictions. It allows employees to discuss topics like salaries and working conditions, but asks they do so in a respectful manner and not disclose confidential company information. The NLRB views this policy as balancing employees' social media use with protecting the employer's legitimate interests.
Talent Management Principles In Performance ManagementLakesia Wright
This whitepaper discusses 12 fundamental principles for effective talent management based on scientific research on employee behavior. The four core principles, referred to as ROAD, are respecting employees, clarifying objectives, increasing awareness, and creating dialogue. Respect involves recognizing employees and their goals. Clarifying objectives means clearly defining job goals. Increasing awareness is providing feedback to help employees learn. Creating dialogue is open communication. The other eight principles relate to accountability, development, performance standards, visibility, career growth support, potential evaluation, goals, and strategic engagement. Understanding these principles can improve talent management programs and better influence employee behavior.
Customer Service Relationship Marketing StrategiesLakesia Wright
This document provides an overview of customer relationship management (CRM) strategies in the financial services industry. It discusses the benefits of relationship marketing over transactional marketing and the importance of customer retention. The document examines how to identify profitable customers and reduce customer defections through effective CRM strategies. These include segmentation techniques to target the most valuable customers and implementing rescue plans to retain customers considering switching providers. The document also discusses achieving high customer satisfaction through quality service and the implications of e-commerce for CRM strategies in financial services.
The document discusses strategies for banks to increase revenue in challenging economic environments. It recommends focusing on cross-selling additional products to existing customers, leveraging branch networks as distribution points, expanding small business lending, and using customer credit data to identify other opportunities. The document also suggests that mergers or acquisitions may be necessary for some banks to achieve necessary scale, expand into new markets, and diversify their business lines in order to survive difficult conditions.
Christopher Columbus first sighted Jamaica in 1494, and it was conquered by Spain in 1509. [1] England captured Jamaica from Spain in 1655 and formally acquired it in 1670. [2] Sugarcane plantations and African slavery grew significantly in the 18th century, making Jamaica a leading sugar producer. [3] Jamaica transitioned to independence in the 1960s after withdrawing from the West Indies Federation in 1961.
1. The document discusses the differences between traditional food supply chains and values-based food value chains. Traditional supply chains focus on competitive relationships and maximizing profits, while value chains emphasize collaborative strategic partnerships and fair treatment of all partners.
2. Value chains are distinguished by business relationships built on trust and win-win partnerships, as well as products differentiated by attributes like environmental stewardship. Mid-tier value chains connect mid-sized independent businesses producing significant volumes of differentiated food.
3. Successful value chains require high performance, trust, shared values and vision, transparency between strategic partners, and joint decision-making. They balance scale with product differentiation and cooperation with competition.
This document discusses opportunities in the global remittance market, specifically regarding unbanked immigrant populations. It notes that over $500 billion is sent globally in remittances annually, with the majority going to families in developing countries. Prepaid debit cards linked to mobile phones show promise as a lower-cost remittance solution that could also help connect immigrants and families to the formal banking sector. Such mobile-enabled cards allow instant international money transfers at a fraction of traditional fees and provide a gateway to additional financial services. Facilitating banking access could shift some business from money transfer companies and support greater financial inclusion and economic development.
There are different types of franchises based on the industry sector, development model, and level of franchisee involvement. Industry sectors range from fast food to automotive to direct marketing. Development models include company-owned units, joint ventures, unit franchises, and area developers. Franchise types identify the work involved and can include retail, management, single operator manual, single operator executive, and investment franchises. Understanding these franchise concepts is important for franchisees to choose an opportunity that matches their goals.
This document discusses food distribution and non-food items in camp settings. It emphasizes that equitable access to adequate food and essential non-food items is important to ensure people's survival, health, well-being and dignity. The participation of camp residents, especially distribution committees, is key in designing fair distribution systems and procedures. Regular assessments and monitoring are also needed to understand needs and address any issues with the quantities or quality of distributed items.
This document discusses tourism distribution channels which bring together travelers and tourism service providers. It describes the main operating sectors of the tourism industry and explains three types of distribution channels - direct, two-level, and three-level - outlining their key characteristics and advantages. Specialized intermediaries that operate within these channels are also overviewed.
This document discusses relationship marketing and service quality. It analyzes different models of service quality and their limitations in assessing quality in long-term relationships. It then examines the Liljander-Strandvik relationship quality model in more detail for its strengths and weaknesses. The objectives are to analyze how well service quality models fit relationship marketing, identify the main dimensions of relationship quality, and determine the relative impact of service quality on loyalty compared to other relationship quality factors.
This document discusses the concept of service loyalty and its importance for maintaining long-term customer relationships. It argues that service loyalty, defined as a firm's commitment to providing consistently superior quality service, precedes customer loyalty. To achieve service loyalty, firms must exceed customer expectations, develop emotional connections with customers through employees, and innovate service continuously. The position of quality in services has shifted from a peripheral value-add to the core of the service promise. Firms that can offer loyal service will gain an advantage in fulfilling current needs and anticipating future needs to surprise and delight customers.
This document discusses the challenges of marketing for professional service firms. Some key barriers to effective marketing mentioned include:
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3) The nature of professional services means marketing is relationship-driven through partners' networks, so marketing is seen as supplementary rather than essential.
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The document provides a template for writing a business plan with sections for executive summary, business description, market definition, products/services, organization, marketing/sales, finances, and appendices. It includes guidance on what to include in each section and the key information the reader should understand after reading it. The executive summary should enthusiastically describe the business in less than 2 pages. The business description section outlines the company mission, vision, goals, history, and leadership.
This document provides a template for tracking monthly spending across various budget categories like housing, food, transportation, savings, and more. It includes common expenses within each category and spaces to record the average expense per month and personal spending goals. The goal is to help individuals average variable expenses and calculate periodic costs to develop a complete monthly budget.
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This working paper explores organizational structures in the fast moving consumer goods (FMCG) sector in the UK. It discusses how companies have implemented structures to better integrate retailer-focused sales departments and brand-focused marketing departments in response to increasing retailer power. Specifically, it examines the roles of trade marketing and category management in integrating sales and marketing strategies and functions. The paper is part of a broader study on the antecedents and consequences of sales-marketing integration within companies.
The document discusses how sales managers can optimize their effectiveness through virtual sales management. It finds that sales managers currently spend over 60% of their time directly supporting sales teams through selling, coaching, and pipeline management. However, these activities are often less effective when salespeople work remotely. The document proposes that virtual tools like video conferencing can help managers remotely conduct sales calls, coaching sessions, and pipeline reviews. This allows managers to support more salespeople each day while freeing up their time for other tasks. Recording virtual meetings also provides benefits like tracking best practices.
The document provides an overview of the history of the hotel industry through short biographies of important founders and developers. It discusses influential figures like Ellsworth Statler, Conrad Hilton, Cesar Ritz, and Kemmons Wilson who established some of the first major hotel chains. It also outlines key innovations and trends that shaped the industry, such as the limited-service hotel concept, technological advances, marketing emphasis, and the impact of events like 9/11.
3. Table of Contents
2 Why a Book on 21 Reading From the Same Page
Dispute Resolution? Issue-based problem-solving checklist
Is This Publication for You?
Coming to terms—defining words 21 The Right Words and
the Right Questions
4 When There Are Differences— Let questions open, not shut, doors
Conflicts and Ways of Dealing Take it one at a time
With Them Reflect, repeat and rephrase
Do you need appropriate dispute Make your point and listen to others
resolution in your workplace?
Conflicts—the good
Conflicts—the bad and the ugly 23 Facilitation—Bringing
Better sooner than later— in Outside Help
the case for early intervention
Finding suitable help—what to look
for in facilitators and consultants
6 Building Better Workplaces
Through Issue-Based Problem- 25 Resolving Differences in the
Solving Workplace—Why Should You Care?
The following steps will help you prepare Adding up the advantages
for using issue-based problem-solving
Get ready Added bonuses in the workplace and beyond
Get set
Go!
27 Putting Problem-Solving to
Step 1—exploring issues Work in Unionized Environments
Step 2—understanding interests
Case 1: A different path to agreement
Step 3—developing options
Case 2: Dealing with workplace harassment
Step 4—choosing a solution and discrimination
First Cut—interests
Second Cut—resources
Third Cut—saleability 29 Government Contact Information
Step 5—implementing the solution Alberta Employment and Immigration
Step 6—evaluating the outcomes Other provincial government resources
A matter of respect
1