HRM - Employee Relations Slides
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Employers' Associations represent companies within an industry and provide services to members like research and influencing government policies. Trade Unions represent employees to protect their interests through collective bargaining on issues like pay, working conditions, and dealing with disputes. Large unions like Unison and TGWU represent over a million workers each. Collective bargaining allows trade unions to negotiate changes to working conditions with employers on behalf of employees.
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Employee relation
Employee relations encompass the formal and informal relationships between managers and employees. The key goals of employee relations are to gain employee commitment to organizational goals, ensure acceptance and implementation of organizational change, and resolve conflicts. Employee relations involve players such as employers, employees, unions, and public bodies. Mechanisms for managing employee relations include consultation, participation, communication, collective bargaining, and legal regulation. Employee relations are also influenced by external factors such as the labor market and government policies.
Employee Relations
The document discusses employee relations and outlines several key aspects of maintaining good employee relations. It discusses the importance of communication between employers and employees as well as among employees. Specifically, it outlines downward communication from employers to employees regarding training, benefits, safety, career development and other topics. It also discusses upward communication from employees to employers through feedback and performance appraisals. Finally, it discusses the advantages of maintaining good employee relations such as reduced absenteeism, improved morale and motivation, and increased productivity.
Industrial relations
Industrial relations encompass employment relationships and interactions between management and employees or among employees. There are various approaches to defining and analyzing industrial relations, including institutional, social psychology, and class-based definitions. Theories also examine factors like human resource management, employment relations, and the objectives and nature of industrial relations. Unions, management, and government all play important roles in industrial relations systems.
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The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
Human Resource Management
This document provides an overview of human resource management (HRM). It begins with an introduction and definitions of HRM. It describes the wide scope of HRM, which covers all major activities in an employee's work life from hiring to departure. Key differences between personnel management and HRM are outlined. The functions of HRM include staffing, development, compensation, and integration. Objectives of HRM are to meet societal, organizational, functional, and personal goals. The evolution of HRM in India from welfare to a business partner role is reviewed. Studying HRM is important because people are an organization's core strength and competitive advantage.
Worker education
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Compensation management
This document discusses compensation management and various components of employee remuneration. It covers direct compensation including base pay, incentives, and benefits, as well as indirect compensation such as job context, responsibilities, and growth prospects. It also discusses concepts related to wages, including minimum wage, living wage, fair wage, and different types of wages. Components of the wage structure and factors influencing wage and salary administration are also summarized.
Employee Relations
Employee Relations is an ongoing relationship-building process. The ppt describes several aspects and models of Employee Relations.
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Employee relation
Employee relations encompass the formal and informal relationships between managers and employees. The key goals of employee relations are to gain employee commitment to organizational goals, ensure acceptance and implementation of organizational change, and resolve conflicts. Employee relations involve players such as employers, employees, unions, and public bodies. Mechanisms for managing employee relations include consultation, participation, communication, collective bargaining, and legal regulation. Employee relations are also influenced by external factors such as the labor market and government policies.
Employee Relations
The document discusses employee relations and outlines several key aspects of maintaining good employee relations. It discusses the importance of communication between employers and employees as well as among employees. Specifically, it outlines downward communication from employers to employees regarding training, benefits, safety, career development and other topics. It also discusses upward communication from employees to employers through feedback and performance appraisals. Finally, it discusses the advantages of maintaining good employee relations such as reduced absenteeism, improved morale and motivation, and increased productivity.
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Human Resource Management
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This document summarizes key topics in labor relations and collective bargaining. It discusses the history of labor unions and legislation in the United States, including the Wagner Act, Taft-Hartley Act, and National Labor Relations Board. It also covers the unionization process, collective bargaining process, and critical issues currently facing unions such as declining membership.
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The document discusses the definition, objectives, and functions of trade unions. It notes that trade unions are formed to regulate relations between workers and employers, and to impose conditions on businesses. Their key objectives are to improve wages and working conditions for employees through collective bargaining and other means. The functions of trade unions can be categorized as militant (fighting for workers' rights), fraternal (providing welfare benefits), political, and those related to participation in management issues.
Hrm Wage Salary Administration
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Industrial Relations (Chapter 1: Introduction)
Industrial relations are the relationship between management and employees or among employees and their organization. Industrial relation deal with either the relationships between the state and the employers and the workers organization or the relation between the occupational organizations themselves. The ILO uses the expression to denote such matters as freedom of association and the protection of the right to organize, the application of the principles of the right to organize, and the right of collective bargaining, collective agreements, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organizations at various levels of the economy.
The term Industrial Relations refers to relationship between Management and Labor or among Employees and their organizations that characterize or grow out of employment. Theoretically speaking, there are two parties in the employment relationship labor and management. Both parties need to work in a spirit of cooperation, adjustment and accommodation. In their own mutual interest certain rules for co-existence are formed and adhered to. Over the years, the State has also come to play a major role in Industrial Relations one, as and initiator of policies and the other, as an employer by setting up an extremely large public sector.
Industrial Relations
Industrial relations refers to the relationships between management and workers in an industrial organization. It involves aspects like trade unionism, collective bargaining, worker participation, and resolving industrial disputes. The relationships are complex and involve managers, workers, and government agencies. Maintaining cooperation and resolving conflicts are important for sound industrial relations. Various approaches like unitary, pluralist, and Marxist view industrial relations and conflicts differently. Dunlop's systems approach views industrial relations as an independent social system influenced by societal factors. Challenges to sound industrial relations include issues related to work nature, compensation, trade unions, employer flexibility, and organizational climate. Developing trust, democratic unions, industrial peace, feedback and a professional approach can help build sound industrial relations.
Compensation and reward management-types of compensation
Compensation refers to the total cash and non-cash payments an employer provides to employees in exchange for their work. It includes regular wages as well as other types of pay and benefits. Compensation management involves designing and maintaining pay systems to improve organizational performance. Types of compensation include direct compensation like pay in the form of base salary and incentive pay, and indirect compensation like benefits such as paid time off, retirement plans, and services like housing and transportation assistance. The goal of compensation is to adequately and equitably reward employee contributions towards organizational objectives.
Discipline, Grievance and Industrial Relations.
This document discusses various topics related to industrial relations and labor management including discipline, grievances, industrial disputes, and collective bargaining. It defines key terms like positive and negative discipline, causes of indiscipline, approaches to handling grievances, forms of industrial disputes like strikes and lockouts, and the industrial disputes settlement machinery involving conciliation, arbitration, and adjudication. It also covers objectives of industrial relations, approaches to managing relations, and the collective bargaining process between labor and management.
Industrial relations & concept and approaches
This document discusses industrial relations and provides definitions, perspectives, approaches, factors, and conditions that influence industrial relations. It defines industrial relations as concerning employee-employer relations and the study of attitudes, relationships, and procedures between labour and management. The document outlines psychological, sociological, human relations, systems, and Marxist perspectives on industrial relations and discusses conditions necessary for good relations such as constructive attitudes, clear policies, and enlightened trade unions.
Employee Relations
The document provides an overview of employer-employee relations from different perspectives including management, employees, and labor unions. It discusses models of employer-employee relations ranging from total congruence of interests to polarization of interests. It also examines employer-employee relations at the micro level of individual enterprises and at the macro national level. Additionally, it outlines management rights and employee rights as well as the role of labor unions in collective bargaining.
Compensation dimensions
Compensation Dimensions (Payment for Work and Performance, Payment for Non-working Days, Loss of Job Income Continuation Benefit, Disability Income Continuation Benefit, Deferred Income, Spouse/Family Income Continuation Benefit, Health, Accident and Liability Protection, Income Equivalent Payments)
INDUSTRIAL RELATION
The document defines industrial relations as the complex inter-relations between workers, managers, and the government. It involves the systems and procedures used by unions and employers to determine employment conditions and regulate how employers treat employees.
Industrial relations can be seen as having two aspects - cooperation and conflict. This dynamic relationship alternates between cooperation and conflict, then back to cooperation. The main aspects of industrial relations are promoting healthy labor-management relations, maintaining industrial peace, and developing industrial democracy. Parties to industrial relations include labor unions and management.
The objectives of industrial relations are to establish sound relationships between workers and management, avoid industrial conflicts, and improve economic conditions and living standards for workers. Maintaining harmonious industrial relations improves
hrp micro and macro level
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
Industrial Disputes: Dispute Settlement Methods and Machinery
This document discusses various methods for resolving industrial disputes between employers and employees, including collective bargaining, grievance procedures, conciliation, arbitration, and adjudication. It also defines key related terms like strikes, lockouts, layoffs, and retrenchment. Specifically, it provides 3 sentences on conciliation: Conciliation is a process by which representatives of workers and employers are brought together before a third party to resolve disputes through mutual discussion. The third party may be an individual or group aimed at persuading the parties to reach an agreement. Conciliation officers and boards can be appointed by the government to mediate in industrial disputes.
HR Practices in the UK
The document summarizes key HR issues and considerations for companies setting up in the UK, including:
- Having offer letters, contracts of employment, employee handbooks and comprehensive HR systems in place to avoid legal issues when problems arise.
- Common HR problems that can occur include retracting job offers, managing employee sickness, payroll, performance management, redundancy, termination, mergers and acquisitions.
- New legislation on unfair dismissal, tribunal fees, fit notes, national living wage, pensions, data protection, and immigration could impact companies setting up in the UK.
- Changes to immigration like increasing salary thresholds and charging fees for visas aim to tighten the system but may burden businesses.
Trade union
The document discusses the concept, characteristics, and functions of trade unions. It states that trade unions emerged to protect workers from exploitation as industrial establishments grew larger. They are voluntary associations formed by workers to promote their economic, social, and vocational interests through collective action. Trade unions negotiate with management on issues like wages and working conditions and provide job security to employees. The document also outlines different theories on why trade unions formed and discusses their structures at national and industry levels in India.
Industrial relations
This document outlines 8 key factors that affect industrial relations: institutional, economic, social, technological, psychological, political, enterprise-related, and global. Institutional factors include labor laws, unions, and collective bargaining agreements. Economic factors involve unemployment rates, economic cycles, and types of business ownership. Social factors comprise social groups, values, and status. Technological factors center around the type and rate of change of technology used. Psychological factors relate to attitudes and motivation levels. Political factors incorporate systems of government and involvement of political parties. Enterprise-related factors concern management styles and competition. Finally, global factors pertain to international relations, trade policies, and organizations like the ILO.
Employer and employee relations
Employee/employer relations describes the relationship between workers and employers and can involve collective bargaining through unions, individual bargaining, or employee participation methods. Collective bargaining occurs when a union negotiates on behalf of workers, while individual bargaining involves a single worker negotiating directly with management. If disputes arise over issues like pay or conditions, unions may engage in industrial action like strikes, and ACAS seeks to resolve disputes through arbitration.
Chapter 12 Employee relations
Employee relations involves protecting employee rights, handling grievances, and encouraging open communication between employees and management. It has five key aspects: employee involvement, communication, rights, discipline, and counseling. Counseling provides advice, reassurance, releases tension, clarifies thinking, and helps with reorientation. Discipline aims to encourage compliance and can be preventative or corrective. Positive discipline focuses on problems, gets agreement, and ensures commitments are met to reduce severe actions. Dismissing employees requires objective standards be communicated, performance issues documented, training provided, and time to improve given.
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Collective bargaining
The document discusses collective bargaining between unions and management. It covers topics like the collective bargaining process, preparing for negotiations, typical bargaining issues, ways to overcome negotiation breakdowns, ratifying agreements, and administering contracts. Collective bargaining aims to establish a union-management relationship and set rules for issues like wages, hours, and grievance procedures for the duration of the labor contract.
placement & induction
Placement involves matching qualified candidates to suitable job roles within an organization. It aims to improve employee morale and reduce turnover by considering a candidate's skills, abilities, and expectations. Induction is the process of introducing a new employee to their department, job role, and company work culture through orientation sessions and training. The goals of induction are to build employee confidence, reduce confusion, and help the new employee integrate within the organization.
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This document summarizes key topics in labor relations and collective bargaining. It discusses the history of labor unions and legislation in the United States, including the Wagner Act, Taft-Hartley Act, and National Labor Relations Board. It also covers the unionization process, collective bargaining process, and critical issues currently facing unions such as declining membership.
Trade union
The document discusses the definition, objectives, and functions of trade unions. It notes that trade unions are formed to regulate relations between workers and employers, and to impose conditions on businesses. Their key objectives are to improve wages and working conditions for employees through collective bargaining and other means. The functions of trade unions can be categorized as militant (fighting for workers' rights), fraternal (providing welfare benefits), political, and those related to participation in management issues.
Hrm Wage Salary Administration
Wage and salary administration aims to establish a scientific pay structure to avoid conflicts between employers and employees regarding fair compensation. It should consider economic, psychological, legal and growth factors. In India, wages are not fixed systematically due to poverty, unemployment and population issues. Time-rate and piece-rate wages each have benefits and drawbacks for workers and employers. Developing an effective pay system involves job analysis, evaluation, surveys, establishing pay grades and structures, and monitoring for adjustments.
HRP(Human Resources Planning
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
Industrial Relations (Chapter 1: Introduction)
Industrial relations are the relationship between management and employees or among employees and their organization. Industrial relation deal with either the relationships between the state and the employers and the workers organization or the relation between the occupational organizations themselves. The ILO uses the expression to denote such matters as freedom of association and the protection of the right to organize, the application of the principles of the right to organize, and the right of collective bargaining, collective agreements, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organizations at various levels of the economy.
The term Industrial Relations refers to relationship between Management and Labor or among Employees and their organizations that characterize or grow out of employment. Theoretically speaking, there are two parties in the employment relationship labor and management. Both parties need to work in a spirit of cooperation, adjustment and accommodation. In their own mutual interest certain rules for co-existence are formed and adhered to. Over the years, the State has also come to play a major role in Industrial Relations one, as and initiator of policies and the other, as an employer by setting up an extremely large public sector.
Industrial Relations
Industrial relations refers to the relationships between management and workers in an industrial organization. It involves aspects like trade unionism, collective bargaining, worker participation, and resolving industrial disputes. The relationships are complex and involve managers, workers, and government agencies. Maintaining cooperation and resolving conflicts are important for sound industrial relations. Various approaches like unitary, pluralist, and Marxist view industrial relations and conflicts differently. Dunlop's systems approach views industrial relations as an independent social system influenced by societal factors. Challenges to sound industrial relations include issues related to work nature, compensation, trade unions, employer flexibility, and organizational climate. Developing trust, democratic unions, industrial peace, feedback and a professional approach can help build sound industrial relations.
Compensation and reward management-types of compensation
Compensation refers to the total cash and non-cash payments an employer provides to employees in exchange for their work. It includes regular wages as well as other types of pay and benefits. Compensation management involves designing and maintaining pay systems to improve organizational performance. Types of compensation include direct compensation like pay in the form of base salary and incentive pay, and indirect compensation like benefits such as paid time off, retirement plans, and services like housing and transportation assistance. The goal of compensation is to adequately and equitably reward employee contributions towards organizational objectives.
Discipline, Grievance and Industrial Relations.
This document discusses various topics related to industrial relations and labor management including discipline, grievances, industrial disputes, and collective bargaining. It defines key terms like positive and negative discipline, causes of indiscipline, approaches to handling grievances, forms of industrial disputes like strikes and lockouts, and the industrial disputes settlement machinery involving conciliation, arbitration, and adjudication. It also covers objectives of industrial relations, approaches to managing relations, and the collective bargaining process between labor and management.
Industrial relations & concept and approaches
This document discusses industrial relations and provides definitions, perspectives, approaches, factors, and conditions that influence industrial relations. It defines industrial relations as concerning employee-employer relations and the study of attitudes, relationships, and procedures between labour and management. The document outlines psychological, sociological, human relations, systems, and Marxist perspectives on industrial relations and discusses conditions necessary for good relations such as constructive attitudes, clear policies, and enlightened trade unions.
Employee Relations
The document provides an overview of employer-employee relations from different perspectives including management, employees, and labor unions. It discusses models of employer-employee relations ranging from total congruence of interests to polarization of interests. It also examines employer-employee relations at the micro level of individual enterprises and at the macro national level. Additionally, it outlines management rights and employee rights as well as the role of labor unions in collective bargaining.
Compensation dimensions
Compensation Dimensions (Payment for Work and Performance, Payment for Non-working Days, Loss of Job Income Continuation Benefit, Disability Income Continuation Benefit, Deferred Income, Spouse/Family Income Continuation Benefit, Health, Accident and Liability Protection, Income Equivalent Payments)
INDUSTRIAL RELATION
The document defines industrial relations as the complex inter-relations between workers, managers, and the government. It involves the systems and procedures used by unions and employers to determine employment conditions and regulate how employers treat employees.
Industrial relations can be seen as having two aspects - cooperation and conflict. This dynamic relationship alternates between cooperation and conflict, then back to cooperation. The main aspects of industrial relations are promoting healthy labor-management relations, maintaining industrial peace, and developing industrial democracy. Parties to industrial relations include labor unions and management.
The objectives of industrial relations are to establish sound relationships between workers and management, avoid industrial conflicts, and improve economic conditions and living standards for workers. Maintaining harmonious industrial relations improves
hrp micro and macro level
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
Industrial Disputes: Dispute Settlement Methods and Machinery
This document discusses various methods for resolving industrial disputes between employers and employees, including collective bargaining, grievance procedures, conciliation, arbitration, and adjudication. It also defines key related terms like strikes, lockouts, layoffs, and retrenchment. Specifically, it provides 3 sentences on conciliation: Conciliation is a process by which representatives of workers and employers are brought together before a third party to resolve disputes through mutual discussion. The third party may be an individual or group aimed at persuading the parties to reach an agreement. Conciliation officers and boards can be appointed by the government to mediate in industrial disputes.
HR Practices in the UK
The document summarizes key HR issues and considerations for companies setting up in the UK, including:
- Having offer letters, contracts of employment, employee handbooks and comprehensive HR systems in place to avoid legal issues when problems arise.
- Common HR problems that can occur include retracting job offers, managing employee sickness, payroll, performance management, redundancy, termination, mergers and acquisitions.
- New legislation on unfair dismissal, tribunal fees, fit notes, national living wage, pensions, data protection, and immigration could impact companies setting up in the UK.
- Changes to immigration like increasing salary thresholds and charging fees for visas aim to tighten the system but may burden businesses.
Trade union
The document discusses the concept, characteristics, and functions of trade unions. It states that trade unions emerged to protect workers from exploitation as industrial establishments grew larger. They are voluntary associations formed by workers to promote their economic, social, and vocational interests through collective action. Trade unions negotiate with management on issues like wages and working conditions and provide job security to employees. The document also outlines different theories on why trade unions formed and discusses their structures at national and industry levels in India.
Industrial relations
This document outlines 8 key factors that affect industrial relations: institutional, economic, social, technological, psychological, political, enterprise-related, and global. Institutional factors include labor laws, unions, and collective bargaining agreements. Economic factors involve unemployment rates, economic cycles, and types of business ownership. Social factors comprise social groups, values, and status. Technological factors center around the type and rate of change of technology used. Psychological factors relate to attitudes and motivation levels. Political factors incorporate systems of government and involvement of political parties. Enterprise-related factors concern management styles and competition. Finally, global factors pertain to international relations, trade policies, and organizations like the ILO.
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Employer and employee relations
Employee/employer relations describes the relationship between workers and employers and can involve collective bargaining through unions, individual bargaining, or employee participation methods. Collective bargaining occurs when a union negotiates on behalf of workers, while individual bargaining involves a single worker negotiating directly with management. If disputes arise over issues like pay or conditions, unions may engage in industrial action like strikes, and ACAS seeks to resolve disputes through arbitration.
Chapter 12 Employee relations
Employee relations involves protecting employee rights, handling grievances, and encouraging open communication between employees and management. It has five key aspects: employee involvement, communication, rights, discipline, and counseling. Counseling provides advice, reassurance, releases tension, clarifies thinking, and helps with reorientation. Discipline aims to encourage compliance and can be preventative or corrective. Positive discipline focuses on problems, gets agreement, and ensures commitments are met to reduce severe actions. Dismissing employees requires objective standards be communicated, performance issues documented, training provided, and time to improve given.
Compensation management
Compensation management involves balancing the work-employee relationship through providing both monetary and non-monetary benefits to employees. It includes components such as pay, bonuses, stock options, health insurance, retirement benefits, and other perks. CEO compensation specifically refers to the total remuneration package of a company's Chief Executive Officer.
Top 10 employee relations interview questions and answers
This document provides resources for employee relations interviews, including:
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The document discusses strategic employee relation strategies and performance management. It outlines different approaches to employee relations like adversarial, traditional, partnership and power sharing. It also discusses developing high performance work systems through analyzing business strategy, defining performance culture, identifying gaps, and prioritizing and implementing improvements.
Employee relation
Employee relations refer to the relationships between employees within an organization. Healthy employee relationships are important for employees to feel comfortable, motivated, and able to work together effectively to achieve organizational goals. Maintaining positive employee relations requires transparent communication, encouraging teamwork and collaboration, and making sure employees feel valued through recognition and opportunities. Managers play a key role in modeling good behavior and ensuring information is shared openly to strengthen relationships among employees.
Compensation Management
Compensation management involves managing all forms of financial returns and benefits that employees receive as part of their employment. It aims to attract capable employees, motivate performance, and reduce employee turnover. Elements of compensation include wages/salaries, bonuses, economic benefits like paid holidays, insurance contributions, transport and medical facilities, and retirement benefits. Key factors that determine compensation are labor supply and demand, cost of living, productivity, and profits. Job evaluation determines the relative worth of jobs in an organization. Common types of wages include minimum wages, fair wages, living wages, and skill or competency-based pay plans. Compensation management also addresses pay equity and uses incentives like service awards, profit sharing, and stock options to further motivate employees.
Performance Appraisal
This ppt is for all those who have interest in Performance management. Let it be employee or employer.
Every employee waits whole year in dreams of getting of good appraisal next year . He should be well prepared for it in advance.
Similarly people how are in HR department or Management should be also very much prepared to face question, and answer the query without any ego or attitude in benefit of organization.
Training & Development
Training involves teaching new employees basic job skills, while development refers to opportunities to help employees grow. At Motorola, training and development needs are calculated as standard performance minus actual performance. Motorola established its university in 1989 and pioneered self-directed learning using tools like audio tapes, videos, and CD-based training. Training programs are implemented by organizing training facilities, scheduling programs, and monitoring trainees, while evaluations assess strengths, improvement areas, and identify high- and low-performing trainees. Some external training agencies include Safety Skills, Cubiks, Element K, and Mentorware.
Workplace safety and health
The document discusses strategies for improving workplace safety and health, noting that organizations can benefit from fewer injuries and costs when workplaces are safe and healthy, while unsafe workplaces can result in injuries, disease, deaths and high economic costs. It outlines various hazards in the workplace, including organizational factors, individual qualities, and violent employees, as well as common workplace stressors. The document recommends strategies like accident prevention, ergonomics, health and safety committees, and addressing organizational change, the physical environment, and stress-prone employees.
Performance appraisal concepts and method
This document discusses various methods used for performance appraisal. It describes past-oriented methods like rating scales, confidential reports, essays and checklists that evaluate past performance. Future-oriented methods like management by objectives, 360-degree feedback, and psychological appraisals focus on future potential. The document emphasizes that performance appraisal is important to set goals, recognize performance, guide progress, identify problems, and improve performance. It also leads to competitive advantage by improving strategy, behavior, decision-making and ensuring legal compliance.
Performance Appraisal
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Occupational Health & Safety
This presentation summarizes common library workplace hazards, Queensland workplace health and safety legislation, employer and worker obligations, and the library's workplace health and safety representatives, committee, and risk management process. Common injuries include back injuries, neck strains, and slips and trips. The legislation outlines employer duties to ensure worker health and safety. Workers must follow safety instructions and not endanger others. The library has officers, a committee, and encourages all staff to be involved in identifying hazards, assessing risks, and implementing controls. Training covers safe procedures, equipment use, hazard identification, and emergency procedures.
Compensation ppt
Compensation management involves designing total compensation packages to attract, motivate and retain employees. It includes direct monetary compensation like salary and incentives, as well as indirect compensation like benefits. Compensation objectives are to recruit and retain talent, boost morale and performance, and ensure legal and internal pay equity. Various factors like an employee's role, skills, market pay and organizational budget affect compensation. Common components of compensation include salary, bonuses, statutory benefits, and stock ownership plans.
Training and development slides (2)
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Training and development ppt
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training & development ppt
Role of Training & Development, identifying training needs, process, Reasons to conduct training, Factors influencing Training & Development
Training ppt
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
HRM Employee Safety & Health
The document discusses employee safety and health. It outlines management, supervisor, and employee responsibilities to ensure a safe and healthy workplace. Management must design safe systems of work, exhibit commitment to safety, inspect the workplace for hazards, establish procedures to address safety issues, develop training programs, set up health and safety committees, monitor safety policies, and develop action plans. Supervisors must monitor for hazards, correct unsafe conditions, ensure training is provided, and investigate accidents. Employees must work safely and report any safety issues. The document also discusses causes of accidents, laws governing occupational safety, and ways to prevent accidents through programs and reducing unsafe acts during employee selection and placement.
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Business studies Chapter 15 revsion
Trade unions are formal groups formed by employees to protect their rights and represent their interests to employers. They negotiate on issues like wages, benefits, and working conditions. There are different types of trade unions like craft unions for skilled workers and general unions for mixed occupations. Workers join unions to gain benefits like improved pay and conditions, support against unfair treatment, and pensions. Employers sometimes prefer single-union agreements for clearer negotiations and relationships with one main union. If negotiations fail, unions may engage in industrial action like strikes to put pressure on employers.
Employee involvement participation
The document discusses various perspectives on employee involvement and participation in decision making, including unitarist, pluralist, and Marxist views. It also examines different levels of control workers may have, forms of participation, factors pushing for greater participation, and mechanisms used for direct and indirect participation. Barriers to effective participation are also outlined.
negotiation and collective bargaining
This document discusses collective bargaining and negotiation processes between employees and employers. It covers key topics such as mandatory and voluntary bargaining issues, illegal issues that cannot be discussed, preparing for negotiations, common negotiation strategies like distributive and integrative bargaining, the roles of mediators and arbitrators, reasons for and types of strikes, grievance procedures, and preventing grievances. The overall purpose is to provide an overview of collective bargaining concepts and processes to approach negotiations in a real-world context.
Worker for participation in management
Worker participation in management involves workers and management sharing information and participating in decision making. There are various levels and forms of participation, from informative to consultative to administrative to decision-making levels. Effective worker participation can increase productivity and industrial harmony through mutual understanding between workers and management. However, participation in management programs in India have had limited success due to lack of initiative, ideological differences, and management's reluctance to share power.
trade union
Trade unions are organizations that represent workers in negotiations with employers over wages, hours, and working conditions. Unions engage in collective bargaining to negotiate labor contracts on behalf of their members. The agreements reached are binding on both the union members and the employer. Trade unions in India represent workers in the organized sector as well as the large informal sector. They have a membership structure and work to achieve economic benefits and better treatment for workers. Industrial disputes can arise due to various causes, and unions use methods like strikes and negotiations to achieve their objectives.
Collective Bargaining.ppt
The document discusses key aspects of collective bargaining including:
1) Collective bargaining is a process between employers and unions to negotiate terms of employment such as pay, hours, and working conditions.
2) Unions organize to gain better wages, hours, and protections for workers and to have a voice in the workplace.
3) Successful collective bargaining requires a favorable political climate, strong unions, and both parties bargaining in good faith.
Chapter 8 industrial relations notes ...
This document summarizes key concepts in industrial relations, including:
1) The changing nature of employment relationships from centralized regulation to decentralized agreements and contingent work.
2) The roles of trade unions and employer associations in collectively bargaining for workers and businesses.
3) Important industrial relations concepts like collective bargaining, grievance handling, and conflict management approaches.
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The document discusses various forms and levels of workers' participation in management in India. It outlines objectives like improving economic and social outcomes as well as worker motivation. Key forms discussed include works committees, joint management councils, workers' directors, and shop floor councils. The goal is to give workers influence over decision-making and improve communication between labor and management to increase productivity and reduce conflict. However, several factors like lack of competence and union opposition have limited the effectiveness of some participation methods.
Working life -_industrial_relations ob
Industrial relations involve the relationship between employers and employees. Good industrial relations are important and lead to ongoing discussions and the ability to settle disputes without strikes. Poor industrial relations result in disputes, strikes, lost pay and profits. Trade unions work to protect members' interests by negotiating wages, conditions, and representing members. Resolving disputes may involve workers and supervisors discussing issues, with escalation to union officials, management, and third parties like the Labour Relations Commission or Labour Court if needed.
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The document discusses the key concepts and processes in industrial relations, including collective bargaining, sound labor management relations, and conflict resolution. It defines industrial relations as the relationship between employers and employees regarding employment aspects. It also outlines John Dunlop's model of industrial relations which views it as a subsystem involving inputs, processes, and outputs.
Trade Unions Revision
A trade union is a group of workers who join together to improve pay and working conditions. Their aims include better wages, pensions, safety, holidays and equality. Trade unions have the right to represent members in negotiations, recruit new members, and take industrial action like strikes or overtime bans if needed. However, they also have responsibilities to represent members reasonably and not pressure others to join. Union members can participate by paying fees, attending meetings, voting for officials, reporting issues, and taking part in actions like strikes if a majority votes in favor.
Wpm
The document discusses worker empowerment and participation in management. It defines empowerment as allowing workers to take responsibility for improving their jobs and contributing to organizational goals. Worker participation involves giving workers influence over managerial decision making through various forms such as joint councils, worker directors, works committees, and grievance procedures. Successful participation requires a cooperative relationship between management and workers with trust and a genuine desire to understand each other.
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The document discusses industrial relations and trade unions. It defines industrial relations as the relationship between employers and employees, and the role of different parties in maintaining this relationship. Trade unions are defined as voluntary organizations formed by workers or employers to promote their collective interests. The objectives and requirements of a successful industrial relations program are outlined. The key principles, objectives, and functions of trade unions are explained, including their militant, fraternal, political and social roles. The document also covers grievance management procedures.
Trade Union.ppt
Trade unions are organizations formed by workers to protect their interests and achieve better working conditions through collective bargaining with employers. The main functions of trade unions are to represent workers, negotiate on their behalf, and give workers a voice in decisions that affect them. Trade unions also provide services to their members like training, welfare benefits, and help resolving issues. Workers join trade unions for greater bargaining power with employers, to reduce discrimination, and have a sense of security, participation, and belongingness. Unions are classified based on their ideology, the industries and trades they represent, and the types of agreements they have with employers regarding membership.
Collective Bargaining.pptx
Collective bargaining is a process of negotiation between employers and employees aimed at reaching agreements that regulate working conditions. It typically involves representatives of management and unions meeting to negotiate terms covering wages, hours, and other conditions, which are then documented in a collective bargaining agreement. Successful collective bargaining requires freedom of association, stable unions recognized by employers, good faith efforts to resolve differences, mutual respect between parties, and a supportive legal system. In Bangladesh, collective bargaining is governed by the Labor Act of 2006, but faces challenges from weak and unstable unions that do not represent most employees.
Unit 201 Employee Rights & Responsibilities
This document discusses employment rights and responsibilities legislation in the United Kingdom. It covers the main pieces of legislation such as the Employment Rights Act 1996, the Employment Relations Act 2004, and the Employment Act 2008. It describes the key rights and responsibilities outlined in these acts, such as minimum wage, holiday and sick leave, maternity and paternity leave, and protections against unfair dismissal. The document also discusses requirements for providing statements of employment and equality and diversity policies in the workplace.
IRLL
This document discusses collective bargaining and workers' participation in management. It defines collective bargaining as a process of negotiation between employers and workers' representatives to establish mutually agreeable employment conditions. It discusses key aspects of collective bargaining such as preparation, face-to-face bargaining, and agreement administration. It also discusses different forms of workers' participation in management, such as suggestion schemes, works committees, and joint councils. However, workers' participation efforts have faced challenges in India due to lack of interest, unwillingness to share power, and a focus on higher-level participation only. Effective participation requires progressive employer attitudes, education, communication, and mutual cooperation between labor and management.
Employee relations
Employee relations’ refers to the collective relationships that an employer has with its employees. These relationships may be with the entire employee group, or with smaller groups within it, but they are always with groups of employees.
Employee relations is about the relationship between employees and employer that is conducted through communication with trade unions, staff associations
or representatives of employees, or directly with groups of employees.
The relationship an individual has with the employer, for example by agreeing, as an individual, to attend work and to be bound by disciplinary rules, is not employee relations’.
Our approach
We believe in a dynamic approach. Employee relations needs managing. We are neither pro- nor anti-union. However, if a trade union is an obstacle to a client’s objectives, we reckon it is better to make plans to overcome this than to accept the status quo. So we may recommend that the company set up other channels of communication; or reduce the influence of the union; or
enhance one union at the expense of another. If no union is recognised, we also draw up plans that promote the client’s objectives. This may mean winning the support of the workforce through initiatives to promote a helpful
dialogue, for example.
There are statutory requirements for collective action, such as to consult about redundancy, or to provide information. We ‘manage’ these activities, to retain control of the agenda, information and timescales, rather than passively apply the legislation.
We reckon that efforts to talk to employees and tell them about the business are likely to help, rather than hinder, productivity.
What are unions
Unions negotiate collective bargaining agreements or union contracts with employers on behalf of union members. A union contract establishes terms of employment such as wages, benefits, hours, and grievance procedures. It is a legally binding agreement that aims to improve worker status while keeping the employer in business. If employers violate contract terms, unions can file grievances and potentially take disputes to arbitration. The goal of a union contract is to provide consistent rules and protections for all union workers.
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