The document discusses employee relations, including the relationship between employers and employees, management practices, and processes related to employee relations. It covers several key aspects of employee relations such as the need for effective employee relations, linking employee relations to business objectives and strategies, causes of conflicts between employers and employees, and methods for resolving such conflicts. Effective employee relations can provide benefits like improved organizational performance, productivity, and staff satisfaction.
The document discusses employee relations, including the relationship between employers and employees, management practices, and processes related to employee relations. It covers several key aspects of employee relations such as the need for effective employee relations, linking employee relations to business objectives and strategies, causes of conflicts between employers and employees, and methods for resolving such conflicts. Effective employee relations can provide benefits like improved organizational performance, productivity, and staff satisfaction.
The document discusses employee relations, including the relationship between employers and employees, management practices, and processes related to employee relations. It covers several key aspects of employee relations such as the need for effective employee relations, linking employee relations to business objectives and strategies, causes of conflicts between employers and employees, and methods for resolving such conflicts. Effective employee relations can provide benefits like improved organizational performance, productivity, and staff satisfaction.
The document discusses employee relations, including the relationship between employers and employees, management practices, and processes related to employee relations. It covers several key aspects of employee relations such as the need for effective employee relations, linking employee relations to business objectives and strategies, causes of conflicts between employers and employees, and methods for resolving such conflicts. Effective employee relations can provide benefits like improved organizational performance, productivity, and staff satisfaction.
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Management Practices & Processes
Associated with Employee Relations
Relationship to business objectives and
business strategy Employee relations refers to the total relationship between an employer (and their representatives) and the employee (and their representatives) in regard to the establishment of conditions of employment. In the past, the term industrial relations has been used to describe this relationship; however, this has largely been replaced by the broader term workplace relations. Although the two areas are similar, industrial relations usually refers to the resolution of conflict between employers and employees, while employee relations is an approach that incorporates all the issues in the employeremployee relationship in the workplace, including recruitment, equal opportunity, training and development, and organisational structure.
relations
Need and objective for employee
From the employee relations perspective, an employee is an asset
rather than a cost, and open communication and goal orientation are encouraged. It is accepted that legitimate differences exist in workplaces, but the aim is to reduce conflict through effective procedures and relationships. Organisations are continually examining ways to improve competitiveness and profitability. Central to these objectives is the effectiveness and efficiency of employees. A business seeking to improve performance will use its employee relations processes to: > encourage an effective workforce as a way of adding value to all areas of its organisational performance. > focus on using specific strategies to retain, reward and motivate effective and skilled employees.
Criteria which are critical in determining legal
disputes over the employment contract. An employer, for legal purposes: > exercises control over employees > has responsibility for payment of wages > holds the power to dismiss employees. An employee is a worker under an employers control. Control may involve: > the location of the workplace > the way in which the work is performed > the degree of supervision involved.
Linking employee relations to business objectives
and strategy Profit and Profitability : Productivity improvements usually lead to increased profitability, relating wages to productivity can create a strong link between employee relations processes and business objectives. Customer and staff satisfaction : A healthy workplace relations environment is likely to lead to greater staff satisfaction, and so influence the satisfaction of customers. Improving product quality : A healthy, relatively conflict-free workplace can contribute to the willingness of employees to participate in quality improvement activities.
Contd. Acting ethically : The business objective of being recognised as an ethical organisation can assist in the negotiation of difficult employee relations issues. Social responsibility : Recognition of the family responsibilities of its employees is an important indicator of a strong culture of social responsibility within any organisation.
Benefits of effective employee relations
superior overall organisational performance (in sales, growth, market share and customer satisfaction) success in international markets fewer industrial disputes higher productivity more effective enterprise agreements fewer workplace accidents lower staff turnover and absenteeism.
Stakeholders in the employee relations
process Stakeholders in the organisation
Stakeholders in the operating env.
Employees. Employers.
Trade unions. Employer associations.
Historical background to employee relations
in India The India labour movements is 150 years old (1850s to 1870s). Madras labour union, mill workers (1918). AITUC (1920), organized labour movement. INTUC (1947), splitted from AITUC due to political land scape of India. Trade union act of 1926 provided a legal framework for the registration,formation and administration of trade union.
Centralised and decentralised
approaches A centralised system of employee relations is one in which central tribunals or the organizations decide the wages and employment conditions of all employees. A decentralised system is one in which direct negotiations occur between an individual employer and either individual employees, groups of employees or the representatives of those employees.
Centralized System- advantages & disadvantages
De-Centralized System- advantages & disadvantages
Role of human resource manager in
decentralized evnm
Industry-wide Awards, collective agreements and
individual agreements The decentralisation of employee relations has resulted in a shift from industry-wide Awards to agreements determined at the enterprise level. Awards now provide only a safety net of minimum conditions, while collective and individual agreements provide the opportunity for employees to gain improved pay and conditions in return for improvements in productivity. The significance of industry-wide Awards today is that they provide a set of minimum employment standards for employees working within an industry. Although, in most cases, the process of enterprise bargaining has provided the opportunity for employees to gain employment conditions that improve on these minimum standards.
Contd. A collective/enterprise agreement is a negotiated agreement between an employer and a union or a group of employees. The agreement deals with the pay and conditions of people employed in that workplace or enterprise. A common law individual (employment) contract covers employees who are not under any award or collective/enterprise agreements. They are most common among professional and managerial employees. Such contracts are signed individually and are secret; that is, not open to public scrutiny.
Causes of conflict 1. Disputes relating to negotiation of awards and collective/enterprise agreements. These issues include disputes about: remuneration, which includes matters such as wages, allowances, entitlements and superannuation. employment conditions, such as working hours, leave, benefits, and other general employment conditions. other agreement related matters, such as job security and other causes relating to the process of enterprise bargaining negotiation.
Contd. 2. Disputes relating to outside awards and collective/enterprise agreements. These issues include disputes about: health and safety that relate to physical working conditions, including safety matters, and workers compensation provisions, protective clothing and equipment, and employee amenities job security issues, such as retrenchment of employees, downsizing, restructuring, use of contractors, and outsourcing managerial policy issues, such as discrimination, Award restructuring, terms and conditions of employment, promotion, discipline, personal disagreements and changing work practices.
Contd. union issues dealing with matters that relate to employer approaches to the union, inter-union and intra-union disputes (demarcation disputes), sympathy stoppages in support of employees in another industry, and recognition of union activities other non agreement related matters, including political or social protests, such as the Green Bans: bans imposed by trade unions on any development that is considered harmful to the environment or an area of historical significance.
Resolution of conflict Negotiation is the least formal method of dispute resolution, in that it involves direct discussions between the parties, without the involvement of external third parties. Mediation is a more formal method of dispute resolution, in that it involves the assistance of a third party. The third party assists the parties in dispute to work towards their own agreement, but will usually not offer suggestions or solutions, preferring to allow the parties to develop the agreement in their own terms.
Contd. Factfinder is a neutral party studies the issues in a disputes and makes public recommendation for a reasonable settlement. Arbitration the definitive type of third party intervention in which the arbitrator usually has the power to determine and dictate the settlement terms. Grievance procedure provides an orderly system whereby the employee and employer can resolve matters relating to complaints about wages, hours, working conditions or disciplinary action.
Grievance procedures
Case studies 1. Maruti
Thank You Topic suggested by Rahul Laxman Reference
Team Members. Vishnu Soman Denny Manoj Karan Baiju Thivish Rooban Vishnu Prasad Jithn P M Sarun P V
