employee relation full.doc

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A STUDY ON EMPLOYER AND EMPLOYEE RELATIONSHIP

AT SOFTECH GLOBAL SOLUTIONS

1.1 INTRODUCTION:

When an employer hires a new employee, he is not just bringing a new member

of the workforce aboard, he is also starting a new relationship. Because employers and

employees often work in close quarters, they necessarily develop relationships.

Managing these relationships is vital to business success, as strong relationships can lead

to greater employee happiness and even increased productivity. To reap these benefits,

keep the dynamics of your employer-employee relationship in mind.

Employer/employee relations refer to the communication that takes place

between representatives of employees and employers. Much of the employee relations

involve employees and employers working together. Indeed, part of the aim of the

European Union's social policy today is to create a system of shared responsibility of

employers and employees for working practices, conditions and other areas of working

life. This policy of shared responsibility is called co-determination.

Employee relations, industrial relations and labour relations are all terms that

refer to those aspects of HRM where employees are dealt with as group through

collective agreements with trade unions. It covers all the relations between employers

and employees in industry. Some scholars however see employee relations which are a

more recent term as broader and include employee participation in management

decisions, communications, policies for improving cooperation and control of

grievances and minimization of conflicts. The philosophy of HRM has led to a shift

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towards individualism rather than collectivism due to increased competition hence

leaner and more efficient organizations, restucturing, the market economy and free

enterprise are changing trade union legislation. This relationship is complex and multi-

dimensional e.g. it is influenced by the economic, social, political, psychological,

ethical and legal factors.

Employee relations cover the following issues:

Development, negotiation and application of formal systems of rules and procedures for

collective bargaining, handling disputes and grievances, and regulating employment.

Concerned with the formal and informal processes, which take the form of continuous

interactions between managers and shop stewards, trade unions etc,.

The bargaining structures, recognition of trade unions and procedural agreements and

practices, i.e. the collective relations between employers and trade unions.

Importance of employee relations

Improves cooperation between employers and employees

Minimize unnecessary conflict

Enable employees to play a part in decision making

Keep employees informed of decisions that concern them

Organizations interests those things employees would rather avoid e.g.

Meeting high output standards

Accepting managerial decisions

Disciplinary actions

Working long hours

Employees interests those which organizations are reluctant to provide e.g.

Increased wages

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Safe working conditions

Time off with pay

Shorter working hours per week

Pay for overtime etc

Discussions between employers and employees typically cover the following areas:

pay

bonuses

the work environment

disputes

work schedules

grievances

health and safety

hours of work

Production targets.

The Advisory, Conciliation and Arbitration Service (Acas) was set up in 1974 to

try and create more harmonious working relationships in this country. It negotiates in

disputes between employers and employees as well as establishing codes of practice and

principles for harmonious relationships. It has been tremendously successful in its work

because today there are relatively few major employment relations disputes in this

country. Where problems start to arise in a company, it is an easy process to consult with

Acas to find ways of improving relationships. Because Acas has experience of dealing

with so many workplaces it is able to suggest guidelines for harmonious relationships in

nearly all situations.

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Successful employer/employee relations involve striking a balance of interests.

From the employer's point of view, industrial relations is about having the right to

manage - the ability to plan for the future so that a company can continue to be a

success, to make profits for its shareholders and to keep its employees motivated. From

the employee's point of view, it is all about securing the best possible conditions and

living standards for employees.

High labour turnover

Where employees are not happy with working conditions this frequently leads to

high labour turnover, bad timekeeping, and high levels of absenteeism. It may also occur

in the form of slackness by individuals, poor working, and deliberate time wasting and

similar practices. Other evidence of discontent will be revealed in complaints, friction,

ignoring rules and apathy. There are a number of forms of organized trade union action,

including:

withdrawal of goodwill

a go slow

working strictly to the rules set out in work rulebooks and sticking rigidly to only doing

tasks set out clearly in a job description

refusing to work overtime

Going on strike.

All of these actions are undesirable:

They reduce company profitability, and its' ability to fulfill orders

They harm employment prospects, and reduce wages of employees

They lead to festering discontent

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They cause problems for customers and the economy as a whole.

Thus it is very important to create harmonious workplaces for the benefit of all

concerned. The work of Acas therefore is primarily concerned with outlining good

practice and models of harmonious working practice.

A trade union is an organized group of employees who have joined together in an

officially recognised organization to further their common interests. These employees

may have in common a skill, a trade, an industry, an employer or an occupation. Some

unions (general unions) are made up of workers in several industries. Trade unions are

formed, financed and run by their members.

Relationship Basics

Generally, employer and employee relationships should be mutually respectful.

The degree of closeness in these relationships will depend on both the employer and the

employee. Some employers opt to keep their employees at a distance and, in doing so,

ensure that there is no confusion as to the hierarchy that exists between them. Others

elect to become friendlier with their employees, seeing this as a way to amp up

employee happiness. While neither option is entirely right or wrong, it is wise to avoid

getting too close to employees, as doing so can cause the line between employer and

employee to become blurred.

Mutual Reliance

The employer-employee relationship should be one of mutual reliance. The

employer is relying upon the employee to perform her job and, in doing so, keep the

business running smoothly. Conversely, the employee is relying upon the employer to

pay her and enable her to support herself, and potentially her family, financially.

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Relationship Building

Just as with all relationships, the employer and employee relationship is one that

must develop over time. Employers can promote the building of relationships by

speaking candidly with their employees about their lives, asking them about their

families and learning about their interests. Similarly, employees can promote the

building of this relationship by being open with their employer and sharing information

about themselves and their lives.

Boundaries

Though the type of employee and employer relationship that is considered

appropriate varies from company to company, boundaries exist at almost all companies.

Generally, it is unwise for employers to develop romantic relationships with their

employees. Similarly, employers should exercise care to ensure that the relationship they

develop with one employee isn't notably closer than the relationships they develop with

others, as this can lead to concerns regarding favoritism or similar issues of unfairness

within the workplace.

Employer-Employee relationship identification:

Common law principles

Although the terms employer and employee are defined in the EHT Act, the Act

does not define the circumstances under which an employer-employee relationship

exists. It is necessary to establish whether the worker is hired under a contract of service

or a contract for service.

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A contract of service, or employer-employee relationship, generally exists when

a worker agrees to work for an employer, on a full-time or part-time basis, for a

specified or indeterminate period of time, in return for wages or a salary. The employer

has the right to decide where, when and how the work is to be done.

A contract for service, or business relationship, generally exists when a worker

agrees to perform specific work for a payer in return for payment. The self-employed

worker is not normally required to perform the services personally.

In order to determine whether a worker is an employee under a contract of

service or self-employed under a contract for service, reference must be made to

common law principles. The terms and conditions of the worker's employment are

examined and analyzed as they relate to the following four factors: (a) control (b)

ownership of tools (c) chance of profit/risk of loss and (d) integration. It is important to

note that one factor alone is not conclusive in the determination.

Control test

The control test is used to determine whether a person is in a position to order or

require not only what work is to be done, but also how it is to be done. Generally, in an

employer-employee relationship, the employer controls, directly or indirectly, the way

the work is to be done and the work methods used. The employer assigns specific tasks

that define the real framework within which the work is to be done. The payer exercises

control if he/she has the right to hire or fire, and decide where, when and how the work

will be done. If such is the case, then the hirer clearly exercises control over the worker,

who may then be considered to be an employee for EHT purposes. It is not necessary

that control actually be exercised, only that it can be exercised.

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Ownership of tools

In an employer-employee relationship, the employer generally supplies the

equipment and tools required by the employee. In addition, the employer covers the

following costs related to their use: repairs, insurance, transport, rental, and operation.

The main points to consider are:

The amount invested

The value of equipment and tools

The rental and maintenance of equipment and tools.

Ownership of the tools, however, is not always a determining factor. The fact

that a worker uses his or her own equipment when performing the work is not sufficient

to conclude that the person is self-employed, as all factors must be considered. In certain

occupations (e.g. auto mechanics, carpenters, photographers) it is customary for

employees to use their own tools.

Chance of profit/risk of loss

Generally, if an employer-employee relationship exists, the employer alone

assumes the risk of loss. The employer also generally covers operating costs, which may

include office expenses, employee wages and benefits, insurance premiums, and

delivery and shipping costs. The employee assumes little or no financial risk and is

entitled to his or her full salary or wages regardless of the financial health of the

business.

Integration or organization test

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The integration or organization test examines whether the tasks performed by an

individual form an integral part of the business (i.e. an employer-employee relationship

exists) as opposed to merely being accessory to the business (i.e. the individual is an

independent contractor).

The test will also determine whether the individual is in business in his or her own right

and provides services to another business as an independent contractor.

Part-time or casual workers

The fact that an individual may be employed on a part-time or casual basis has

no effect on whether the individual is considered to be an employee or a self-employed

individual for EHT purposes.

Duty of Employers

A persons job, like a persons business, is a highly valued possession that

pervasively affects the lives of the employee and his or her family. With stakeholders

everywhere, the relationship is laden with moral responsibilities.

In addition to the employers more obvious obligation to advance and protect the

reputation and financial well-being of the company, the employer has a moral obligation

to make business decisions in a manner that demonstrates concern for and seeks to

advance the welfare of employees.

This includes but goes beyond a duty to treat employees respectfully, to pay

them fairly and provide good working conditions. An ethical employer does not think of

employees only as a means to an end. Employees must be treated as a major stakeholder

group. Ethical employers consciously and consistently treat the promotion and

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protection of the well-being of employees as an important business obligation and

objective.

Companies should be loyal to workers as well as shareholders. Layoffs, plant

closings, and other dramatic events of this nature should be handled with caring and

sensitivity and as acts of great moral significance. The use of euphemisms such as

down-sizing or right-sizing may make managers feel better about the decision to

terminate jobs, but it does not change anything from a moral perspective. There are, of

course, situations where such actions are justified but they must be implemented in a

way that demonstrates genuine concern for employees who will lose their jobs.

Employees should always be treated with respect and it is the companys

obligation to see that individual managers do not abuse their power or mistreat their

subordinates. Kill-the-messenger behavior at any management level is improper, as is

any active or passive encouragement of dishonest reporting. Employees should feel free

to raise ethical or other issues without fear of retaliation.

Employees are entitled to count on the commitments of the employer especially

about central matters such as pay, raises, and promotions. Employers who chisel

employees, renege on promises, or treat them as if they were simply instrumentalities of

the organizations interests rather than ends in and of themselves fail to meet their moral

responsibilities.

Duty of Employees

Employees also have moral obligations, and they go beyond giving a full days

work for a full days pay. Loyalty goes both ways.

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Employees have moral duties to the organization, co-workers, and customers. If

an employer were secretly to look for a replacement for an employee by conducting

interviews behind the employees back, most employees would consider that an act of

betrayal. Why didnt you tell me my job was at risk? Why didnt you tell me that you

were unhappy with my work so I had a chance to improve? Does the employee owe the

employer less? When an employee, without any notice to an employer secretly looks for

a new job, often covering up interviewing time with deceptions or lies, is the conduct

any less untrustworthy?

When an employer decides to let an employee go, it is generally thought that the

employer should give the employee ample notice or severance pay. But what of the

ethics of the employee who walks into the boss office and says, I have an opportunity I

cant turn down and they need me to start this Friday? Because of the disparity in

power, many employees adopt a double standard that gives them more leeway than they

afford the employer. One aspect of this attitude draws on the doubtful assertions of

necessity. Another is the implicit belief that if an offer is too good to refuse, there is no

moral obligation to refuse. It doesnt take much scrutiny to see that these are self-serving

rationalizations. The moral obligations of an employee include loyalty, candor, caring

and respect. The mismatch in economic strength between the employer and the

employee does not change that.

People of character take into account their moral obligations to their employer

before they interview for another job. If they know that their departure will jeopardize

the organization, co-workers, or customers they should make it clear at the job interview

that they are not available until they have provided a reasonable transition. If we are not

certain how much hardship departure may cause, the principle of respect suggests that

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the parties most affected be given an opportunity to participate in a discussion to suggest

the least harmful alternative. Because the employee-employer relationship operates in

the context of business, there is a tendency to play by different rules dictated by who has

the leverage, and principles of expediency what you can get away with rather than

moral principle.

Employers are required to pay Employer Health Tax based on remuneration paid

to employees who report for work at a permanent establishment in Ontario, and to

employees who do not report for work at a permanent establishment but who are paid

from or through the employer's permanent establishment in Ontario.

In making a determination regarding the existence of an employer-employee

relationship, many factors have to be taken into consideration. In addition to considering

the terms and conditions of the worker's employment, the Client Services Branch will

consider rulings issued by Canada Revenue Agency (CRA) regarding Canada Pension

Plan and Employment Insurance, CRA's guidelines for specified industries, and

common law principles (based on precedents set by court decisions).

Although the terms employer and employee are defined in the EHT Act, the Act

does not define the circumstances under which an employer-employee relationship

exists. It is necessary to establish whether the worker is hired under a contract of service

or a contract for service.

A contract of service, or employer-employee relationship, generally exists when

a worker agrees to work for an employer, on a full-time or part-time basis, for a

specified or indeterminate period of time, in return for wages or a salary. The employer

has the right to decide where, when and how the work is to be done.

A contract for service, or business relationship, generally exists when a worker

agrees to perform specific work for a payer in return for payment. The self-employed

worker is not normally required to perform the services personally.

In order to determine whether a worker is an employee under a contract of

service or self-employed under a contract for service, reference must be made to

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common law principles. The terms and conditions of the worker's employment are

examined and analyzed as they relate to the following four factors: (a) control (b)

ownership of tools (c) chance of profit/risk of loss and (d) integration. It is important to

note that one factor alone is not conclusive in the determination.

1.2 INDUSTRY PROFILE:

The information technology (IT) industry has become one of the most robust

industries in the world. IT, more than any other industry or economic facet, has an

increased productivity, particularly in the developed world, and, therefore, is a key

driver of global economic growth. Economies of scale and insatiable demand from both

consumers and enterprises characterize this rapidly growing sector.

We are moving ahead by following certain objectives that are defined favoring

our endeavors to achieve optimum level of satisfaction for our clients all over. These are

directed to provide better and enhanced range of services right from designing to the

implementation and commissioning of the projects we undertake in the domain of

networking solutions.

Our company objectives state as:

To offer our services with the provision of quality products and solutions at highly

competitive prices

To offer a comprehensive service range including design, installation, and

maintenance of cabling infrastructure

To maintain a well established standard reflecting our capability of servicing the high

technology industry with professionalism

Our company has gained wide domain expertise in its field of operational

activities for networking solutions. We offer customized LAN Networking Solutions to

our clients with the support of our efficient team of highly qualified IT engineers. Our

service packages are happened to be of comprehensive and flexible range. Our strong

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financial status enables us to deploy the upgraded and modern equipments for

installation works. Apart from specializing in fiber optic site designing, we have the in-

depth know-how of cabling, networks and test parameters as well.

We have got long-term tie-ups with renowned IT-product manufacturers and

exporters that enable us to deliver our products and services within scheduled

timeframe. With strict adherence to quality, we have got registered with the corporate

membership of BICSI that is one of the reputed telecommunication associations from

US. Our designing staffs are accredited with the designation of Registered

Communications Distribution Designer (RCDD).

We manufacture, supply and export various data communication accessories like

computer cable assemblies and power cords. Lately we also started providing all round

networking solutions focusing on services for complete data networking requirements.

Our specified assortment of products includes Turnkey Project Services, Data Center

Networking and Implementation, Extra Low Voltage (ELV) Systems, Computer &

Cabling Services, KVM Switches, Network Racks, Server Racks After, Cat 6 Cables

and Cat 5E Cables.

Some salient features of our assortment are:

Durable

Efficient Solution

High tensile strength for cables

Perfect blend of quality and technology

Low maintenance

We also offer Turnkey Project Consultancy, IT Services, RFID & Mobile

Computing, Network & Cable Infrastructure, Data Centre & Computer Room, Extra

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Low Voltage & Audio/Video Cables, Wireless Audits, Connectivity & Security, Voice -

IP Telephone System & IP PBX and Project Management.

Our products and services are known for quality and longer serviceability. We also

provide 20-25 years Warranty on cabling for certified sites.

Apart from our specified range of offerings in networking solutions, we also

undertake several other services pertaining to IT field. We are an authorized AirMagnet

Training Center for Southeast Asian region. Furthermore, we are also an authorised

distributor of Omnitron Systems Technology products for Southeast Asia region.

Our services in this range include:

Maintaining a complete database pertaining to client-side IT infrastructure including

a blueprint of the detailed floor plans featuring cable routes and terminals, system

components, system resource information and test results

Offering on-line and off-line cable management systems

Wireless LAN Administration

Environmental Monitoring System that allows the user to access and monitor the

system.

It allows the user to manage the following situations:

Water Detection / Incursion / Flooding

Door Contact / Intrusion Detection / Unauthorized Entry

UPS / Power Failure

Air-Conditioning System / Temperature / Relative Humidity

Fire Alarm / Smoke

Other Critical Conditions

Remotely, Control, Secure, Access & All Data Centre Devices

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We are committed to offer our products and services with utmost quality

compliance of international standards. This commitment has provided us various

opportunities to work for some of the reputed and renowned clients across the globe. We

have successfully completed various projects of networking solution with utmost

efficiency. The 3CX Phone System offered by us is based on the SIP standard and

supports standard SIP software / hardware phones. The CAT-5 and CAT-6 cables

manufactured, supplied and exported by us are strictly in accordance with international

quality norms.

Information technology (IT) is the use of computers and telecommunications

equipment to store, retrieve, transmit and manipulate data. The term is commonly used

as a synonym for computers and computer networks, but it also encompasses other

information distribution technologies such as television and telephones. Several

industries are associated with information technology, such as computer hardware,

software, electronics, semiconductors, internet, telecom equipment and computer

services.

Humans have been storing, retrieving, manipulating and communicating

information since the Sumerians in Mesopotamia developed writing in about 3000 BC,

but the term "Information Technology" in its modern sense first appeared in a 1958

article published in the Harvard Business Review; authors Leavitt and Whisler

commented that "the new technology does not yet have a single established name. We

shall call it information technology (IT)." Based on the storage and processing

technology employed, it is possible to distinguish four distinct phases of IT

development: pre-mechanical (3000 BC 1450 AD), mechanical (14501840),

electromechanical (18401940) and electronic. This article focuses on the latter of those

periods, which began in about 1940.

In a business context, the Information Technology Association of America has

defined information technology (IT) as "the study, design, development, application,

implementation, support or management of computer-based information systems".In an

academic context, the Association for Computing Machinery defines it as

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"undergraduate degree programs that prepare students to meet the computer technology

needs of business, government, healthcare, schools, and other kinds of organizations ....

IT specialists assume responsibility for selecting hardware and software products

appropriate for an organization, integrating those products with organizational needs and

infrastructure, and installing, customizing, and maintaining those applications for the

organizations computer users. Examples of these responsibilities include the installation

of networks; network administration and security; the design of web pages; the

development of multimedia resources; the installation of communication components;

the oversight of email systems; and the planning and management of the technology

lifecycle by which an organizations technology is maintained, upgraded, and replaced.

Data storage

Early electronic computers such as Colossus made use ofpunched tape, a long

strip of paper on which data was represented by a series of holes, a technology now

obsolete. Electronic data storage as used in modern computers dates from the Second

World War, when a form of delay line memory was developed to remove the clutter

from radar signals, the first practical application of which was the mercury delay line.

The first random-access digital storage device was the Williams tube, based on a

standard cathode ray tube,[15] but the information stored in it and delay line memory was

volatile in that it had to be continuously refreshed, and thus was lost once power was

removed. The earliest form of non-volatile computer storage was the magnetic drum,

invented in 1932 and used in the Ferranti Mark 1, the world's first commercially

available general-purpose electronic computer. Most digital data today is still stored

magnetically on devices such as hard disk drives, or optically on media such as CD-ROMs.[18] It has been estimated that the worldwide capacity to store information on

electronic devices grew from less than 3 exabytes in 1986 to 295 exabytes in 2007,

doubling roughly every 3 years.

Databases

Database management systems emerged in the 1960s to address the problem of

storing and retrieving large amounts of data accurately and quickly. One of the earliest

such systems was IBM's Information Management System (IMS), which is still widely

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http://en.wikipedia.org/wiki/Colossus_computerhttp://en.wikipedia.org/wiki/Punched_tapehttp://en.wikipedia.org/wiki/Delay_line_memoryhttp://en.wikipedia.org/wiki/Radarhttp://en.wikipedia.org/wiki/Random-access_memoryhttp://en.wikipedia.org/wiki/Williams_tubehttp://en.wikipedia.org/wiki/Cathode_ray_tubehttp://en.wikipedia.org/wiki/Information_technology#cite_note-Resurrection-15http://en.wikipedia.org/wiki/Drum_memoryhttp://en.wikipedia.org/wiki/Ferranti_Mark_1http://en.wikipedia.org/wiki/Hard_disk_drivehttp://en.wikipedia.org/wiki/CD-ROMhttp://en.wikipedia.org/wiki/CD-ROMhttp://en.wikipedia.org/wiki/Information_technology#cite_note-FOOTNOTEWangTaratorin19994.E2.80.935-18http://en.wikipedia.org/wiki/Exabytehttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/IBM_Information_Management_Systemhttp://en.wikipedia.org/wiki/Colossus_computerhttp://en.wikipedia.org/wiki/Punched_tapehttp://en.wikipedia.org/wiki/Delay_line_memoryhttp://en.wikipedia.org/wiki/Radarhttp://en.wikipedia.org/wiki/Random-access_memoryhttp://en.wikipedia.org/wiki/Williams_tubehttp://en.wikipedia.org/wiki/Cathode_ray_tubehttp://en.wikipedia.org/wiki/Information_technology#cite_note-Resurrection-15http://en.wikipedia.org/wiki/Drum_memoryhttp://en.wikipedia.org/wiki/Ferranti_Mark_1http://en.wikipedia.org/wiki/Hard_disk_drivehttp://en.wikipedia.org/wiki/CD-ROMhttp://en.wikipedia.org/wiki/CD-ROMhttp://en.wikipedia.org/wiki/Information_technology#cite_note-FOOTNOTEWangTaratorin19994.E2.80.935-18http://en.wikipedia.org/wiki/Exabytehttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/IBM_Information_Management_System


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deployed more than 40 years later. IMS stores data hierarchically, but in the 1970s Ted

Codd proposed an alternative relational storage model based on set theory andpredicate

logic and the familiar concepts of tables, rows and columns. The first commercially

available relational database management system (RDBMS) was available from Oracle

in 1980. All database management systems consist of a number of components that

together allow the data they store to be accessed simultaneously by many users while

maintaining its integrity. A characteristic of all databases is that the structure of the data

they contain is defined and stored separately from the data itself, in a database schema.

The extensible markup language (XML) has become a popular format for data

representation in recent years. Although XML data can be stored in normal file systems,

it is commonly held in relational databases to take advantage of their "robust

implementation verified by years of both theoretical and practical effort". As an

evolution of the Standard Generalized Markup Language (SGML), XML's text-based

structure offers the advantage of being both machine and human-readable.

Data retrieval

The relational database model introduced a programming language independent

Structured Query Language (SQL), based on relational algebra.

The terms "data" and "information" are not synonymous. Anything stored is data,

but it only becomes information when it is organised and presented meaningfully. Most

of the world's digital data is unstructured, and stored in a variety of different physical

formats even within a single organisation. Data warehouses began to be developed in the

1980s to integrate these disparate stores. They typically contain data extracted from

various sources, including external sources such as the Internet, organised in such a way

as to facilitate decision support systems (DSS).

Data transmission

Data transmission has three aspects: transmission, propagation, and reception.

XML has been increasingly employed as a means of data interchange since the

early 2000s, particularly for machine-oriented interactions such as those involved in

web-orientedprotocols such as SOAP, describing "data-in-transit rather than ... data-at-

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rest". One of the challenges of such usage is converting data from relational databases

into XML Document Object Model (DOM) structures.

Data manipulation

Hilbert and Lopez identify the exponential pace of technological change (a kind

of Moore's law): machines' application-specific capacity to compute information per

capita roughly doubled every 14 months between 1986 and 2007; the per capita capacity

of the world's general-purpose computers doubled every 18 months during the same two

decades; the global telecommunication capacity per capita doubled every 34 months; the

world's storage capacity per capita required roughly 40 months to double (every 3

years); and per capita broadcast information has doubled every 12.3 years. Massiveamounts of data are stored worldwide every day, but unless it can be analysed and

presented effectively it essentially resides in what have been called data tombs: "data

archives that are seldom visited". To address that issue, the field ofdata mining "the

process of discovering interesting patterns and knowledge from large amounts of data"

emerged in the late 1980s.

Ethics

The field of information ethics was established by mathematician Norbert Wiener in

the 1940s.[ Some of the ethical issues associated with the use of information technology

include: Breaches of copyright by those downloading files stored without the permission

of the copyright holders

Employers monitoring their employees' emails and other Internet usage

Unsolicited emails

Hackers accessing online databases

Web sites installing cookiesorspywareto monitor a user's online activities

FEATURES OF THE IT INDUSTRY AT A GLANCE

a. Economies of scale for the information technology industry are high. The

marginal cost of each unit of additional software or hardware is insignificant compared

to the value addition that results from it.

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b. Unlike other common industries, the IT industry is knowledge-based.

c. Efficient utilization of skilled labor forces in the IT sector can help an economy

achieve a rapid pace of economic growth.

d. The IT industry helps many other sectors in the growth process of the economy

including the services and manufacturing sectors.

THE ROLE OF THE IT INDUSTRY:

The IT industry can serve as a medium of e-governance, as it assures easy

accessibility to information. The use of information technology in the service sector

improves operational efficiency and adds to transparency. It also serves as a medium of

skill formation.

IT INDUSTRY IN INDIA

The robust growth of India Inc. can be attributed to the meteoritic success of

'India IT Industry'. In fact, no other Indian industry has performed so well against the

global market.

The master control of 'Indian IT Industry' is in the hands of Department of

Information Technology (DOIT) which aims to make ' India IT Industry ', a Global IT

Super Power by 2008 - a front-runner in bringing the benefits of electronics to every

walk of life. Further, it is focused on Creation of Wealth, Employment Generation and

IT led Economic Growth. According to sources, annual revenue projections for ' India

IT Industry ' in 2008 are US $ 87 billion and market openings are emerging across four

broad sectors i.e. (a) IT services (b) Software products (c) IT enabled services, and

(d) e-businesses thus creating a number of opportunities for Indian companies. All of

these segments have opportunities in foreign and as well as in domestic markets.

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With all these advantages, the IT industry has also affected the IT professionals both

physically and mentally. To cope up with the speed of the growing technology changes,

the IT professionals are being over-burdened with work and work related pressures.

IDENTIFIED PROBLEM:

The major problems that affect the organization at large may be:-

a. Lack of interest to work

b. Lack of interest in knowledge up-gradation

c. Reduced productivity

d. Lack of responsibility at work place and increased blame game

e. Increased absenteeism

f. Lack of dedication and commitment among the employees

g. Frequent job hops

Indian IT-BPO Industry

FY2012 is a landmark year while the Indian IT-BPO industry weathered

uncertainties in the global business environment, this is also the year when the industry

is set to reach a significant milestone aggregate revenue for FY2012 is expected to

cross USD 100 billion. Aggregate IT software and services revenue (excluding

hardware) is estimated at USD 88 billion.

Key Highlights during FY2012

Milestone year for Indian IT-BPO industry-aggregate revenues cross the USD

100 billion mark, exports at USD 69 billion.

Within the global sourcing industry, India was able to increase its market share

from 51 per cent in 2009, to 58 per cent in 2011, highlighting Indias continued

competitiveness and the effectiveness of India-based providers delivering

transformational benefits

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Export revenues (including Hardware) estimated to reach USD 69.1 billion in

FY2012 growing by over 16 per cent; Domestic revenues (including Hardware)

at about USD 31.7 billion, growing by over 9 per cent

Software and services revenues (excluding Hardware), comprising nearly 87 per

cent of the total industry revenues, expected to post USD 87.6 billion in FY2012;

estimated growth of about 14.9 per cent over FY2011

Within Software and services exports, IT services accounts for 58 per cent, BPO

is nearly 23 per cent and ER&D and Software Products account for 19 per cent

The industry continues to be a net employment generator - expected to add

230,000 jobs in FY2012, thus providing direct employment to about 2.8 million,

and indirectly employing 8.9 million people

As a proportion of national GDP, the sector revenues have grown from 1.2 per

cent in FY1998 to an estimated 7.5 per cent in FY2012

The industrys share of total Indian exports (merchandise plus services)

increased from less than 4 per cent in FY1998 to about 25 per cent in FY2012

While the global macroeconomic scenario remained uncertain, the industry

exhibited resilience and adaptability in continually reinventing itself to retain its

appeal to clients

Embracing emerging technologies, increased customer-centricity, deepening

focus on new markets, adopting new business models are some successful

growth strategies followed by the industry

Over the years, Indian IT service offerings have evolved from application

development and maintenance, to emerge as full service players providing testing

services, infrastructure services, consulting and system integration. The coming of a new

decade heralds a strategic shift for IT services organisations, from a one factory, one

customer model to a one factory, all customers model. Central to this strategy is the

growing customer acceptance of Cloud-based solutions which offer best in class services

at reduced capital expenditure levels.

Key Highlights during FY2012

IT services exports is the fastest growing segment, growing by 19 per cent in

FY2012, to account for exports of USD 40 billion

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Considerable traction in traditional segments custom application development,

application management, IS outsourcing and software testing

Increased acceptance from mature segments such as BFSI, US, and large

corporations, and emerging segments such as retail, healthcare, utilities, SMBs,

Asia Pacific and RoW

Industry re-tooling itself to adjust to rapid change in customer priorities from

SLAs to increased time-to-market

Emerging technologies cloud computing, mobility, social media and big

data/analytics unleashing new opportunities for the industry

IT services is the fastest growing segment in the Indian domestic market,

growing by 18 per cent to reach Rs 589 billion, driven by increasing focus by

service providers

The Survey of Indian Industry is acknowledged as an authoritative and well-

documented review of the industrial scenario. The latest edition, Survey of Indian

Industry 2012 focuses on the policy initiatives of the monetary authority of the country,

the Reserve Bank of India and the fiscal policy efforts of the Government. This year'sSurvey provides an insight into the happenings in the financial sector. Besides, post-

downgrade of the US rating is also featured. The Survey focuses on how the Indian IT

Industry is rejigging its game plan in the current scenario. Developments in the key

areas such as infrastructure, etc., are highlighted. The Survey will, like its previous

editions, serve as a utility reference volume for businessmen, industrialists, students and

academicians.

What will 2012 be like for Indian information technology services firms? Companies

across the world have frozen or are currently finalising their budgets, and given the

global gloom, allocations for IT are unlikely to bring cheer. Small vendors are likely to

lose business. Across the board, spending on fancy technology will be restricted. The

Indian IT sector waits with fingers crossed. All the Chief Information Officers and heads

of IT spoken to say a spell of belt-tightening is in the offing:

V.C. Gopalratnam,CIO, Cisco Globalisation and VP Information Technology

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IT budgets will stay flat compared with last year. They may even drop a couple

of percentage points. The CIO is now expected to do more work with less money. We

have outsourcing relationships with Wipro, Infosys, TCS, Satyam, HCL in India. We

will continue to optimise on our services spend. We want to leverage offshore, get

higher value for the same money. Service providers without scale could lose out if there

is consolidation.

Eric Karsten

Eric Karsten, Manager, Enterpris eEngineering, FordMotor

While I do see small increases in IT budgets, we do not see that as the driver for

any increase in IT services. The bigger driver is to become more effi cient with ourmaintenance and support dollars so that we can invest in new development projects that

provide higher business value. The need is to evaluate which IT services provide the

highest value to hold internally, and which IT services we want to increase our spend on.

Unnikrishnan Nair

Unnikrishnan Nair, CIO,

LatinAmerica, China,India at Philips At Philips, we are looking at how to use

some of the money we are spending on maintenance services on innovation and

solutions for the future instead. We are holding discussions with our IT partners on how

to optimise some of the spending. Essential work will continue but budgets will be fl at.

We have relationships with IBM, Atos Origin, Capgemini, Wipro and Mahindra Satyam,

among others.

Anders Brons Petersen

Anders Brons Petersen,

Head of IT, Novozymes Our IT budget for 2012 is expected to grow three per

cent over 2011, as we will invest in new technologies like information security and

mobile device management. There was a lid on investments in 2011 in our company as

we were revamping our basic processes and putting the internal IT organisation in place.

In India, we are engaged with TCS - the fi rm has an ongoing project to revitalise SAP's

order management process.

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We use the term information technology or IT to refer to an entire industry. In

actuality, information technology is the use of computers and software to manage

information. In some companies, this is referred to as Management Information Services

(or MIS) or simply as Information Services (or IS). The information technology

department of a large company would be responsible for storing information, protecting

information, processing the information, transmitting the information as necessary, and

later retrieving information as necessary.

History of Information Technology:

In relative terms, it wasn't long ago that the Information Technology department

might have consisted of a single Computer Operator, who might be storing data on

magnetic tape, and then putting it in a box down in the basement somewhere. The

history of information technology is fascinating! Check out these history of information

technology resources for information on everything from the history of IT to electronics

inventions and even the top 10 IT bugs.

Modern Information Technology Departments:

In order to perform the complex functions required of information technology

departments today, the modern Information Technology Department would use

computers, servers, database management systems, and cryptography. The department

would be made up of several System Administrators, Database Administrators and at

least one Information Technology Manager. The group usually reports to the Chief

Information Officer (CIO).

Popular Information Technology Skills:

Some of the most popular information technology skills at the moment are:

Computer Networking

Information Security

IT Governance

ITIL

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Business Intelligence

Linux

Unix

Project Management

Department of Information Technology was set up in year 2000 to implement the

Information Technology (IT) Policy of Govt. of National Capital Territory of Delhi.

Department of Information Technology is working to put technology to its highest and

best use throughout Delhi Government Department/Autonomous Bodies to improve the

administration of State programmes and services. Proving guidance on technical matters

to Departments, vetting IT projects and taking Department on achieving IT Road Map

are the basic jobs of Department of Information Technology.

IT cadre was established in the year 1988-89 under the Planning Department with a

motto to provide IT services to the various Department of Govt. of N.C.T. of Delhi.

More than 110 persons involved behind the computerization of their respective

Department comprising of EDP Manager, System Analyst, Programmer, Assistant

Programmer, DPS, CO and Data Entry Operator. At present the cadre is run by IT

Department.

Education System

Study in Australia

Why IDP

8 Easy Steps

FAQs

IT (Information Technology)

An Information Technology degree is one of the most aspired degrees today for

both undergraduate and post graduate students. Information Technology can be used

widely in all the sectors of the economy. It offers a bright future for the innovative and

growth oriented students. Due to increasing demand for the Information Technology

professionals, it has become the most preferred career option all over the world.

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Information Technology can be applied in various sectors such as in banking business,

agriculture, health and medicine, railways, forensic science police wireless and even in

the education sector.

Information Technology in UK

The United Kingdom has been at the leading edge of the computing and

information technology (IT) industry. Information Technology in UK has been a

pioneer in many developments in integrated circuits, telecommunications and the

internet. Universities and professional bodies have particularly strong national and

international links with industry. Pursuing Information Technology in UKprovides a

plethora of courses and you need to think about which will best suit your needs andcareer goals. Some Information Technology in UKcourses have a strong mathematical

focus; others are more vocational in approach, or are more applications-oriented. You

will need to decide whether your interest lies in one of the many sectors of computer

science software engineering, internet computing, information systems, multimedia

computing, computer networks or computer applications or in computer engineering.

Many computer engineering degrees are combined with electronics. You can study

Information Technology in UK, computing or computer engineering either alone or in

combination with a wide range of subjects. For complete list of IDP Partner UK

Universities.

Information Technology in USA

While pursuing Information Technology in USA, most universities provide

undergraduate and graduates, an opportunity to attain hands on training and research as

they house specialised centres of Research and Development of InformationCommunication Technologies completely owned or funded by Industries. Information

Technology in USA programs offered have a strong integration of IT skills combined

with management and strategy perspectives. Information Technology in USA

graduates go on to develop new technologies for major IT companies or work in critical

capacities in small and large companies. While pursuing Information Technology in

USA, the common specializations offered by U.S. Universities are Artificial

Intelligence, Computer Information Systems, Computer Networks, Database Systems,

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Neural Networks, Robotics and Software Engineering. For complete list of IDP Partner

US institutions.

Information Technology in Australia

Information Technology in Australia covers numerous areas of specializations

including software development, sound production; telecommunications design, user

support, video games development & more. Graduates pursuing Information

Technology in Australia may be eligible for membership of any of the professional

bodies via the Australian Computer Society (ACS), Australian Information Industry

Association (AIIA) & Association for Computing Machinery (ACM). Information

Technology in Australia courses also provide an edge of dual degrees like MBA +Master of Information Technology, MBA + Master of Information Systems

Management, MBA + Master of Information Systems, IT + Master of Information

Systems and many more. Student pursuing Information Technology in Australia can also

become a part of universities which share common characteristics and have formed

groups and networks that to some extent illustrate differences in focus and objectives

between groups of universities and the commonalities of those within the group. One

such group is Australian Technology Network of Universities (ATN). For complete list

of IDP Partner Australian Universities,

Information Technology in Canada

The Information Technology industry in Canada is growing at a fast pace,

providing software services to businesses spread all over the world. Canada possesses a

global competency in the IT field and is really growing in terms in innovation and

creative design. Information Technology in Canada is generating a great number ofemployment opportunities for the students. Government agencies are predicting

shortages of qualified Information science and technology graduates. Both universities

and community colleges award Diploma, Advance Diploma, P.G. Diploma, and

Undergraduate Degree Programs. Information Technology in Canada programs are up

to date with the latest developments in information technology. Information technology

in Canada programs are closely tied to network administration, computer engineering,

telecommunication, Internet, e-commerce, computer science, and general technology

programs. Universities offer various specialization programs in Information Technology

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such as Artificial Intelligence, Computer Information Systems, Computer Networks,

Database Systems, Neural Networks, Robotics and Software Engineering. Information

Technology in Canada programs generally are less theoretical and geared more towards

current industry requirements. For complete list of IDP Partner Canadian institutions

Information technology (IT) has influenced every aspect of our lives and

cultures. Without IT-based applications, it would be difficult to keep information stored

securely, process information efficiently and communicate conveniently. IT will not

only continue playing a key role in the convergence of computing, communications and

all other aspects of computational science and applications but will also influence the

future's roadmap in many significant areas. IJITCCaddresses the theories and practical

applications of thisfuture generation information technology (FGIT).

The Information Technology Act 2000 (also known as ITA-2000, or the IT

Act) is an Act of the Indian Parliament (No 21 of 2000) notified on October 17, 2000.

This act is being opposed by Save Your Voice campaign and other civil society

organizations in India.

The United Nations General Assembly by resolution A/RES/51/162, dated the 30

January 1997 has adopted the Model Law on Electronic Commerce adopted by the

United Nations Commission on International Trade Law. This is referred to as the

UNCITRAL Model Law on E-Commerce. Following the UN Resolution India passed

the Information Technology Act 2000 in May 2000 and notified it for effectiveness on

October 17, 2000.

The Information technology Act 2000 has been substantially amended through

the Information Technology (Amendment) Act 2008 which was passed by the twohouses of the Indian Parliament on December 23, and 24, 2008. It got the Presidential

assent on February 5, 2009 and was notified for effectiveness on October 27, 2009.

A complete history of how the current version of the Information Technology

Act -2008 version evolved over a period of time between 1998 to 2009 is available at the

reference link given under external links below.'

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Specifics of the Act

Information technology Act 2000 consisted of 94 sections segregated into 13

chapters. Four schedules form part of the Act. In the 2008 version of the Act, there are

124 sections (excluding 5 sections that have been omitted from the earlier version) and

14 chapters. Schedule I and II have been replaced. Schedules III and IV are deleted.

Essence of the Act

Information Technology Act 2000 addressed the following issues:

1. Legal Recognition of Electronic Documents

2. Legal Recognition of Digital Signatures

3. Offenses and Contraventions

4. Justice Dispensation Systems forCybercrimes

ITAA 2008 (Information Technology Amendment Act 2008) as the new version of

Information Technology Act 2000 is often referred has provided additional focus on

Information Security. It has added several new sections on offences including Cyber

Terrorism and Data Protection.

Criticism

The amendment was passed in an eventful Parliamentary session on 23rd of

December 2008 with no discussion in the House. Some of the cyber law observers have

criticized the amendments on the ground of lack of legal and procedural safeguards to

prevent violation of civil liberties of Indians. There have also been appreciation about

the amendments from many observers because it addresses the issue of Cyber Security.

Section 69 empowers the Central Government/State Government/ its authorized

agency to intercept, monitor or decrypt any information generated, transmitted, received

or stored in any computer resource if it is necessary or expedient so to do in the interest

of the sovereignty or integrity of India, defence of India, security of the State, friendly

relations with foreign States or public order or for preventing incitement to the

commission of any cognizable offence or for investigation of any offence. They can also

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secure assistance from computer personnel in decrypting data (see mandatory

decryption), under penalty of imprisonment.

Information Management

1. Each organization shall designate a properly trained System Administrator

who will ensure that the protective security measures of the system are

functional and who will maintain its security posture. Depending upon the

complexity and security needs of a system or application, the System

Administrator may have a designated System Security Administrator who will

assume security responsibilities and provide physical, logical and procedural

safeguards for information.

2. Organisations shall ensure that only a properly trained System Security

Administrator is assigned the system security responsibilities.

3. The responsibility to create, classify, retrieve, modify, delete or archive

information must rest only with the System Administrator.

4. Any password used for the system administration and operation of trusted

services must not be written down (in paper or electronic form) or shared with

any one. A system for password management should be put in place to cover the

eventualities such as forgotten password or changeover to another person in case

of System Administrator (or System Security Administrator) leaving the

organization. Every instance of usage of administrators passwords must be

documented.

5. Periodic review of the access rights of all users must be performed.

6. The System Administrator must promptly disable access to a users account if

the user is identified as having left the Data Centre, changed assignments, or is

no longer requiring system access. Reactivation of the users account must be

authorized in writing by the System Administrator (Digitally signed e-mail may

be acceptable).

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7. The System Administrator must take steps to safeguards classified information

as prescribed by its owner.

1.3 COMPANY PROFILE:

Softech Global Solutions was incorporated in the year 1996, as a software

services company. Since 1996, the company is involved in various activities like

Software Development, Systems Integration, Consultancy Services and Corporate

Training etc., The Company is a high technology driven organization founded and

managed by efficient and highly respected visionaries with wide range of experience and

expertise in the IT related industry. Our company mission is to solve traditional business

problems in new ways and how to address the new set of issues that come with progress.

We have the technology and business expertise to make it a reality.

The company is specializing in the areas like Web development using J2EE

Technologies, .Net Technologies and so on. The company also involves in the areas like

client server technologies, distributed computing, data warehousing and WAP

technologies. The company has a software development center at Chennai has a 24 X 7

support facility for clients.

The Company has its Corporate Office at: New No: 12, United India Colony, 3rd

Cross Street, Kodambakkam, Chennai - 600 024. The office space is 3000 sqft with

state of art infrastructure with 50 highly skilled professionals.

Present Business Activity:

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Our company is engaged in the activities of Software Development, Systems

Integration, Consultancy Services and Corporate Training. We have developed many

Web Portals, Application Products, Conversion Projects, Maintenance Projects and a

wide range of mini ERP solutions to various medium range industries. Also we involved

in migration of applications from DOS based applications to GUI based applications.

We have developed some applications like Automation software for Super Market,

Software for Textile Industries, Software for Travel Industries and Account

Management Software for various companies. We have also set up web based intranet

solutions to its clients. We are offering our services in the following areas of IT:

Software solutions:

1. Developing E-Commerce Portals:

We have developing and deploying Web Portals for our customers in B2B and B2C

applications. Our professional services for help in formulating E-business strategy, as

well as in designing, customizing and implementing E-business solutions. Also we will

give the support for Internet and Intranet based applications for various customers.

2. Developing Mini and Micro ERP Packages:

We have already developed mini ERP solutions using VB, J2EE and .Net technologies

with various databases for its customers. We have planned to develop more customized

applications to suit medium scale establishments. We have also proposed to develop

Micro ERP applications using Web Technologies with SQL server as a database.

3. Developing Application Products:

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Presently our team has involved in the enhancement work for Logistics project. This

applications are used as a front end as ASP.net / VB.net. These applications are mainly

used for Clearing and Forwarding Agents and Cargo Management purposes.

4. Professional Services:

Software Consultant Contracting: We provide highly skilled software professionals for

various companies both in India and Overseas. We have a separate team who work for

this purpose. We are currently tied up with some MNC companies for human resources

on contract basis for giants like IBM, Wipro and so on. We are also tied up with Mascon

Global, Satyam Computer Services and HCL Technologies for providing resources of

varied skill sets.

We can provide good, qualified, experienced and cultured resources to suit the

requirements of the clients.

5. Corporate Training:

Training is carried out with well-planned methodology of theory and project orientation,

which helps to develop potential human resource for IT sector. We have also carried out

corporate Training to major companies such as HCL, CTS, WIPRO, SATYAM,

COVANSYS and etc.

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1.4 PROBLEM STATEMENT:

This project helps the management any problem arising during the time of

employment in the organisation relationship between employee and employer and

includes a personal grievance or a dispute about the meaning or application of any

provision of this agreement/contract.

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1.5 NEED FOR THE STUDY:

To identify the effectiveness of Employee-Employer relationship in the

organisation.

To know the employees view towards the management concern on welfare.

To understand the extent of participative management practiced in the

organisation.

To find out the employees opinion towards the flexibility of HR policies in the

organisation.

To know the opinion towards the leadership style adopted in the organisation.

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1.6 SCOPE OF THE STUDY:

The study focuses on the understanding the need for good relationship between

the employer & employee in the organization and to strengthen or improve the work in

progress.

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1.7 OBJECTIVES OF THE STUDY:

To study the importance of employer-employee relation.

To study the employer employee relations in Softech Global Solutions.

To study different aspects including in employer-employee relation.

To study its impact on the performance of the employees.

To Suggests the different steps for making employer employee relation

effective if there is any deviation.

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CHAPTER 2

REVIEW OF LITERATURE

2.1 REVIEW OF LITERATURE:

Changing market demands in the metal-working industry have led to the implementation

and development of flexible computer controlled communication and production

technologies. The presented method of job analysis, ATAA, is based on the theory of

action regulation. ATAA aims to provide a planning instrument for future job structures

and job requirements, and their consequences for qualification and human resource

management, dependent on the choices in organization and job design. The instrument

should provide decision makers in industry, both managers and works councils, with the

knowledge and a procedure to perform the analysis without the help of an expert. The

method is developed to analyse and design tasks in production and associated areas in

mechanical engineering. It has been tested and the method was used by practitioners, for

when it proved to be reliable, valid and useful for practitioners.

Tor Brodtkorb, (2010), Employee misconduct and UK unfair dismissal law: Does the

range of reasonable responses test require reform?, Purpose The purpose of this paper

is to expose practical and theoretical problems with the range of reasonable responses

(RORR) test as applied in UK unfair dismissal law, and to propose an alternative

interpretation of the test that would resolve these problems.

Design/methodology/approach Through a close analysis of the purpose and structure

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of UK unfair dismissal law, and a careful reading of the leading cases in the area, the

paper questions whether the law as it is currently interpreted achieves the goals of the

underlying legislation. The current interpretation of the law being found lacking,

alternatives are considered and evaluated.

Gary Davies, (2008), Employer branding and its influence on managers, Purpose The

paper seeks to explore the role of the employer brand in influencing employees'

perceived differentiation, affinity, satisfaction and loyalty four outcomes chosen as

relevant to the employer brand. Design/methodology/approach A multidimensional

measure of corporate brand personality is used to measure employer brand associations

in a survey of 854 commercial managers working in 17 organisations. Structural

equation modelling is used to identify which dimensions influence the four outcomes.

Models are built and tested using a calibration sample and tested on two validation

samples, one equivalent to the calibration sample and another drawn from a single

company.

Gary Tomlinson, (2010), Building a culture of high employee engagement, Purpose

This paper aims to examine the key drivers for employee engagement within an

organization. It seeks to answer the question: what are the keys to improving the level of

employee engagement? Design/methodology/approach A case study illustrates a

strategy for employee engagement that was based on research on the key drivers of

engagement. Findings The paper presents practical case study material from Kia

Motors the South Korean automotive manufacturer. It shows how Human Resources

(HR) worked to develop a strategy to address very poor levels of employee engagement.

A clear set of engagement measures was developed to assess the impact of the

engagement strategy.

John Berridge, (1990), The Eap Employee Counselling Comes Of Age, The growing

use of employee assistance programmes (EAPs) from the US and Britain is reported.

There often include employee counselling. Welfare officers, occupational health staff

and even managers have been counselling for many years, usually intuitively but

increasing demands for higher performance at work, coupled with complex social and

personal problems now require more expert counselling. This article assesses which

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problems are most suited for which types of counsellor, and evaluates the role of

counselling within an EAP. Creation of a counselling culture in a firm is related to

corporate performance.

Julie Drake, Joanne Blake, Wayne Swallow, (2009), Employer engagement: the

critical role of employee commitment, Purpose The purpose of this paper is to

introduce a case study that identifies the practical issues and implications of employer

engagement through course design, delivery and employee commitment in a higher

education course delivered in the financial services sector.

Design/methodology/approach Using a case study the paper draws on the course team

(employer and university) experience of a higher education course delivered at a

financial services institution over a two cohort period. Student application data and

student feedback are used to identify the practical issues arising from course.

J.R. Carby-Hall, (1991), Aspects Of Unfair Dismissal Law, In a previous monograph a

discussion took place on stages one and part of stage two of the three stage process in an

unfair dismissal action, namely the employee having to show that he has been dismissed

(stage one), and some of the reasons for dismissal which fall within the statutory

categories, namely the employee's capability and qualifications; misconduct and

redundancy (part of stage two). In this monograph an analysis is proposed on the two

remaining reasons, these being the contravention of a duty imposed by an enactment and

some other substantial reason. There will then follow a discussion on the test of fairness

as constituting the third of the three stage process and on the remedies available when

the tribunal finds that the employee has been unfairly dismissed.

Masooma Jaffer, (1999), Duty of Employers to Disclose Breaches of Contracts: BCCI

v Ali and Others, In BCCI v Ali, the court was faced with the question whether an

employer is under a duty to disclose breaches of contract where they may give rise to

risks to the physical, financial and psychological welfare of the employee.

Phillip C. Wright, Penny Hartin, (1997), The Evolution of Employment Rights: The

North American Context, As employee attitudes and actions reflect the increased public

concern with social and environmental problems and the proper role of the corporation

in p articipating in their solution, traditional doctrines of the employee's duties of loyalty

and obedience and the employer's right of discharge will undergo increasing change.

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The real question is to establish civilised parameters of permissible conduct that will not

keep employees from expressing themselves and at the same time will not introduce

elements of breach of confidentiality and impairment of loyalty that will materially

impair the functioning of the corporation itself. A balancing of interests, not a blind

reiteration of traditional doctrines is required.

J.R. Carby-Hall, (1982), The Employment Act 1982: An updating note, An earlier

monograph commented upon, and analysed the contents of the Employment Bill during

its latter stages in Parliament. The object of this monograph is to update what has been

said on the Bill and to examine and analyse the subsequent, changes made by the

Employment Act 1982.

Carmel Herington, Don Scott, Lester W. Johnson, (2005), Focus group exploration of

firm-employee relationship strength, Purpose The purpose is to present the results of

exploratory research which analysed firm-employee relationship strength from the

employee perspective. Three main research questions were explored: What indicators

should be used to measure strong firm-employee relationships? How important do

employees see relationships to be in the work environment? and how do employees

define relationship strength?

Design/methodology/approach Qualitative research in the form of focus groups was

utilised. Four focus groups of employees from medium to large regional and national

Australian companies were held in a large Australian regional city.

Harmut Wchter, Brita Modrow-Thiel, Giselind Rossmann, (1994), Work Design

and Computer-controlled Systems:: Job Analysis under Automation ATAA, Asserts

that job satisfaction and motivation of workers are rarely considered when theintroduction of new technology is planned and implemented. Sets this belief in the

context of German industrial practice and law and describes an approach called ATAA,

developed for use in the German metal-working industry in any situation where a

redesign of the organization, the job content or the technology is needed. Explains the

philosophy (intended to place human needs centre stage), the method of analysis

employed and the co-operative approach of management and works council. Includes a

case-history of work redesign in a lathe shop.

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Lori A. Muse, Lori L. Wadsworth, (2012), An examination of traditional versus

non-traditional benefits, Purpose The purpose of this paper is to investigate how the

perceived value of traditional versus non-tradition benefits may be related to the

employee-employer relationship, and how the perception of that relationship might be

linked to job performance and turnover intentions.

Design/methodology/approach Multi-source data were collected from a random

sample of employees and their supervisors at a healthcare organization (n=457).

Findings Non-traditional benefits have a positive direct relationship with perceived

organizational support (POS), whereas traditional health and financial benefits are not

related to POS. The relationships between benefits perceptions and POS are moderated

by marital status, but not gender. In addition, POS had a strong negative relationship

with turnover intentions, and a positive relationship with task performance, job

dedication and interpersonal facilitation.

Annika Lantz, Kin Andersson, (2009), Personal initiative at work and when facing

unemployment, Purpose Learning at work generalises through socialisation into

behaviours away from the workplace. The aim of this study is to give empirical evidence

of a positive relationship between job design, self-efficacy, competence efficacy and

personal initiative at work, and proactive job search while under notice of redundancy

and in unemployment. Design/methodology/approach The results are based on a

detailed work task analysis and self-reported data by individuals who had been made

redundant (n=176). Findings The paper finds that the theoretical model received

substantial, but not full support. Job design has impact on personal initiative through

self-efficacy and competence-efficacy as mediating variables between job design and

personal initiative. Personal initiative at work affects proactive job search when facing

unemployment.

Domingo Ribeiro-Soriano, David Urbano, (2010), Employee-organization

relationship in collective entrepreneurship: an overview, Purpose The purpose of this

paper is to add new theoretical insights on the employee-organization rela

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