Employee Relations 2

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Employee Relations is the HR function responsible for issues resolution on a wide range of subjects, interacting with employees at all levels within an organization. Employee Relations is normally the first HR contact on day-to-day employee issues and seeks to resolve matters quickly, effectively and preventing escalation or potential liability for the organization. Employee Relations provides counseling and coaching to supervision and management to support resolution of issues by first line supervision whenever possible. Employee Relations contributes significantly to maintaining rapport between employees and the employer. Employee Relations responsibilities may include settling disputes between an employee, manager, workgroup, department, or other employee. The employee relations representative may also act as a mediator in a dispute or interpret laws and rules governing a dispute and try to resolve the dispute to the satisfaction of both parties. Employee Relations also deals with disciplinary issues, absenteeism, harassment, communication policies, health issues, and safety issues and may be the first contact on any HR or organizational subject. Employee Relations also has a key role in evaluating trends and patterns suggested by the types of issues occurring and in developing and recommending strategic approaches to minimize where practical. Employee Relations plays an important role in change management, contributing to the development of strategy and particularly in the implementation of change and effective handling of related employee issues and reactions.

1. Explain the unitary and pluralistic frames of reference. To talk of a unitary frame of reference is to refer to a way of thinking: a mind-set of assumptions, attitudes, values and practices relating to management and organizational membership. A core assumption of many (unitary) managerial approaches are that management and staff, indeed all members of the organisation, shares the same objectives, interests and purposes. Thus we naturally and "should" work together, handin-hand, as one - striving towards shared, mutual goals.

In a organization that "culturally" and through the language used to influence and bind people together as a family, community or unit we assume:

1. acceptance and co-operative attitudes and values 2. Those who disagree are outsiders, unreasonable and recalcitrant. 3. In our language we use key words and phrases - signs and signifiers - that emphasize working together here as a team. We all want the business to achieve its purpose."

In Pluralism, the organization is perceived as being made up of powerful and divergent sub-groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In particular, the two predominant sub-groups in the unitary perspective are the management and trade unions. Consequently, the role of management would lean less towards enforcing and controlling and more toward persuasion and co-ordination. Trade unions are deemed as legitimate representatives of employees; conflict is dealt by collective bargaining and is viewed not necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and positive change.

2. Assess how changes in trade unionism have affected employee relations.Trade unions are organizations that represent people at work. Their purpose is to protect and improve people's pay and conditions of employment. They also campaign for laws and policies which will benefit working people. Trade unions exist because an individual worker has very little power to influence decisions that are made about his or her job. By joining together with other workers, there is more chance of having a voice and influence. Trade unions recognize that organizations must be competitive in the global markets if they are to be successful and provide secure employment for employees. The agenda for trade unions in the 1990s is working in partnership with employers to improve businesses and services.

Trade unions have an important role in:

improving communication between employees and managers so that employees can understand and be committed to the organizations objectives

negotiating improvements to pay and working conditions so that people feel more satisfaction at work and stay longer in their jobs

encouraging companies to invest in training and development so that employees have the skills necessary for improved products and services

acting as a positive force for change - by winning employees' support to the introduction of new technologies and work organization

Britain's most successful companies are ones where unions are recognized. 44 of the Financial Times Top 50 companies recognize trade unions.

3. Explain the role of the main players in employee relations.There are three major players in employee relations. They are, o Management. o Management organization. o Employee organization. & o State agencies. Their roles are described below, Management: The team leader or the manager plays an important role in promoting healthy relation at workplace: It is essential that the supervisor assigns challenging tasks to his team member as per his specialization and interest. The individual should have interest in the work; otherwise he would treat it as a burden and unnecessarily crib about things. It is important that the team leader understands his team members well. Try to find out their interests and what all they expect from the organization. While developing their KRAs it is always better if the team leader calls everyone and invites suggestions from them. Let them decide what best they can perform. This way the employees would never blame each other or their superior later as they themselves have decided on the roles and responsibilities. Encourage them to willingly accept the challenge. They would strive hard for a better output without fighting and finding faults in each other.

Management organization: The role played by the employee relations manager is crucial in negotiating with the trade unions. He collects the information for the management for collective bargaining. His expertise on the labor laws and the economic conditions, and his personal relationship with the work force can help in avoiding unnecessary and costly litigations, strikes and other industrial unrests. As many companies in India do not have labor unions, the employee relations manager is the connecting link who passes the employee suggestions and needs to the management. State agencies: Government agencies, unions, and attorneys get full coverage of the latest developments in employee relations at federal, state, and local levelsplus valuable lead time for better planning with Government Employee Relations Report. Roles are as follows,

Be prepared for changes in policies, plans, and operations with complete coverage of current public-sector employment, personnel, and labor relations developments.

Assess the impact of new legislative, regulatory, and legal developments on the government workforce. Have the information you need to make important business decisions and steer clear of litigation.

Read about events as they happen. Stay ahead of the latest memos and policy guides published at federal or state headquarters otherwise often late or slow in arriving.

Receive sound guidance. Learn how other government employee relations and legal professionals handle situations similar to yours.

Lighten the load. Periodic indexes, special reports, calendar of events, and other extras make your job easier.

Gain new perspectives from BNA Insights by nationally prominent practitioners, exclusive interviews with public officials and union leaders, and coverage of conferences and seminars.

Review federal, state, and local decisions by courts, administrative agencies, and arbitrators affecting government employees, including summaries of Merit Systems Protection Board and Federal Labor Relations Authority rulings.

Be aware of recent collective bargaining settlements involving municipal, county, and state employees. A collective bargaining roundup covers public safety employees, teachers, transit workers, health care workers, and other employee groups for those who need to know salary and benefit trends for bargaining purposes.

4. Explain the procedures an organization should follow when dealing with different conflict situations. Responding to Violent Incidents:

Occupant Emergency Plan Emergency Response Team Plans and Procedures for Recovering From a Workplace Violence Emergency Evaluation Employee Assistance Program Equal Employment Opportunity Commission Guidelines

Occupant Emergency Plan Every USDA office or facility should distribute to each employee a viable occupant emergency plan outlining procedures to follow in the event of fire, bomb threats, civil demonstrations, threats of violence both inside and outside the office, natural disasters, etc. If you do not have a copy of the current occupant emergency plan for your facility, contact your supervisor, the agency safety and health officer, or the facility security office. In the event of an emergency, refer to the phone numbers of security, police, and medical service in your facility occupant emergency plan. For handy reference, you may wish to write down the numbers of emergency services in your area in the portion provided on the first page (or inside the front cover, or on the back cover depending on the design) of this pamphlet.

Emergency Response Team A traumatic or emergency response team goes into action once a situation of violence has occurred. The team usually consists of many of the same individuals who make up the threat assessment team but their purpose is to deal with the actual violent situation and its after