Employee RelationsHRM Presentation

Group 10

Employee Relations

Ongoing relationship-building process

Study of rules, regulations and agreements by which employees are managed as individuals and as a collective group

Employees believe that they do not have an advocate in management

Employees v/s Management

What is expected of an Advocate? Working for fair treatment of

employee

Employee problems and attempt to solve them

Employee morale and tries to improve it

Believes that employees should be treated with respect and dignity and works towards that end

Employee Advocate

Unionization

Poor Performance

Employee Absenteeism

Employee Turnover

Litigation

Results of Poor Relations

Assumptions: Employees will be treated fairly and

honestly

Relationship will be characterized by a concern for equity and justice and this will require the communication of sufficient information about changes and developments

Employee loyalty to the employer will be reciprocated with a degree of employment and job security

Employees’ input will be recognised and valued by the employer

There exists an implicit contractual relationship between employer and employee, derived form a series of assumptions

PsychologicalContract

Psychological Contract

Employees may have expectations:

security of employment

social relations and sociable atmosphere

potential for advancement

access to training and development

to be treated as a human being rather than as a commodity

job satisfaction and empowerment regarding their job

family-friendly work–life balance conditions of work

fair and consistent treatment

some influence over their day-to-day operations but also at a policy level

Employers may have expectations:

functional, task flexibility

minimum standards of competence

a willingness to change

ability to work as a member of a team

commitment to achieving organisational objectives

capability to take initiative

the talent to give discretionary effort

Workplace Employee Relations Survey (WERS) compiled a measure of job satisfaction which took into account employees’

satisfaction with four different components of their overall rewardpackage incorporating both intrinsic and extrinsic factors

Models of ER-EE Relations

Unitarism

Perspectives

Which perspective your organization will opt to promote employee engagement?

Pluralism

Radical/ Marxist

Perfect Polarization

Cooperative Co-optive

Perfect

Total congruence of employer’s and worker’s interests and goals, hence there is no conflict.

Unitarian perspective where the organization is perceived as an integrated and harmonious whole with the ideal of “one happy family”, where management and other members of the staff all share common purpose, emphasizing mutual cooperation.

Paternalistic approach where it demands loyalty to all employees, being predominantly managerial in its emphasis and applications.

Consequently, trade unions are deemed as unnecessary since the loyalty between employees and organizations are considered mutually exclusive, where there cannot be two sides

Polarization

Perfect

Polariza-

tion

Cooperative Co-optive

The interest of labor and management are diametrically opposed to each other.

Referred to as the Marxist or Radical perspective. This view of industrial relations looks at the nature of the capitalist society, where there is a fundamental division of interest between capital and labor, and sees workplace relations against this history.

Conflict is therefore inherent and seen as inevitable and trade unions are a natural response of workers to their exploitation by capital.

Cooperative

Perfect Polarization

Coopera-tive

Co-optive

There are conflictual interests but congruence of interests in common areas like profitability and survival of the organization.

Pluralistic perspective

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 - management and trade unions

Role of management would lean less towards enforcing and controlling and more toward persuasion and coordination

Trade unions are deemed as legitimate representatives of employees; conflict is dealt by collective bargaining and is viewed not necessarily as bad a thing and, if managed, could in fact be channeled towards evolution and positive changes

Co-optive

Perfect Polarization

Cooperative Co-

optive

The interests of the workers are subservient to management interests.

Similar to the perfect model

a union may be allowed to exist but it is more of a “company union” or “yellow union” where it signs a “sweetheart” contract with the management just for show with no substantial concession granted.

Employee Relations at Micro and Macro Levels

Employer-Employee Framework

NATIONAL LEVEL ENTERPRISE LEVEL NATIONAL LEVEL

Social Justice Full protection to labor to

enhance human dignity

Reduce social, economic, and political inequalities

Equitably diffuse wealth and power for the common good

Industrial Democracy Free bargaining and

negotiation

Voluntary settlement of dispute

Bipartite

Rights and Duties Civil Code of the Philippines

Labor Code of the Philippines

Concept of shared responsibility

Employee Representation Unions

Associations

Labor organizations

Collective Bargaining Terms & conditions of

employment

Grievance Machinery Conflict resolution

Equity Just share in the fruits

of production

Compensation

Personal Satisfaction

Productivity Efficiency

Reasonable return of Investment

Growth

Industrial Peace Harmonious Relations

Social Development and Progress

Trade UnionsVoluntary organizations of employees or employers formed to promote and protect their interests through collective actions

Objectives: Redress the bargaining advantage of the

individual worker vis-à-vis the individual employer

Secure improved T&Cs of employment for the members

Obtain improved status for the workers

Increase the extent to which unions can exercise democratic control over decisions

Factors leading to Unionization

Individual Personality, Interests and Preferences

Influence of Management

Expectation that work will fulfill personality, interests

and preferences• Employment Contracts• Psychological Contracts

Dissatisfaction

Union Instrumentality

Work Situation

Unionization

Attempt to ResolveSituation Individuality

Situation

Trends in Trade Union

Objectives: To settle disputes/conflicts relating to

wages and working conditions

To protect the interests of workers through collective action

To resolve the differences between workers and management through voluntary negotiations and arrive at a consensus

To avoid third party intervention in matters relating to employment

Process of negotiations between employers and a group of employees aimed at reaching agreements to regulate working conditions

Collective Bargaining

Collective Bargaining Process

Identification of

the Problem

Collection of Data

Selection of

Negotiators

Climate of

Negotiations

Bargaining

Strategies and

Tactics

Finalizing the

agreement

A dispute between the employee and the employer about the interpretation or application of the collective agreement.

An employee may bring a grievance when they believe the collective agreement has been violated.

Grievances

Open-door policy

Step Ladder policy

“

”

If you consider employees as a “Resource” necessary to accomplish our operational and financial goals you will likely be desensitized

to their feelings as a human being

Employee relations is human relations!!

“

”Thank You

Arkaprava Sadhu (505) Aseem Mehrotra (533)

Sridhar Swamy (524) Parag Gidh (554)

Shashank Sharma (519)