Lecture-9 Employee relations

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EMPLOYEE RELATIONS:

EMPLOYEE RELATIONS DEFINITIONS AND CONCEPTS THE ELEMENTS OF EMPLOYEE RELATIONS THE HRM APPROCHES TO ER COLLECTIVE BARGAINING TWO FORMS OF COLLECTIVE BARGAINING THE PARTIES OF EMPLOYEE RELATIONS EMPLOYEE RELATION POLICIES POLICY OPTIONS PARTNERSHIP AGREEMENTS IN ER THE IMPACT OF PARTNERSHIP EMPLOYEE PARTICIPATION AND INVOLVEMENT

DEFINITIONS AND CONCEPTS:

DEFINITIONS AND CONCEPTS Employee relations consist of all those areas of human resource management that involve relationships with employees-directly or through collective agreements where trade unions are recognised Relationship will be concerned with the agreement of terms and conditions of employment and with issues arising from employment. Employee relations practices include formal processes, procedures and channels of communication

THE ELEMENTS OF EMPLOYEE RELATIONS:

THE ELEMENTS OF EMPLOYEE RELATIONS The formal and informal employment policies and practices of the organisation The development, negotiation and application of formal systems, rules and procedures for collective bargaining, handling disputes and regulating employment Policies and practices for employee involvement and communications The philosophies and policies of the major players in the industrial relations scene: the government of the day, management and through trade unions The legal framework The number of institutions such as the Advisory, arbitration service and the employment tribunals

THE HRM APPROCHES TO ER:

THE HRM APPROCHES TO ER A drive for commitment An emphasis on mutuality The organisation of complementary forms of communication, such as team briefing, alongside traditional collective bargaining A shift from collective bargaining to individual contracts The use of employee involvement techniques such as quality circles or improvements groups Continuous pressure on quality-TQM Increased flexibility in working arrangements Emphasis on teamwork's Harmonisation of terms and conditions for all employees

COLLECTIVE BARGAINING:

COLLECTIVE BARGAINING The industrial relations system is regulated by the process of collective bargaining. Def: a social process that continually turns disagreements into agreements in an orderly fashion The method of determining working conditions and terms of employment through negotiation Collective bargaining can be regarded as an exchange relationship Collective bargaining can also be seen as a political relationship in which trade unions, share industrial sovereignty or power over those who are governed, the employees Overall, collective bargaining is a power relationship that takes the form of a measure of power sharing between management and trade unions

TWO FORMS OF COLLECTIVE BARGAINING:

TWO FORMS OF COLLECTIVE BARGAINING Conjunctive bargaining: arises from the absolute requirement that some agreement-any agreement-may be reached so that the operations on which both are dependent may continue and results in a working relationship in which each party agrees to provide certain requisite services, to recognise certain seats of authority and to accept certain responsibilities in respect of each other. Cooperative bargaining: in which it is recognised that each party is dependent on the other and can achieve its objectives more effectively if it wins the support of the other.

THE PARTIES OF EMPLOYEE RELATIONS:

THE PARTIES OF EMPLOYEE RELATIONS THE TRADE UNIONS SHOP STEWARDS OR EMPLOYEE REPRESENTATIVES THE TRADE UNION CONGRESS (TUC) MANAGEMENT EMPLOYER`S ORGANISATION THE CONFEDERATION OF BRITISH INDUSTRY VARIOUS INSTITUTIONS, AGENCIES AND OFFICERS

EMPLOYEE RELATION POLICIES:

EMPLOYEE RELATION POLICIES Four approaches to employee relation policies have been identified by industrial relations services (1994) Adversarial: the organisation decides what it wants to do, and employees are expected to fit in. Employees only exercise power by refusing to cooperate. Traditional: a good-day-to-day working relationship but management proposes and the workforce reacts through its elected representatives Partnership: the organisation involves employees in the drawing up and execution of organisation policies, but retain the right to manage. Power sharing: employees are involved in both day to day and strategic decision making.

POLICY OPTIONS:

POLICY OPTIONS The following four policy options for organisations on industrial relations and HRM have been described by Guest (1995) The new realism-a high emphasis on HRM and industrial relations Traditional collectivism-priority to industrial relations without HRM Individualised HRM-high priority to HRM with no industrial relations The black hole-no industrial relations

PARTNERSHIP AGREEMENTS IN ER:

PARTNERSHIP AGREEMENTS IN ER Def: In industrial relations a partnership arrangement can be described as one in which both parties agree to work together to their mutual advantage and to achieve a climate of more cooperative and therefore less adversarial industrial relations. Key values: Mutual trust and respect A joint vision for the future and the means to achieve it Continuous exchange of information Recognition of the central role of collective bargaining Devolved decision making

THE IMPACT OF PARTNERSHIP:

THE IMPACT OF PARTNERSHIP Shared goals- understanding the businesses we are in Shared culture- agreed values binding us together Shared learning – continuously improving ourselves Shared efforts-one business driven by flexible teams Shared information-effective communication throughout the organisation Moving on

EMPLOYEE PARTICIPATION AND INVOLVEMENT:

EMPLOYEE PARTICIPATION AND INVOLVEMENT EMPLOYEE INVOLVEMENT: EI consists of those practices which are initiated principally by management, and are designed to increase employee information about, and commitment to, the organisation. EMPLOYEEPARTICIPATION: any process through which a person or group of persons determines what another person or group of persons will do. Participation is about employees playing a greater role in the decision making process.

AIMS OF EMPLOYEE INVOLVEMENT & PARTICIPATION:

AIMS OF EMPLOYEE INVOLVEMENT & PARTICIPATION Generate commitment of all employees to the success of the organisation Enable the organisation better to meet the needs of its customers and adapt to changing market requirements. Helps the organisation to improve performance and productivity and adopt new methods of working to match new technology Improve the satisfaction employees get from their work Provide all employees with the opportunity to influence and be involved in decisions which are likely to effect their interest.

FORMS OF EMPLOYEE INVOLVEMENT AND PARTICIPATION:

FORMS OF EMPLOYEE INVOLVEMENT AND PARTICIPATION Downward communication Upward communication Task participation: task participation and job redesign processes engage employees in extending the range and type of tasks they undertake Consultation and representative participation Financial involvement/participation: such as profit sharing and employee share ownership.

REQUIREMENTS FOR SUCCESSFUL EMPLOYEE INVOLVEMENT AND PARTICIPATION:

REQUIREMENTS FOR SUCCESSFUL EMPLOYEE INVOLVEMENT AND PARTICIPATION The objectives of participation must be defined, discussed and agreed by all concerned Management must believe in and must be seen to believe in involving employees The union must believe in participation as a genuine means of advancing the interests of their members Joint consultation machinery should be in line with any existing systems of negotiation and representation Employee and management representatives should be properly briefed and trained and have all the information they require. Managers and team leaders should be kept in the picture and as appropriate involved in the consultation process Consultation should take place before decisions are made.

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