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Traditional Framework of ER
Conflict (us and them) individual and collective Collectivity of employees unions, associations Agencies (players) employees, employers, government, their respective associations Bargaining for rights and privileges Individual discipline and grievance (punitive, low tolerance for dissent)
Hence a pre-occupation with unions, strikes, (agitational behaviour), courts and the like
Improvement in socio-economic environment; improvement in education and growing awareness of the employees; intervention of the State as a regulator and a moderator of relationships The compulsions of the new economic environment speed, competition, innovation and change, operational efficiency focus shifts from conflict to collaboration tactical approaches
Systems Model John Dunlop Implant Theories Human Relations, Behavioural Sciences Elton Mayo and others The Unitary Approach the emphasis on management
position and authority
Gandhian Approach
Inputs legal, economic,political and socio-cultural environments Actors (the roles..) employees, employers, and government (regulator) Conversion processes (..and role playing) unilateral action, collective bargaining,grievance procedures, cooperation, arbitration, political action Output industrial conflict, wages, working conditions, rights, turnover, absenteeism, productivity, attitudes
The manager and the individual employee The manager and the team The managers (the employer team) and the individual employee The managers (the employer) and the collectivity of employees
The Players
The Employer The Employee Individual and the Collective The Employee Organisations The Employer Organisations The Regulator
Wages Conditions of Work Terms of Employment Rights and Privileges Work Systems and Processes Individual level issues (dignity, self respect)
management decisions which affect the nature of the relationship between the organisation and employees its human resources.
Michael Beer Bert Spector
Economic Competition Focus on quality and innovation Decline in Manufacturing activities Growth of services sector From blue collar workers to white collar New products and new industries
4.
Decline in Trade Union Role and Importance Employers avoidance and union busting Heterogenous work force Slow response to fast changing environment Decline in Collective Bargaining Non-union enterprises Managements aggressive and proactive Shrinking employment in the traditional sector Less scope for compromise on account of economic compulsions
Ideological change as response to crisis Quality of work life considerations Changing labour profile Educated New needs Gender mix Casual and part time workers Flexi-time and homework systems of work
The diminishing role of the collective Customisation, flexibility and the individual employee Human Resource and organisation competitiveness
Macro environmental, collectivity and the regulators Micro organisational, managerial Local - individual
Today
Liberalisation Globalisation
Public Sector
Policing
Privatisation
Accountability for corporate governance
Today
Employee Relations
Effect - Outcomes
Respect and mutuality flexibility
Personnel
Human Relations (admn. Rigidity) Command & Autonomy & control (policing) empowerment Collective Individual (defense)
Conciliatory
Customisation
Today
Status, behavioural Rights & privileges Wages, benefits, terms and conditions of work
Employability and not employment Performance and not work Effective employee going beyond the good employee Employees or associates
Emerging Issues
We have moved towards a unitary system the role of the employer is more dominant; is this a point of concern? As the role of collectivity diminishes, Who is the new champion of ER? New issues have emerged in the new scenario quality of work life, development, work life balance Where does the accountability for efficiency and quality lie? What about individual aspirations?
Work Environment and Working Conditions health, safety and hygiene Worklife Balance Equity and fairness in dealing with issues of indiscipline, wages and employee grievances A transparent system of managerial accountability for employee relations Design of grievance redressal mechanisms It is more about the dignity and respect of the individual employee and his experience of fairness
Health Safety Hygiene Workplace environment ambience, culture, infra-structure, enabling systems Opportunities for career & professional growth Employer brand Qualify of work-life balance
People Management
Sense of dignity Perceived sense of fairness and justice Objectivity in decision making Transparency of process
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