Employee

Involvement Collective Bargaining Grievance Management

Institutions
ILO

Voluntary Codes
Code of Conduct

Rules/ Procedures
Standing Orders Discipline Procedures Grievance procedure

Joint Consultative Industrial committees Joint management Councils Work Committees Code of Efficiency & welfare Code of Discipline

Collective bargaining Workers Participation Employee Welfare Empowerment

Origin: 1919. Its constitution was made by Labor commissions. Presently there are 177 members. Philosophy: Labor is not a commodity Freedom of expression is essential The war against wants need to be carried on internationally Poverty is dangerous.

Objectives: Promote and realize standards and fundamental rights at work Create greater opportunities for men and men to secure decent employment and income Enhance the coverage and effectiveness of social protection for all. Strengthen tripartism and social dialogue

 Tripartism:

The interaction of government, employers and workers as equal and independent partners to seek solution to issue a common concern. Social Dialogue: Includes all types of negotiation, consultation or exchange of information between or amongst representative of governments, employers, and workers on issues on common interest relating to economic and social policy.

 International

Labor Conference : This can be equated to the legislative arm of a govt. The Governing Body: This can be visualized as the executive body. International Labor office: Is the permanent secretariat. Labor standards: Standards concerning employment and working conditions found acceptable by employers and workers through collective bargaining.

The International Labor conference: Members in the ratio of 2:1:1 of Govt., Employers and Employees: 1 President + 3 Vice President (Legislative) The Government Body: 56 Titular Members (28 + 14 +14): 66 Deputy Members (28 + 18 + 18): 1 Chairperson + 2 Vice Chairpersons: 1 Titular Members from the countries of Chief Industrial Importance (Executive) Permanent Secretariat: Works under security and supervision of the Governing Body: Headed by Director General: DG is also secretary General for ILC: Has a 5 yrs renewable term (Secretariat)

An Issue is Identified

First discussion of proposed conclusion

Office prepares report and summary

Governing Body puts topic on agenda of ILC

Office analyses comments and proposed conclusions

Office prepares law and practice report with questionnaire on the content of possible new instruments

Report sent to govt, employees and workers

 Joint

consultative are the International Labor conferences held in order to attain objectives made by ILO.

 This

committee was established in 1944. It is a tripartite with equal proportion of workers and employers. These are industry specific like Oil, Iron & Steel.

 The

JMC were intended to provide better understanding, participation and infuse a spirit of cooperation among workers & employers.

Condition to make JMC: Undertaking should have well established TUs People should have willingness to experiment The size of undertaking should not be less than 500.

 The

ID Act, 1948 requires to constitute a Works committee including equal proportion of workers & employers where 100 or more people are involved in any day preceding 12 months. It aims to secure amity and good relation among the two.

This is voluntarily accepted by both employer and worker of private as well as public sector at central level.

Few deliberations in ILC at 15th session are: 1. No strike/ lockout 2. No unilateral 3. No resort to go-slow tactics 4. No deliberate damage to property 5. No acts of violence 6. Full utilization of dispute-resolution machinery 7. Speedy implementation of awards The code has following structure Part 1: Duties & Responsibilities of three parties Part 2: Obligations common to management & unions Part 3: Obligations of management Part 4: Obligations of unions

 It

is method of specifying duties and responsibilities of employer and workers. These orders regulate the conditions of employment. They are made at plant and unit level.

per ID act, 1947, every organization may follow two policies Open Door Policy Step ladder Policy
As
Aggrieved Employee - 48 hrs Departmental Representative Head of the Department (if not fails satisfied) - 3days Grievance Committee 7 days Chief Executive 7 Days Voluntary Arbitration

The right of workers to form, join, and assist labor unions is a statutorily protected right in the Country.

Collective Bargaining
The act of negotiating contract terms between an employer and the members of a union. Collective Bargaining Agreement the resulting contract from a collective bargaining procedure. The employer and the union must bargain with each other in good faith.

Subjects of Collective Bargaining

Compulsory Subjects
Wages Hours Other terms and conditions of employment

Illegal Subjects
Closed shops Discrimination

1.

Freedom of association

Workers and employers are free to form their own associations to represent their interests. Unions have to be stable for collective bargaining to be effective union is able to honor the agreement. Collective bargaining begins after employer recognizes the union that claims to represent the specific group of workers.

2.

Stability of union

3.

Recognition of union by employer

4.

Good faith

Both parties must be willing to resolve differences to reach an agreement. Relationship affected and process becomes tense and difficult if any party used unfair practices such as victimization. Employment laws to ensure process takes place in an orderly manner.

5.

Mutual respect

6.

Supportive legal system

Process depends on these factors:

Subject matter to be discussed 2. Persons involved 3. Circumstances under which the discussion is held.
1.

A Typical Negotiation Process begins with each party stating its position. As discussion progresses, each party adjusts its demands to seek a mutually acceptable agreement.

It means that here individuals will confront the problem to solve it. Avoidance: It means that the individual avoids the situation of conflict
Approach:

Approach

Avoidance

Confrontation

Diffusion

Engaging

Avoidance

Compromise

Resignation

Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

1.

Preparation

Each party must know what it wants. Each party presents its case. Parties look for possible adjustment or compromise. Parties sign a written statement on what have been agreed.

2.

Presentation

3.

Exchange and compromise

4.

Reaching an agreement

 Types

of negotiation:

Distributive when two parties with opposing goals compete over set value Integrative when two groups integrate interests, create value, invest in the agreement (win-win scenario)
Categories

of negotiation

Collective to Individual Centralized to Decentralized Government to Non-government Union to Non-union

STRATEGY OF PERSON A

Integrative Distributive

Outcome:

Outcome:

Great for Person A Terrible for Person B

Outcome:

Mediocre for Person A Mediocre for Person B

Outcome:

Good for Person A Good for Person B

Integrative

Terrible for Person A Great for Person B

Distributive

STRATEGY OF PERSON B
Source: Adapted from Anderson, T. Step into my parlor: A survey of strategies and techniques for effective negotiation. Business Horizons, May-June 1992, 75.

BATNA The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement

Impasse:

settlement cannot be

reached Impasses may be solved by these alternatives:

Conciliation Mediation Arbitration

 The

right of the individual to know the case against him/ her. The right of the individual to respond to the case and present his/ her point of view The right to representation at every stage The right of receive in writing the definite statements of the conclusion and outcome at every stage The right to appeal against the conclusion

 Step

1: Warnings: At least two warnings in writing Step 2: Recording the outcome of warnings: Recording to personal files within the stipulated time Step 3: Show-cause notice for serious Misconduct: For matters of serious concern, show cause in writing is issued. If not taken seriously, may be suspended Step 4: Issue of charge Sheet and Constitution of Inquiry Committee Step 5: Disciplinary Hearing

 Employee

Empowerment is Employee Involvement that matters. could also be defined as controlled transfer of authority to make decisions and take actions. is needed?
Successful implementation of empowerment requires change in corporate culture.

It

What

 An

aspect of Working Smart

Empowerment

is the key to motivation & Productivity. enables a person to develop personally & professionally.

It

Resistance from Employees & Unions Resistance from Management

Insecurity Personal Values Ego Management Training Personality Characteristics of Managers Exclusion of Managers

Workforce Readiness Organizational Structure & Management Practices

Managements Role:
Commitment Leadership Facilitation

Implementing Empowerment:
Development of Suggestion Systems Considering the Employees Point of View Putting Vehicles in Place

Brainstorming Nominal Group Technique Quality Circles Suggestion Boxes Walking & Talking

 Managements

Role:

Establishing Policy Setting Up the System Promoting the Suggestion System Evaluating & Implementing suggestions Rewarding employees

Improving

the system..

Improving Suggestion Processing Improving Individual Suggestions

Problem Identification Research Idea Development

 Taking

Initiative Opportunities

Identifying

Thinking

Critically Consensus

Building

Avoiding Traps:
Defining Power as Discretion & Self- Reliance Failing to Properly Define Empowerment for Managers & Supervisors Assuming Employees Have the skills to be Empowered Getting Impatient Making the Transition from Traditional Approach

Beyond Empowerment

 Evaluating

Suggestions

Though Employees make suggestions, final analysis is still to be made by manager. Thus, Establish a formal rating system for evaluating suggestion systems.
Handling

Poor Suggestions

Listen Carefully Express Appreciation Carefully explain your position Encourage feedback Look for Compromise

 Removing Hidden Barriers Negative Behavior Poor Writing Skills Fear of Rejection Inconvenience Encouraging

new Employees Employees

Coaching Reluctant Assess Investigate Match Choose Manage