Employee Relations is an ongoing relationship-building process. The ppt describes several aspects and models of Employee Relations.

1. Employee Relations
HRM Presentation
Group 10

2. Employee
Relations
 Ongoing relationship-building process
 Study of rules, regulations and
agreements by which employees are
managed as individuals and as a
collective group

3.  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

4.  Unionization
 Poor Performance
 Employee Absenteeism
 Employee Turnover
 Litigation
Results of
Poor
Relations

5.  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
Psychological
Contract

6. 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

7. Workplace Employee Relations Survey (WERS) compiled a measure of
job satisfaction which took into account employees’ satisfaction with
four different components of their overall reward
package incorporating both intrinsic and extrinsic factors

8. Models of ER-EE Relations

9. Unitarism
Perspectives
Which perspective your organization will opt to promote
employee engagement?
Pluralism
Radical/ Marxist

10. 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

11. 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.

12. 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

13. 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.

14. Employee Relations at
Micro and Macro Levels

15. Employer-Employee Framework
NATIONAL LEVEL ENTERPRISE LEVEL NATIONAL LEVEL

16.  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

17. Trade
Unions
Voluntary 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

18. 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 Resolve
Situation Individuality
Situation

19. Trends in Trade Union

20.  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

21. Collective Bargaining Process
Identification
of the
Problem
Collection of
Data
Selection of
Negotiators
Climate of
Negotiations
Bargaining
Strategies
and Tactics
Finalizing the
agreement

22. 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

23. “
”
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!!

24. “
”
Thank You
Arkaprava Sadhu (505) Aseem Mehrotra (533)
Sridhar Swamy (524) Parag Gidh (554)
Shashank Sharma (519)