Description
The PPT describes about Employee Relations Management.
The Essence of Employee Relations Management
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
How Did This Perspective Evolve and Then Shift
The Initial Phase ? Industrial Revolution – mechanisation and the birth of
factories; shift from self-employment to employment by others; view of humans as a factor of production; the psychological dimension of the shift from being a producer (self employed) to being an ‘employee’ (alienation, control over environment) – the birth of the ‘conflict’ dimension Development of management thought – from early scientific management to the birth of the human relations school; human resources development – from exploitative to recognition of the ‘individual’ – ideological shift begins – but still about welfare
?
Other Contextual Factors
The shift gains momentum and shape
?
?
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
A Theoretical Framework Of Employee (Industrial) Relations
Perspectives in Employee Relations
? ?
?
Systems Model – John Dunlop Implant Theories – Human Relations, Behavioural Sciences – Elton Mayo and others The Unitary Approach – the emphasis on management
position and authority
?
The Pluralist Approach – collective bargaining and
mutuality, a role for all
?
Weber’s Social Action Approach – focus on power
struggle, the haves and have nots
?
Gandhian Approach
The System Model
Actors – Employees, Employers & Govt. (regulator) ? The Rules – result of mutual co-operation and conflict – substantive and procedural ? Environment – technology, market (external) opportunities and distribution of power between actors (environment) ? Ideology These elements and their nature at any point in time determine the nature of ER
?
System Model Redefined
? ?
?
?
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
A modification in conversion process will result in a change in the output
The Scope of Employee Relations
? ? ?
?
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
There is an individual and a collective dimension
The Players
? ?
? ? ?
The Employer The Employee – Individual and the Collective The Employee Organisations The Employer Organisations The Regulator
….And The Issues
? ? ? ? ? ?
Wages Conditions of Work Terms of Employment Rights and Privileges Work Systems and Processes Individual level issues (dignity, self respect)
Some Definitions of HRM – A Recall
“Human Resources Management involves all
management decisions which affect the nature of the relationship between the organisation and employees – its human resources”.
Michael Beer Bert Spector
A Role For The HRM Function
To facilitate the achievement (realisation) of the organisation’s business goals through efficient and effective engagement of human resources.
The Emergence of a New Context
1. ? ? 2. ? ? ?
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
The New Context(2)
3. ? ? ? 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
The Changing Context(3)
5. 6. 7. ? ? ? ? ?
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
…. And The Outcomes – The New Paradigms
?
The diminishing role of the collective Customisation, flexibility and the individual employee Human Resource and organisation competitiveness
?
?
Ideological Shifts at Different Levels
?
? ?
Macro – environmental, collectivity and the regulators Micro – organisational, managerial Local - individual
Macro Level Shifts
Earlier Regulated Protected Public Sector Policing Today Liberalisation Globalisation Privatisation Accountability for corporate governance Effect Outcomes Opportunities Quality and innovation Competition Systems and processes
Micro Level Shifts
Earlier Today Effect - Outcomes Respect and mutuality Industrial Employee relations (conflict) Relations Personnel
(admn. Rigidity)
Human Relations flexibility Conciliatory Customisation
Command & Autonomy & control (policing) empowerment Collective (defense) Individual
Individual Level Shifts
Earlier ‘Workers’ Agitational & reactive Collective Today Status, behavioural Rights & privileges Effect Outcomes Equality Quality of work life issues
Wages, benefits, Career, terms and opportunities conditions of work
The New Definitions
? ? ?
?
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?
An Enhanced Managerial Commitment to Organisational Responsibility
? ? ?
?
?
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
Employee Relations Redefined
? ? ? ?
? ? ?
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
Thank You
doc_276962335.ppt
The PPT describes about Employee Relations Management.
The Essence of Employee Relations Management
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
How Did This Perspective Evolve and Then Shift
The Initial Phase ? Industrial Revolution – mechanisation and the birth of
factories; shift from self-employment to employment by others; view of humans as a factor of production; the psychological dimension of the shift from being a producer (self employed) to being an ‘employee’ (alienation, control over environment) – the birth of the ‘conflict’ dimension Development of management thought – from early scientific management to the birth of the human relations school; human resources development – from exploitative to recognition of the ‘individual’ – ideological shift begins – but still about welfare
?
Other Contextual Factors
The shift gains momentum and shape
?
?
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
A Theoretical Framework Of Employee (Industrial) Relations
Perspectives in Employee Relations
? ?
?
Systems Model – John Dunlop Implant Theories – Human Relations, Behavioural Sciences – Elton Mayo and others The Unitary Approach – the emphasis on management
position and authority
?
The Pluralist Approach – collective bargaining and
mutuality, a role for all
?
Weber’s Social Action Approach – focus on power
struggle, the haves and have nots
?
Gandhian Approach
The System Model
Actors – Employees, Employers & Govt. (regulator) ? The Rules – result of mutual co-operation and conflict – substantive and procedural ? Environment – technology, market (external) opportunities and distribution of power between actors (environment) ? Ideology These elements and their nature at any point in time determine the nature of ER
?
System Model Redefined
? ?
?
?
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
A modification in conversion process will result in a change in the output
The Scope of Employee Relations
? ? ?
?
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
There is an individual and a collective dimension
The Players
? ?
? ? ?
The Employer The Employee – Individual and the Collective The Employee Organisations The Employer Organisations The Regulator
….And The Issues
? ? ? ? ? ?
Wages Conditions of Work Terms of Employment Rights and Privileges Work Systems and Processes Individual level issues (dignity, self respect)
Some Definitions of HRM – A Recall
“Human Resources Management involves all
management decisions which affect the nature of the relationship between the organisation and employees – its human resources”.
Michael Beer Bert Spector
A Role For The HRM Function
To facilitate the achievement (realisation) of the organisation’s business goals through efficient and effective engagement of human resources.
The Emergence of a New Context
1. ? ? 2. ? ? ?
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
The New Context(2)
3. ? ? ? 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
The Changing Context(3)
5. 6. 7. ? ? ? ? ?
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
…. And The Outcomes – The New Paradigms
?
The diminishing role of the collective Customisation, flexibility and the individual employee Human Resource and organisation competitiveness
?
?
Ideological Shifts at Different Levels
?
? ?
Macro – environmental, collectivity and the regulators Micro – organisational, managerial Local - individual
Macro Level Shifts
Earlier Regulated Protected Public Sector Policing Today Liberalisation Globalisation Privatisation Accountability for corporate governance Effect Outcomes Opportunities Quality and innovation Competition Systems and processes
Micro Level Shifts
Earlier Today Effect - Outcomes Respect and mutuality Industrial Employee relations (conflict) Relations Personnel
(admn. Rigidity)
Human Relations flexibility Conciliatory Customisation
Command & Autonomy & control (policing) empowerment Collective (defense) Individual
Individual Level Shifts
Earlier ‘Workers’ Agitational & reactive Collective Today Status, behavioural Rights & privileges Effect Outcomes Equality Quality of work life issues
Wages, benefits, Career, terms and opportunities conditions of work
The New Definitions
? ? ?
?
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?
An Enhanced Managerial Commitment to Organisational Responsibility
? ? ?
?
?
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
Employee Relations Redefined
? ? ? ?
? ? ?
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
Thank You
doc_276962335.ppt