Dynamics of Employee Relations (Management, Work and Organisations)

The changing face of employment relations over the last 50 years
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Karen Johnston. Foteini Kravariti. Yi-Ling Lai. James McCalman. Emmanouil Papavasilieou. Becky Quew-Jones. Yvonne Rueckert. Sally Rumbles. Peter Scott. Kajal Sharma. Michele Towell. Steve Williams. Saja Albelali. Seita Almandeel.

Majad Alotaibi. Sanam Ammari. Nizar Badouin. Sue Davey-Evans. Lobna Ghanem. Karen Harman. Rebecca Hings. Wil Hunt.

Edited by Peter Boxall, John Purcell, and Patrick M. Wright

Patricia Kinsella. Even the biggest decisions at the hospital include workers, as the hospital is managed through a series of joint governance bodies. Managers have union partners working side by side with them in day-to-day operations as well as in the hospital's long-term planning. As a result of their involvement in design and administration, the nurses now enjoy more time with patients and spend less time preparing cooking trays and performing other non-nursing duties.

The workplace safety initiative is based on the premise that the safety and well-being of all of Kaiser employees is key to fulfilment of the 'KP promise'. Another partnership project that has been launched involves developing a long-range inpatient care documentation system to modify and enhance the unified medical record UMR.

In view of the rapidly changing workplace, both workers and management share a mutual interest in continuously training the work force in the skills required to remain productive enough to meet increasingly stiff competition. This is the essence of 'employment security' as opposed to 'job security'. The Alliance is the first jointly owned, non-profit educational corporation in the telecommunications industry. It is incorporated in the State of New Jersey, with equal numbers of management and union members on the board of directors.

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It has two managing directors, one appointed by the company and the other by the union. Since , approximately , employees have utilised the Alliance, according to Morton Bahr, the CWA president speaking at the symposium of the Asia Pacific Economic Cooperation forum, 'Responding to change in the workplace: Innovations in labor-management-government cooperation,'.

Module Overview

All costs are borne by the Alliance. According to Mr Bahr: 'We have literally changed the lives of countless members while substantially improving the educational level of the general workforce. The new process dramatically changed the labour-management relationship by enabling the parties to establish a great degree of trust. More than almost any other sector, the US apparel industry has been devastated by the outsourcing of manufacturing overseas.

GIDC'S programmes include on-site training programmes to provide individualised training assistance to New York apparel manufacturers and contractors. Bilingual vocational trainers work with operators and their supervisors to upgrade and diversify the skills used on the sewing floor. GIDC considers its 'train-the-trainer' programme to be the key to the success of its employer-specific training. Since , GIDC's 'Super Sewers' programme has helped nearly 1, displaced workers to enhance their sewing machine skills and master workplace English.

The week programme addresses speed and accuracy.

A special emphasis is placed on learning whole-garment construction. To promote lifelong learning, GIDC's evening courses provide a path for career advancement to apparel workers. Courses include pattern making, marker making, sample cutting, manual pattern grading, computerised pattern making and computerised marking and grading. GIDC also offers shop owners and supervisors the opportunity for continuing learning, which can lead to cost savings and increased efficiency. According to the Task Force on Retraining the American Workforce that was commissioned by the Century Fund , a public policy think-tank, there are indications that training practices may be spreading as more manufacturing firms adopt principles of 'high performance workplaces', endorsed by management and labour, that emphasise the importance of training and giving responsibility to front-line workers.

Learning outcomes

Buy The Dynamics of Employee Relations (Management, Work and Organisations) 3Rev Ed by Paul Blyton, Peter Turnbull (ISBN: ) from. Paul Blyton (Author), Peter Turnbull (Contributor) # in Human Resources (Books) # in Labor & Industrial Relations (Books).

Joint union-management training agreements involving the United Auto Workers , the United Steel Workers , the Service Employees Union , the Building and Construction Trade Unions and UNITE all include formal labour-management commitments to upgrade the skills of workers at most job levels in order to enhance both worker productivity and job security. The challenge, in the view of the Task Force, is to find ways to encourage more firms to emulate such efforts at integrating training strategies for employees throughout the country.

The American workplace has undergone a dramatic shift in recent decades, driven by an increasingly competitive environment that penalises organisations that maintain workers who are not adding maximum productivity to the enterprise. The new economy has compelled companies to insist on 'better, faster and cheaper' production methods. Given this need and given the changing nature of work away from rote, top-down manufacturing to service- and information-oriented work requiring 'soft' skills eg the ability to communicate clearly and respectfully, to listen actively, to empathise and to react to situations non-defensively , managers have had to accommodate workers for two reasons.

In this new service- and information-oriented economy, managers cannot possible have all the knowledge to ensure quality and efficiency.

Training both parties in improved communication and conflict management can give them the tools to reach agreement toward the above accommodations. That is the best way to ensure the survival of both of their jobs in this unstable and often nerve-wracking labour market of the s. It may seem an obvious point, but the first task in a negotiation is for the parties to get a handle on just what is at issue.

Table of contents

Thank you for participating and being a part of this session. That was a topic that we initially thought that we'll speak on. Topics: Employee Engagement. Ubheydeep Singh Anand. And some of the new age matrices which are being used, which was the amount of work done beyond normal working hours, which is this specifically important, weekends and evenings. Boyer , E. So there's the second question that asked about "Which of the following new age measures will you use to gauge employee engagement in your organization?

This is a step that should not be ignored or even taken for granted. If the parties do not take this step, the negotiations can become unwieldy as the parties change or add to the issues according to the ebb and flow of negotiations. In addition, negotiations that do not have clear issues risk degenerating into acrimonious affairs that focus too much on the difficulties on the past, or on personality differences between the parties. This is the basis for the old IBN adage: 'focus on the problem, not the people' and the oft heard exhortations of the IBN facilitator for the parties to be forward-looking as the negotiations proceed.

Following the delineation of the issues, in IBN the parties then exchange their interests.

In contrast to an issue, which is what you care about, an interest is why you care about an issue. An interest should be contrasted with a position , which is an inflexible demand that represents only one way to satisfy an interest. As we will see, IBN is about the parties working together to develop many ways of satisfying an interest. The following are some examples of interests as opposed to positions:. For example, in the first two examples above, the company can develop a results not time based accountability system by which it determines a bonus on a sliding scale.

In the second two examples, perhaps the business can use the savings from the reduced need for office space in order to invest in technology to enable workers to telecommute. Those factors make it more likely that the organization will have good enough relations to design a program to adapt and thrive in the global economy. Brainstorming works best when all participants sit next to each other, with the participants on the different 'sides' randomly distributed, facing a flipchart, a screen or a blackboard.

The process of brainstorming options is truly one of the most liberating for an organization, but it is also difficult to achieve.

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It requires professionalism and a maturity that is difficult to achieve in many organizations. The element of non-criticism of ideas implies a breaking-down of hierarchical barriers that many organizations find difficult to realize. The suspension of the tendency to find 'the' answer to a problem runs counter to the culture of many organizations that are focused on quick and immediate results.

The race to 'the' correct result that many organizations are used to often precludes creative out-of-the-box solutions that might seem strange at first, but which may actually be modified into something workable with the benefit of the input of others in the group. Finally, the idea of searching for mutual gains is counterintuitive to many people, unless the organization has done a lot of work to align workers and managers with a common vision and objectives. If an organization can incorporate brainstorming into its usual work processes, the benefits can be enormous in terms of obtaining the benefit of the input of each and every worker.

In this way ideas can be adopted that otherwise would never be possible in the context of hierarchical, top-down decision-making. Once the options have been 'brainstormed', the group is now ready to evaluate them and adopt them according to objective criteria. This is critically important to the IBN process and to collaborative and efficient workplace processes in general. At a minimum, the group risks adopting an inefficient or unfeasible solution that can do more harm than good. A group develops objective criteria through the use of the brainstorming technique described above. Common examples of objective criteria are:.

Finally, in order to move forward in adopting the options, a group should think about how they will be implemented. This is not to say that the group has to engage in a detailed discussion of every step required in implementation. Rather it is to ensure the integrity of the IBN process by making sure that there are individuals or groups empowered to implement the options adopted by a certain milestone dates.

If the parties do not take this step, they risk compromising the IBN process and the numerous benefits that they stand to enjoy from it. Eurofound, Wyattville Road, Loughlinstown, Co. Brussels, Belgium eurofound. Eurofound is an agency of the European Union. Skip to main content. You are here Home Article The role of industrial relations in the structural change of organisations.