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
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
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.
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
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
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!!
Dissatisfaction due to: unrealistic job previews-creating expectations that cannot be fulfilledJob design that fail to satisfy expectations, personality and interests.Unfair treatmentWork-life disbalanceUnion Instrumentality: Employees perceives union as an instrument in removing their dissatisfaction. Employee weigh the value of the benefits to be obtained against its costs such as lengthy organization campaigns and bad feelings among supervisors, managers and other employees
In private sector: Ban on temporary or permanent strikes and violence. More formalized procedure of unionization-those who wish to unionize must sign authorization cards, petition the National Labor Relations BoardDepoliticisation-Unions have become more mature, responsive and realisticIn Public Sector: Growth in 2011 due to the US fiscal crisis hitting the public sector
negotiations usually set out wage scales, working hours, training, health and safety, overtime, grievance mechanisms, and rights to participate in workplace or company affairsA collective agreement functions as a labor contract between an employer and one or contract between an employer and one or more unionscollective bargaining agreement (CBA)