Professional Documents
Culture Documents
MU 0003
EMPLOYEE RELATIONS MANAGEMENT
Set I
The vision, mission and core values of the organization must not only be
clearly written down, displayed prominently but also be integrated as key
statements of purpose and philosophy into the recruitment and orientation
programs, internal company communications, training and development
schemes, methods of appraisal, recognition and reward. It must be ensured
that each and every employee of the organization is aware of the vision,
mission and values of the organization and is able to relate to it from his
own sphere of activities.
All new recruitments must be done keeping the organization’s values and
mission central. Aspiring employees must be given adequate time to get to
know these aspects before they come and join as members of the team. All
prospective employees must be screened with tools like profiling available
in the market today.
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Investing in training and staff development programs is good. But many
companies engage a wide assortment of trainers and programs, making little
effort to ensure a smooth and beneficial integration. It must be ensured that
all the trainers, be it outside or in-house, are clearly aware of the
organization’s vision, mission and values. They must be able to describe the
issues and major challenges facing their company today.
e) Annual Appraisals
The old adage is true: what gets rewarded gets done. But not all rewards are
monetary. They may be public, private, formal, informal, planned,
unexpected, elegant, simple and unique. The most motivating rewards may
be public celebrations of the people and actions that exemplify the
organization’s highest values. The practices of rewards and recognition must
be highly inspiring, must be applied frequently and consistently. People
thrive on appreciation, recognition and reward and the company culture must
provide enough of this.
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for an event well done is extremely essential for building a tradition of
interaction that deepens and strengthens as it grows.
h) Suggestion Schemes
Managers want feedback and suggestions for improvement from staff. But
very few organizations can point with pride to widely respected and
frequently used suggestion schemes. Making the suggestion scheme
program more than just a box on the wall requires rapid response from
management, immediate implementation of good ideas, and generous
recognition for contributions. Some companies have instituted novel
schemes like giving gift coupons / incentives every month for the best new
suggestion. Once people realize there is a prize given out every month,
you’ll find the suggestion box brimming with input by the month’s end.
Management and staff will work better together if they have abundant
opportunities to interact. Frequent team meetings must be scheduled. Secure
opportunities for staff to speak up without fear of reprisal or retribution must
be provided. Panel discussions may be created where all sides can ask
questions and receive candid (not defensive) replies.
Companies with strong culture evolve rites or rituals that are memorable and
unique. Such rituals must be such that employees look forward for these and
enhance their performance to compete for recognition. For example, at one
multinational, significant sales are honoured by the key salesperson ringing
a huge Chinese gong at the beginning of the monthly sales meeting. The
message rings loud and clear: Successful sales are good reason for public
celebrations.
k) Internal Communications
l) External Communications
How the organization communicates with the outside world reflects back
upon the internal staff. It must be such that the employees take pride in
advertising and public relations your company sponsors. The corporate
image must be fresh.
Types of Discipline:
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iii) Positive discipline can be achieved through rewards and effective
leadership.
Operational Roles
iii) Co-ordinator
iv) Mediator
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• Representing workers’ issues, problems and concerns to the
management in order to deliver effective results
ASSIGNMENTS
MU 0003
EMPLOYEE RELATIONS MANAGEMENT
Set II
Characteristics of Communication:
e) Channels of Communication
The table 3.3 depicts the different forms of channels, one or more of
which can be used to convey a message.
(b) Bonus: Workers and trade unions want a share in the profits of
industry. Employers’ refusal to share the profits results in disputes.
(d) Leave and Hours of Work: Poor working conditions and violation of
Factories Act, 1948 provisions concerning leave and working hours is
another cause industrial unrest.
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(f) Other Reasons: Inter-union rivalry, multiplicity of unions, political
pressure on workers, petty quarrels, misbehaviour, automation and other
similar factors.
a) Impact on Employment
Entry of multinationals and expansion of Indian firms since 1991 has led to
increase in employment opportunities. At the same time, closure of several
firms, which, could not survive in a highly competitive market, has resulted
in loss of employment. The Government of India has created a National
Renewal Fund to compensate workers thrown out of jobs.
c) Impact of Compensation
Globalization has resulted in higher salary benefits for highly skilled and
committed employees but low wages for the unskilled and indifferent.
e) Other Effects
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