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Employee Relations Management

Employee Relations Management

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Published by Sudha Amit Thakur

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Published by: Sudha Amit Thakur on Apr 23, 2010
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Master of Business Administration-MBA Semester 3MU0003 ± Employee Relations Management - 2 Credits
(Book ID: B0775)
Assignment Set- 1
Question 1:
Elaborate on the framework of Employee Relations?
Answer 1:The Framework of Employee Relations
Any organization, in order to attain its goals successfully, must always endeavour todevelop and maintain healthy employee relations. The framework for such relations must be based on the following:
a) Integration:
The needs of individuals, groups and the organization must be seamlessly integrated.Such cross-matching of interests will invariably result in a healthy organizationalclimate and promote creativity and productivity. It is a management responsibility toinitiate measures to create an atmosphere of mutual trust and understanding so thatthe employees appreciate both organizational and environmental constraints andsupport the company at all times.
b) Employee Participation:
Supportive climate and mutual trust and confidence can be created by involvingworkers and their groups in the decision-making process. Management should beopen to ideas and accept or reject an idea or suggestion based on its merits and not onthe source of the idea or suggestion. The management must appreciate the problem of the employees and strive to resolve these at the earliest. Communication channelsmust be kept open and the employee must be given an opportunity to be heard. Suchinvolvement not only improves the quality of decisions but also leads to thesatisfaction of ego needs of employees. They feel recognized and their attitude isalways positive. Joint management councils or committees consisting of equalrepresentative of workers and management may be constituted. Frank and fair discussions/meetings help to secure and preserve unity among workers and managers.Effective use of group dynamics is a must.
c) Congenial Work Environment:
Management must create a work environment wherein workers can perform their  jobs with a sense of security and camaraderie
They must value the task they are performing. Simultaneously, the management must ensure job security, a meaningfuland challenging job, scope for opportunity and advancement and satisfyinginterpersonal relationships for the employees.
d) Communication:
Most of the employee relations problems arise due to lack of communication or inadequate or a distorted communication. The desire to have knowledge about thecurrent situation, future prospects, company policies and contemplated changes is oneof the basic needs of an employee. Lack of communication leads to fear,misunderstanding and distrust. Therefore, management should maintain openchannels of communication, particularly upward communication. Employeehandbooks, grievance procedures, suggestion schemes, etc. enable management tounderstand the feelings, fears and aspirations of employees. Informal communicationor grapevine is generally used to supplement and support the formal channels of communications. However, strict vigil on rumours must be kept with all efforts toarrest them at the earliest.
e) Adaptive Leadership:
Leadership style must be determined by the situation and must be flexible. Aneffective leader is one who fully understands his employees and adapts his approachto the requirements of the situation. In order to develop healthy relations, managersshould listen carefully, talk less and give decision in the opportune time. Decisiondelayed is harmful to the organization as it leads to mistrust. Managers must upholdthe dignity of the individual employees and must have a positive attitude. Ordersmust be clear and unambiguous.
f) Resolving Conflicts:
 Continuous efforts must be made to reduce and minimize inter-personal and inter-group conflicts. The genesis of the conflict must be identified and the solution must be such that it satisfies the interest of both parties albeit not fully. Healthy employeerelations can be developed through an integrative and problem-solving approach inwhich both the parties gain satisfaction of their needs in a co-operative manner andnot at the expense of one another. Such a situation requires impartial, continuous and positive communication with the parties concerned.
g) Conditioning Behaviour:
Conditioning the behaviour of people is one of the effective ways of building healthyemployee relations at work. This involves the use of positive and negativereinforcements. Rewards must be used to reinforce desirable behaviour while punishment must be used to discourage undesirable behaviour. The most importantaspect being that the managers must themselves have exemplary conduct.
h) Personnel Counseling:
 An ideal manager must have big ears to listen to all the problems, a pair of big eyes toobserve things, a big head to analyze and arrive at an effective solution, a big tummyto keep things confidential and a small mouth to speak less. Thus a manager mustlisten patiently and help expeditiously resolve the problems faced by workers bothinside and outside the organization. Counseling reduces the build up of tension andimproves their self-confidence. The employee feels at home in the four walls of thefactory or office.

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