Cha

el op i n g a
Dev pter Igot, Sheena

d L a b o r
Soun
Arrofo, Lara Jean

Munez, MJ

a g e m en t One
Man
Manatad, Ma. Jean

R e l a t i on s
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 The relations between labor and
management are not just their own fair.
INTRODU Wages and working conditions and the
standard of living of millions depend upon
CTION the close and harmonious relations between
the two.
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 Organization Climate
Employee cooperation can only be earned and can’t be commanded.
It will be earned by recognizing the importance of the employee in the
company activities, and by management demonstrating it is aware of the
employee’s importance.
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 Increasing
Productivity
Productivity

Is defined as “the ratio between the unit output of

wealth in terms of goods and services and the unit of
resources in terms of labor, capital and resources.
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 Factors Which Contribute
to Higher Productivity
Education
Education has been recognized as an indispensable
factor in the growth of a nation.

Division of Labor
Sometimes termed as specialization. Subdivision of
the production process into specialized branches or skills.

Value System
System in society likewise exerts a profound impact
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on productivity.
 Health and Industry
Labor efficiency, that is labor productivity is also
affected by the energy people exert in production.

Efficiency and Competence of the Manager

Not only does a competent manager understands the
need of assigning a worker a certain task in accordance
with his qualification, experience, training, and aptitude,
but he could also provide the necessary stimulus for men
to exert their best efforts in production.

Other Factors
● Good Working Conditions
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● Incentives
 1. Failure of management to discover and adopt new ways of

Obstacles
handling materials, laying out plans, using scientific research and
increasing labor efficiency.

2. In trying to solve their disputes, labor and management lay

to Higher
emphasis more on their particular rights and prerogatives than
on the use of a problem-solving approach.

3. Lack of a two-way communication system between labor and

Productivit
management which will foster mutual consultation on problems
on production;

4. Propensity of labor to strike and of management to close his

y
shop in settling their disputes, rather than the use of skillful
efforts to reach an intelligent compromise;
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 5. Fear of the workers that productivity schemes are nothing but

Obstacles
measures to make them work harder and increase their efforts
without a commensurate share in the products of increased
productivity.

to Higher
6. Inability of labor to recognize the fact that for management to
be able to safeguard the workers' jobs and employment
opportunities, the company must remain competitive and make
profit;

7. Lack of facilities for research;

8. Labor deplores that problems of wage structures are decided

unilaterally by management alone.
Productivit
9. Lack of technical know-how on the part of management in the
scientific control of industrial problems.
y
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10. Failure of management to develop second-line supervisors

with more
 11. Lack of clear and systematic personnel policies resulting in

Obstacles
the following personnel problems affecting production:

a. Due to poor recruitment and replacement, more often

than not, the wrong person is placed on the right job. This

to Higher
may result in excessive labor turnover and absenteeism.

b. Lack of facilities and organized system to develop

skilled workers;

c. Lack of defined procedures and policies regarding

promotions and up-grading to give workers full
opportunities of access to higher grades and to
them to put forth their best efforts.
encourage
Productivit
d. Absence or inadequacy of measures to promote
the safetyand health of workers. y
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 CONDITIONS:

1. Adequate Compensation
Foundations of Without adequate compensation, workers are reluctant

a
to work hard and cooperate with management in the
attainment of company goals and objectives.

Sound Labor- Two factors that are inherent in a good wage program:
1. Rates should be internally consistent.

Management
They should be based on an objective evaluation of
each job as related to all other jobs in the company.
2. They should be “extremely competitive “

Relations From the employee’s point of view, pay is competitive

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if salaries in the company are equal if not better than those

Program
offered by other companies for the same similar job.
 Three factors that make up the individual wage of
employees:

Foundations of A. The rate for his job in comparison with other jobs.
B. Recognition of individual efforts.

a C. The wages paid by a company generally are reflective of

existing labor market conditions.

Sound Labor- 2. Humane Treatment

Management Not only is inadequate compensation the root

Relations
cause of low labor turnover but equally so is the
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inhumane treatment.

Program
 3. Recognition
It is customary, especially in a large organization to
extend the hand of recognition to deserving employees.
Foundations of Such recognition goes a long way in building the
morale of the worker and as such he tends to exert more

a effort than before.

Sound Labor- 4. Participative Management

Most employees like to feel that they are contributing

Management to the organization and that they are worth if not

indispensable part of the team.

Relations
In order to use participative methods effectively, the
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supervisor must learn how to be flexible in the amount of

freedom he allows them in making of decisions.
Program
 5. Working Conditions
Every organization has a need and desire for good

Foundations of working conditions.

6.. Communication
a The efficiency and morale of all the personnel from top

Sound Labor-
management down to the rank and file employees of a
company depend upon the effectiveness of the
communication system in that organization.
Management The most important one of which is that it helps the
development of cooperation and teamwork in the

Relations organization.
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Program
 7. Grievance Machinery

Foundations of An employee’s feeling of discontent, within the structure

of the relationship between the employee and the company

a
when expressed formally, should immediately merit the
attention of management with an eye to eliminating the
source of discontent or dissatisfaction through a prompt and
Sound Labor- effective settlement of the grievance.
- Can result from any situation that the employee thinks

Management is unfair or one in which he believes management is guilty of

bad faith in the implementation of the bargaining agreement.

Relations
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Program