...as well poor relation with unions. He wants to set out the vision for new employee relations. I am the management consultant of AIM Company so I will negotiation and bargaining in AIM organization between Mr. Jefferson and his managers on the employee relation culture. Collective Bargaining Collective bargaining is the process of negotiating the terms of employment between an employer and a group of workers. The terms of employment are likely to include items such as conditions of employment, working conditions and other workplace rules, base pay, overtime pay, work hours, shift length, work holidays, sick leave, vacation time, retirement benefits and health care benefits. In the United States, collective bargaining takes place between labor union leaders and the management of the company that employs that union's workers. The result of collective bargaining is called a collective bargaining agreement, and it establishes rules of employment for a set number of years. The cost of this employee representation is paid by union members in the form of dues. The collective bargaining process may involve antagonistic labor strikes or employee lockouts if the two sides are having trouble reaching an agreement. The nature and scope of collective bargaining The collective bargaining, which has been defined here, is not a generic concept of the practice. It is concerned only with collective bargaining as it has developed in one particular form of economic relations, that between...
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...Different Perspectives Of Employment Relations For the employment relations, there is complicate and compelling area of study which involves relationships with employees, employers, trade unions and government on a regular basis. At the same time, there are three perspectives which are unitarism, pluralist and radical, each offers a special perception of workplace relations and explain the actions, statements and employers behaviours and trade unionists, such as workplace conflict, role of unions and job regulation vary differently. Based on the UK employment relations structure, the essay will analysis which perspectives appropriate for employee relations in the UK. Unitarist pespective The unitaty perspective is based upon the assumption that the organisation is, at the same time, the unitary perspective organisation can be as an integrated and harmonious whole with the ideal of "one happy family", where management and other members of the staff are all share a common purpose, emphasizing mutual cooperation(Naukrihub, 2007) and they have a set of common values, interests and objectives. Furthermore, unitarism has a paternalistic approach where it demands on all employees loyalty, being predominantly managerial in its emphasis and application. For unitary perspective, there are two important implications stemming from this. The first one is that conflict as the expression of employee dissatisfaction and differences with management is perceived as an irrational activity....
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...remuneration. Employee Relations are influenced by a number of internal and external factors, all of which affect the strategic balance between labour and management. It is important that we are aware of the key factors influencing employee relations in order to strike a proper balance within the working environment. Internal factors According to the Oxford Dictionary (2015), a trade union is defined as an organized association of workers in a trade, group of trades, or profession, formed to protect and further their rights and interests such as pay and working conditions. Trade unions and union organising, significantly affects employee relations. Once a union is established, employees do not bargain on their own behalf. Instead, union representatives bargain for them. Unions can be a source of employee empowerment, as union employees may feel as though they share a common goal. Additionally, unions provide arbitration of labour disputes and grievance procedures. The Organisation’s Culture is also an internal factor; this is a system of shared assumptions, values and beliefs, which governs how people behave in organisations. The culture of an organisation often dictates to how employees are treated. For instance, an organisations culture that emphasizes punishment over reward usually creates an environment of fear and low morale. An organization’s culture that embraces employees’ unique attributes and emphasizes reward tends to improve relations between management...
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...COURSE: Employee Relations UNIT CODE: F/601/1271 LECTURE DAYS: Thursday 9:00am -12:00pm VENUE: School of Business & Computer Science, San Fernando DURATION July 24, 2014- November 20, 2014 LECTURER: Roger Samaroo DATE OF ISSUE: July 23, 2014 HAND IN DATE: 1A Oct 9, 2014 1B Oct 30, 2014 ------------------------------------------------- NO.: 1 2 3 RESUBMISSION Student Name: _______________________________ Edexcel No.: _______________ Criteria reference | To achieve the criteria the evidence must show that the student is able to: | | Task no. | | Evidence | 1.1 | Explain the unitary and pluralistic frames of reference | | | | | 1.2 | Assess how changes in trade unionism have affected employee relations | | | | | 1.3 | Explain the role of the main players in employee relations | | | | | 4.1 | Assess the influence of the EU on industrial democracy in the UK | | | | | 4.2 | Compare methods used to gain employeeparticipation and involvement in the decisionmaking process in organisations | | | | | 4.3 | Assess the impact of human resource management on Employee Relations | | | | | Criteria reference | To achieve the MERIT criteria the evidence must additionally show that the student is able to: | | Task no. | | Evidence | M1 | Effective approach to study and research and has been applied to understanding partnership in UK | | | | | M2 | Research of relevant sources for information and noting...
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...The unitary and pluralist perspectives of employee relations Since the 1980s, there has been a significant paradigm shift in managing employee relations (ER) to one focused on more strategic and integrated frameworks that are based on employee commitment and shared workplace interests, instead of the traditional managerial control and conflicts between employers and employees (Cully et al. 1999: 57; Kaufman 2008: 317). These ER initiatives can be traced back to the 1950s in the United States, where three human resource (HR) models became prominent, namely Fombrun, Tichy, and Devanna’s (1984) ‘matching model,’ Beer et al.’s (1984) ‘Harvard model,’ and Walton’s (1985) ‘control to commitment’ model (Farnham 1993: 34). Similar ER changes occurred in the United Kingdom (UK), although mainly in larger organisations. Authors argued that the manager’s frame of reference impacts how these perspectives are interpreted and used or not used (Farnham 1993: 36, Ackers and Payne 1998: 533,and Gennard and Judge 2002: 52). The three common kinds of ER perspectives are: unitarist, pluralist, and neo-unitary (Farnham 1993: 37). This essay critically evaluates only two approaches to ER namely, the unitary and pluralist perspectives and demonstrates the implications for managing successful ER in organisations adopting the unitarist perspectives. Unitarist perspectives Fox (1996) stated that there are two major frames of reference for ER, the unitarist and pluralist frameworks (cited...
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...towards unions. The company is entitled to have such viewpoints and has the authority to express them freely as long as the company does not participate in unfair labor practices that will intimidate an employee’s legal right of inquiring into unions. Target has a right to be vocal about the organization’s stance and sway employees not to join a union. The biggest reason for employees to form unions is collectively, “employees feel their employer is treating them unfairly and a union can change that (Mitchell & Simpson, 2009). In fact, employers have greater supremacy to improve workplace conditions sooner, then employees implementing a union. As organizations continues to increase employee benefits such as work-life balance, competitive pay, along with the comprehensive study of employee engagement, the employer diminishes the...
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...Employee Relations Introduction An employee relation process is a broad undertaking and involves many different aspect of the management interaction with employee and the employee with the management. Health care organizations typically manage their relationships through the human resource process which is guided by the policy and procedures of the organization (Flynn, Mathis, & Jackson, 2011, p. 203). Employee relations should be a key factor in the growth of an organization. The success of the organization can be measured by the employee’s satisfaction and should be a top priority of any organization. According to Flynn, Mathis and Jackson (2011), employers base relationships with employees upon a series of federal, state and local laws and statutes and through important court decisions, referred to as case law (p 203). Maintaining employee retention, satisfaction and loyalty should me the basic goals for any organization. To treat every employee with dignity, respect and treating all employees firm fair and consistent can lead to a healthy working environment. In the following paper a strategy specific to my organization for integrating job performance and training will be developed. Next, the most significant performance management challenges the organization faces on a daily basis. Following the significant performance management challenges an outline of such will be developed to improve the employee performance and encourage employee retention. Lastly, a set...
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...Employee Relations Student Professor HSA 530: Health Service Human Resources December 2, 2012 Assignment 4 The measure of greatness of any company is a reflection on the performance of the employees. As a Human Resources executive, it is ultimately your responsibility to make sure that all employees have the proper training and access to any documentation or instruction as to what their job description actually is and how they are to perform in that role. Every company has a particular culture that drives the overall vibe and work ethic of everyone that works there. The relationship with the employee and management is also vital to that person’s success and longevity in that position and as a company you want the most seasoned employees working for you. After the selection of the appropriate candidate has been done, training is the next big task to tackle. You want to make sure that the training is done properly to ensure that the job performance is up to the standards expected by company executive and produce the best outcome possible for the company. This is why it is so important to be able to integrate training and job performance. In an article in Global Knowledge that discusses the integration in how people learn and the job that they do, they named top 10 strategies for a company to keep in mind to help facilitate performance and learning/training integration. The strategies are: • Understand the Job/Role as a System • Link Learning to Business Process ...
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...Why is employ relationship management important in today’s workplace? Nowadays, human relations are more important at work than people realize. That means employee relations are certain issue at this days, every individual shares a certain relationship with his colleagues at the workplace. The relationship is warm, so-so or bad. The relationship can be between anyone in the organization- between coworkers, between and employee and his superior, between two members in the management and so on. It is important that the employees share a healthy relationship with each other to deliver their best performances | | Therefore, Relationships between employees and management are of substantial value in any workplace. Human relations are the process of training employees, addressing their needs, fostering a workplace culture and resolving conflicts between different employees or between employees and management. There are some conflicts and the employment relationship disputes between an employer or employers and one or more employees of such issues as wages and employment conditions, managerial prerogative and social and political concerns. Every individual at the workplace shares a certain relationship with his fellow workers. Human beings are not machines who can start working just at the push of a mere button. They need people to talk to, discuss ideas with each other and share their happiness and sorrows. An individual cannot work on their own, people needs people around. If...
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...Task1 In your own words define the meaning of employee relation. In my own words employee relations is the way of communication being formed between the employer and employee to address, resolve or prevent conflict within the employment relationship. Task2 In your role as a manager, how can you encourage good employee relations between you and your employees? • All employees are treated fairly and diversity is valued and respected • Staff are encouraged to develop new skills. • Initiative and innovation is encouraged • Managers understand the need for employees to balance personal and business needs Task3 What effect might good employee relations have on; a) Your business? b) You? c) Your employees? Good employee relations can help organisations to react more quickly to competitive challenges and to achieve better performances from its employees.alternatively it can also be beneficial to have a good employee relations in order for the employees and employer to have a good way of communicating as this will be one of main things that will be needed in order to have a good employee relations, managers should always try and communicate with employees and listen to what ideas they might be offering in order to help the organisation grow. Task4 What skills do you possess that help you to promote good employee relations in your workplace role? Are there other skills that you could develop that would assist you further? How might you attain those required skills...
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...| Employee Relations | | | | | | UnitedHealth Group is a worldwide organization with over 85,000 employees, and counting. With this many employees, it is important to have a sound training program to help setup new hires for success within the organization. In addition to new hire training, continuous training is also beneficial to UHG to help employees to continually improve their performance and knowledge. Training across the organization can also help employees work better together, improving performance companywide (www.unitedhealthgroup.com). At UnitedHealth Care, a strategy for integrating job performance and training will have two parts: new hiring training and continuous training of all employees. New hires will be trained on the basic knowledge of the organization as well as receiving training for their specific position and job requirements within the company. New hire training would consist of 4-6 weeks of classroom training (dependent on the position of hire) coupled with observing and shadowing of an employee in the same position. An assessment test will be given to each new hire at the completion of training to determine how much of the information was retained, and to determine if additional new hiring training is needed. The assessment test score does not determine whether or not the employee continues working for the organization, so it is not a test that should be feared. It is simply to ensure the new hire has retained enough...
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...Employee relations may be defined as those policies and practices which are concerned with the management and regulation of relationships between the organisation, the individual staff member, and groups of staff within the working environment. The objective of the policies and practices are to create • An effective mechanism for communication and participation • A safe and secure work environment • Commitment for the employer and motivation for the employees Employment relationships are built on trust and the rights of both employee and employer. Each day, employees and employers work together to complete tasks and projects for businesses. Both employees and employers have very specific rights and responsibilities that are standard based on current labour laws, employment acts and trade union acts. Balancing these rights is extremely important to a fair and successful employment relationship. Employees who understand their rights and duties may reduce their risk of being mistreated by their bosses. Similarly, employers who are familiar with their obligations and allowances may manage more effectively. It must always be remembered that with every right there is an obligation. In other words the rights of the employee are the obligations of the employer and the rights of the employer are the obligations of the employee. In Malaysia, there are several laws that govern the relationship between employees and their employers. Among them are the • Employment Act 1955 • Industrial...
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...Assess the advantages and problems facing an employer seeking to manage employee relations in a non-union environment. Rose (2008) identifies that the extent of union derecognition and the general decline in collectivized employment relations in recent years. That is to say, both of them have drawn attention to the growing phenomenon of non-unionism. ‘Non-unionism’ is a common term which is often discussed in the academic literature on human resource management and industrial relations. And it is concerned with a situation where management does not deal with a trade union that collectively represents the interests of workers (Dundon&Rollinson 2004). It is widely known that managing employee relations in a non-union environment is increasingly popular in most of the countries; the non-unionized firm in the UK can be seen as a typical exemplar in the employment relations. To be more specific, the employment relations characteristics of firms without a formal union presence barely featured in studies of employment relations for many years except for some foreign-owned companies operating in the UK (Williams&Smith 2010). Before the 1980s, large companies without union recognition were treated as idiosyncratic and given some brief consideration, and those small companies without union recognition were largely ignored (Williams&Smith 2010). However, the issue of the ‘non-union’ firm has become a dominant role gradually in the UK, it is embodied in a sharp decline...
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...Assessor name: U YE MYINT Unit Number and title: Unit 20: Sales planning and Operations Qualification: Pearson BTEC Level 5 HND Diploma in Business Submitted by: YAMIN MYO TINT Sales Planning and Operations for Toe Company Contents Introduction 2 Objectives 3 Executive Summary 4 LO 1 Understand the role of personal selling within the overall marketing strategy 6 Task (1.1) Explain how personal selling supports the promotion mix 6 Task (1.2) Compare buyer behavior and the decision making process in different situations 10 “Buying Behavior” 10 Task (1.3) analyze the role of sales teams within marketing strategy 16 LO 2: Be able to apply the principles of the selling process to a product or service. 21 Task (2.1) Prepare a sales presentation for a product or service 21 Task (2.2) Carry out sales presentation for a product or service. 25 LO 3: Understand the role and objectives of sales management 27 Task 3.1 explain how sales strategies are developed in line with corporate objectives 27 Task (3.2) explain the importance of recruitment and selection procedures 34 Task (3.3) Evaluate the role of motivation, remuneration and training sales management 37 Task (3.4) Explain how sales management organize sales activity and control sales output 48 Task (3.5) Explain the use of databases in effective sales management 51 LO 4: Be able to plan sales activity for a product or service 52 Task (4.1) Develop a sales plan for a product or service 52 Task (4.2) Investigate opportunities...
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...decisions, sharingresponsibility and authority in the workplace.In some European countries the structures of Industrial Democracy have been in place fordecades but the ideas behind Industrial Democracy do not fit in well with the moreaggressive relationship that has existed between managers and unions in British companies.European legislation encourages a much more prominent role for workers in a firm’s decision making process.The new 'partner based relationships' where unions and management works toward thesame goals, exist in British industry because of the present EU influence.Now Unions are perceived as an institution existing to educate management and employeesthe benefit of involving workers in decision making process.As a result, employee involvement in decision making has become functional, by this meansimpacting positively on workers performance and enhancing their contribution to thesuccess of the organization.Now works council is made up of representatives of all departments within a firm.The role of works councils is to discuss long term objectives of the business and to suggeststrategies for improving the future prospects of the business.There is also an option for Worker Shareholders and Worker Partners, who have a stake inthe ownership of the business.Share holdings are often encouraged by the use of share option and saving schemes.These schemes have seen some success in the UK, with some company putting a great dealof emphasis on the importance of as many workers...
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