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2. Conflict management refers to the manner in which manager's handles grievances and dis 3. ERM is a process that develops and maintains employee relations.
The objectives of Employee Relations Management are as follows: Improve the effectiveness of the workforce. Ensure employee satisfaction. Gain and retain employee commitment. Prevent conflicts amongst employees. Promote retention of employees. Improve employee-management and employee-employee communication.
6. If employees get fair treatment, their trust in the organization increases which in turn i Their commitment and involvement. 7. ERM enables employees to achieve both corporate and personal goals. 8. Team briefings, performance appraisals and employee surveys are different me communication 9. Which is the strategy that defines the overall mission of an organization? cooperate strate 10. The psychological contract model, reinforced by the findings of different surve Practices affect the attitudes of the employees towards the organization. 11.What is defined as 'the beliefs individuals hold regarding the terms and conditions of the exc Agreement between themselves and their organizations'? The psychological contract
12. _______________ is the psychological attachment of an employee to the organizatio Organizational commitment 13. __________ Variable determines the nature and the direction of the business. strategy 14. ______________ is due to the actual or perceived differences in needs, interests, objectives and values of people working together. organizational conflict 15. Mediation and counseling are increasingly being used to resolve conflicts. 16. "The aspects of employee behavior that influences employee relations." motivation 17. Authority is a special kind of power 18. The module which integrates the current financial systems of the organization is: payroll 19. Imbalance between the HR supply and demand can be reconciled using: manpower planning 20. The _______ rule highlights the principles which guide the process of discipline in organizations. red hot stove 21. Refusing to perform a legitimate task that has been assigned to the employee is classified as: insubordination 22. It is a good practice for organizations to establish a proper disciplinary procedure in order to ensure just decision
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resolve difference between the various interest groups regardless of whether these groups comprise different categories of managers or employees. 26. Gantt charts help in scheduling projects. Critical path analysis (CPA) and Program Evaluation and Review Technique (PERT) charts help in project planning. Log frames can be used for project monitoring. Software tools like Microsoft Project and Source Forge help in project management. 27. Many software tools are available to help in employee surveys like those from HR-Survey, and Bench point. 28. Oracles PeopleSoft Enterprise Employee Self-Service is an example of an employee self-service tool. 29. Teleopti CCC and SAP HR is WFM software that includes tools to manage, involve and improve the workforce. 30. Wipro offers flexible Employee Performance Management (EPM) solutions which are delivered either in Business Process Outsourcing (BPO) or Software as Service (SaaS) Model 31. The EPM model offers the following benefits: Goal management Performance appraisals Workflow and succession planning Employee development planning Employee training 32. Project management systems facilitate creation and approval of project estimates. 33. At present, ad-hoc forums are held to get feedback from employees. Time with the manager sessions keep the line managers in touch with the operations staff. The intranet and e-mail are used in addition to team briefings to communicate with all the employees 34. Mike Johnson describes employee engagement as a combination of commitment and organizational citizenship 35. Employee Engagement Indicators
among the top ten companies by Fortune magazine. It aspires to be a great company and a great place to work. 37. The goals can be of the following kinds: Short-term goals: These are goals to be achieved within the next 1 to 2 years. These are more specific and easy to formulate. Intermediate goals: These are goals to be achieved in the next 3 to 5 years. These are more difficult to formulate as compared to short-term goals. Long-term goals: These are goals to be achieved after 5 years. They are more fluid and very difficult to formulate. 17. In collective bargaining ________ involves negotiations for changing attitudes and ensuring Harmony in the work place. Attitudinal Restructuring 18 Trade unions help in making decisions by following the process of __ and negotiations, with the management. Conjunctive bargaining 19. Workers display more interest in achieving the organizational goals as a result of Enhancement of Morale 20. Select the odd one from the following: a. Education and training b. Legal assistance c. Financial discounts d. Promotion and growth 21. Trade Unions are differentiated based on the: type of people they represent 22. _______ is an element of negotiation that refers to how the parties negotiate. process 23. The Factory Act was framed in the year 1881 25. The industrial employment act of 1946 is also as called Standing order 26. _____________ act ensures prompt and regular payment of wages. Payment of Wages act 27. _____________ involves emphasizing co-operation among employees. Employee empowerment 28. In which year was Joint Management Council (JMC) introduced? 1958
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64. Identify the correct sequence in rational decision making model. 1. Identify the problem or opportunity 2. Develop and evaluate options Gather information 3. Analyze the situation 4. develop options 5. evaluate options 6. select an alternative 7. act on the decision 65. The software development project manager wants to keep track of the work done by the team members which will help him to monitor their performance. For this the project manager uses the work time component of the HRIS module which helps in: a.. To track the work done by the employees b. Merges the functions of work management and time management across a wide range of activities that include project, tasks c. Maintains attendance and leave details of employees
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2. The core issues of ERM are: Conflict Management Commitment Talent Management and Retention Training internal communication .employee engagement .career managemen 2. Employee Relationship Management Tools: a. HR system b. performance management system c. work flow system d. knowledge management system e. project management system f.employee feedback system g. employee self service system Commitment : a. Organizational Values b. Relationship with Supervisor c. Job Nature d. Organizational Justice 4. The strategies that organisations adopt to retain their employees: a. Employee Motivation with Learning b. Use Money as a Motivational Tool c. Brand Building 5. Employee engagement can only be obtained if the senior management communicat Frequently on a wide range of business and organizational issues. Successful organisations have an effective employee retention strategy in order t Maintain their growth and leadership. 7. employee self service module empowers the employees to manage their own p data
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unit: 2 1. Johnson and Scholars define strategy as Strategy is the direction and scope of unit : 3 long-term; which achieves advantages for the organisation through its 1. Bateman and within a changing Strasser define organizational commitment as multidimensional in the needs of an employees to fulfill stakeholders environment, to meet nature, involving markets and loyalty to the
2.
organisation, willingness to of an organization are: The main levels of strategy exert on behalf of the organisation, degree of level and value It frames the overall business direction desire a. Corporate goal strategy: congruency with the organisation and the and goals. to maintain membership. b. Business-unit level strategy: It specifies the methods the organization uses to comp 2. Meyer and Allen there areoutlines attitudes whichindividual departments and divi c. Functional level strategy: It three the strategy of characterize the commitment of an employee to the organisation. They are as follows: d. People strategy: It matches an organization's activities with its resources. Affective Commitment: The employee commits to the 3. A good business mission should be :clear; achievable; challenging organisation because the employee wants to. 4. According to Johnson and Scholars, corporate strategy can be evaluated by Continuance Commitment: The employee commits to the the following criteria: organisation because the employee has to Suitability Normative Commitment: The employee commits to the Feasibility organisation owing to feelings of obligation. two basic approaches to study organizational commitment, which are 3. Acceptability: Will the stakeholders (shareholders, employees, as follows: customers) react favorably to the strategy? levels of strategy attitude approach 5. The main Commitment-related of an organization are corporate; Commitment-related behavior approach business; financial and 4. Shuck and Wollard define employee engagement as an emergent People. and working condition as a positive cognitive, emotional, and 6. Corporate strategy is usually devised at the board level. behavioral state is concerned organizational outcomes. 7. business strategy directed toward with the methods the organization 5. Absence of inspirational leadership will disengage the employees. uses to compete in specific markets. 6. The Culture variable defines the rules, rituals, practices, values and 8. According of conducting three basic factors that influence the business-unit to Porter, the the business. norms level An organization can be defined as a social arrangement which pursues 7. strategies are goals, leadership, product differentiation, specialization collective cost controls its performance and has a clear boundary by focus separating it from its environment. 9. People strategy variable determines the nature the activities of an the 8. The strategy is concerned with matching and the direction of business. organization with its human resources. 9. The leadership variable sets the direction of the organisationby and 10. Improvement in productivity and profitability can be achieved motivates focusing on keyemployees to go in that direction. 10.In management with a strong culture, Groupthink can develop. people organisations issues. Groupthink is be involved in people do not challenge organizational 11. Employees can a state wherein the business by emphasizing on team thinking even if they have different ideas. work. 11. Elements that define organizational culture. They are as 12. To be successful, an organization must invest heavily in follows: communication. The Paradigm: It defines the mission and values of the 13. The strategies and policies on employee of the organisation. in synergy organisation. It outlines the functions relations must be with the Control systems: It defines the processes and the rules business strategy. which monitor the organizational activities. 14. The ER Specialist formulates the employee relations strategy based on Organizational structures: It outlines the reporting lines, the Organization's philosophy.direction of work-flows. hierarchies and the 15. The change management procedure deals decision makers and their as Power structures: It specifies the with issues as diverse
increasing productivity, improving employee involvement, or introducing team working. 15 16. Future challenges in the area of employee resourcing are developing appropriate recruitment and selection policies. 17. Performance appraisal can provide feedback to the employees on how they are performing.
Employee relationship management MU -0012 20. Psychological contract are the foundation of employer-employee
relationships.
power the psychological contract occur when either the 21. violations of reach. employer orSymbols: It includes organizational logos, more obligations ofof the employee fails to fulfill one or designs and symbols the power like allocation of parking space. psychological contract. Rituals and routines: It outlines procedures like meetings 22. A good employee contract clearly states the basic rights and and reporting. obligations of both Stories and Myths: It the employer and the employee. conveys the organizational values. 12. The different in finding out organizational culture about 23. Employee survey helpdimensions ofwhat the employee thinksare as the follows: organization and the co-workers. Power distance 24. Employee productivity is in direct proportion to employee satisfaction. Risk avoidance Individualism versus Collectivism Gender differences Long versus Short term orientation 13.Types of Organizational Culture: a. Deal and Kennedys classification: Deal and Kennedy classify organizational culture
on the basis of feedback and risk factors as follows:
The Tough-Guy Macho Culture: This is a very stressful culture in which feedback is quick and rewards are high. Such culture can be found in brokerage firms or police forces. The Work Hard-Play Hard Culture: This is present in large organisations which try to assure good customer service. Here few risks are taken, but feedback is prompt. Team meetings, jargons and slogans characterize such organisations. The Bet Your Company Culture: This culture is present in organisations which undertake development and exploration projects like the oil prospecting industry. Here high risk decisions, whose results will be known only after some years, are taken. The Process Culture: This culture is often associated with public services where people are very cautious and there is little or no feedback. Such cultures produce consistent results even though a lot of red tape is present.
b.
Power culture: Power lies in the hands of a few people. Few rules and a little bureaucracy are present, but decisions are quickly taken. Role culture: A highly defined hierarchical structure is present. The position decides the power wielded. Task culture: Teams are formed to solve problems. Expertise of a person decides the power of the individual. Such organisations have a matrix structure.
c.
Person culture: Every individual believes that they are superior to the organisation. Such organisations cannot succeed. Arthur F Carmazzis Classification: Carmazzi classifies organizational culture as follows:
Blame culture: Employees blame others to avoid being reprimanded. Fear and distrust are present. Innovation and people initiatives are absent. Multi-directional culture: There is very less cross-department communication and interaction. Loyalty is restricted to specific departments. As there is no co-operation organisations become inefficient. Live and Let Live culture: There is average co-operation communication but people have low creativity and lack future vision. and
Brand Congruent culture: Employees believe in the product or service of the organisation. People co-operate to achieve organizational goals. People use their personal resources to solve problems. Leadership Enriched culture: Employees view the organisation as extensions of themselves. There is excellent co-operation. Individual goals are aligned with organizational goals. People overcome their egos and bring out
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Constructive culture: Employees are encouraged to interact with each other and work to their full potential. There is high level of satisfaction, motivation, and teamwork. Quality, co-operation and creativity are highly emphasized. The concepts of empowerment, total quality management, continuous improvement, transformational leadership and reengineering are supported. Passive-Defensive culture: Employees interact with each other in ways that do not threaten their own security. Employees are expected to obey their superiors and avoid interpersonal conflict. Rules and procedures are emphasized. Unresolved conflicts increase turnover. There is lower level of motivation and satisfaction. Aggressive-Defensive culture: Employees approach tasks in ways that do not threaten their own security or status. They are encouraged to appear competent, superior and in control. Those who admit to shortcomings are considered weak. Employees compete with one another. Short-term gains outweigh long-term growth.
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Entrepreneurial Culture: Stephen McGuire defines entrepreneurial organizational culture as a system of shared values, beliefs and norms of members of an organization, including valuing creativity and tolerance of creative people, believing that innovating and seizing market opportunities are appropriate behaviors to deal with problems of survival and prosperity, environmental uncertainty, and competitors threats, and expecting organizational members to behave accordingly'. The characteristics of an entrepreneurial organizational culture are as follows: Empowerment of people Value creation by means of innovation and change Hands-on management Freedom of growth Tolerance of failure
Emphasis on the objectives for the future Attention to detail Employee commitment and responsibility
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Edgar Scheins Levels of Organizational Culture According to Edgar Scheins organizational model, the three cognitive levels of organizational culture are as follows:
At the first level, the artifacts of the organisation are present. They include the office facilities, the furnishing, the rewards, the way employees dress and interact, the slogans, mission statements, etc. At the second level, the values of the organisation are recognized. The attitudes of the members of the organisation determine organizational behavior.
At the third level, the tacit assumptions of the organisation are found. These include the unspoken rules which exist within the organisation. Edgar Scheins organizational model offers insights to the reasons for newcomers being unable to assimilate organisation culture quickly. It also helps us to understand that instituting cultural changes is made difficult by the underlying tacit rules and dynamics of interpersonal relationships. Self Assessment Questions 14. Organizational culture describes the psychology, attitudes, experiences, beliefs and values of an organisation. 15. Conflicts in organisations arise due to the following factors:
Ideology: The perceptions and beliefs of individuals in the conflict are different. Objectives: The objectives of those involved in the conflict can be very different. Even if the people involved in the conflict have the same objectives, they may want to use different methods to achieve the objectives. Territorial perceptions: People involved in the conflict may feel that the other party has violated agreed or implied operating territorial boundaries.
Personality differences: Rivalries, jealousies, personality clashes, and power struggles can cause conflicts between individuals. 16. There are four aspects of organizational conflict and they are as follows:
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Declining morale: Conflicts lower morale and increase turnover, absence and rate of accidents. 18. The different forms of conflict in an organisation are as follows:
Personal conflict: This conflict arises due to differences in the perceptions and personality of individuals. Professional counselors may be required to resolve such conflicts but managers try to understand and resolve them. Role conflict Inter-Group conflicts: Horizontal strain: This occurs when different functions like sales and production compete with each other. between different hierarchical
Vertical strain: This occurs when there is competition levels like foremen and shop workers. 19. Conflicts are resolved by adopting the following methods:
Counseling: If the organisations cannot have professional counselors on their staff, then managers can be trained to counsel employees. Just by employing non-directive counseling (listening and understanding), managers can help their frustrated subordinates. Avoidance: One strategy that is employed is not paying attention to the parties involved in the conflict. Another strategy used is isolating partially or fully the parties involved in the conflict in order to limit interaction. Smoothing: This technique tries to achieve harmony between the parties involved in the conflict. Dominance or Power Intervention: A higher authority tries to impose a solution to resolve the conflicts of the subordinates. Compromise: Conflicts can be resolved by meeting at least part of the demands of the parties involved in the conflict. Confrontation: The parties involved in the conflict are brought face to face and a solution is arrived by having frank discussions.
Unit: 4
1. Employee motivation describes the intensity of vigor,
commitment, and resourcefulness with which employees do their jobs. 2. Rensis Likert System 4 Theory: System 1: This style is exploitative authoritative. Power radiates downwards from the top.
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4. Organisations develop the following characteristics within their employees to help them attain higher levels of achievement: Activity Autonomy Long-term vision Self-discipline Self-motivation Self-awareness 5. Research conducted by Chris Argyris in the USA (1990) has proved that the employees of organisations which encourage the opposite characteristics (passivity, dependence, short-term vision and so on) become frustrated and ineffective. 6. The three motivational factors that influence achievement are: Attitude or belief about ones capability to achieve targets Drive or desire to achieve targets Strategy or techniques employed to attain targets 7. Employee needs include the following:
Basic needs: These include needs like air, water, food and shelter. If any of these needs are not met, the employee becomes frustrated. Safety needs: Employee job security has to be ensured to increase job satisfaction and help the employee perform better. Interpersonal needs: Employees need to interact with their colleagues. Managers plan team outings and teamwork activities. Self-esteem needs: In order to have well motivated workers, their performances need to be appreciated and rewarded. Praise from higher authorities has to be conveyed to the concerned employee. Self-actualization: Opportunities for growth have to be provided in order to enhance motivation.
8. Motivated employees may not be able to meet their goals if the following conditions prevail: Their targets are not well defined Their goals are not well communicated The work procedures interfere with their efforts 9.
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10. Behavioral
11. Managerial
Theory: Behavioral theory of leadership does not deal with the traits or capabilities of a leader. They focus more on what the leaders actually do. According to this theory, leadership capabilities are not inherent and can be learned. It correlates the successes of leaders with their actions. Grid Model: This is a behavioral leadership model proposed by Robert Blake and Jane Mouton. This model identifies the different leadership styles based on the concern for people and the concern for production.
12.the indifferent(1,1) 13.the accommodating(1,9) 14.the directorial style (9,1) 15.the status quo (5,5) 16.the sound (9,9) 17.The Opportunistic Style: Managers using this style exploit and manipulate their subordinates. This style does not have a fixed location on the grid. Managers adopt the behavior which offers them the greatest personal benefit. 18. The Paternalistic Style: Managers using this style praise and support their subordinates but discourage their being innovative. This style alternates between the (1, 9) and (9, 1) locations on the grid.
19. Leadership
style refers to the manner in which the leader functions and is a result of the philosophy, personality and experience of the leader. The different leadership styles are as follows:
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Individualized: In this form of leadership, the leader takes into consideration the individual needs, talents, and desires, and works toward fitting the individual into an appropriate position, rather than forcing the person to fit into the position. 20. leadership is defined as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. 21. Non-Verbal Communication: In this form of communication, people communicate their attitudes without using words. G.W. Porter classifies non-verbal communication as follows:
Physical: This includes facial expressions, gestures, tone of voice, body motions, touch and so on. Aesthetic: This includes creative expressions like playing instrumental music, dancing, painting and sculpturing. Symbolic: This makes use of religious and organizational symbols. Props and Settings: These are used to put others at ease or to put someone in a position of disadvantage. Not providing a seat to a person can make a person uncomfortable and feel annoyed. Signs: This is a mechanical means of communication and includes signaling flags, gun salutes, horns and sirens. not given an opportunity to their attitudes without using
22. Formal communications follow certain rules and guidelines. 23. In one-way form of communication the subordinates are
communicate their opinions to their superiors.
24. In
non-verbal form of communication, people communicate words. 25. The decisions taken are broadly classified as follows: Authoritative Facilitative consultative delegate 26.
27.Carnegie Model This model was formulated by Richard Cyert, James March, and Herbert Simon. This is a model of decision satisfying and adopts a bounded rational approach. 28.Incremental Model This model was developed by Henry Mintzberg. Here decision makers choose actions that are related to their past actions as this reduces risk. 29.Garbage Can Model This model was developed by Michael D Cohen, James G March and Johan Olsen. This model considers organisations to be uncertain about the problems and solutions.
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30.Decision Matrix Model This model was invented by Stuart Pugh. It is a quantitative technique and ranks the different options of the option set based on certain criteria. It is used to make design decisions in engineering. 31. The steps to construct a decision matrix are as follows: 1. Make a list of the options. 2. Identify the evaluation criteria and select the criteria that are most important. 3. Give a relative weight to each criterion based on its significance. 4. Draw an L shaped matrix with the criteria and the weights as rows and the options as columns or vice-versa depending on which is lesser in number. 5. Evaluate each option against each criterion and assign a score or a rank. 6. Multiply the score of each option by the weight of the criterion. Add the points for each option and find the option which has the highest score. 32. Decision making is a mental process which results in the selection of an option from many alternatives. 33. In delegate kind of decision making the managers pass on the responsibility of making decisions to their subordinates. 34. According to Robert Dahl, A has power over B to the extent that he can get B to do something that B would not otherwise do. 35. Weber defines power as the probability that one actor within a social relationship will be in a position to carry out his own will despite resistance. 36. Weber classified authority in the following way: Traditional: This form of authority is given to someone by virtue of tradition or custom. For example, a son or a daughter succeeds a parent in a dynastic organisation. Charismatic: This form of authority arises due to the personality and inherent qualities of an individual. These qualities generate strong feelings of loyalty and commitment in the followers of that individual. Many union leaders, managers and department heads are able to carry out their duties due to their charisma. Rational or Legal: Weber associates this form of authority with bureaucratic organisations. The person has authority due to the position the person occupies. Rules and norms justified by law and customs enable the selection. Legitimacy of the authority 22
4. HRIS SOFTWARE'S IN THE MARKET: Sage Abra HRIS: It has modules for benefits enrollment, benefits messenger, recruitment, employee self-service, payroll, HR features and training features. It simplifies routine employee management tasks, ensures compliance with government regulations, keeps track of employee attendance, makes recruitment more effective, automates employee training and updates employees on benefit programmers. Oracle HRMS: This has different modules for Human Resources, payroll, training administration and time management. Oracle Human Resources supports application processing, employee profiling, career development, and management of compensation and benefit plans. SAP HR: This has modules for personnel administration, recruitment, training, time management, payroll, compensation management, budget management, travel management and personnel development. 23
6. The steps involved in progressive discipline are as follows: Step 1: An oral warning is given to the subordinate by the supervisor. The Supervisor explains the violation of the rules or procedure committed by the subordinate and warns the subordinate of stricter action for future violations. Step 2: A written warning is issued to the employee for a repeat violation and it becomes a part of the personal record of the employee. Written warnings are used as evidence during grievance procedures. Step 3: Employees who do not correct themselves with oral or written warnings are suspended from work. Step 4: Indiscipline over an extended period of time or major offences result in demotion. Employees lose pay and status. Step 5: Very serious offences result in the employee being dismissed from the organisation. 7. discipline is the force that prompts an individual or groups to observe rules, regulations, and procedures that are deemed necessary to the attainment of an objective. 8. In progressive stronger penalties are imposed for repeat offences. 9. Organizational Discipline promotes co-operation and unity. T 10.Types of Organizational Discipline: preventive and corrective positive and negative 11.Corrective aims to correct employees who have violated some organizational rules or procedures. 12.Organizational discipline tries to regulate employee behavior through reward and punishment. 25
16.The Red-Hot Stove rule of Douglas Mc Gregor highlights the principles which guide the process of discipline in organisations. The four characteristics of an effective discipline procedure according to this rule are: Immediacy: If you touch a red hot stove, your hand gets burnt immediately. Likewise, all disciplinary problems have to be handled immediately. Only then will the employees understand the reason for the disciplinary action. Forewarning: When you approach the red hot stove, you feel the heat and you are warned not to touch it. Likewise, employees have to be warned beforehand of the consequences of unacceptable behavior. Consistency: Any person who touches the red hot stove will always get burnt. In a similar way, all employees who perform the same undisciplined act must be given the same form of punishment. Impartiality: All persons who touch the red hot stove get burnt. In the same way, all disciplinary actions must be impartial. 17.CSIR (Council for Scientific and Industrial Research 18.Common Disciplinary Procedure: a. Issuing a Letter of Charge b. Consideration of the Explanation c. Show-Cause Notice d. conducting a full-fledged enquiry e. making a final order of punishment f. appeal g. follow up
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Unit: 7 1. Grievance may be defined as a complaint or resentment against any unjust or unfair act. 2. Reasons for Grievances Economic Working Environment 27
3. 4. 5.
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8. The grievance procedure can be categorised are formal grievance and informal grievance procedure. Formal grievance procedure follows a formal method involving application forms. Informal grievance procedure, on the other hand, is more informal and simpler in dealing with resolving grievances. 9. An aggrieved employee first directly approaches the head of the organisation to resolve issues. F 10.The informal method of resolving grievances is time consuming and complex. F 11.First, it has to be noted that the grievances have to fall under one of the following categories to be considered as one: Amenities Compensation Conditions of work Continuity of service Disciplinary action a. Stage I of Grievance Redressed
An employee who has a grievance meets the shift-in-charge and discusses it. If necessary, the employee obtains a copy of grievance form 1. It is done within a week of occurrence of the aggrieving incident or when the employee became aware of the situation. In case of promotion, a time limit of six weeks from the date of the promotion is permitted. The employee fills up the particulars and hands it over to the shift-in-charge and obtains an acknowledgement receipt in
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two different policies followed by organisations: Open Door Policy :(distress employee) In this policy, the distressed employee is free to meet the top executives of the administration and get his grievances redressed. b. Step Ladder Policy:(immediate supervisor) In this policy, the distressed employee has to follow a step by step method to get the grievance redressed. 13.Formal grievance redressed procedure consists of three formal stages for redressing employee issues. T 14.The primary role of trade union is to protect the interests of its members. 15.Collective bargaining is done when a single employee has unresolved issues. F 16.In stage III of formal grievance redressed, the recommendations of the unit redressed committee are considered unanimous and binding on the employee. 17. Essential Pre-Requisites of Grievance Procedure Conform to Statutory Provisions Clarity Simplicity Promptness training follow up 18.The five Ws in grievance interview are , when, why what, where and who. 19. The solution to good grievance management is a correct investigation and that procedure should begin with interviewing the aggrieved employee. T 20. The grievance handling procedure should be complex and lengthy. F 21.The three methods of conflict resolution are arbitration, compromise and mediation. 22.The mediator suggests a resolution called the mediators proposal. 23.The solution offered by the arbitrator cannot be imposed on the conflicting parties. F 24.Compromise involves voluntarily negotiation of the disputing parties. T 25. Steward: an official within the organizational hierarchy of the labor union. Unit: 8 1. Industrial Relations refers to the processes and systems by which relations with employees are managed and includes trade unions,
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Unit: 1. 2. 3.
9 All India Trade Union Congress (AITUC) The Trade Union Act of India 1926 The Indian labor market consists of three sectors: The rural workers, which comprise 60 per cent of the labor force Organized sector, which employs 8 per cent of the labor force The urban informal sector (includes the IT industry and other services) which comprises the remaining 32 per cent of the workforce 4. example, labor unions welcomed the planned union of HMT Limited (HMTL) with Heavy Engineering Corporation (HEC), stating that the mutual entity could potentially become one of the high performing' public sector undertaking (PSU) of India. 5. The following the activities that unions generally engage in: representation negotiation member benefits collective bargaining industrial action political activity 6. trade union may endorse legislation favorable to the interests of their members or workers
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22.A general union is a type of trade union that represents workers from all industries. 23.White collar workers refer to a salaried person, who either works as an educated worker who performs semi-professional office. 24.All India Trade Union Congress (AITUC) was also formed in 1920. 25.The Trade Union Act was formed in 1926. 26.Four central trade union organisations. They were the following: All India Trade Union Congress Indian National Trade Union Congress Hind Mazdoor Sangh United Trade Union Congress 27.At present there are twelve Central Trade Union Organisations recognised by the Ministry of Labour: All India Trade Union Congress (AITUC) Bharatiya Mazdoor Sangh (BMS) Centre of Indian Trade Unions (CITU) Hind Mazdoor Kisan Panchayat (HMKP) Hind Mazdoor Sabha (HMS) Indian Federation of Free Trade Unions (IFFTU) Indian National Trade Union Congress (INTUC) National Front of Indian Trade Unions (NFITU) National Labour Organisation (NLO) Trade Unions Co-ordination Centre (TUCC) United Trade Union Congress (UTUC) and United Trade Union Congress - Lenin Sarani (UTUC - LS) 28.At present, the Indian workforce consists of 430 million workers, growing 2% annually. 29. The Indian factory act was enacted to regulate the working hours and other issues of the Indian textile laborers. 30.One of the disadvantages of trade unions is that they ignore nonmember.
Unit: 10 1. According to Boone and Kurtz collective bargaining is a process of negotiation between management and union representatives for the purpose of arriving at mutually acceptable wages and working conditions for employees. 2. The result of the collective bargaining process is called the Collective Bargaining Agreement (CBA). 3.
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6. The process of negotiating a union contract may take long duration of time. T 7. Collective bargaining ensures healthy industrial relations. T. 8. Occupational safety and healthy ensures that preventive and corrective measures are taken that facilitates improved working conditions in the organisation. 9. Issues discussed in collective bargaining include wages, hours, working conditions and job security of the employees. 10.The negotiator of the team recognizes the eight phases of negotiation namely, preparing, arguing, signaling, proposing, packaging, bargaining, closing and agreeing. 11.The common approaches adopted are traditional, partnership, advocacy and creative approach. 12.The psychological barriers that affect the settlement process have to be set aside if successful negotiations are to occur. T 13.The word negotiation is derived form a Latin word negotiates which means to carry on business. 14.Partnership Approach is also called as interest based bargaining. 15.The Traditional approach is also termed as win-lose policy. 16.Wages and remuneration activity defines extra payment for risky working conditions and payment for working on holidays. 17. What is the function of signaling phase in the process of Negotiation? Indicate your reading to work together.
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Unit: 12 1. In the complicated field of employee management, the words Empowerment, Participation, and Involvement are often used but interpreted differently by different people. 2. According to the Chartered Institute of Personnel and Development (CIPD), employee participation is described as a method in which the participation of employee which helps to offer other employees with a chance to manipulate and where suitable, involve in decision making processes on matters which have a good effect on them in an organisation. 3. Employee Involvement is a structured process that encourages employee participation with the objective of initiating work related changes. Empowerment involves sharing decision making and implies that more authority is delegated to the employees. 4. Employee participation and empowerment have in recent times become popular buzzwords. 5. The primary objectives of employee participation and empowerment are as follows: 36
26.The legal provisions and gazette notifications of the Indian government enable indirect participation of workers by the representatives of the workers. 27.Works Committee: The Industrial Disputes Act of 1947 provides for limited participation of workers representatives in bipartite works committee in order to ensure good relations between employers and employees. 28. Joint Management Council (JMC): JMCs were introduced in 1958 to administer employee welfare, training, changes in work practices, formulation of standing orders, organizational productivity and so on. 29.Employee Directors in Nationalized Banks: Banks were nationalized in 1969. The Indian government made it mandatory for nationalized banks to have employee directors representing both workers and officers. 30.Amendment of the Indian Constitution: The Indian Constitution was amended in 1976 and Section 43A was inserted in the Directive Principles. 31.Scheme for Workers Participation in Management: This scheme was introduced in 1977 and was applicable to commercial and services organisations which have 100 or more employees. 32.Scheme of 1983: The 1983 scheme regulating employee participation was applicable to all central public sector enterprises. It set up a tripartite committee. 33.Workers Share in Equity: The Union Budget of 1985-1986 had provisions for offering stock options up to five percent of the total shares in order to increase workers participation in management. 34.Participation of Workers in Management Bill of 1990: According to this bill, every industrial enterprise needs to constitute one or more Shop-Floor Councils at the shop floor level and Establishment Council at the establishment level. 35.The legal provisions and gazette notifications of the Indian government enable indirect participation of workers by the representatives of the workers. 36. The Indian government has made it mandatory for nationalized banks to have employee director representing both workers and officers.
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Unit: 13 1. An Employee Reward system consists of an organization's integrated policies, processes, and practices for rewarding its employees. 2. The overall objective is to reward employees fairly, equitably, and consistently, in accordance with their value to the organisation. 3. In a world where organisations like to boast about running "lean and mean," it may seem nearly impossible to compensate employees, for doing good work without breaking the budget. 4. 15 Best ways to reward employees without spending much of company funds. They are: a. Have flexible working hours b. Send a handwritten note c. Make work fun d. help them connect e. Bring in the casualness f. Celebrate employees family special days g. Reward effort as well as success h. Give them free days i. Serve refreshments j. Celebrate employees birthday 40
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31. Some guidelines that help managers to stay positive and motivate the employees are: Honest and Frequent Communication Recognize Signs of Stress Plan Work Tasks Ahead to Reduce Stress 32.MNCs usually take either Ethnocentric or polycentric approach to manage employee relations. 33.Diversity in the workforce helps to increase the capability of the organisation and its employees. 34.Business owners should motivate the right people to keep up their performance level and bring them on board. T 35.Recession is the time to find out valuable employees in an organisation. 36.Ethnocentric Approach This approach evaluates people and culture according to the standards of one's own culture. 37.Polycentric Approach It is an approach which is company-centered rather than a client-centered to conduct of business. 38.Vicarious Liability It is kind of liability imposed upon a person even though that person may not have done anything wrong.
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