Master of Business Administration- MBA Semester 3 MU0012 Employee Relations Management - 4 Credits

(Book ID:B1230) Assignment Set -1 (60 marks)

Q1. Explain the importance of Employee Relations Management in an organization. Ans: Maintaining healthy employee relations in an organization is a pre-requisite for
organizational success. Strong employee relations are required for high productivity and human satisfaction. Employee relations generally deal with avoiding and resolving issues concerning individuals which might arise out of or influence the work scenario. Strong employee relation depends upon healthy and safe work environment, cent percent involvement and commitment of all employees, incentives for employee motivation, and effective communication system in the organization. Healthy employee relations lead to more efficient, motivated and productive employees which further lead to increase in sales level. Good employee relation signifies that employees should feel positive about their identity, their job as well as about being a part of such a great organization. Despite the importance of strong and healthy employee relations, there are circumstances in the life of every organization when employee and management relations are hampered. Instances of such circumstances are as follows1. When the employees do not behave as per accepted norms of behavior, it is known as employee indiscipline. Absenteeism, change in employees behavior, slow performance and grievances are all forms of employee indiscipline. Thus, when the employees fail to meet management expectations in terms of standard performance and behavior, it is referred to as indiscipline. In such cases, it must be ensured by the management that steps should be taken so that employees behavior is in conformity with the managerial expectations. 2. Similarly, the employees also expect from the management to provide them a safe working environment, fair treatment, proper incentives, participation in decisions, and needs satisfaction. The failure on part of management to meet these expectations is termed as employee grievance. 3. When the employees fail to meet their own expectations whether in terms of personal goals, career goals, performance, self-respect, etc it is referred to as employee stress. Excessive workload, insufficient workload, peer pressure, excessive/unreasonable use of authority by the management, lack of promotional opportunities, nature of job, etc all again lead to employee stress. All the above mentioned organizational factors influencing employees relation must be carefully tackled. An optimistic approach to strengthen disciplinary culture rooted on shared norms of employees should be adopted. An effective grievance redressed system should be there. Stress management strategies should be followed in the organization.

Q 2. Explain Edgar Scheins levels of organizational culture. Ans: I hear people referring to the culture of a place as being good or bad, managers and
consultants speak of changing culture, and employees speak of being part of culture. What is this culture they all refer to? My studies introduced me to Edgar Scheins answer, and confirm that the

task of getting culture right is a tough target to hit.

Scheins Culture
I have a lot of respect for Edgar Schein. The guy has a Masters in psychology from Stanford, a PhD in social psychology from Harvard, he was a captain in the U.S. Army, and has been a professor of Organizational Psychology and Management at MIT. With those credentials, I figure I can use his depiction of culture as a good starting point. Schein presents culture as a series of assumptions a person makes about the group in which they participate. These assumptions are grouped into three levels, each level becoming more difficult to articulate and change. These assumptions can be seen through: 1) artifacts (what you experience with your senses, such as language, styles, stories, and published statements); 2) espoused beliefs and values (ideals, goals and aspirations); and 3) Basic underlying beliefs (taken for granted conditions). The Assumptions Each assumption can have a book written about it. The bullet point summary is below: Assumptions about external adaptation issues

Mission, strategy and goals: Why are we all here in this organization? What are we

collectively trying to achieve? Do we even know? Goals derived from mission: What goals do we set as part of trying to realize that mission? Do we stick to those goals? How are they defined? Measuring results and correction mechanisms: How will we know if we achieve those goals? How do we measure it? Remedial and repair strategies: What do we do if something breaks or does not go as planned? Do we have a plan, or do we react? Means to achieve goals (structure, systems, and processes): How do we go about realizing our goals? Do we have systems and procedures in place, or do we trade on strength of personality?

Q3. What are the various methods through which organizational communication can be improved? Ans:
There are several things we can do to improve the quality of individual and organizational communication: 1. Use Multiple Channels for Organizational Communication One of the most effective ways to ensure that people get your message is to send it across multiple channels. Some of the more effective channels include meetings, face-to-face talks, e-mail, faxes, telephone conversations, bulletins, postings, and memos. The key is to make sure you always employ multiple methods to disseminate your message, and never rely on a single channel. 2. Make Important Messages Repetitive In addition to using multiple channels, you can improve organizational communication by repeating important messages from time to time. 3. Focus on Listening This is vital during individual (i.e., one-on-one) communication. The biggest reason that most of us are poor listeners is that we dont take the time to actively listen. You can do this by utilizing reflective listening skills (paraphrasing what your speaking partner has said to confirm understanding), using good nonverbal behaviors and body posture (e.g., face your communication partner with an open stance), and focusing on your partner by making a conscious effort to listen first instead of trying to get your message across first. Do this by saying to yourself, for the next three minutes, I am only going to listen. 4. Get Your Message Across After you listen and fully understand your communication partner, you must make sure you can get your message across in the exact way it is intended. To do this, speak openly and honestly, and be as straightforward as possible (i.e., no beating around the bush); speak inclusively and use terms that will be understood and respected by a diverse array of individuals; and check for understanding to make sure your message has been received accurately. 5. Handle Communication Problems Finally, we must become more effective at managing the communication problems that will inevitably arise during human interaction. Such problems include conflict, difficulty in resolving problems, misunderstandings, dealing with difficult people and managing cultural differences. I will address these issues in future posts. Q4. List the essential pre-requisites of a grievance procedure. Ans: GRIEVANCE HANDLING: Purposes of the Grievance Procedure: The primary purposes of a grievance procedure are to:

(1) channel conflict into an institutionalized mechanism for peaceful resolution; (2) facilitate communication between labor and management regarding problems that arise in a collective bargainin (3) enable employees to complain with dignity knowing that there is a system of appeals leading to an impartial dec (4) enforce compliance with the terms and conditions negotiated by the parties.

Handling Employee Grievance: The following checklist is provided as guidance when an employee comes to you with a complaint: CHECKLIST FOR HANDLING EMPLOYEE COMPLAINTS: PREREQUISITES: -Know the contract. -Make sure that meetings with employees to handle complaints are held in accordance with any contract provision meetings. -Develop good listening and note taking skills. -Be prepared to spend the time to get the evidence and testimony to support your case and to refute management -Treat all employees fairly and consistently. -Do not make judgments about the case to the employee or anyone else until you get the facts. -Keep good records of all transactions, oral and written, that occur from the time a complaint is brought to you unt arbitration. -Know who, when and how to ask for help.

INTERVIEW: -Let the employee tell his/her story without interruption. Take notes. When the employee has finished, ask, "Is ther -Review the employee's description of the case with him/her to make sure you have all the facts. Make sure you ge where, why and how. -Ask the employee for the names, addresses and telephone numbers of any witnesses. Then ask the employee to te the case. Record this information. Try to clarify any uncertainties about what a witness is supposed to know. -Ask the employee to give you all of the evidence he/she has concerning the case. Make copies so that no informat -Before the employee leaves, check one more time to make sure you have all the facts, names of witnesses and evi

REVIEW: -Refer to the grievance procedure in the contract to make sure the issue the employee has raised is defined as a pro for help. If the issue is not a proper subject of a grievance, the best thing to do is to tell the employee and explain h -Check to make sure that the procedural requirements set forth in the grievance procedure have been complied wi Key considerations include: -Is the complaint timely? -Who should the employee and/or union representative meet with at the first step? -What information must be presented by both parties at the first step? -Review the contract provisions alleged to have been violated to make sure they fit the issue described by the empl -Review the evidence. Go through all the documents the employee has given you. Make sure everything is dated an document to find out what it actually states, if this information pertains to the case and is timely. Check for inconsis documents and the information the employee has given you. Make a list of all inconsistencies. Check to see if the d witnesses that the employee did not mention and/or that might be called by management. Make a list of these per -Find out is there is any other evidence, e.g., rules and regulations, past grievances and arbitration decisions, past p that he/she may not have, etc., that have a bearing on the case as viewed by both the union and the employer. Req a timely fashion and in writing. -Match the evidence you have with the list of potential witnesses. Make a list of questions to ask each witness whe each list the questions, "Is there anything else you would like to add?" and "Do you know of any other witnesses?" -Interview witnesses. Apply the guidelines as set forth in II. Also, carefully check the following things as you conside case: -Does the witness have direct personal knowledge about what happened or is his/her knowledge based only on hea -Is the witness credible (i.e., able to give a reasonable explanation about the events, and an honest, accurate accou

about his/her record/conduct)? -Does the witness' statement confirm what the employee has said, or are there differences/inconsistencies? -Does the witness have any reason to be less than truthful in stating what he/she knows about the case? -If there is more than one witness who knows about a given event, note which ones would be best able to present and cross-examination at an arbitration hearing. -Verify name, address, telephone, work shift and location.

ANALYSIS: After you have thoroughly reviewed all of these matters, you may find that a complaint is not grievable/arbitrable o explain your findings to the employee and ask if there is any additional information he/she has that might have a be local or international union policy and perhaps by counsel, in determining how to handle this situation. Grievances union's resources for other cases. This can be done by committee in consultation with an international representat with care because unions have a legal duty to fairly represent all employees in the bargaining unit whether or not t -Can you account for any inconsistencies in the case and, if so, how? -Are there any mitigating circumstances that could explain the employee's behavior and thus lessen or remove any -Does the evidence and testimony the union has demonstrate one or all of the following: -Disparate treatment; -Arbitrary and capricious action; and/or Discrimination. -Are there any past practices which pertain to the case and, if so, how? -Does the evidence and testimony the union has support the remedy requested or should some modification be ma -Do you have hard evidence and testimony based upon direct personal knowledge to support your case or is your c -Is the remedy requested reasonable or is it nonsensical, outside the scope of the employer's or of an arbitrator's a implement even if granted, etc.? -Is the contract provision(s) you are relying upon modified by more specific language in the provision or elsewhere -Where rules and regulations are concerned, have they been posted and given to employees, are they reasonable a enforced? -What has been the outcome of other similarly situated cases? Does this information help or hurt your case? How? Once you have reviewed and analyzed all these considerations with respect to the union case, prepare a summary o determine if you have a sound rebuttal for each of the points the employer could raise.

FILING: Be sure to properly and timely complete the grievance form. This includes such items as: names; dates; signatures; contract clauses alleged to have been violated; and remedy requested. This is a checklist, not a magic wand. It highlights key points to consider in handling employee complaints. This task number of skills. There are no real short cuts. If you take them, an employer will usually find them at some stage in may be very damaging involving not only loss of a case that might have been won, but also expenditures of time, ot afford. Handling Discipline and Discharge Cases: In all likelihood, most of the grievances you handle will involve discipline or discharge. Since management is the par BURDEN OF PROOF is on the employer to show that it has just cause for such action. This means that, in arbitration and testimony it has to support the action taken. A union then responds with the evidence and testimony it has in d presented by the employer. There are 7 commonly accepted tests for just cause. These are: 1. If a rule is alleged to have been violated, was that rule reasonable? 2. Was the grievant given adequate notice that the conduct complained about was improper? 3. Was the alleged offense sufficiently investigated? 4. Was the investigation fair? 5. Was the misconduct proved? 6. Did the employee receive equal treatment with all others who have committed a similar offense? If not, were there any mitigating circumstances?

7. Was the penalty appropriate for the offense committed?

Q5. What are the objectives of Trade Unions?

A Trade unions are formed to protect and promote the interests of their members. Their primary function is to protect the interests of workers against discrimination and unfair labor practices. Trade unions are formed to achieve the following objectives: Representation Trade unions represent individual workers when they have a problem at work. If an employee feels he is being unfairly treated, he can ask the union representative to help sort out the difficulty with the manager or employer. Unions also offer their members legal representation. Normally this is to help people get financial compensation for work-related injuries or to assist people who have to take their employer to court. Negotiation Negotiation is where union representatives, discuss with management, the issues which affect people working in an organization. There may be a difference of opinion between management and union members. Trade unions negotiate with the employers to find out a solution to these differences. Pay, working hours, holidays and changes to working practices are the sorts of issues that are negotiated. In many workplaces there is a formal agreement between the union and the company which states that the union has the right to negotiate with the employer. In these organizations, unions are said to be recognized for collective bargaining purposes. Voice in decisions affecting workers The economic security of employees is determined not only by the level of wages and duration of their employment, but also by the managements personal policies which include selection of employees for lay offs, retrenchment, promotion and transfer. These policies directly affect workers. The evaluation criteria for such decisions may not be fair. So, the intervention of unions in such decision making is a way through which workers can have their say in the decision making to safeguard their interests. Member services During the last few years, trade unions have increased the range of services they offer their members. These include:
o

o o

Education and training - Most unions run training courses for their members on employment rights, health and safety and other issues. Some unions also help members who have left school with little education by offering courses on basic skills and courses leading to professional qualifications. Legal assistance - As well as offering legal advice on employment issues, some unions give help with personal matters, like housing, wills and debt. Financial discounts - People can get discounts on mortgages, insurance and loans from unions. Welfare benefits - One of the earliest functions of trade unions was to look after members who hit hard times. Some of the older unions offer financial help to their members when they are sick or unemployed.

Q6. Suppose you are appointed as an HR Manager of a mining company. You find that most of the lower tier workers are uneducated and there have been many instances of conflict and physical fights among the workers. What are the fac you would keep in mind while trying to ensure organizational discipline? Ans: Organizational discipline is performing business processes in a standard, repetitive fashion at a high
level. Companies with high organizational discipline are more competitive and leaders in their markets. Software-based systems such as enterprise resource planning, or ERP, can help achieve standardization and form the basis for improvement programs. Even when excellent systems are in place, degradation of system use occurs because of turnover and performing work outside the system. Continuous improvement of processes is also a key to organizational discipline.

Standardizing With a System

Businesses implement software systems to help standardize processes. Standardized processes are required so that employees improve performance through repetition. Software systems also enable work to be performed faster and more accurately. This is because manual systems create more opportunities for human error. Organizational discipline increases when software systems are implemented because business processes become clearer, are easier to perform, and errors are reduced. Continuous Improvement

Continuous improvement is making improvement of processes part of every employee's job description. Managers are taught to elicit improvement suggestions, and employees are taught to identify improvements. Continuous improvement is a key to achieving high levels of organizational discipline because the whole organization is focused on performance and improvement of standardized business processes. Degradation of System Use

System use can degrade because of employee turnover and performance of work outside of standard business processes. This is because new employees have to be trained and then learn how to perform business processes. Excellent training for new employees reduces the opportunity to perform processes outside the system. Audits

Auditing of system use can help reduce degradation of it. An auditing program combined with a training program for new and current employees is a crucial part of organizational discipline. Combining standard system auditing with continuous improvement programs leads to high levels of organizational discipline and market leadership.