Presentation

on
Employee Relations

SUBMITTED TO: Ms GURLEEN KAUR SUBMITTED BY: 15 BCE5002

USB, Chandigarh University 18MBA1032
18MBA1040
18MBA1048
WHAT IS EMPLOYEE RELATION?
 People in organizations interact with each other during
work, formally and officially as well as socially and
informally. During the course of interaction,
relationships develop, which are invisible connecting
links, colored by emotions of love, hate, repulsion,
respect, fear, anxiety and so on.
 Example: These are usually mutual but not necessarily
reciprocal. If A hates B, it does not follow that B hates A.
It is possible that B loves A and even sympathizes with
his thoughts.
COMPONENTS OF EMPLOYEE
RELATIONS
 Players
 Mechanism

 External Environment

 Bargaining Power

 Players:
 1.PLAYERS OR PARTICIPANTS IN EMPLOYEE
RELATIONS ACTIVITIES :-
 Individual employers
 Individual employees

 Employee representative bodies (staff associations, trade

unions, work councils etc.)
 Employers’ associations

 Public bodies

-These players operate in a labor market in which they attempt to

protect and advance their respective economic interests relative to
each other.
-Mutual Interest: Employees in the labor market have interest
that is different from the employers, both have a common interest
in the survival of the employing enterprise. They have a mutual
interest in resolving the problem because not to do so will result
in mutual destruction.
 Psychological Contract: The employee relations ‘players’ also have
expectations of how each will behave towards the other. This is
referred to as the ‘psychological contract’, a set of unwritten reciprocal
expectations between an individual employee and the organization.
2.Mechanism of Service:-
-There are mechanisms available to the buyers and sellers of labor
services by which will govern the employment relationship and at the
same time accommodate their different economic interest. These
mechanisms include:
 Consultation

 Employee involvement and participation

 Communication Process

 Collective Bargaining

 Legal regulation
3. EXTERNAL ENVIRONMENT
 The third component is the external environment. The
selling and buying of labor services also takes place in the
context of an external environment. The government sets
minimum standards of behavior for the buyer and sellers of
labor services.
4. BARGAINING POWER
 This is the fourth component of Employee Relations.
Employee relations system is also influenced by the
balance of bargaining power at the sector and enterprise
level. If a group of workers who have the power to stop an
organization’s activities are willing to exercise that power
and have exercised it successfully in the past, they will
have a relatively greater bargaining power.
 METHODS TO IMPROVE EMPLOYEE RELATION
Follow these tips and transform employee relations in your company.
1.Promote Dialogue and Communication
• Open dialogue and clear communication is key to improving employee
relations. It provides many benefits.
• Good communication helps to avoid employee confusion and unnecessary
stress. It can decrease friction between employees, especially management
and employees. It helps to set clear goals and expectations.
2. Focus on Company Missions and Values
• Most people want to be part of something bigger than themselves. This
remains true of younger workers. Millennials have a great desire to be
socially responsible and to benefit the world as a whole.
• These feelings are positive for your company. You can access them by
sharing with your employees your company values and mission.
3. Help Employees to Feel Valuable
• Regardless of their actual quality of work, most employees feel proud of
their discipline and results. For this reason, appreciation for a well-done job
does more to motivate than does criticism. But, it can be human nature to
focus on the negative aspects of employee performance.
4. Inspire and Reward
• Consider creating employee goals with employees instead of simply
handing them down. Encourage employees to set stretch goals: goals that
are difficult but achievable.
• Google allows their employees to set quarterly goals. The goals must be
difficult and measurable. These goals, written by employees have resulted
in Google tools that we now take for granted.
5. Offer Career Development
• Even lower-level employees can benefit from development. Most people are
happier when they have a goal or a dream to work toward. Consider the
career path for your positions. Consider the skills and unused talents your
employees have.
6.Promote Healthy Work/Life Balance
• Sometimes, it can be easy for you to forget that employees have personal
lives that take priority. This can be especially true when you have nearly
poured your life’s blood and passion into your business’s success.
7. Use Software to Streamline Redundancy and Eliminate Mistakes
Implementing systems and software can make a big difference in employee
relations. That’s because it helps to automate and improve communications.
Messaging apps can make communication instant and avoid the stress from
unplanned lengthy discussions that often occur face-to-face
MODELS OF ER
MODELS OF ER
MODELS OF ER
MODELS OF ER
 CASE STUDY ON EMPLOYEE
RELATION

Case Study - “A Threat”

 A top executive of a major company telephoned the Director of
Security and explained that he had just received a threatening
message. The message was constructed from words and letters
cut out of a magazine and glued to a piece of paper. The
message indicated that the executive would be killed. Later, the
same executive received a dead cockroach taped to an index
card with a straight pin through the body. The message written
on the card was, “ . . . This could be you . . . ”.
 Incident Response-
The Company’s president, Director of Security, and Corporate Counsel
immediately conferred and reviewed the facts regarding the situation and
developed a course of action. They concluded that other law enforcement
agencies should be brought into the case. They also decided that special
physical security measures must be taken immediately to protect the
executive.
 Investigation-

- The Company had a total population of over 21,000 people, which

included employees, visitors, and guests. The executive could not narrow
the list of suspects. Over the next several months, the executive received
numerous unsolicited items in the mail at his office and home.
- The U.S. Postal Inspector was contacted to assist in the case. The original
requests for the unsolicited items were retrieved and handwriting samples
obtained. The investigator compared the sample with thousands of notes
and documents written by employees. One name appeared on all the lists.
The investigator obtained previously prepared handwritten documents and
the handwriting appeared.
The individual denied writing threatening notes or harassing mail. Finally,
the individual relented and provided the handwriting samples, then
returned to his desk at his office where he then committed suicide. The
suicide note explained why the harassing mail and threatening note were
sent
Conclusion-
Although it cannot be determined if anything could have changed the
outcome of this tragic event, there are many lessons that can be learned
that may avert future incidents.
Learnings-
 The Company was faced with heavy competition and was downsizing.
Employees were being asked to do more with less. Some incidents of
workplace violence involve companies that are downsizing or that have
recently done so.
 The employee was dedicated and hard working, and proud of his work.
Employees who commit workplace violence are not always
underachievers. Many times top executives become the target of a
disgruntled employee because they are seen as the company or corporate
image.
 If an incident does occur, it is important to consider all victims and their
families. Use the services of a priest or clergy. Decide how you are
THANKYOU! QUERIES ARE
WELCOME…