Lecture12 - Human Resource Human Management Management 1...

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Unformatted text preview: Human Resource Human Management Management 1 ELEVENTH EDITION G A R Y D E S S L E R Part 4 | Compensation Employee Relations Employee Relations (ER) • Employee Relations is the system by which Employee workplace activities are regulated, the arrangement by which the owners, managers and staff of organizations come together to engage in productive activity engage • It concerns setting standards and promoting It consensus consensus • It is also about the management of conflict 11–2 Perspectives (Frames of Reference) of ER • Unitarism or Unitary Perspective • Pluralism or Pluralistic Perspective • Radicalism or Radical Perspective 11–3 Unitary perspective • This perspective perceives employing This organizations as peopled by individuals and groups that have common interests, objectives and values and that are harmonious and integrated integrated • Management’s right to manage is legitimate Management’s and rational management should be the single focus of employee loyalty and sole source of legitimate authority within the organization legitimate • Characterized as the “Team” or “One big happy Characterized family” approach family” 11–4 Unitary Perspective • Conflict between labor and management is viewed as Conflict being both unnecessary and avoidable being • Occurrence may be due to Poor communication, personalities clash, etc. Poor • Employment relationship is likely to be perceived to be Employment characterized by cooperation characterized Do not need a trade union to represent employees. Do Management will look after them Management • Management style Perceived as being on a continuum between the extremes of Perceived autocracy and paternalism • E.g. Marks and Spencer, IBM, Hewlett Packard 11–5 Pluralistic perspective • This perspective assumes that employing organization This are made up of individuals and groups with different interest, values, and objectives interest, • The various interests and objectives of one group are The likely to conflict with those of others likely • Management’s job is not to try and insist upon a right to Management’s manage unilaterally but to manage and resolve the conflict and to do this via mechanisms that emphasize the achievement of consensus and that involve representation and participation from the various interest concerned interest 11–6 Pluralistic perspective • The formation of trade unions is a realistic and The rational response on the part of the labor resource, since they, through their collective strength are able to provide employees with a counter to restrict power of employer counter • The absence of collective organization on the The part of the workforce leaves it weak and open to exploitation 11–7 Radical/Marxist perspective • This is a perspective that uncompromisingly This predicts a fundamental and continuing conflict of interest between labor and capital and the conflict is likely to be about who should control the labor process as well as about the price of labor labor • Such conflict is inevitable and, unlike in the Such pluralist perspective, is not amenable to resolution through mechanisms which emphasize compromise and sharing of power emphasize 11–8 Radical/Marxist perspective • Collective bargaining in the context of this Collective perspective is to be avoided since it is a means by which capital secures a continuation of the status quo. The negotiation of order results in a compromise that is unsatisfactory to both parties parties • The long-term solution is in the overthrow of the The capitalist system capitalist 11–9 Which one is the best? • Three perspectives are “ideal types”. Three Organization reality may well reflect a hybrid of perspectives perspectives 11–10 ER strategies • Conflict Strategies to contain conflicts, reconcile differences, Strategies and promote levels of harmony and • Conformity Strategies to set standards of behavioral and Strategies operational aims and objectives requiring different employee groups to rise above their inherent difference, such as setting a superior goal for every employee irrespective of work group employee • Consensus Strategies to devise genuine partnership between Strategies the organization and its staff and staff representatives representatives 11–11 Developing employee communication • Employee relations policy A policy designed to communicate management’s policy thinking and practices concerning employee-related matters and prevent problems in the workplace from becoming serious becoming • Many companies have found that the key to a Many good employee relations program is a communication channel that gives employees access to important information and an opportunity to express their ideas and feelings opportunity 11–12 Developing employee communication • Corporations must develop numerous Corporations communication channels to move information up, down, and across the organizational structure structure Email Meetings Face-to-face communication Web site Employee handbook Talking informally newsletter 11–13 Role of HRM department • Employee relations representative A member of the HRM department who ensures that member company policies are followed and consults with both supervisors and employees on specific employee relations problems relations 11–14 Discipline management • Formal discipline is defined as action, legislated for in a Formal policy or procedure, taken by management against an individual or group who have failed to conform to the rules established by management within the organization organization • The regulation is maintained by a control system based The on “reward” and “punishment”. The aim is to ensure that employees conform to the behavioral and performance standards determined by management as being necessary for the achievement of organization objectives objectives Reward: less material (such as public and non-public praise, Reward: etc) and material etc) Punishment: progressive discipline 11–15 Progressive discipline • A series of management interventions that series gives employees opportunities to correct undesirable behaviors before being discharged discharged A four-step progressive discipline procedure four-step includes the following steps includes 1. Verbal warning—an employee who commits a Verbal • minor violation receives a verbal warning from the supervisor and is told that if this problem continues within a specific time period, harsher punishment will follow. The supervisor provides clear expectations for improvement expectations 11–16 Progressive discipline 1. 2. 3. Written warning—the employee violates the same rule within Written the specified time period and now receives a written warning from the supervisor. This warning goes into the employee’s records. The employee is told that failure to correct the violation within a certain time period will result in more severe treatment treatment Suspension—the employee still fails to respond to warnings Suspension—the and again violates the work rule. He or she receives a final warning from the supervisor, indicating that discharge will follow upon violating the rule within a specified time period follow Discharge—the employee violates the rule one more time Discharge—the within the specified time period and is discharged within 11–17 Positive discipline • A discipline procedure that encourages discipline employees to monitor their own behaviors an assume responsibility for their actions assume • Replace progressive discipline with positive Replace discipline with counseling session between employee and supervisor. These session focus on getting the employee to These learn from past mistakes and initiate a plan to make a positive change in behavior positive Rather than depending on threats and punishments, Rather the supervisor uses counseling skills to motivate the employee to change employee 11–18 Basic standards of discipline Communication of rules and performance criteria Employee should be aware of the company’s rules and Employee standards and the consequences of violating them standards • Documentation of the facts Managers should gather a convincing amount of evidence to Managers justify the discipline (e.g. time cards could be used to document tardiness, videotapes could document a case of employee theft, etc.) theft, • Consistent response to rule violations It is important for employees to believe that discipline is It administered consistently, predictably, and without discrimination of favoritism discrimination 11–19 ...
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This note was uploaded on 03/21/2011 for the course ACCOUNTING 110 taught by Professor Mcwilliams during the Spring '09 term at San Jose State.

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