Strengths and Weaknesses of Employee and Industrial Relations

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The non-union complaint systems have given the employees the right and the opportunity to air their views about the problems that they have to challenge. To some extent, such systems can intensify the sense of security, because employees may freely express their views and grievances. Furthermore, in the long term, such an approach can increase the productivity of the worker, because he or she is more likely to meet one’s commitments, feeling safe.

Another issue that is closely connected with employees’ commitment to his or hers duties is the management’s recognition of employees’ needs and demands at the workplace to enhance the wellbeing of the employees. One of the most stressful issues is the problem of overwork, which often results in absenteeism. Additionally, the management cannot disregard the nature of the jobs that have become more stressful and give less satisfaction, hence employees have less dedication to their immediate and work-related duties. To attract and retain employees in an organization, the management should pay more attention to the scheduling process.

Existing legislation, in particular labor laws, are aimed at protecting the constitutional rights of both, employees and employers, and establishing productive relationships between them (Gilton Klerck).

How an Organization Can Improve Industrial Relations

Organizations should take the initiative of engaging with their employees by informing them about the objectives of the company and the measures, which should be taken to achieve the assigned task. The main problem is that the majority of organizations leave the unions to inform the employees, though it should be done vice versa.

Organizations should train their employees on how to manage industrial relations, because many employees are not familiar with techniques, which can resolve workplace disputes (Ross Bentley, p. 20).

In addition to that, organizations should have publicized accessible policies and procedures for handling disputes that can lead to industrial unrest. Managers in an organization should keep records of performance of the employees since documented records are vital, especially when an employee is engaged in a whistle blowing activity. (Schreiber and Marshall, p. 42). If the organization is connected with a union, it must involve it in the issues, which may affect wages or employees working conditions.

For healthy industrial atmosphere in the workplace, it is of the crucial importance to establish good working relationships with every individual employee irrespective of his or her current position. (Coffey and Tombari, pg 1). Enhancement of employees’ satisfaction boosts employee’s productivity and loyalty in the organization i.e. many customers tend to shop where employees are happy at all times and this can be achieved by clearly stating the general objectives, activities and priorities of the organization, recognition and fully supporting the employees.( Ballou and Godwin , pg 40). It is the corporate responsibility of any industrial relations structure to develop adequate procedures for prevention and resolution of industrial conflicts and disputes. They should provide not only a fast solution or but rather a remedial measure, which may alternatively be permanent.

Industrial relation system that is used in the country must have a provision, regulating socio-economic, political, cultural, and legal relationships. It should increase employees awareness of their rights and obligation and establish health and productive atmosphere in the workplace.

References

Antonio Ruiz-Quintanilla S; Donna Blancero. Open Door Policies: Measuring Impact
Using Attitude Surveys. Human Resource Management (1986-1998); 1996; 35, 3; ABI/INFORM Global. pg. 269
Ballou and Godwin strategic Finance Quality Of “ Work life”, Have you invested in your Organization’s Future? 2007. Pg 40.
Charlie Coffey; Norma Tombari Ivey Business Journal, Improving the Practice of Management The bottom-line for work/life leadership: Linking di-versity and organizational culture. 2005. Pg 1.
Gilton Klerck. Industrial and Economic Sociology Honours. Department Of Sociology. 2008.
Mark E Schreiber; David R Marshall. Reducing The Risk Of Whistleblower Complaints. Risk Management; 2006; 53, 11; ABI/INFORM Global pg. 42
Ross Bentley. Cordial relations. Personnel Today; 2008; ABI/INFORM Global. pg. 20

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Strengths and Weaknesses of Employee and Industrial Relations

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