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labour relations

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Human Resources Management,

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									5. THE SCOPE OF MANAGEMENT –
LABOUR RELATIONS FUNCTIONS
   MANAGEMENT LABOUR
     RELATIONS ENCOMPASSES
     THE FOLLOWING:
   • Administration, including overall
     organization, supervision and
     coordination of management-
     labour relations policies and
     programmes
2.   Liaison with outside groups and
     personnel departments as well as
     with various cadres of the
     management staff, in and outside the
     organization
3.   The formulation of regulations, rules,
     and orders, and their interpretation




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4.Position clarification, including
    surveys (of salary and wage
    administration)3
5. Employee counseling on all types of
    personnel problems, educational,
    vocational, health or behavioral
    problems
6. Employee relations, especially
    collective bargaining with
    representatives, and settling
    disputes



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7.Research in occupational trends and
 employee attitudes, and analyses of
 labour turnover
8. Assisting in the
 administration of benefit,
 retirement and pension
 programmes




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FUNCTIONAL REQUIREMENTS OF A SUCCESSFUL
MANAGEMENT – LABOUR RELATIONS
PROGRAMME


  1. TOP MANAGEMENT
     SUPPORT
      As a functional staff
      service it needs
      authority from the line
      organization
  2. SOUND HR POLICIES
      To guide it to arrive at
      correct human
      relations decisions
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3. ADEQUATE PRACTICES
  DEVELOPED BY
  PROFESSIONALS
  • A system of procedures
    and practices as tools of
    management of the
    relations




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4.   DETAILED SUPERVISORY
     TRAINING
     For supervisors to convey to
     employees the significance of the
     policies and practices
5. FOLLOW-UP OF RESULTS

     To check on undesirable
     tendencies such as turnover,
     absenteeism, departmental
     morale, employee grievances and
     suggestions etc.



                                         7
6. OBJECTIVES OF MANAGEMENT –
LABOUR RELATIONS
1.   Bringing about good and healthy
     relations between employers and
     employees (i.e. a sound, harmonious
     and mutually beneficial relationship)




                                             8
2. Safeguarding the interests of labor and
     management by securing mutual
     understanding and good will between
     them
3.Avoiding industrial/work
   place conflict that would
   affect production and
   productivity




                                             9
4.   Preventing or lessening labour
     turnover and frequent absenteeism
5.   Bringing about and
     nurturing/sustaining workplace
     democracy to allow employee
     participation in decision making and
     problem solving




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6.  To eliminate strikes, lockouts and go-
       slows

7. To allow the government some control
    over private means of production,
    distribution and service provision in
    the public interest.




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7. MANAGEMENT-LABOUR
RELATIONS POLICY
  POLICY REFLECTION
 Top management’s philosophy towards
  the organization’s human resources
 The fundamental values, beliefs,
  standards and philosophies (principles)
  that underlie the behavior of the
  enterprise




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7.1   POLICY OBJECTIVES
 The policy objectives should cover the
   following areas:
  Development of mutual trust and
   cooperation
  Prevention of problems and disputes
  Reduction of labour costs
  Strengthening of managerial control




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 Development of human skills, and


 The management of productivity




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7.2   POLICY CONTENT
Ideally the policy statement should
  contain the following:
 The organization’s responsibility to
  protect workers rights and to provide
  workers with the opportunity of
  participating in decisions which
  directly affect them
 A commitment to the principle of
  freedom of association




                                          15
•Acceptance of the concept of lawful
withholding of labour as a result of
disputes, and




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 A statement of the organization’s
 attitude to the available machinery
 for collective bargaining; for
 example, support of works
 councils, willingness to consult
 with unregistered unions,
 readiness to associate with the
 relevant employers association

 Acceptance of the rights of workers
 to the collective negotiation of
 disputes



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7.3   POLICY STANDARS
 Should have universal applicability
 Should be in writing, in broad terms
  and in clear
 Should be justifiable in terms of their
  impact on productivity
 Need to be approved and authorized
  by the highest authority in order to
  carry weight
 The terms must be inviolable




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  OTHER MANAGEMENT-LABOUR
7.4

RELATIONS POLICY FORMULATION
CONSIDERATIONS

The policy statement
 Must be unambiguous
 Must be positively phrased and not
  contain negative statements
 Must not need interpretation




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In addition:
 The rational behind the policy be
 explained

 The boundaries within which
 individual discretion may be
 exercised must be clear




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•A distinction must be drawn
between policies (e.g. equal pay
for equal work) and procedures
(e.g. grievance procedures)

 Use of such words and phrases as
  “may”, “generally-recommended”, “in
  most cases” etc. Be avoided as they
  have a permissive tone
 The policy should conform with
  applicable legal and government
  regulations




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 Management should avoid expedient
  settlement of disputes that could
  prejudice long-tem interests
 Collective agreements be for fixed
  periods of time




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 The policy should contain a
 clause stating that
 management will not
 negotiate or make
 concessions under illegal or
 non-procedural coercion




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 Management must state
 clearly that the
 organization’s management-
 labour relations practices
 will be made known and
 understood by employees
 and their representatives,
 and shall always be
 consistent with the general
 human resource policy.


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