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Employee Relations Management

Q.1 Explain the essential elements of a good organizational culture

A.1 To enhance the success of a culture change process, essential elements of the desiredculture must

be integrated (through formal and informal means) into every level of an organization's

operations, translated into routine practice, and expressed in the work environment. Itbecomes

the "way of life" within an organization. Presented here are some of the vehicles that

facilitate

transmitting these essential elements and sustaining organizational culture.Statements of Principles E

Cultural attributes are conveyed through statements of organizational mission, vision,

values,

goals and objectives, policies and procedures, standards of practice, and job descriptions.(See sample "UMHS Commitment to Safety")

Principles are captured in organizational mottos. For example, in Japanese industry theconcept of "Kaizen" is used to propagate the notion that every defect is a treasure that

canpoint the way to improvement.

Elements of safety are incorporated into the strategic planning process, includingdevelopment of a formal safety plan and program, and setting concrete safety goals.

The organizations overall mission is linked to department goals and objectives,

detailingspecific strategies on how to achieve a safe and healthful workplace and how progress to

thisend will be measured.Jargon E

A unique and common organizational language exists to enhance the verbal exchange

ofessential cultural characteristics.

A common language communicates shared meanings among an organization's

members.

Language that reflects old, undesirable values is replaced with a new language thatcommunicates desired philosophies. (For example, "blame" becomes "accountability";

"fault" becomes "root cause"; "who did this?" becomes "what happened?")

Jargon includes rhetoric around safety concepts, such as the language of systemstheory,

human factors, root cause analysis, Failure Modes and Effects Analysis, etcSymbols E

Symbols objectify organizational values and serve as a visual backdrop for the activity

of an

organization.

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These can include historical artifacts, portraits of founders, corporate logos, decor,

graphics

depicting hospital activity over time, mottos, statuary, furnishings, and architecture, aswell as

attire (For example, the clinician's white coat).

Safety reminders are publicly displayed and widely distributed, such as safety postersand

handouts, posted statements of principles, warning signs, etc

Symbols include public display of rewards and recognition for successfulaccomplishments

and healing stories.

Stories, Legends, and Corporate Myths E

In a safety culture, the telling of stories is viewed as having greater importance than

mere

data collection, because it is in the story where the knowledge and the emotion lies, not in

thenumbers.

Stories have a transformative quality and power to them in that they can elicit emotionand

propel one to action.

Historical information about the organization's evolution and its heroes is transmitted

vialegends and corporate myths, making present day linkages to the roots of the

organization.

New heroes are created from within an organization that exemplifies vision in action.

Story telling can take the form of:

Continuous Quality Improvement Storyboards showing process improvement cycles

Sharing success stories and stories of healing (describing what the new heroes haveachieved)

Exploring possible root causes of error by sharing observations and experiences

Sharing compelling stories of adverse events that touch the sympathies of the listenersand create a transformative moment

Ceremonies and Rituals E

Rituals include medical rounds, regular meetings and planning cycles that reflect a

certaincharacter by the way they are conducted.

In a safety culture, rituals can include safety rounds, morbidity and mortality

conferences,and formal organizational responses to errors such as the root cause analysis process, or

responses to JCAHO sentinel event alerts.

Ceremonies celebrating accomplishments bring to life the corporate vision andcultivate a

sense of belonging and mutual appreciation.Leadership E

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"Leadership is defined as the art of accomplishing change through people. Goodleadership

provides the motivation for achievement of goals. Leaders inspire their people through

personal example, good management practices, and sense of moral responsibility."

Behavior modeling is evident, especially with an organization's leaders, who "walk the

talk". Leaders clearly articulate organizational principles with empowering messages that

reinforce

"doing the right thing" as a corporate priority.Socialization Process E

New employees undergo a socialization process, both formal and informal, that

acclimates

them to the appropriate philosophies and expected code of conduct of the organization.

Organizational values are not left for interpretation. The organization educates

members on

how these values should be demonstrated through their behavior.

Socialization involves a formal safety orientation process. Periodic assessments of members' attitudes, beliefs, and perceptions around employee

satisfaction in general, and around the "climate" of safety in the organization specifically,are

conducted to gauge the success of the socialization process.Setting Safety Goals E

Goals are action-oriented

Achieving a safety culture is considered the super-ordinate goal (ultimate outcome) of

the

organization.

Multiple sub-goals (such as conducting risk assessments, getting leaders to "walk the

talk",

etc) are strategically created in order to advance progress towards the super-ordinategoal.

A safety culture is recognized to be the result of goal-directed interactions between the

individual members of an organization, the work they do, and the organization as awhole.

Q.2 Discuss two types of discipline

A.2. Discipline is classified as either positive or negative. Characteristics are as follows

(A) Positive discipline

1. It implies a sense of duty to observe the rules regulations and is also called self-discipline.

2.It involves creation of a favourable atmosphere in the organization where by

employesss willingly conform to the established rules and regulations.3.Positive discipline can be achieved through rewards and effective leadership.

4.It is more effective than negative discipline.

5.Positive discipline promotes co-operation and co-ordination with a minimum of formal

organization and reduces the need for personal supervision required to maintain standards

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6.According to spriegel, positive discipline does not replace reason but applies reason to

the achievement of a common objective.Positive discipline does not restrict the individual

but enables him to have a greater freedom in that he enjoys a greater degree of self-expression in striving to achive the objective,which he identifies as his own.

(B)Negative disciplineIt is also known as punitive or corrective discipline.It involves imposition of penalties or

punishment to force workers to obey rules and regulations.The obejective is to ensure that

employess do not violate the rules and regulations.Negative disclipinary action involvessuch techniques as fines reprimand,demotion,layoff,transfer,etc.negative discipline does

not eliminate undesirable behaviour,it merely oppresses it.It requires regular monitoring

causing wastage of time.Punishment also causes resentment and hostility.While

exercising negative discipline,management should proceed in a sequential manner,viz.,anoral reprimand,a written reprimand,a warning,temporary suspension and dismissal or

discharge.

Q.3 Explain the operational role of manager

A.3. The reporting, planning, and control functions can help the operations manager to do

the following:

Improve the efficiency of the operation

Improve control of service levels and quality

Set service level agreements for end-user applications and for services provided

Improve relationships with end-user departments Increase the return on your IT investment

Develop staff potential.

(i) To Have Contacts:

He has to establish and maintain contacts with many people both within and outside thebusiness. The persons with whom he has regular contacts within the organization include

his subordinates, fellow managers

and so on. Government officials, suppliers etc., are the outsiders with whom the manager

may have frequent contacts.

(ii) To Supervise:

Every manager has to supervise the workof subordinates while the latter are doing their

work and offer necessary help. Supervision also needs to be undertaken to ensure that the

subordinates do not waste their time during working hours.

(iii) To Attain Targets:

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Managers may work under pressure most of the time as they have targets to achieve. This

is particularly true in the case of production and sales managers who are the line

managers.

(iv) To Delegate Authority:

Managershave to get done things by their subordinates. For this they have to delegate

authority to the latter to enable them to perform the tasks assigned. The managers must

ensure that the authority delegated is just sufficient to carry out the duties by thesubordinates. If authority exceeds responsibility there may be misuse of authority. On the

other hand, if authority is inadequate, the subordinates may not be able to carry out the

task.

(v)To hold meetings:

Managers, often, may have to hold meetings to put forth their views before their

subordinates. Such meetings are also necessary to get feedback information from thesubordinates on the progress of their work. Managers of different departments also may

have to meet at regular intervals tosecureproper co-ordination and to review progress.

(vi) To Act as a Leader:

As a leader, the manager has to set an example to his subordinates. He must be sincere,

honest and committed to his work. Only then, he will be able to guide and motivate the

subordinates under him.

(vii) To Ensure Proper Use of Resources:

The manager has to ensure that the organizational resources such as men, machines,materials and money are optimally utilized.

(viii) To Resolve Conflicts:

Whenever there are conflicts between the employees over certain organizational matters,

the manager is expected to resolve all such conflicts and arrive at an amicable solution.

(ix) To Undertake Trips:

Managers, particularly those in charge of sales, may have to undertake business tripsfrequently and as a result they may not be able to remain in hometown always. In the

same manner, the managers cannot work strictly according to the working hours. Theymay have to work even beyond working hours sometimes in view of a higher quantum of

work.

(x) To Make Decisions:

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Managers also have to make certain routine decisions in connection with matters

pertaining to the daily operations of the business. Purchase of raw materials, payment of

wages, sanctioning leave to subordinate staff, etc., are examples of such routinedecisions.

(xi) To Handle Crisis:

The manager is also expected to handle crisis that may arise in the organization. Strike-

call by the workers, breakdown of machinery, fire accident in the godown or in theworkplace are examples of critical situations that may arise in any organization at any

time. In such a situation the manager has to act swiftly and wisely and find remedy.

Q.1. Explain the characteristics of communication

A.1 Communication is defined as a process by which information is exchanged between

individuals through a common system of symbols, signs, or behavior. However, in order

to ensure that communication is effective, the parties involved have to make sure thatinformation is conveyed and received in the way in which it was intended.

Types

1. Means of effective communication are necessary at work, school, home, or in any

environment in which people interact with one another. Individuals maycommunicate verbally, through writing, through body language or in several other

ways. Due to modern technology, we are able to communicate via email, phone,

and text messages. Writing a book, article, or posting information on the Internet

is a way of communicating with a large number of people. Art in its manydifferent forms can be used to convey a message, such as through song, dance, or

painting.

Function

2. Effective communication takes thought. Individuals have to go beyond knowingthe information they want to convey, and take steps towards figuring out how they

can present that information to others in a way they can best understand.

Differences in spoken languages can be used to demonstrate this idea. Ifindividuals do not speak the same language it is difficult for them to understand

one another because they can't communicate through verbal or written methods.They have to find alternative routes to convey the information they wish to share.This may involve gestures, pointing objects out, or drawing pictures. They will

use whatever means they have to try to clearly define what they are trying to

communicate.

Features

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3. Listening is a fundamental step in effective communication. If there is one person

trying to convey information, the other party has to be receptive to what is being

expressed. This does not mean the person has to agree, but rather, he should atleast try to understand. When communication involves the exchange of ideas

among two or more people, each person involved needs to listen to and

understand what the other party is trying to communicate. If there isn't listeningamong all parties involved, each person will just be expressing himself in vain

Identification

4. It is important to know the audience or person you're communicating information

to as best you can. In this way, you can develop strategies to deliver the

information in the way you think it would best reach them. For example, ifcommunicating with children, you would want to find ways to keep them engaged

and interested in what is being said so that they absorb the information. The same

might apply in a group setting of adults. If communicating with a loved one, you

should know them well enough to determine the best method of communicationwith them, as well as the best time to communicate with them.

Considerations

5. Sometimes attempts at communication can be frustrating. If one or more partiesfeel like their message is not being understood or respected, tension or even

violence can arise. Sometimes it is necessary to have a mediator to help both

parties fairly see the others' point of view. A global organization called The

Center for Nonviolent Communication offers workshops and training worldwideto teach strategies of nonviolent communication.

Q.2Explain the causes of Industrial disputes

A2

The causes of industrial disputes can be broadly classified into two categories: economic

and non-economic causes. The economic causes will include issues relating to

compensation like wages, bonus, allowances, and conditions for work, working hours,leave and holidays without pay, unjust layoffs and retrenchments. The non economic

factors will include victimization of workers, ill treatment by staff members, sympathetic

strikes, political factors, indiscipline etc.

Wages and allowances: Since the cost of living index is increasing, workersgenerally bargain for higher wages to meet the rising cost of living index and to increase

their standards of living. In 2002, 21.4% of disputes were caused by demand

of higher wages and allowances. This percentage was 20.4% during 2003 and during

2004 increased up to 26.2%. In 2005, wages and allowances accounted for 21.8% ofdisputes.

Personnel and retrenchment: The personnel and retrenchment have also been an

important factor which accounted for disputes. During the year 2002, disputes caused by

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personnel were 14.1% while those caused by retrenchment and layoffs were 2.2% and

0.4% respectively. In 2003, a similar trend could be seen, wherein 11.2% of the disputes

were caused by personnel, while 2.4% and 0.6% of disputes were caused by retrenchmentand layoffs. In year 2005, only 9.6% of the disputes were caused by personnel, and only

0.4% were caused by retrenchment.

Indiscipline and violence: From the given table, it is evident that the number of

disputes caused by indiscipline has shown an increasing trend. In 2002, 29.9% of disputes

were caused because of indiscipline, which rose up to 36.9% in 2003. Similarly in 2004and 2005, 40.4% and 41.6% of disputes were caused due to indiscipline respectively.

During the year 2003, indiscipline accounted for the highest percentage (36.9%) of the

total time-loss of all disputes, followed by cause-groups wage and allowance andpersonnel with 20.4% and11.2% respectively. A similar trend was observed in 2004

where indiscipline accounted for 40.4% of disputes.

Bonus: Bonus has always been an important factor in industrial disputes. 6.7% of the

disputes were because of bonus in 2002 and 2003 as compared to 3.5% and 3.6% in 2004

and 2005 respectively.

Leave and working hours: Leaves and working hours have not been so importantcauses of industrial disputes. During 2002, 0.5% of the disputes were because of leave

and hours of work while this percentage increased to 1% in 2003. During 2004, only

0.4% of the disputes were because of leaves and working hours.

Miscellaneous: The miscellaneous factors include

- Inter/Intra Union Rivalry

- Charter of Demands

- Work Load- Standing orders/rules/service conditions/safety measures

- Non-implementation of agreements and awards etc.

Q.3 Explain the impact of globalization on HRM

A.3. Do the geographical and the national boundaries limit a business in the world of the

21st century? The answer is simply "NO". The term Globalization has invaded the mindof every successful businessman and the concept of Global Village is a common issue in

the modern business world.What really the globalization is? The answer seems simple "if

a firm or an organization expands its sales or production beyond the national boundaries,

then it is globalization", but it does not cover the real meaning of the term. Globalizationactually means more, much more than that; it is realizing that there is a big world out

there, geographically, that reaches far beyond our small community and that the world isgetting closer to us all the time. Globalization is the realization that, whether we like it or

not, this big world is becoming an ever increasing factor in our daily lives.The concept of

globalization today has invaded the globe and the national boundaries have been virtuallyeliminated. So what is the effect of this? Simple, the world today has became a small but

a very very complex and dynamic neighborhood. Today we live in a global village and

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this means that our activities have crossed the national boundaries to become global.

While general business considerations are essentially the same the world over, business

styles differ greatly from country to country. He may be well equipped, trained and ready

to face the situation, but he acts according to the challenges and the requirement of thesituation as it comes. Globalization of business has increased the international

competition rapidly. The organizations of today have become increasingly heterogeneous

due to globalization. Some actually welcome change and the opportunities it presents,while others are reluctant to give up familiar ways of doing things. The human resource

or the workers are proactive in finding out what skills and qualifications will be required

to be an employee of demand in the coming situations. Thus globalization has increased

the requirement of skill among employees and managers drastically. Thus we have nodoubt that the roles of HRM have been affected largely by the globalization. To analyze

whether HR is reactive or proactive in these issues first we should be able to what do

Proactive or reactive meant in these context. Human resources manager of today must

ensure that the appropriate mix of employees in terms of knowledge, skills and culturaladaptability is available to handle the global assignments. Are they ready to face the

challenges? How effective have the change in the role of HRM became in terms ofresult? Is HR reactive or proactive in the issues of globalization and the change in their

role and the working environment? The answer to all these questions are not easy to find

since they are different with every unit of the human resource together i. So is the case of

producers or organizations of today, most of the big firms have already became themultinational giants. This aspect of globalization has also affected the HRM in the

business world of today. Globalization has resulted in drawing people of various

backgrounds together in same workplace and the change is happening very quickly. HRof today's world are aware what may be happening next and they were already prepared

for the today's situation yesterday.