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8/3/2019 IRLL Unit 2
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Employee Involvement
Collective Bargaining
Grievance Management
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Institutions
ILO
Joint Consultative
Industrialcommittees
Joint managementCouncils
Work Committees
VoluntaryCodes
Code of Conduct
Code of Discipline
Code of Efficiency &welfare
Rules/Procedures
Standing Orders
Discipline Procedures
Grievance procedure
Collective bargaining
Workers Participation
Employee Welfare
Empowerment
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Origin: 1919. Its constitution was made by Labor
commissions. Presently there are 177 members.
Philosophy:
Labor is not a commodity Freedom of expression is essential
The war against wants need to be carried on
internationally
Poverty is dangerous.
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Objectives:
Promote and realize standards and
fundamental rights at work
Create greater opportunities for men andmen to secure decent employment and
income
Enhance the coverage and effectiveness of
social protection for all.
Strengthen tripartism and social dialogue
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Tripartism: The interaction of government,
employers and workers as equal and
independent partners to seek solution to
issue a common concern. Social Dialogue: Includes all types of
negotiation, consultation or exchange of
information between or amongst
representative of governments, employers,and workers on issues on common interest
relating to economic and social policy.
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International Labor Conference : This can be
equated to the legislative arm of a govt.
The Governing Body: This can be visualized
as the executive body. International Labor office: Is the permanent
secretariat.
Labor standards: Standards concerning
employment and working conditions foundacceptable by employers and workers
through collective bargaining.
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The International Labor conference: Membersin the ratio of 2:1:1 of Govt., Employers and
Employees: 1 President + 3 Vice President
(Legislative)
The Government Body: 56 Titular Members (28+ 14 +14): 66 Deputy Members (28 + 18 + 18): 1
Chairperson + 2 Vice Chairpersons: 1 TitularMembers from the countries of Chief Industrial
Importance
(Executive)
Permanent Secretariat: Works under securityand supervision of the Governing Body: Headed
by Director General: DG is also secretaryGeneral for ILC: Has a 5 yrs renewable term
(Secretariat)
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An Issue isIdentified
Governing Bodyputs topic onagenda of ILC
Office prepareslaw and practice
report withquestionnaire onthe content ofpossible newinstruments
Report sent togovt, employees
and workers
Office analysescomments and
proposedconclusions
First discussion ofproposed conclusion
Officeprepares
report andsummary
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Joint consultative are the International Labor
conferences held in order to attainobjectives made by ILO.
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This committee was established in 1944.
It is a tripartite with equal proportion of
workers and employers.
These are industry specific like Oil, Iron &Steel.
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The JMC were intended to provide better
understanding, participation and infuse a
spirit of cooperation among workers &
employers.
Condition to make JMC:
Undertaking should have well established TUs
People should have willingness to experiment
The size of undertaking should not be less
than 500.
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The ID Act, 1948 requires to constitute a
Works committee including equal proportion
of workers & employers where 100 or more
people are involved in any day preceding 12months.
It aims to secure amity and good relation
among the two.
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This is voluntarily accepted by both employer and worker
of private as well as public sector at central level.
Few deliberations in ILC at 15th session are:
1. No strike/ lockout
2. No unilateral
3. No resort to go-slow tactics4. No deliberate damage to property
5. No acts of violence
6. Full utilization of dispute-resolution machinery
7. Speedy implementation of awards
The code has following structure
Part 1: Duties & Responsibilities of three parties
Part 2: Obligations common to management & unions
Part 3: Obligations of management
Part 4: Obligations of unions
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It is method of specifying duties and
responsibilities of employer and workers.
These orders regulate the conditions of
employment. They are made at plant and unit level.
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As per ID act, 1947, every organization may
follow two policies
Open Door Policy
Step ladder Policy
Aggrieved Employee - 48 hrs
Departmental Representativefails
Head of the Department (if notsatisfied) - 3days
Grievance Committee ² 7 days
Chief Executive ² 7 Days
Voluntary Arbitration
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The right of workers to form,The right of workers to form,
join, and assist labor unions is join, and assist labor unions isa statutorily protected right ina statutorily protected right in
thethe Country.Country.
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Collective BargainingCollective Bargaining
The act of negotiating contract terms
between an employer and the members of a
union.
Collective Bargaining Agreement ² the
resulting contract from a collective
bargaining procedure.
The employer and the union must bargain
with each other in good faith.
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Subjects of Collective BargainingSubjects of Collective Bargaining
Compulsory Subjects
² Wages² Hours
² Other terms and conditions of employment
Illegal Subjects² Closed shops
² Discrimination
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1. Freedom of association
Workers and employers are free to form their own
associations to represent their interests.
2. Stability of union Unions have to be stable for collective bargaining
to be effective union is able to honor the
agreement.
3. Recognition of union by employer Collective bargaining begins after employer
recognizes the union that claims to represent the
specific group of workers.
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4. Good faith
Both parties must be willing to resolve
differences to reach an agreement.
5. Mutual respect Relationship affected and process becomes
tense and difficult if any party used unfair
practices such as victimization.
6. Supportive legal system Employment laws to ensure process takes
place in an orderly manner.
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Process depends on these factors:
1. Subject matter to be discussed
2. Persons involved
3. Circumstances under which the discussion isheld.
A Typical Negotiation Process begins with
each party stating its position.
As discussion progresses, each party adjustsits demands to seek a mutually acceptable
agreement.
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Approach: It means that here individuals will
confront the problem to solve it.
Avoidance: It means that the individual
avoids the situation of conflict
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Confrontation
Engaging
Compromise
Approach
Diffusion
Avoidance
Resignation
Avoidance
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Source: K. Thomas, ´Conflict and Negotiation Processes in Organizations,µ in M.D. Dunnette
and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology , 2nd ed., vol.
3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.
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1. Preparation
Each party must know what it wants.
2. Presentation
Each party presents its case.
3. Exchange and compromise
Parties look for possible adjustment or
compromise.
4. Reaching an agreement Parties sign a written statement on what have
been agreed.
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Types of negotiation:
Distributive when two parties with opposing
goals compete over set value
Integrative when two groups integrate interests,create value, invest in the agreement (win-win
scenario)
Categories of negotiation
Collective to Individual Centralized to Decentralized
Government to Non-government
Union to Non-union
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Source: Adapted from Anderson, T. Step into my parlor: A survey of strategies andtechniques for effective negotiation. Business Horizons, May-June 1992, 75.
Outcome:
Great for Person A
Terrible for Person B
Outcome:
Mediocre for Person A
Mediocre for Person B
Outcome:
Good for Person A
Good for Person B
Outcome:
Terrible for Person A
Great for Person B
Integrative Distributive
I n t e g r a t i v e
D i s t r i b u t i v e
STRATEGY OF PERSON B
S T R A T E G Y O F
P E R S O N
A
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BATNA
The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiatedagreement
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Impasse: settlement cannot be
reached
Impasses may be solved by thesealternatives:
Conciliation
MediationArbitration
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The right of the individual to know the case
against him/ her.
The right of the individual to respond to the
case and present his/ her point of view The right to representation at every stage
The right of receive in writing the definite
statements of the conclusion and outcome at
every stage The right to appeal against the conclusion
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Step 1: Warnings: At least two warnings inwriting
Step 2: Recording the outcome of warnings:Recording to personal files within thestipulated time
Step 3: Show-cause notice for seriousMisconduct: For matters of serious concern,show cause in writing is issued. If not taken
seriously, may be suspended Step 4: Issue of charge Sheet and
Constitution of Inquiry Committee
Step 5: Disciplinary Hearing
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Employee Empowerment is Employee
Involvement that matters.
It could also be defined as controlled
transfer of authority to make decisions and
take actions.
What is needed?
Successful implementation of empowermentrequires change in corporate culture.
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An aspect of Working Smart
Empowerment is the key to
motivation & Productivity.
It enables a person to developpersonally & professionally.
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Resistance from Employees & Unions
Resistance from Management
Insecurity
Personal Values Ego
Management Training
Personality Characteristics of Managers
Exclusion of Managers
Workforce Readiness
Organizational Structure & ManagementPractices
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Management·s Role:
Commitment
Leadership
Facilitation
Implementing Empowerment: Development of Suggestion Systems
Considering the Employees Point of View
Putting Vehicles in Place
Brainstorming
Nominal Group Technique
Quality Circles
Suggestion Boxes
Walking & Talking
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Management·s Role: Establishing Policy
Setting Up the System
Promoting the Suggestion System Evaluating & Implementing suggestions
Rewarding employees
Improving the system..
Improving Suggestion Processing Improving Individual Suggestions
Problem Identification
Research
Idea Development
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Taking Initiative
Identifying Opportunities
Thinking Critically
Building Consensus
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Avoiding Traps:
Defining Power as Discretion & Self- Reliance
Failing to Properly Define Empowerment for Managers &
Supervisors Assuming Employees Have the skills to be Empowered
Getting Impatient Making the Transition from TraditionalApproach
Beyond Empowerment
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Evaluating Suggestions Though Employees make suggestions, final
analysis is still to be made by manager.
Thus, Establish a formal rating system for
evaluating suggestion systems.
Handling Poor Suggestions Listen Carefully
Express Appreciation Carefully explain your position
Encourage feedback
Look for Compromise
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Removing Hidden Barriers Negative Behavior Poor Writing Skills Fear of Rejection
Inconvenience
Encouraging new Employees
Coaching Reluctant Employees Assess Investigate Match Choose Manage