Human Resources Management - Industrial Relations
Industrial Relations Programme - Industrial Relations
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A successful industrial relations programme reflects the personal viewpoint, which is influenced by three main considerations
Industrial
Relations Programme
A successful industrial relations programme reflects the personal viewpoint, which is influenced by three main considerations
Individualized thinking makes it imperative for the administrator to consider the entire situation in which the affected individual is placed.
Policy awareness underscores the idea of the consistency of treatment and the precedent value of any decision, which a management takes.
While expected group reaction balances what we know of human nature in groups against an individual’s situation in the light of the policy that has been formulated and implemented.
The core of an IR programme is the personnel manual. The manual sets out the rules and policies within which managers and employees must operate. All employees and supervisors are fairly familiar with the contents of the manual.
Relationships with employees may be improved through joint consultations. Relationships with unions or staff associations may be developed through collective bargaining and other IR procedures or by improving the operation of existing procedures.
Managers and supervisors need to develop competence in handling IR. Such competence may be developed by training managers and supervisors in IR. Union leaders and employees also must be associated with the programme, as they are as much a party to conflict as managers or supervisors.
If both employees as well as employers adhere to well laid out norms, disputes do not occur. Where a conflict occurs, the management must resolve it.
The basic requirements on which a successful industrial relations programme is based on:
Since industrial relations are a functional staff service, it must necessarily derive its authority from the line organization.
These constitute the business philosophy of an organization and guide it in arriving at its human relations decisions. Policies can be successful only when they are followed at all the level of an enterprise, from top to bottom.
In the field to assist in the implementation of the policies of an organization, a system of procedures is essential if intention is to be properly translated into action.
To ensure that organizational policies and practices are properly implemented and carried into effect by the industrial relations staff, job supervisors should be trained thoroughly.
A constant review of an industrial relations programme is essential, so that existing practices may be properly evaluated and a check may be exercised on certain undesirable tendencies, should they manifest themselves.
A successful industrial relations programme reflects the personal viewpoint, which is influenced by three main considerations
Individualized thinking
Individualized thinking makes it imperative for the administrator to consider the entire situation in which the affected individual is placed.
Policy awareness
Policy awareness underscores the idea of the consistency of treatment and the precedent value of any decision, which a management takes.
Expected group reaction
While expected group reaction balances what we know of human nature in groups against an individual’s situation in the light of the policy that has been formulated and implemented.
IR DECISIONS
Communication
The core of an IR programme is the personnel manual. The manual sets out the rules and policies within which managers and employees must operate. All employees and supervisors are fairly familiar with the contents of the manual.
Relations
Relationships with employees may be improved through joint consultations. Relationships with unions or staff associations may be developed through collective bargaining and other IR procedures or by improving the operation of existing procedures.
Competence
Managers and supervisors need to develop competence in handling IR. Such competence may be developed by training managers and supervisors in IR. Union leaders and employees also must be associated with the programme, as they are as much a party to conflict as managers or supervisors.
Discipline and Conflict
If both employees as well as employers adhere to well laid out norms, disputes do not occur. Where a conflict occurs, the management must resolve it.
Requirments of a Successsful Industrial Relations progrmamme
The basic requirements on which a successful industrial relations programme is based on:
Top management support
Since industrial relations are a functional staff service, it must necessarily derive its authority from the line organization.
Sound Personal Policies
These constitute the business philosophy of an organization and guide it in arriving at its human relations decisions. Policies can be successful only when they are followed at all the level of an enterprise, from top to bottom.
Adequate Practice should be Developed by Professionals
In the field to assist in the implementation of the policies of an organization, a system of procedures is essential if intention is to be properly translated into action.
Detailed Supervisory Training
To ensure that organizational policies and practices are properly implemented and carried into effect by the industrial relations staff, job supervisors should be trained thoroughly.
Follow up of results
A constant review of an industrial relations programme is essential, so that existing practices may be properly evaluated and a check may be exercised on certain undesirable tendencies, should they manifest themselves.
Tags : Human Resources Management - Industrial Relations
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