070941157_Employment Relationship Management

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Nairobi Institute Of Business Studies *

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Management

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Nov 24, 2024

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Employment Relationship Management Student’s First Name, Middle Initial(s), Last Name Institutional Affiliation Course Number and Name Instructor’s Name and Title Assignment Due Date

Concept of Better Working Lives  Better working life requires balance between work and personal life.  Working long, increased roles at home and workstation deprive better working life.  Improving work-life balance cannot be abrupt.  Individuals have to prioritize health first before anything else.  People also have to set attainable objectives among other things.

Employee Involvement and Participation  Employee involvement is the opinion workers have so they can communicate with bosses.  Freely involving workers increases their work satisfaction.  Ways to involve workers include giving mentoring system and suggestion boxes.  Employee participation start in means like direct partnership.  In such partnership workers have more power in decision making  Involvement and participation inspires association between workers and managers

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Approaches to Employee Voice and Engagement  Engagement is critical element that impacts organizational effectiveness.  Engagement can be separated into direct communication and upward issue solving.  Adopting flexibility will develop a headline in employee engagement  Meeting work-life equilibrium is not new, yet the wish to meet it is high.

Employee Voice Tools and Methods to Drive Employee Engagement Some of the approaches to drive employee engagement include: 1. The company should clearly communicate their mission and vision. 2. Leaders should track advancements and give status to workers. 3. One-on-one interviews with employees. 4. Praising and rewarding workers.

Interrelationship Betwixt Worker Voice and Organizational Performance  Employee voice positively affect company performance.  Allowing workers voice enables them to air out issues affecting organization.  Employees participate in interactions spearheaded by other co- workers.  Hindering employees voice adversely affects organizational performance.

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Developing Trends in the Type of Conflict and Industrial Sanctions  Attention has shifted from remunerating workers to developing employees.  Formal industrial dispute is reserved for structured interactions.  Strikes and unrests are perceived as formal if in accordance with the law.  Unofficial industrial dispute is hardly identified on any systemic organizations

Skills Needed for Effectual Grievance and Discipline Handling Procedures  Managers need arbitration skills and abilities to handle grievances.  Willingness to tackle new issues.  Good communication and interpersonal skills.  Analytical skills to evaluate the situations before unravelling.  Team player skills to function with different categories.

Importance of Handling Grievances Effectively  Inspires workers to raise issues without dread of reprisal.  Grants a just and speedy method of resolving grievances within organization.  Hinders minor conflicts from advancing to greater disputes.  Saves employers time and money as solutions are identified.

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Major Provisions of Collective Employment law  They include recognition, management rights and dues check-off  Recognition provision – outlines exactly which employees the boss consents as being in the bargaining and represented by the union.  Management privileges clause – collective negotiation contracts comprise this clause that stipulates exactly what is not subject to negotiation  Dues Check-off is when a manager subtracts union fees from people’s payslips and sends the funds to the union.

Non-union and Union Forms of Employee Representation  Non-unionized workers have individual contracts with bosses.  Unionized workers possess collective agreements with bosses  Non-unionized employees can bargain individually  Unionized workers negotiate via a union and not personally  Unionized workers possess more professional protection  Non-unionized employees can be dismissed any time.

References  Austin Legal., 2012. Key provisions of collective bargaining agreements (part 1). Available at: https://mattaustinlaborlaw.com/2012/09/15/key-provisions-of-collective-bargaining-agreement s-part-1/ (Accessed: 2021, Nov 27).  Gomathi, S., 2014. A study on grievance management in improving employee performance in a pvt enterprise. Mediterranean Journal of Social Sciences , 5 (20), p.20. https://www.richtmann.org/journal/index.php/mjss/article/view/3705/3630  Jones, F., Burke, R.J. and Westman, M., 2013. Work-life balance: A psychological perspective . Psychology Press.Page, H. (2020). What does it mean to be in a union? Available at: https://www.canadaemploymenthumanrightslaw.com/2020/01/what-does-it-mean-to-be-in-a-u nion/ (Accessed: 2021, Nov 27).  Rohlfer, S., 2018. Employee involvement and participation in SMEs: a synthesis of extant research. Journal of Evolutionary Studies in Business , 3 (1), pp.112-136. https://revistes.ub.edu/index.php/JESB/article/view/j039/22561  Stange, J., 2020. 10 practical tips for driving employee engagement. Available at: https://www.quantumworkplace.com/future-of-work/driving-employee-engagement (Accessed: 2021, Nov 27).

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