08-02-2013, 03:05 PM
A STUDY ON EMPLOYER AND EMPLOYEE RELATIONSHIP AT SOFTECH GLOBAL SOLUTIONS
A STUDY ON EMPLOYER.doc (Size: 740 KB / Downloads: 692)
INTRODUCTION:
When an employer hires a new employee, he is not just bringing a new member of the workforce aboard, he is also starting a new relationship. Because employers and employees often work in close quarters, they necessarily develop relationships. Managing these relationships is vital to business success, as strong relationships can lead to greater employee happiness and even increased productivity. To reap these benefits, keep the dynamics of your employer-employee relationship in mind.
Employer/employee relations refer to the communication that takes place between representatives of employees and employers. Much of the employee relations involve employees and employers working together. Indeed, part of the aim of the European Union's social policy today is to create a system of shared responsibility of employers and employees for working practices, conditions and other areas of working life. This policy of shared responsibility is called co-determination.
Importance of employee relations
• Improves cooperation between employers and employees
• Minimize unnecessary conflict
• Enable employees to play a part in decision making
• Keep employees informed of decisions that concern them
Organizations interests – those things employees would rather avoid e.g.
• Meeting high output standards
• Accepting managerial decisions
• Disciplinary actions
• Working long hours
Employees’ interests – those which organizations are reluctant to provide e.g.
• Increased wages
High labour turnover
Where employees are not happy with working conditions this frequently leads to high labour turnover, bad timekeeping, and high levels of absenteeism. It may also occur in the form of slackness by individuals, poor working, and deliberate time wasting and similar practices. Other evidence of discontent will be revealed in complaints, friction, ignoring rules and apathy. There are a number of forms of organized trade union action, including:
• withdrawal of goodwill
• a go slow
• working strictly to the rules set out in work rulebooks and sticking rigidly to only doing tasks set out clearly in a job description
• refusing to work overtime
• Going on strike.
CONCLUSION:
The relative strength or weakness of employment relationships exerts an independent effect on the quality of working life and work organizations. Having sifted through a large volume of data, we now can conclude that employment relationships matter in their own right. They are key ingredients in job satisfaction; they are related to skill use and development; they have a bearing on workplace morale and worker absenteeism; and they play a modest role in support for joining a union among non-union workers. Beyond this, a composite picture is emerging of workplaces that are good for both workers and employers. It seems to be mutually advantageous to nurture strong employment relationships; important in this regard is creating a healthy, supportive and skilled work environment. In a remarkably consistent fashion, these conditions emerged as having the strongest influence on outcomes desired by both workers and employers, notably the quality of work life, skill and career development, retention, morale and absenteeism.