1.The employee discusses the grievance with the union steward and the supervisor
2.The union steward discusses the grievance with the supervisor’s manager and/or the HR manager.
3.A committee of union officers discusses the grievance with appropriate company managers.
4.The representative of the national union discusses the grievance with designated company executives or the corporate industrial relations officer.
5.If the grievance is not solved at this stage, it goes to arbitration. An impartial third party may ultimately dispose the grievance.
1.Preparation and initial demands – both labor and management representatives spend much time preparing for negotiations. Employer and industry data concerning wages, benefits, working conditions, management and union rights, productivity and absenteeism are gathered.
2.Continuing negotiations – after taking in initial positions, each side attempts to determine what the other side values highly so that the best bargain can be struck.
3.Settlement and contract agreement – after reaching an initial agreement, the bargaining parties usually return to their respective constituencies to determine if the informal agreement is acceptable.
4.Bargaining impasse – regardless of the structure of the bargaining process, labor and management do not always reach agreement on the issues. If they reach an impasse, then the disputes can be taken to conciliation, mediation or arbitration.
5.Strikes and lockouts – if a deadlock cannot be resolved, then an employer may revert to a lockout-or a union may revert to a strike. During a strike, union members refuse to work in order to put pressure on an employer.
Advantage of market-pricing
- The primary advantage cited for use of market pricing is that it closely ties organizational pay levels to what is actually occurring in the market, without being distorted by “internal” job evaluation. An additional advantage of market pricing is that it allows an employer to communicate to employees that the compensation system is truly “market linked” rather than sometimes being distorted by internal issues.
Disadvantages of market pricing
- The foremost disadvantage of market pricing is that it relies on accurate and appropriate market survey data, yet for numerous jobs, pay survey data is limited or may not be gathered in method-ologically sound ways. The scope of market data is another concern. Some employers who are labor market “competitors” may not participate in surveys, and the absence of their data can distort the market values used. Finally, tying pay levels to market data can lead to wide fluctuations based on market conditions.
1.Training focus on learn specific behaviours and actions, demonstrate techniques and processes, but development is understand information concepts and context, develop judgement and expand capacities for assignment
2.Training is for the short term time frame but development is longer term
3.Effectiveness measures for training is performance appraisals, cost-benefit analysis, passing test and certification , for development is a availability of qualified people when needed, possibility of promotion from within, HR-based competitive advantage
Employees-Any information from same level of employee can write down for all activity or job analysis
Supervisors-
Managers-manager can get their information about job analysis from their supervisor level
Job analyst- Data from job description of employee and job specification.
Do all organizations need a structured HR department? Discuss.
The factors that push the organizational to have structured HR Department is
Ownership of the Company
Philosophy of top management
Size of the company-
Unionization of the work force
Company Objective and necessities
1-Philosophy and company policies - determine whether or not you need to have an employee handbook or other formal policies and procedures manual to cover everything from establishing the company as an at-will employer to benefits. If a handbook already exists, be certain that it is in compliance with federal and state regulations and that the policies and the way they are written are in the best interests of the company. Are all the basic policies included? These can be thought of as grouped into conditions of employment, benefits, and disciplinary processes. Is there a balance between stated corporate and employee rights and obligations?
2- Size of the company- How many employees should a company have before there is a need for an HR Department? As companies grow, there is a need to administer the HR function, but that doesn't necessitate an HR Department. In fact, 30 years experience has shown that until the company has at least 50 employees, that "department" -- really a function -- can consist of or be handled by one person...often much to the dismay of that one person. Between outsourcing such things as payroll and the initial writing of an employee handbook, and with the plethora of software for HR today, one person should be able to develop and administer the function. But in most small companies an Office Manager will take the Human Resource Tasks. When the workers is larger for example more than 50 persons, there is need to have a structured HR Department.
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