The concept Worker’s Participation in Management (WPM) is a broad and complex one. Depending on the sociopolitical environment and cultural conditions, the scope and contents of participation may change. In any case, a common thread running through all interpretations is the idea of associating employees in managerial decision-making. The view expressed by the International Institute for Labor Studies (Bulletin 5) is worth quoting here. Worker’s Participation in Management has been defined as, “the participation resulting from practices which increase the scope for employee’s share of influence in decision-making at different tiers of organizational hierarchy with concomitant assumption of responsibility”. The concept of worker’s participation in management crystallizes the concept of Industrial Democracy, and indicates an attempt on the part of an employer to build his employees into a team which work towards the realization of a common objective. The participation of each worker in management affairs should strictly confine to Continue reading
Industrial Relations Management
The Cultural Context of Business Negotiations
Considering the potential problems in cross-cultural business negotiations, particularly when you mix managers from relationship-oriented cultures with those form information oriented ones, it is a wonder that any international business gets done at all obviously, and the economic imperatives of global trade make much of if happen despite the potential pitfalls. But an appreciation of cultural differences can lead to even better international commercial transaction-it is not just business deals but highly profitable relationships that are the real goal of international business negotiation. For the efficient and effective international business negotiations few steps are important. Which includes: Selection of the appropriate negotiation team. Management of preliminaries, including training, preparation, and manipulation of negotiation settings. Management of the process of negotiations, that is, what happens at the negotiation and table; and Appropriate follow-up procedures and practices. 1. Selection of Negotiation Teams: One reason for global business successes is the large numbers Continue reading
Employee Grievances – Handling Employee Complaints and Grievances Effectively
An employee grievance means any discontentment or dissatisfaction in an employee arising out of anything related to the enterprise where he is working. It may not be expressed and even may not be valid. It arises when an employee feels that something has happened or is going to happen which is unfair, unjust or inequitable. Thus, a grievance represents a situation in which an employee feels that something unfavorable to him has happened or is going to happen. In an industrial enterprise, an employee may have grievance because of long hours of work, non-fulfillment of terms of service by the management, unfair treatment in promotion, poor working facilities, etc According to Michael Jucius, “A grievance can be any discontent or dissatisfaction, whether expressed or not, whether valid or not, and arising out of anything connected with the company that an employee thinks, believes, or even feels as unfair, unjust, or Continue reading