Achieving Strategic Objectives via Employee and Industrial Relations
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The paper discusses the need for a company to develop strategies to meet employee needs and build a strong relationship with employees so that they will be motivated to help the company achieve its goals. The paper describes how this type of engagement can also come in a unionized context, illustrating the critical role that industrial relations can play in the HRM strategy, and also emphasizes how trust is a critical component in developing strong employee and labor relations. The paper addresses the need for communication, communication feedback loops with the workforce and unions, and the provision of channels for anonymous feedback and the provision of whistleblower protections to foster trust and improve communication. The paper clearly shows how union-management and employee-management relations play a central role in either encouraging or hindering the organization's strategic objectives.
From the Paper:"One example of this engagement is at FedEx, where the company seeks to build a long-term relationship with its employees. The PSP (people-service-profit) concept relies on satisfied and engaged employees in order to deliver the high levels of service that the company relies upon as part of its differentiated strategy. The company's policy with regard to layoffs is an example of its commitment to workers. The workers feel as though the company has made an investment in their well-being, and are therefore more engaged and willing to give extra to contribute to the company's well being as well (No author, 2005).
"This type of engagement can also come in a unionized context, illustrating the critical role that industrial relations can play in the HRM strategy. The old-school view of labor-management antagonism is gradually being replaced by a view of unions as partners in the firm's HRM strategy. Unions have a stake in the company's success, because successful companies are less likely to lay off workers. Even in a union shop, managers need to interact with their workers and consistently engage them. Managers must also take the same attitude towards the union as well. The foundation of employee and union relations, therefore, must be on the recognition of mutual interest in the organization's success (Mittler, 2007)."
Sample of Sources Used:
- Abbott, K. (2007). Employment relations: Integrating industrial relations and human resources management. Problems and Perspectives in Management. Vol. 5 (1) 61-71.
- Krell, E. (2006). Do they trust you? HR Magazine. Vol. 51 (6) 8 pgs.
- Mittler, J. (2007). Dealing effectively with unions. Industrial Management. Vol. 49 (1) 26.
- No author. (2005). Employee engagement. Canadian HR Reporter. Vol. 18 (15) 7.
- Pomeroy, A. (2006). Great communicators, great communications. HR Magazine. Vol. 51 (7) 6 pgs.
Cite this Persuasive Essay:
Achieving Strategic Objectives via Employee and Industrial Relations (2013, May 01) Retrieved December 09, 2019, from https://www.academon.com/persuasive-essay/achieving-strategic-objectives-via-employee-and-industrial-relations-153007/
"Achieving Strategic Objectives via Employee and Industrial Relations" 01 May 2013. Web. 09 December. 2019. <https://www.academon.com/persuasive-essay/achieving-strategic-objectives-via-employee-and-industrial-relations-153007/>