Management of Industrial Relations - Literature review Example

Name Paper Name ID Number Date Management of Industrial relations Introduction Job satisfaction is a vital need for both the employees and the employers, as it determines the quality of work done, and the nature of industrial relations in a work place (Lauby 2005). Whenever employees are satisfied with their work, they put more effort at their work, and they produce quality outcome. When they are dissatisfied, whether with their work, fellow employees or even the management team, they tend to retaliate in different ways, either as a way of showing their dissatisfaction, or in search of satisfaction (Guest et al 2000b). These retaliatory ways may be overt or covert, whereby employees may decide to display their dissatisfaction openly where everybody is made aware, or secretly where the impacts of the covert manifestations will send the message to the concerned party (Marchington, & Wilkinson 2005). Job dissatisfaction at work leads to conflicts at the work place, and this ranges from interpersonal conflicts between the employees and conflicts between the employees and the management. Interpersonal conflicts at a place of work can start from minor disagreements, and heighten up to physical assault as well as destruction of property (Podmoroff 2005). Sabotage on the part of the employees is also a way of manifesting job dissatisfaction, and the end result of all these is poor quality work and outcome for the organization. Therefore, it is the work and duty of Human resource practitioners to see to it that all organizational conflicts are solved and dealt with as soon as they occur, as well as any case of overt and covert manifestations of job dissatisfaction Overt and covert manifestations of employee dissatisfaction at work Employees have every right to control as well as direct how work is done, and it is the managers’ responsibilities and duty to monitor the flow of work, as well as giving feedback about work. In cases where employees are dissatisfied with their work as well as the management practices, there are channels followed in order to solve the problems (Legge 2005). However, in most organizations where there is a poor relationship between the employees and the management, employees employ various overt and covert methods of showing their dissatisfaction. Most employees, in one way or another, feel dissatisfied with their work at some point (Kehoe 2007). Employees who are dissatisfied may chose to leave an organization for greener pasture, while some may stay (Zhou & George 2001). Dissatisfied employees affect an organization negatively as they have negative attitudes, perform poorly and lacks motivation (EEF/CIPD 2003). Some reasons for employee dissatisfaction include underpayment, lack of career advancement and growth, lacking interest, and poor managements (Bruggemann 1976). When employees are dissatisfied, they tend to engage in activities which will help them achieve satisfaction, or to hit back at the system (Herzberg, Mausner & Snyderman 1959). The employees may choose to manifest their dissatisfaction overtly, whereby they face the involved party be it fellow employees or the management directly, and let their dissatisfaction be known (Legge 1978). Examples of overt manifestations of dissatisfaction include complaining and airing the grievances to the management, confronting other fellow employees in case they are part of the dissatisfaction, engaging in activities like strikes, and destruction of property (Lauby 2005). Overt manifestation is done secretly whereby the perpetrator does all that is possible to hide his or her overt actions of showing job dissatisfaction (Neuberger & Beck 1978). These overt activities include stealing from the company secretly, destruction of property and even sabotage where an employee can pass information to another organization, or even deliberately fail to pass necessary information to other employees (Podmorrof 2005). When dissatisfaction sets in, in most cases, employees use the voice, which airing their views to the concerned party in any organization, so as to have any problem solved (Neuberger & Beck 1978). This is an overt manifestation of dissatisfaction as the employees want the management to know of their dissatisfaction. By using voice, the employees use their representatives to air their grievances for them, and try to reach a solution (Herzberg, Mausner & Snyderman 1959). This method is good and advisable, as it helps communication to take place, discussions can be held, and negotiations are present, hence it is easier to solve a problem this way (Marchington, & Wilkinson 2005). This is the most common overt and direct method used by employees to solve their problems and dissatisfaction at work. In case this overt method fails to resolve the employee dissatisfactions at work, employees can resolve to use covert methods like absenteeism (Zhou & George 2001). In this case, the employees seek for permission to be absent from work, and this slows down production as well as the quality of production and work (Kehoe 2007). This is not done directly but indirectly, and it is also a way of sending a message to the management about employee dissatisfaction at work (Hom & Kinicki 2001). This is done by different employees at different days and times until the management realizes that something is wrong (Guest et al 2000a). Another overt way used by employees to show dissatisfaction at work is by exiting. An employees or employees can quit an organization or company due to lack of job satisfaction. An employee may leave for better place, and this acts negatively for the organization or company (Neuberger & Beck 1978). Employee turnover is a loss for any organization or company as that is a loss in manpower, and more resources will be used in recruiting others as well as training them (Legge 1978). Employees use the method of exiting a place of work, as a direct way of showing job dissatisfaction (Marchington, & Wilkinson 2005). Whenever there is a high employee turnover, the management tends to involve the other employees in discovering the problem and solving it, in order to improve performance of a work place. Employees might also resolve not to quit a company and stay even with the job dissatisfaction. In such a case, most employees engage in covert ways of showing their dissatisfaction through sabotage of the company or organization (Kehoe 2007). Sabotage comes in many ways, and it is mostly not done directly, but it is aimed at supplementing what the employees are lacking, or to overall hurt the company or organization (Herzberg, Mausner & Snyderman 1959). In case employees are dissatisfied as a result of low pay, they can resolve to steal from the company in order to supplement their low pay (EEF/CIPD 2003). For example, stealing of stationery and selling them, as well as embezzling a company’s funds in case a person is in a position to do so. This is done covertly, but it is a way of showing and expressing job dissatisfaction (O’Toole & Lawler 2006). Employees can also sell vital information about the company to rival company as a way of supplementing the pay, or even hitting back at the company (Legge 2005). The employees can also deliberately refuse to pass on vital information to other employees or even employers, and this disrupts communication which is an essential aspect in running of an organization or a company (Neuberger & Beck 1978). Disrupting communication in the long- run also affects work relations. Employees can also resolve in strikes as an overt way of manifesting their dissatisfaction at work (Guest et al 2000b). Strike comes in as a last resort in case all other overt and covert ways of manifesting job dissatisfaction at work, and a way of trying to get the present problems solved that cause job dissatisfaction at work (Marchington, & Wilkinson 2005). Ways to solve covert and overt manifestations There are ways that human resource practitioners can use to minimise dissatisfaction of employees in their companies and solve the overt and covert issues that arise in their companies. One of the ways is having a one on one with employees so as to know them better. This time will spend discussing non-work related issues (Kaufman 2004). This helps the employees see their employers and managers as their friends. This spending of quality time with employees allows the managers listen to their opinions and ideas about how the company can perform its functions in a better way. This will also help the managers identify problems before they arise and solve the ones which have already occurred in a better way. This will help avoid bigger problems because the managers will see issue before they arise (Legge 2005). Another way to minimise and solve the problems is coaching their employees who at times do not have ideas on how to perform a given task. This may also include that the employees are not aware what the goals and objectives of the company they should help achieve (Edwards 2009). The managers should help the employees understand their roles and what and when to deliver on their projects (O’Toole & Lawler 2006). The managers should also offer constructive criticism and give positive feedbacks on the better performed tasks. This will make employees feel appreciated. Taking an active role in performing tasks help the employees have confidence in performing their duties without fear of criticism (Kaufman 2004). Another solution is to involve the employees in decision making process and even ask them to contribute. This can also extend to asking questions about what can be done about certain issues. This will help the employees feel as part of the solution and they will not have ways to oppose it. The managers should pay attention to each and every issue employees are saying because this will help them feel motivated and always see a solution in the manager. This will help increase employees performance and satisfaction (O’Toole & Lawler 2006). The managers can also improvise ways of alternating their employees from one department to the other. This will help avoid boredom that arises from performing similar task for a long time. This will help create enthusiasm among the employees because they will like to compete amongst themselves (Edwards 2009). This will result into increased productivity because they will have their own set targets. This will create employee satisfaction because they will endeavour to understand each and every department of the company so as to outperform their colleagues. The mangers can also introduce new projects that will challenge the employees and avoid boredom (Kaufman 2004). The management should introduce methods such as workshops, seminars and trainings. This will ensure that the employees keep on refreshing their knowledge in the tasks they as supposed to perform. The management can send a few employees to have a refresher course so that they will have a chance to train their fellow employees (Edwards 2009). This will help keep up with the growing technology that requires employees to be up to date with the current one. The employees will also learn new ideas that could increase their job satisfaction. Mixing with employees from other companies will help share new ideas and experiences that will help appreciate their jobs (Kaufman 2004). There is also need to have a salary increment structure that the company follows to review employees’ salaries (EEF/CIPD 2003). This will help the company solve dissatisfaction that results from poor pay. The company can also offer bonuses to employees for their performances this will help the employees have inside competition that is good for the company’s productivity as well as satisfying the employees (O’Toole & Lawler 2006). The company can also result to schemes such employees of the month awards and this will make employment enjoyable (Ackers & Wilkinson 2003). The managers should also have a promotion process where employees are promoted on merit. This will help employees work harder to move to higher levels in their places of employment (Ackers & Wilkinson 2003). A fair way of promotion will motivate employees because they want to be promoted to the higher positions. The company can have a promotion exam where every employee sits for the pay and they are promoted through merit (EEF/CIPD 2003). This will create satisfaction because promotion has been one source employee’s dissatisfaction. The company should also employ a time of policy so as to allow employees to recharge (Kaufman 2004). Managers should also allow their employees to carry work home once in a while to help them sit away from their work desk for some time. This will help the employees stay away from the office so as to kill the monotony of being at the office every time. This will also help the company in saving some resources such as power (EEF/CIPD 2003). Working at home means that the employees will be their own bosses and they will ensure they do not misuse the freedom given by the managers. Therefore, they will ensure that they accomplish their tasks so as to have a frequent schedule to work at home (Ackers & Wilkinson 2003). The company can also organize employee events such as annual parties where they will have a session to evaluate their performance and that of the management for the past financial year. This will also help bring out issues that could lead to employees’ dissatisfaction (Ackers & Wilkinson 2003). The management will take it as a session to identify the would be problems and, therefore, work to solve them in the coming years. The annual party will act as a way of appreciating the employees for the role they have played in the company’s performance. This will help the management do things in a different way in the coming years so as to increase employees’ satisfaction and performance (Kaufman 2004). The management should also have a way in which the employees can forward their grievances without necessarily talking to the managers. This will help the issues that cannot be said directly to mangers have other avenues of reaching them (EEF/CIPD 2003). The company can have suggestion boxes for employees to give issues on how the company can improve on the employee problems. This can also help solve issues that are within the same level employees. This will result to satisfaction which will lead to increased productivity (Ackers & Wilkinson 2003). Employee satisfaction is very important to every company that is working towards delivering the best services to its clients; therefore, companies should ensure their employees are highly motivated so that they can perform to the best of their ability. Employee motivation also leads to the company increasing its revenue because the employees have the company’s interest at heart. The reason behind this is that they want to see the company growing. The performance of employees is highly related to how the company motivates the employees because they feel appreciated by the owners and the management of the company (Kaufman 2004). The companies should ensure that the employees are motivated so as to realize their full potential. The company should have an evaluation system every year so as to take employees problems which should be solved by the management. This will help the employees to perform better towards the company’s goals and objectives (EEF/CIPD 2003). References Ackers, P. & Wilkinson,A. 2003. Understanding work and employment: industrial relations in transition. Oxford University press: New York. Bruggemann, R. 1976. As an empirical study of various forms of job satisfaction. Journal of Industrial Engineering, 30, 71-74. Deery, S. 2001. Industrial relations: a contemporary analysis. (2nd ed.). McGraw- Hill: Australia. Edwards, P. 2009. Industrial relations: Theory and practice. Wiley: New York. EEF/CIPD .2003. Maximising Employee Potential and Business Performance: The role of high- performance working. EEF/CIPD : London. Guest, D., Michie J., Sheehan, M., Conway, N. 2000b. Effective People Management: Initial findings of the Future of Work study. CIPD: London. Guest, D., Michie, J., Sheehan, M., Conway, N. & Metochi, M. 2000a. Effective People Management. CIPD : London. Herzberg, F. 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