The paper “ Management of Industrial Relations” is a meaningful example of the literature review on human resources. 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 the workplace (Lauby 2005). Whenever employees are satisfied with their work, they put more effort into their work, and they produce quality outcomes. 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 in the workplace, 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 the 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 dissatisfactionOvert and covert manifestations of employee dissatisfaction at workEmployees have every right to control as well as direct how work is done, and it is the managers’ responsibility 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.
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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.
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Legge, K. 1978. Power, Innovation and Problem-Solving in Personnel Management. McGraw-Hill: London.
Legge, K. 2005. Human Resource Management, Rhetorics and Realities. (anniversary ed.) Palgrave: London.
Marchington, M. & Wilkinson, A. 2005. Human Resource Management at Work, (3rd ed.). CIPD : London.
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Podmorrof, D. 2005. 365 Ways To Motivate and Reward. London: Atlantic Publishing press.
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