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This is basically where the management holds and sees to their function
of directing, controlling the work environment to achieve the
organizations economic and tabulated growth objectives.
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TRADE UNION
Objectives of Unions
The function is to protect the interests, against discrimination and unfair labours. They
should practice these following:1.
2.
3.
4.
Representativeness
Negotiate
Voice in decisions
Member Service
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1. Mangement :To balance the power between all parties especially in the private sector. The management
has more power to conduct relationships with their employees.
2. Trade Unions :Regulating workmen and employers, defraud of restrictive conditions, trade unions presence
in their workmen during disputes, promoting of certain strikes and breakouts, lack of
financing for workmen during strikes or other breakouts therefore unions have to pay and
workmen have to abide by what the union says so.
3. Human Resource Department :The HR provides necessary consultation and help, HR also plays a main role in providing
deals with the unions and their representatives and the maintenance of participation and
implements for managing employee relations.
4. Employee Associations :Employee Associations are formed to represent employees in the absence of unions
present. They may or may not have representational or negotiating rights but they seldom
have anything like the real power possessed by a well-organized and supported trade union.
5. Employers Association :Employers association have completely bargained for the protection of interest of those
members in their dealings with unions.
6. Government :6 | Page
The government may take it either way and get use of the workmen and unions for their
benefits which will either end up with good or bad results.
Dispute means the differences or conflicts of quarrels over some issues between different
parties.
Industrial Dispute means any dispute or difference between employers and employees or
workmen or between workmen and workmen which connected with the employment or nonemployment or the terms of employment and conditions of employment of any person.
Types of Disputes
Inter Personal Conflicts: - Conflicts of personal matters not related to the organization.
Formal and Informal Conflicts :- when neither formal or informal do not match.
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Inter Organizational Conflicts:- Between two or more organizations when their ideas do not
match.
Conciliation :Both parties agreeing on solving the conflict and what the problem is and it being identified.
Both parties give ideas how to resolve and ways to resolve the conflict which then would not
focus on party but both and then leading to quarrelling and the issue being resolved.
Or in other words to win over and make friendly by friendly acts and concessions.
Persuasion/Mediation:Persuasion is a strong belief being intervened among persons. These beliefs can be
disagreed upon different other sub goals. It also can be either shared or common goals,
such as Strikes.
Politics/Arbitration :In politics arbitration is the hearing or settlement of a dispute by someone chosen to hear
both sides and come to a decision. Its like three people convincing each other party to give
in. sometimes the government does intervene with the management and union such as the
Education Department of Sri Lanka.
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>> Conciliation is the best as it gives the best results and it is performed peacefully without
any serious conflicts. Also both parties will get good benefits out of it.
Let individuals express their feelings. Some feelings of anger and/or hurt usually
accompany conflict situations. Before any kind of problem-solving can take place, these
emotions should be expressed and acknowledged.
Define the problem. What is the stated problem? What is the negative impact on the
work or relationships? Are differing personality styles parts of the problem? Meet with
employees separately at first and question them about the situation.
Determine underlying need. The goal of conflict resolution is not to decide which
person is right or wrong; the goal is to reach a solution that everyone can live with. Looking
first for needs, rather than solutions, is a powerful tool for generating win/win options. To
discover needs, you must try to find out why people want the solutions they initially
proposed. Once you understand the advantages their solutions have for them, you have
discovered their needs.
o
o
o
o
o
o
o
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Determine follow-up you will take to monitor actions. You may want to schedule
a follow-up meeting in about two weeks to determine how the parties are doing.
Determine what you'll do if the conflict goes unresolved. If the conflict is causing
a disruption in the department and it remains unresolved, you may need to explore other
avenues. An outside facilitator may be able to offer other insights on solving the problem. In
some cases the conflict becomes a performance issue, and may become a topic for
coaching sessions, performance appraisals, or disciplinary action
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realizes that there is a problem where they have to deal with in a proper manner to reduce
the negative impact it will have on the business.
Conflicts are foreseeable in organizations. Having conflicts could breed quality in the
business process. However, there continuation of conflicts inside an organization has to be
minimized. If conflicts are too much it will have unconstructive impact on employee
performance, cause stress causing problems on the results accomplishment (Amason,
1996). In an organization where there is no substantiation of conflicts, it could point out that
the conflicting has not surfaced yet. Of not reflected through employee behaviour due to
many reasons. Even though employers observe that there is no conflict at present, these
conflicts will come out in the future, and make a unenthusiastic impact and unless they are
identified at the level of materialization and managed. Further to endure in the market and to
carryout businesses, it is necessary to identify factors that cause conflicts to manage them.
In the past management theorists used the term 'Conflict Avoidance'. But it's impossible to
eliminate conflict entirely. Today this phrase is increasingly replaced with the phrase (and
concept) of conflict management (Gerard & Callanan at el, 1999).
Conflict management recognizes that while conflict does have connected costs, it can also
bring with it great benefits. Managers may feel uncomfortable with conflicts and may see it
as something to be suppressed in all situations. But a more realistic, practical view of
argument presents a different picture. As a result, conflicts should be managed properly and
if organizations do it in an effective way, conflicts fosters an understanding and appreciation
of differences, it presents new and different possibilities where new opportunities flourish
and organizations can attain many reimbursement. However, it could be understood,
whether conflicts within an organization is viewed as advantageous or not, the significant
fact is that conflicts needs to be recognized, accredited and dealt with in order to ensure
business stability and growth.
With the above, explanation on the need to manage conflicts in organizations when we turn
to the Sri Lankan context, one could observe that Sri Lanka as an example of a conventional
society where aboriginal dispute resolution processes were replaced with a British legal
system, and where there is evidence of a revival of Original Dispute Resolution system
(ODR) in community and industrial contexts. Conflict management is not a new concept to
Sri Lanka. Even from the Buddha's teachings of the sources of conflicts which are
inconsistent perceptions, cravings, pride and arrogance, ill-will, and aggression which
develop from those inconsistent perceptions, it can be presumed that it is an old concept.
Later, Sri Lankan adapted approaches relating to native teachings, however upon the British
arrival such approaches being eliminated and introduced the court system.
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The legal system in Sri Lanka is not operating effectively and as a result the conflict
resolution systems are not performing well resulting in poor industrial relations within the
organizations in Sri Lanka. This nature should be transformed where to manage the
organizational conflicts there should be proper approaches which are functioning effectively.
The organizations should comprehend the importance of conflicts and the benefits that they
can expand by managing such conflicts. If they do so, all the parties can gain benefits via
capitalizing on the opportunities which would arise as a consequence of conflict
management (Gerard & Callanan at el, 1999). The approaches or styles of managing
conflicts can lead to conclusion of conflicting situations or it may sometimes create new
conflicting situations in an organization. This research intends to study the effectiveness of
conflict management approaches presently used by Sri Lankan indigenous businesses.
In common scenario of the literature, even though there are an immense number of
researches based on conflict management, they do not specifically focus on evaluating the
effectiveness of these strategies (Gerard & Callanan at el, 1999). Even though conflict
management is an essential phenomenon when it comes to Sri Lankan organizations, there
is scarcely any research that has been carried out focusing on the effectiveness of the
conflict management approaches in Sri Lankan businesses. Despite above mentioned
reasons as I have a personnel interest on this topic; I hope to gain an in-depth knowledge of
the subject through conducting a research on this topic. Because of these factors and the
consequence of conflict management and its approaches, I chose this topic to do my study
(Gerard & Callanan at el, 1999). As to the literature, conflict management can be highlighted
as a very ancient concept. Even though it is reasonably old, still the companies find many
issues when it comes to dealing and managing conflicts. Most of the organizations have
identified the importance of identifying and managing conflicts because of the communal
benefits they can attain by doing so, but when it comes to practicing such approaches in
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managing conflicts, organizations still face many issues. When it comes to Sri Lankan
organizations, they adopt certain strategies to manage conflict within the organization which
would be granting birth to some more conflicts (Amason, 1996). As such, the conflicts are
one of the major obstacles to maintaining peace, harmony and job satisfaction leading to
high employee turnover and increasing costs due to continuous recruitments etc.
As such studying, the nature of conflicts emerging in Sri Lankan businesses, how they are
dealt with and what approached they use and their effectiveness and identifying and
recommending effective models would be beneficial to stability and growth of Sri Lankan
businesses (Amason, 1996).. When looking at past literature, it is evident that this has not
studied in the context of Sri Lankan businesses. This study aims at filling this gap in the
literature. This research is will therefore focus on analysing the effectiveness of the conflict
management approaches in Sri Lankan organizations.
RESEARCH OBJECTIVES
Research Scope
In order to address the research issue of this study, data will be gathered from Lanka Orix
Leasing Company. The study will focus on the supervisory level employees in the
organization. They would include junior executives, team leaders and allied levels. The data
will be collected from a sample of the target group consisting of 45 respondents
Research Questions
Researcher expected to raise and answer following question during the course of research
project
What is the nature of conflicts emerging in (LOLC)?
What are the conflict management approaches adopted by LOLC?
How effective is the current approaches in managing conflicts in LOLC?
What remedies available for LOLC in managing conflicts effectively?
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Research Objectives
Research expected to explore existing situation to attain following objectives
To identify the commonly used interpersonal conflict management approaches in LOLC.
To assess the effectiveness of the interpersonal conflict management approaches used in
LOLC.
To identify the areas for change if any in comparison to appropriateness of interpersonal
conflict management styles in LOLC.
LITRATURE REVIEW
Traditionally, conflict is arising from opposite interests of the individuals who are party to it
and also would occur because of scarce resources, goal difference and frustration (Mack
and Snyder, 1957; Pondy, 1967; Schmidt and Kochan, 1972). As to the leanings of
Buddhism, conflict and misery arise from inconsistent perceptions, and the cravings, pride
and arrogance, ill-will, and aggression which develop from those inconsistent perceptions
(Palihawadana, 2003). Most of the times conflicts have emerged in mixed-motive
relationships where persons have competitive as well as cooperative interests (Bacharach
and Lawler, 1981; Kochan and Verma, 1983; Walton and McKersie, 1965). Thus the
competitive elements would generate the conflict and the cooperative elements would create
the incentives to bargain to reach an agreement between parties (Deutsch and Krauss,
1962).
As for the present context, researchers have defined conflict in broad terms. The conflict is
perceived as unmatched or discrepant views among the parties who are party to it (De Dreu
et al., 1999; Jehn and Bendersky, 2003). Conflict in modern organizations comprises
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employee-employer disputes, subordinate disputes, and includes all kinds of issues, not only
employment considerations (Rowe and Bendersky, 2003). Conflict is a multipart
phenomenon which involves the thoughts, emotions, behaviours and unconcealed actions of
the people who are party to it (Thomas, 1992). Because of the chaotic environment which
the organizations are functioning, the organizations itself have to execute its business
conduct in meeting turbulent, the demands of rapidly changing environment. Because of this
nature, the sources of conflicts have also enlarged and as a result organizations face greater
challenges when dealing with these situations.
Number of researchers, using various theoretical perspectives, have researched and found
the importance of conflict when making decisions in organizations as well as in social life
(Amason, 1996; Anderson, 1983; Cosier, 1978; George, 1974; Gruenfeld, 1995; Mason and
Mitroff, 1981; Peterson and Nemeth, 1996; Schweiger et al, 1986; Tetlock et al, 1994).
Traditionally managers carried out their role doing anything and everything to maintain the
serenity in the organizations. But as to the modern view conflicts must take place in the
organization where it gives a sign to managers that there is something going on which needs
the manager's attention. (Nurmi and Darling, 1997). The signals which are given by these
conflicts are seen as a signs of an effectively operating organization (Hellriegel et al., 1995).
When conflict exists in an organization it designate that the employees are allowing
emerging their problems in front of managers rather than hiding them that could lead to
catastrophic ends in the future. Conventionally in organizations managers tried to eradicate
conflicts. But as to today's businesses it's renounce unfeasible to eliminate conflicts. As an
alternative it must be managed with benefiting both the employees and the employers. To
determine and manage conflicts it is crucial to observe the root cause of the conflicting
situation which is a elementary teaching in Buddhism, which tells to let go of exclusivist or
stringent positions; to reject violence and; to practice right speech, which indicates speaking
only the truth; and to practice patient negotiations until a constructive solution which benefits
both the parties have found. (Palihawadana, 2003). Some managers perceive conflicts as
negative, which cause disharmony within the organization and they implement activities to
avoid those at all costs. But for some managers conflicts are positive aspects which help to
identify opportunities and to capitalize such opportunities by managing those conflicts in an
effective way (Darling and Fogliaso, 1999). A conflict change the organizational activities
thereby adaptation of new strategies which would assure the long-term stability of the
business via gaining success in many forms (Walton, 1976). Effective managers take
conflicts as positive signs where they use them productively for personnel development on
improve problem solving, increase critical alertness and self-appraisal, and to address
values which are conflicting when taking decisions (Blome, 1983).
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In western counties like USA, has increasingly moved toward Alternative Dispute Resolution
(ADR) as a means to manage workplace disputes and to reduce costs associated with
conflicts. Workplace ADR refers to the use of alternatives to lawsuit for the resolution of
workplace disputes, which include third-party processes such as facilitation, mediation and
arbitration. Another accepted integrative dispute resolution process which can be highlighted
in the USA is the interest-based mediation (Fisher et al., 1991), which is widely used to
resolve work place related disputes (Kochan and Lipsky, 2003). When we consider about the
cross-cultural conflict management literature and Pinto's (2000) notion of "original dispute
resolution" (ODR), it's presumed that mediation can be a appropriate mechanism to resolve
workplace disputes despite the existence of a transplanted western legal system. Mediation
is the original form of dispute resolution. Based on five years of professional experience in
organizational development projects to promote industrial peace in Sri Lanka (Reade and
Reade McKenna, 2006), When we talk about history of Sri Lanka, According to some writers,
Consensus-based dispute resolution in Sri Lanka originates from earliest times, 425 BCE
(Herat, 1988; Rubasinghe, 1996). The win-win resolution of disputes made popular in the
modern world by Professors Uri [sic] and Fisher of the Harvard Negotiation Project was first
introduced to the world by Lord Buddha (Daily News Online, Legal Aid Page, Colombo, Sri
Lanka (Daily News Online, 2006).
From the industrial context, Sri Lanka's management of labour relations is rated as highly
challenging (WEF, 2004). These factors, along with the on-going civil conflict in the north of
the country, weaken the country's opportunities to attract and retain foreign direct investment
(WEF, 2004). As to the legal scholars, the unfavourable nature of the legal system in Sri
Lankan is the prominent factor contributing to poor industrial relations in the organizations
(Amerasinghe, 1999). The Community Mediation Boards being successfully generated
consciousness among Sri Lanka's industrial relations stakeholders in the likelihood and the
importance of using mediation to resolve industrial and workplace conflicts.
Interest-based mediation was a real success in resolving industrial and workplace conflicts in
the United States (Fonstad et al., 2004; Kochan and Lipsky, 2003), and because it wellmatched with Sri Lankan values, In 2003 legislation was adopted granting the Sri Lankan
Minister of Justice the authority to expand the scope of the Boards to mediate industrial
disputes. The Employment Mediation Services Center, which is in cooperation governed by
employer and union representatives, provides mediation services as well as training to
increase the competence of managers, union representatives, and employees to resolve
conflicts more collaboratively at the venture level.
Today organizations are undergoing rapid change, and this change naturally gives birth to
conflicts, which may require ground-breaking methods for it to be effectively managed
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(Constantino and Merchant, 1996; Rowe and Bendersky, 2003). Managers who carryout
work to eliminate conflicts, those companies would not last for long. While those managers
who take actions to manage it would achieve both organizational and personnel benefits
(Darling and fogliasso, 1999 and Nurmi and Darling, 1997).As pointed out by Palihawadana
(as cited in Read and Mckenna, 2007, p. 113), in the Sri Lankan context, to resolve and
manage conflicts it is essential to observe the root cause of the conflicting situation which is
a fundamental teaching in Buddhism, which tells to let go of exclusivist or firm positions; to
reject hostility and; to practice right speech, which indicates speaking only the truth; and to
practice enduring discussions until a favourable solution which benefits both the parties have
found.
Conceptual Framework
A good conceptual framework identifies and labels the important variables in the situation
that are relevant to the problem defined. It logically describes the inter connections among
these variables. According to this specific research, there are three types of variables which
are independent, dependant and moderating. The perceived relationships developed by the
past researchers in relation to the above mentioned variables are shown by the following
conceptual framework:
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Independent Variables
Avoiding
Competing
Accommodating
Compromising
Collaborating
Dependant Variables
Mutual Relationships
Employee Job Satisfaction
Extent to which the Parties have Reduced Conflict Issues
Moderating Variables
Gender
Hierarchical Status
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RESEARCH METHODOLOGY
The research approach
To improve the quality of research findings and their clarity researcher expecting to use the
positivism approach which will focus on recuperating the understanding of the various
matters come up from the data gathered. The basics of positivism is initiation in the direction
of the realism approach to greater intelligibility and proficiency, thus, it will support
highlighting many possible reasons in relation to current scenario of LOLC. Further
quantitative approaches purposely deal with mathematical capacities which are
unsurprisingly the conventional scientific approach in psychological studies. Additionally the
ideal methodologies of research studies can be recognized as pragmatic, hypotheticdeductive and experimental psychology. In contrast quantitative approaches aim to test
hypotheses that typically spotlight on identifying numerical differences between sets.
However in contrast, qualitative approaches deal with how people comprehend their life
experiences and events. These approaches engage broader academic analysis of
quantitative approaches where such scrutiny tends to indicate certain exertion with
naturalism. Continually naturalism is the purpose of the methods of the natural sciences in to
the study of social or psychological occurrences. Such qualitative methods characteristically
aim at scrutinize meaning, and has chosen for the investigation of issues which, for
principled issues, sensible problems which generally difficult to measure. Some are
presenting these approaches as dual hostility to one another; but they can also be used to
harmonize one another. This research is to be conducted based on positivism in order to
enhance the quality of data analysis and evaluation, where such will focus on improving the
understanding of the various imprecations arising from the gathered data. The ground rule of
positivism is that the commencement towards the sensibleness in approach to superior
precision and efficiency since, it will facilitate many possible reasons in relation to current
state of affairs of LOLC.
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need to have over the research setting and also whether the researcher is focusing on a
modern-day or a momentous event.
example, a researcher may decide to draw the entire sample from one representative city,
even though the population includes all cities. When using this method, the researcher must
be confident that the chosen sample is truly representative of the entire population.
Quota Sampling is the non-probability equivalent of stratified sampling. Like stratified
sampling, the researcher first identifies the stratums and their magnitude as they are
represented in the population. Then, expediency or judgment sampling is used to select the
required amount of subjects from each stratum. This differs from stratified sampling, where
the stratums are filled by random sampling.
Snowball Sampling is a special non probability method used when the desired sample
characteristic is rare. It may be extremely difficult or cost prohibitive to locate respondents in
these situations. Snowball sampling relies on referrals from initial subjects to generate
additional subjects. While this technique can dramatically lower search costs, it comes at the
expense of introducing bias because the technique itself reduces the likelihood that the
sample will represent a good cross section from the population.
solution; (4) the chances of recidivism; (5) the quality of concerted task performance; (6)
concentration given to areas of common ground; (7) eventual amount of mutual distrust.; (8)
ultimate amount of mutual understanding, (9) ultimate atmosphere, and (10) personal
association. These scales were combined into one measurement ranging from 1 (very
ineffective) to 5 (very effective). Accordingly, when conducting this study, there were several
data collection methods which were used as mentioned below.
Questionnaire
A structured questionnaire will be developed by the researcher to gather data from the
sample. The questionnaire is prepared by focusing on each and every variable where certain
number of questioned were assigned to address each of the variables highlighted in the
conceptual framework to gather data on mostly used interpersonal style and to assess their
effectiveness focusing on the above mentioned literature.
Interviews
A one to one in-depth interview will be carried out by the researcher using an interview
protocol with the heads of the organisations that are responsible for the HRM functions in
each of the three organisations in order to validate the data gathered by using the
questionnaires.
closed; questions which are all answered the same way can be omitted; difficult words
replaced, etc.
It is usual to pilot the questionnaires personally so that the respondents' reactions can be
observed and amended appropriately if necessary. By timing each question, researcher can
identify any questions that appear too difficult, and he or she can also obtain a reliable
estimate of the anticipated completion time for inclusion in the covering letter. The result can
also be used to test the coding and analytical procedures to be performed later.
Accordingly the researcher will carry out the pilot survey on a selected group of executive
level individuals who were known to the researcher and got the questionnaire pre-tested
before giving it to the actual respondents of the study. There were some questions which
could not be understood by the respondents and after evaluating their suggestions
necessary alterations were done so as to get the reliable feedback from the informants.
Data analysis
Collected data will be analysed and evaluated using statistical software and which will be
interpreted in a prompt manner
Descriptive Analysis - Past researches on similar variables by Ruyter & Bloemer (1999) have
concentrated on use of mean and standard deviation. Descriptive analysis use in an
effective manner to analyze the demographic factors and the other data collected from the
questionnaires which would ensure the achievement of each objective in an acceptable
manner.
Simple Linear Regression - It is recognising that this method as suitable in data analysis of
the research based on the past researches which have used Simple Linear Regression
Analysis technique in their research in order to measure similar variables by Nguyen &
Leblanc (1996). Simple linear regression analysis is to spot relationships between each
dependant and independent variable.
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ETHICS
Researcher is well aware and accepts the general rules of ethics in conducting this research.
In order to ensure, researcher is protected against plagiarism and all data and information is
correctly referenced in both terms within the text and at the end. There are many reasons
exist for the importance of adhering to ethical norms in research. Fundamentally it is to
promote the aims of research, such as awareness, reality, and evasion of error. Additionally
it is required to promote the values that are necessary to mutual work, such as trust,
accountability, mutual respect, and fairness Most researchers want to receive credit for their
contributions and attempt to avoid situations where other steel such ideas and facts without
any acknowledgement.
GENERALIZATION
Research is mainly focus on LOLC, still researcher strongly believe that finding are
applicable to applicable to all, financial services organizations in both Sri Lankan and
suburbs. There is a much more attention toward financial institution by public which is never
experience before and on the other hand there is a greater possibility for financial sector
firms to become failure. International arena as well as in Sri Lankan context there are many
organisations that are experiencing bad outcome; Lehman Brothers - US, City Bank -US,
AIG Us and Europe. Under such a bad condition in financial sector no organization required
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to loose there position in the market due to human resources issues such as conflict. In that
dramatic turnaround there are many organisation who operate in same or similar culture
would be interested and make use of facts and finding of this research since researcher
addressing to a major common problem.
RESOURCE IMPLECATION
Researcher estimated that following cost to be incurred in conducting this research.
Data collection - 300
Statistical software 100
Editing 150
Stationary and other - 200
Researcher has estimated that minimum of 750 as the estimated cost of the research
(UK Essays)
https://www.ukessays.com/essays/management/effectiveness-of-conflict-handlingprocedures-management-essay.php
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This always comes from if the necessity is really needed if it is really required. Both parties
should come to some agreement does not matter, as so long as parties are agreeable to
continue.
2. Cooperate Bargaining
In here each party is dependent on the other party, and so if a party depends on B, the party
A has high chances of reaching their targeted goal by the support of party B.
2. Negotiation Stage:- Win lose, Lose Win, Lose Win, Win Win, in this discussion
made reaching to an agreement and thus approval of the agreement leading to legalise the
agreement.
3. Administration Stage:- Agreement should be discussed with both parties and then
adjustments if are present should be amended and then the management and union should
request as per.
Bargaining Levels
This is done between representatives of employers of the industry or the particular sector.
This may provide only a basic outline of the conditions and trade unions must elaborate and
improve through their level of agreement and through the particular industry only.
2. Company Level
This is done by the representatives of the management, the unions or the staff associations
recognized by the company.
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2. Procedural Agreements: - the ways to do, when to do, what to do, how to
do according to rules to be followed during collective bargaining and
disputes.
5. Partnership Agreements
Preparation
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Interaction
Opening.
2. Presentations
4. Acknowledgments
Final Offer.
A.
Closure
Follow up
2. Conclusion/final decision.
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of the workers concerned who are forced to lived hundreds of miles away from their families
Delhi and Kolkata, for example, are over 1,500 km apart.
In addition, many couriers claimed to have had their employment status changed, under
duress, from workmen, known under Indian employment law as R and S grade, to Hay
grade, which is low-level management and thus means the employees are ineligible to join
the DHL Employees Union.
Couriers at Delhi and Kolkata who were already employed at DHL (and Airfreight before
that) under workmen grades say they were told they must sign the letters converting them
to Hay grade or else there would be no job for them at DHL, the report says.
Despite the change in employment status, the couriers claimed their jobs had remained
exactly the same.
They did not take on any managerial, supervisory or administrative functions, but kept
performing the same courier functions that they had always performed loading, unloading
and delivering packages and parcels, which are the basic tasks performed by every courier
at DHL, whether they are classified as workmen or Hay grade.
And in those cases where DHL India has been legally challenged over these moves, Prof
Logan wrote that the company knows that if the conflict over the status of the employees
proceeds through the Indian legal system, and it appeals unfavourable decisions at every
step, the case could languish in the courts for decades. As for existing union members and
their representatives, union officials and committee members describe their current
relationship with management as absolutely terrible, and they say that DHL has no respect
but utter contempt for core labour rights at the company.
He added that the DHL Employees Union had outlined four main grievances against the
company.
First, the company refuses to recognise the right of Hay-grade couriers to join the union,
and refuses even to discuss this issue with the union. Second, the company has refused to
discuss the unions charter of demands from April 2013 and June 2014. Third, the company
has refused to pay last years annual increment and performance bonus to Hay-grade
couriers in Delhi. Finally, management has discriminated against pro-union couriers in
scheduling, leave, assignments and several other important areas of work.
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This is not the first time that DHL Indias labour relations practices have come under the
spotlight and at the beginning of 2014, DP-DHL head office in Bonn 2014 announced it
would launch a series of industrial relations assessments at the companys service centres
across the country.
However, Professor Logan wrote: It appears that not one single employee who has alleged
anti-union discrimination has participated in the companys official investigation into that
victimisation, which is a stunning omission.
(The Loadstar)
http://theloadstar.co.uk/dhl-india-faces-fresh-accusations-of-consistent-industrial-relations-abuses/
It concerns the extent to which employees, (often via their representatives) are involved in
the decision making process of the organization.
Redundancy
Health Safety
Collective Bargaining
The new 'partner based relationships' where unions and management works toward the
same goals, exist in British industry because of the present EU influence. Now Unions are
perceived as an institution existing to educate management and employees the benefit of
involving workers in decision making process. As a result, employee involvement in decision
making has become functional, by this means impacting positively on workers performance
and enhancing their contribution to the success of the organization. Now works council
is made up of representatives of all departments within a firm. The role of works councils
is to discuss long term objectives of the business and to suggest strategies for improving the
future prospects of the business.
There is also an option for Worker Shareholders and Worker Partners, who have a stake in
the ownership of the business. Share holdings are often encouraged by the use of share
option and saving schemes. These schemes have seen some success in the UK, with some
company putting a great deal of emphasis on the importance of as many workers as
possible having a stake in the business. Although it is feared that the European Monetary
Union will increase wage dumping it is the practice of paying workers less than the standard
rate set by the industry. Some German company is already facing trials for such incident.
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Attitude survey is one of the ways of involving employees by seeking their views on matters
that concerns them. It can be used to obtain views about processes such as job evaluation,
pay determination and performance management in order to assess their effectiveness and
the degree to which employees feel they are fair. It can also be used to elicit views about
personnel policies and how they operate in such areas as equal opportunity, employee
development, and health and safety. Attitude surveys are conducted through structured
questionnaires, interview and focus group discussions.
Quality circle or Improvement group is another method that can be used to overcome
problems which result from the top-down type of management where management ignores
the knowledge that exists at the other
end levels in the organization. Quality circles are small groups of volunteers who are
engaged in related work. It provides opportunity to tap the knowledge of employees, who
may know more about work problems which might be hidden from managers.
Thirdly, Suggestion scheme is a method that provides a valuable means for employees to
participate in improving the efficiency of the company. In this process employees have the
opportunity to tell management how they perceive the organization is running.
Lastly, through Direct Participation individual employees can be involved in decision making
processes that affect their everyday work routines.
should participate with management as equal partners while some believe in restricted or
bounded participation, that is, participation of employees or workers to a limited extent.
However, there are a number of ways through which employees can participate in decisionmaking process of any organization.
Participation through Complete Control: This is called the system of selfmanagement where workers union acts as management. Through elected boards, they
acquire full control of the management. In this style, workers directly deal with all aspects of
management or industrial issues through their representatives.
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Participation through Job Enrichment: Expanding the job content and adding
additional motivators and rewards to the existing job profile is a fine way to keep workers
involved in managerial decision-making. Job enrichment offers freedom to employees to
exploit their wisdom and use their judgment while handling day-to-day business problems.
work by employees can be reduced if employee involvement in decision making is not taken
into consideration by management.
The discussion on human resource management policies and practices focused on hard and
soft versions of human resource management.
The hard version of human resource management emphasized on resource and adopted the
rational approach to managing employees as any other economic factor.
While the soft version of human resource management involves treating employees as
valued assets, a source of competitive advantage through their commitment, adapt ability
and high quality of skills, performance and so on
In order to identify the specific impact of human resources management on employee
relation, we must realize that the human resource of an organization consists
of management and employees both.
When management allows employees to be involved in decision making on matters which
concerns them and the organization, it increases the commitment of employees.
In other words such an approach by management wins the commitment of employees
towards organizational goals.
Thus, if the commitment of employees is won by management through employee
involvement in decision making, it increases job satisfaction, motivates employees to work
hard and reproaches employees to have good attitude towards work.
Job satisfaction, good attitude towards work and employees working hard will ultimately lead
to improved employee performance.
In turn, improvement in employee performance leads to achievement of major organizational
goals at the end of the day.
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