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Journal articles on the topic 'Management-employee relations'

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Published: 10 January 2023
Last updated: 28 January 2023

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1

Purcell, John. "MAPPING MANAGEMENT STYLES IN EMPLOYEE RELATIONS." Journal of Management Studies 24, no. 5 (September 1987): 533–48. http://dx.doi.org/10.1111/j.1467-6486.1987.tb00462.x.

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2

Dempsey, Reverend. "The new union—Management—Employee relations." Forum for Social Economics 19, no. 2 (January 1990): 17–23. http://dx.doi.org/10.1007/bf02761434.

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3

Tansel, Aysit, and Şaziye Gazîoğlu. "Management-employee relations, firm size and job satisfaction." International Journal of Manpower 35, no. 8 (October 28, 2014): 1260–75. http://dx.doi.org/10.1108/ijm-09-2014-0179.

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Purpose – The purpose of this paper is to investigate the job satisfaction in relation to managerial attitudes towards employees and firm size using the linked employer-employee survey results in Britain. Design/methodology/approach – The authors first investigate the management-employee relationships and the firm size using maximum likelihood probit estimation. Next various measures of job satisfaction are related to the management-employee relations via maximum likelihood ordered probit estimates. Four measures of job satisfaction that have not been used often are considered. They are satisfaction with influence over job; satisfaction with amount of pay; satisfaction with sense of achievement and satisfaction with respect from supervisors. Findings – Main findings indicate that management-employee relationships are less satisfactory in the large firms than in the small firms. Job satisfaction levels are lower in large firms. Less satisfactory management-employee relationships in the large firms may be a major source of the observed lower level of job satisfaction in them. Practical implications – These results have important policy implications from the point of view of the firm management while achieving the aims of their organizations in particular in the large firms in the area of management-employee relationships. Improving the management-employee relations in large firms will increase employee satisfaction in many respects as well as increase productivity and reduce turnover. Originality/value – The nature of the management-employee relations with firm size and job satisfaction has not been investigated before.
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Sahoo, Rojalin, and Chandan Kumar Sahoo. "Organizational justice, conflict management and employee relations." International Journal of Manpower 40, no. 4 (July 1, 2019): 783–99. http://dx.doi.org/10.1108/ijm-12-2017-0342.

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Purpose The purpose of this paper is to examine the impact of organizational justice and conflict management on employee relations (ER) through the mediating role of climate of trust. Design/methodology/approach This study was conducted with a sample of 331 employees working in a power transmission unit of Odisha. Data were collected by administering a structured questionnaire and analyzed using structural equation modeling (AMOS 20). Findings The results reveal that climate of trust plays the role of a partial mediator between organizational justice and ER and conflict management and ER. Also, it was found that organizational justice, conflict management and climate of trust are the positive and significant predictors of ER. Research limitations/implications The study was confined to a single state-owned power transmission unit of an Indian state, which restricts its generalizability. The research would benefit from exploration in alternative units. Practical implications This scholarly work may encourage managers and decision makers to develop trust building climate by focusing on organizational justice and conflict management to flourish an environment of harmonious ER, furthermore to formulate effective strategies for cultivating facilitative work environment to enhance positive attitude among the employees to challenge future goals. Originality/value The research is exclusive in determining the influence of organizational justice and conflict management on ER through the mediator of climate of trust in the new perspective of the power sector that provides empirical evidence to the extant literature.
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Undy, Roger. "The Management of Change in Employee Relations." Management Research News 11, no. 1/2 (January 1988): 1–2. http://dx.doi.org/10.1108/eb027920.

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Rahmi, Fathiya Nur, Hanny Hafiar, and Priyo Subekti. "STRATEGI EMPLOYEE RELATIONS MANAGEMENT DI PT. KEMFARM INDONESIA." Commed : Jurnal Komunikasi dan Media 2, no. 2 (April 16, 2018): 36. http://dx.doi.org/10.33884/commed.v2i2.469.

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Kemfarm Indonesia is a company engaged in the field of agribusiness knew that employee relationship becomes important thing for the progress of the company. This study aims to determine the process of employee relationship management in PT Kemfarm Indonesia. The method used is descriptive with qualitative data. The research data was collected by observation, structured interview and literature study. The results show that HRD PT Kemfarm Indonesia acts as an internal PR managed relationships between companies, from processes, organizing, monitoring, evaluation and development program. In the process of planning, organizing, and program evaluation, the communications channel has not been optimal. From the results of this study, the suggestions provided are companies that do mapping the situation specifically on the process of planning, organizing and evaluation by using an effective communication channel on every program implementation so that the main goal of the program can be achieved.
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7

Gunnigle, Patrick. "Changing Management Approaches to Employee Relations in Ireland." Employee Relations 14, no. 1 (January 1992): 17–32. http://dx.doi.org/10.1108/01425459210007523.

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8

Setianingsih, I. Gusti Agung Ayu Nita, Agus Muriawan Putra, and Putu Ratih Pertiwi. "Pengaruh employee relation terhadap motivasi kerja karyawan di u pashaa seminyak." Jurnal Kepariwisataan dan Hospitalitas 5, no. 2 (January 10, 2022): 27. http://dx.doi.org/10.24843/jkh.2021.v05.i02.p03.

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As a hotel with an occupancy rate above 50% every year, U Paasha Seminyak in its operations certainly does not escape complaints. Based on recorded data, the number of complaints has increased in the past year. This indicates that the quality of employee performance has decreased, and employee discipline is still lacking in relation to absenteeism and working time so that management seeks to increase employee motivation to improve employee productivity and discipline through employee relations. The aims of this study was to determine the application of employee relations and their influence significantly on employee work motivation. Data collection techniques used were observation, interviews, questionnaires, literature study and documentation. The sampling technique uses proportional stratified sampling with a sample of 80 respondents. The data is processed using SPSS 24. Data analysis techniques are validity, reliability, simple regression analysis, and t-test with a significant level of 5 percent. Employee relations programs implemented to improve employee motivation include the Education and Training Program, the Award Program, Special Program Programs, the Employee Communication Program, the Profit Share, and the Employee Attitude Survey. Hypothesis test results state that the employee relations variable has a positive and significant effect on employee work motivation variables because a significance value of 0,000 <0.05 is obtained, a regression coefficient of 0.626 is positive and the t value is greater than t table 9.726> 1.991. Therefore the employee relations program needs to be implemented because it has succeeded in increasing the work motivation of employees at U Paasha Seminyak. Keywords :Employee Relation, Employee Motivation, Hotel
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9

Mohanty, Sourav. "Individualized employee engagement or collaborative employee relations: insights on leadership strategies to manage employees in the UK market." Problems and Perspectives in Management 16, no. 3 (September 7, 2018): 366–76. http://dx.doi.org/10.21511/ppm.16(3).2018.29.

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Leadership can be defined as the ability of an individual to lead or guide other people, teams or organizations. There have been many theories related to this topic including the characteristics of leaders, their situational communication, purpose, performance, authority, vision and mission, charm and presence of mind. The main types of employee engagement discussed in this study are individualized employee engagement and collaborative employee engagement in the context of the UK. This study mainly seeks to investigate the insights of employees and leaders on different leadership strategies to manage employees in the UK-based MNCs. Descriptive and inferential analysis was performed so as to ascertain the influence of two different leadership strategies – Individualized Employee Engagement (IEE) and Collaborative Employee Relations (CER) – on effective employee management. It was validated from findings in this study that employees and leaders both prefer and believe that individualized employee engagement leads to better and effective employee management.
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10

Deery, S. "Productivity, Organisational Change and the Management of Employee Relations." Asia Pacific Journal of Human Resources 28, no. 3 (August 1, 1990): 5–16. http://dx.doi.org/10.1177/103841119002800301.

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Sukardi, Sukardi, Anik Herminingsih, Djumarno Djumarno, and Kasmir Kasmir. "Effect Of Human Resource Management Practices to Maturity Knowledge Management." Jurnal Doktor Manajemen (JDM) 4, no. 1 (June 24, 2021): 14. http://dx.doi.org/10.22441/jdm.v4i1.12103.

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Human resources are an asset for the company. Therefore, to get the best employees, human resource management is important to take the first steps in selecting prospective workforce, maintaining, developing, evaluating, and managing employee relations. The purpose of this study was to determine the effect of human resource management practices on knowledge management maturity. This study used a population of 125 education staff (permanent lecturers), with a total sample of 62 respondents or 50% taken. The results showed that human resource management practicesSimultaneously, the effect of 0.59 affects the maturity of knowledge management. However, partially, there are two variables that have a significant effect, namely recruitment and compensation, while the three variables of training and development, performance management and employee relations have a negative influence or do not contribute to the maturity of knowledge management. Keywords : Human Resources Management Practices, recruitment, training and development, compensation, performance management, employee relations, knowledge management.
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12

Ram, Radha Ganesh. "Employee Relations: Shifting Sands!" NHRD Network Journal 16, no. 1 (January 2023): 51–63. http://dx.doi.org/10.1177/26314541221134857.

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Employee relations (ER) is under the spotlight again! One of the dynamic concepts in the management literature, its definition has followed organisations’ evolution, nature of work, the role of employees and their relationship with their companies. The uncertain business landscape has created myriad factors like talent shortage, technological advancements, demand for new skills and multigenerational workforce, as a result, organisations are witnessing a tectonic shift in their employment model, thus, persuading them to revisit their employee value proposition and philosophy in managing ER. Using a case study as a reference point, the article highlights that ER is assuming a new mould and big shift—from a transactional approach to job and job roles to a rounded view on employee’s overall development and growth in the organisation, which includes consideration, importance of relationship and humaneness.
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13

Nnah Ugoani, John Nkeobuna. "Managing Employee Relations and its Effect on Organizational Success." International Journal of Social Sciences Perspectives 6, no. 1 (January 8, 2020): 1. http://dx.doi.org/10.33094/7.2017.2020.61.1.10.

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Employees in an organization form the most important segment of productive capacity. Therefore, effective employee relations management is essential to achieve organizational success. In modern organizations employees need counselling, mentoring, and involvement, among other intrinsic drivers to motivate and boost their morale for necessary superior performance. Managing employee relations has deep psychological perspectives and requires that management uses recognition as a powerful tool to encourage organizational citizenship behaviour, job satisfaction, and employee happiness to promote career and organizational success. The exploratory research design was used for the study involving 108 respondents. Data generated through primary and secondary sources were analyzed through descriptive and regression statistical techniques and the result showed very strong positive relationship between managing employee relations and organizational success. The study was not exhaustive; therefore, further study could examine the relationship between organizational commitment and employee performance. It was suggested that modern organizations must cultivate the culture of open communication to enhance employee motivation and performance.
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14

Klikauer, Thomas. "Book Review: Labor-Management Relations: Industrial Relations to Human Resources and Beyond: The Evolving Process of Employee Relations Management." ILR Review 57, no. 2 (January 2004): 302–3. http://dx.doi.org/10.1177/001979390405700208.

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Moczydłowska, Joanna M., and Urszula Widelska. "Cultural determinants of employee relationship management." Journal of Intercultural Management 6, no. 3 (September 1, 2015): 91–100. http://dx.doi.org/10.2478/joim-2014-0021.

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Abstract culture context of employee relationship management is the subject of the analysis undertaken in this article. The authors based on the assumption that the knowledge of what values and standards culturally conditioned guides nationalities or ethnic groups constitutes the foundation of people management in transnational organizations. The article contains results of a critical analysis of the concept of Employee Relationship Management (ERM) and its culture context. The research problem undertaken in the article is: how does the cultural and national context influence the process of employee relationship management. On the basis of carried out analyses, it has been concluded that it is possible to distinguish dimensions of culture which support relations building in the workplace. Relationship management with employees is supported by: small power distance, femininity, collectivism and high contextuality
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a, Manchaiah, Sreekantaiah b, Jagadeesh Prakash, and B. P. Mahesh Chandra Guru. "MANAGEMENT OF EMPLOYEE RELATIONS IN CORPORATE HOUSES: A CONCEPTUAL ANALYSIS." International Journal of Advanced Research 8, no. 4 (April 30, 2020): 1152–58. http://dx.doi.org/10.21474/ijar01/10891.

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17

Mir, Ali, Raza Mir, and Joseph B. Mosca. "The New Age Employee: An Exploration of Changing Employee-Organization Relations." Public Personnel Management 31, no. 2 (June 2002): 187–200. http://dx.doi.org/10.1177/009102600203100205.

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This article examines the employee-organization relationship in the current industrial landscape. “New age employees” have substantially different expectations from organizations—stemming from their own articulateness about their career needs as well as mistrust of organizational loyalty in the aftermath of the recent waves of organizational downsizing. The changing employee-organization relationship is explored through the theoretical lens of organizational commitment; a series of propositions about the commitment levels of new age employees is advanced; and a framework to assist HR managers in their attempts to recruit, train and retain the new age employee is offered. The article concludes with an explanation of the implications of this framework on human resource management in the public sector.
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18

Gallo, Peter, Beata Balogova, and Bohuslava Mihalcova. "The influence of intercultural management factors as elements of management innovation." Marketing and Management of Innovations 5, no. 2 (2021): 65–73. http://dx.doi.org/10.21272/mmi.2021.2-05.

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In the current globalization conditions, companies operate in an open environment and constant contact with foreign managers and other interest groups. Intercultural management is an integral and important part of any international company employing and cooperating with employees from different cultures. The proper implementation of intercultural management enables the innovation of employee relations and thus supports achieving the company's goals. This paper aims to examine the influences and relations between local and foreign employees and/or managers. Research on intercultural communication and management was conducted in IT companies by collecting questionnaire data from respondents, formulating hypotheses, and examining them through the Kruskal-Wallis test. Hypotheses verification stated that statistically significant differences are in the relation between the knowledge of the company's cultural differences and the employees' years of experience. The calculated value of p = 0.04728 proved that the longer the employees work in a company interconnecting different cultures, the greater their knowledge of its cultural differences. The research verified the hypothesis on statistically significant differences in the acceptance of cultural differences in the company concerning employee training. The result of the hypothesis verification was the value of p = 0.6539, which did not confirm the hypothesis. The research showed that the employee training did not affect the acceptance of cultural differences. In companies with a labor force from diverse countries and cultures, disputes often arise in communication. The last formulated hypothesis concerning the issue focused on examining the relationship between the acceptance of disputes based on cultural differences in the company and the employee training. The calculated value of p = 0.1 did not confirm this relationship. Therefore, the employee training does not affect the acceptance of disputes in the examined companies. The present research on intercultural management could expand knowledge and innovate relationships to prevent disputes in international companies.
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Klikauer, Thomas, Bruce E. Kaufman, Richard A. Beaumont, and Roy B. Helfgott. "Industrial Relations to Human Resources and beyond: The Evolving Process of Employee Relations Management." Industrial and Labor Relations Review 57, no. 2 (January 2004): 302. http://dx.doi.org/10.2307/4126622.

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20

Voos, Paula B. "Managerial Perceptions of the Economic Impact of Labor Relations Programs." ILR Review 40, no. 2 (January 1987): 195–208. http://dx.doi.org/10.1177/001979398704000203.

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Managers of unionized Wisconsin firms were surveyed in 1984 concerning their companies' experiences with gainsharing programs, profit-sharing plans, employee stock-ownership plans, employee participation programs, joint union-management committees at the plant level, and communitywide union-management cooperation committees. Managers assessed gainsharing, profit-sharing, and participation programs as improving company performance more than the other types of programs. The local community cooperation committees were perceived as having no effect on firm performance.
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Natukunda, Loice. "Communitarian norms and employee performance management in Africa." Employee Relations: The International Journal 44, no. 2 (November 1, 2021): 477–92. http://dx.doi.org/10.1108/er-01-2021-0045.

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PurposeThe paper aims to critically evaluate the day-to-day processes of employee performance management and control (EPMC) in an African-based organization and sheds light on formal and informal management controls, social relations and worker responses.Design/methodology/approachThe paper draws on research undertaken within an Ugandan-based agricultural research organization. A case study approach was used to facilitate an understanding of everyday organizational practices and context. The paper uses ethnographic research and grounded theory, with methods including interviews and observation of work practices.FindingsThe findings provide a nuanced understanding of how performance management and control plays out in practice and show that the unquestioning imposition of Western practices that ignore traditional norms is unlikely to result in desired outcomes.Research limitations/implicationsSince the paper took on a cross-sectional study, a longitudinal study might reveal whether and how the values of managers and employees in Africa-based organizations change over time.Practical implicationsThe study's findings indicate the need for a more critical examination of EPMC that takes account of employee attitudes, behaviors and social relations at the intersection of both the formal and informal organization.Originality/valueAlthough cultural and institutional approaches have been used to evaluate human resource management (HRM) practices in Africa, organizational behavior approaches to performance and control at the micro-level had been underexplored.
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Appelbaum, Steven H., and Brenda M. Fewster. "Global aviation human resource management: contemporary employee and labour relations practices." Management Research News 26, no. 10/11 (December 10, 2003): 56–69. http://dx.doi.org/10.1108/01409170310784069.

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Veena, S., S. Saranya, D. Vivek, Shubham Purushwani, and Sourav Agarwal. "An Effective Line Management System to Develop Strong Employee Relations Strategy." Journal of Computational and Theoretical Nanoscience 16, no. 5 (May 1, 2019): 1988–92. http://dx.doi.org/10.1166/jctn.2019.7837.

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24

Cecala, A. B., S. J. Liebowitz, and W. D. Presutti. "Gainsharing: A technique to improve management-employee relations and mine productivity." Mining Science and Technology 8, no. 2 (March 1989): 215–25. http://dx.doi.org/10.1016/s0167-9031(89)90619-1.

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Voos, Paula B. "Book Review: Labor-Management Relations: Employee Representation: Alternatives and Future Directions." ILR Review 49, no. 1 (October 1995): 172–73. http://dx.doi.org/10.1177/001979399504900113.

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Septaningtyas Hidayat, Putri, Siska Armawati Sufa, and Eny Ratnasari. "Peran Departemen Human Resources Development dalam Aktivitas Employee Relations pada Bisnis Keluarga." Jurnal Spektrum Komunikasi 9, no. 1 (June 30, 2021): 45–66. http://dx.doi.org/10.37826/spektrum.v9i1.143.

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Sebagai perusahaan yang bergerak pada bidang hospitality, Royal Trawas Hotel & Cottages ingin membangun komunikasi yang sehat dengan karyawan. Royal Trawas Hotel & Cottages menyadari bahwa bisnis ini tidak akan berjalan tanpa adanya performa terbaik dari karyawan. Oleh karena itu, untuk membina hubungan yang baik dengan karyawan Royal Trawas Hotel & Cottages melalui Departemen Human Resources Development (HRD) melakukan sejumlah aktivitas Employee Relations. Dengan menggunakan metode penelitian kualitatif, peneliti ingin mengetahui tentang aktivitas Employee Relations yang dilakukan di Royal Trawas Hotel & Cottages. Hasil penelitian menunjukkan Departemen HRD telah membuata sejumlah aktivitas employee relations yaitu pertemuan program pendidikan dan pelatihan hingga corporate social responsibility. Peran Departemen HRD dalam aktivitas employee relations diantaranya adalah melakukan analisis awal, merancang aktivitas employee relations sesuai budaya perusahaan, menganalisis efektivitas peran dan tanggung jawab staf dalam aktivitas employee relations, melakukan diseminasi informasi, menentukan dan mengelola media internal, menciptakan hubungan humanis antara pimpinan dan karyawan serta melakukan evaluasi terhadap aktivitas employee relations. Aktivitas Employee Relations bergantung dengan komunikasi internal. Komunikasi internal yang terjadi di Royal Trawas and Cottages adalah komunikasi ke bawah atau downward communication dari pimpinan kepada karyawan, komunikasi hilir vertikal atau upward communication, komunikasi horizontal yang berlangsung antara karyawan dengan karyawan lainnya. Penelitian ini dapat dijadikan sebagai evaluasi bagi Royal Trawas Hotel & Cottages serta Royal Hospitality Management.
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Dauda, Yunus Adeleke, and Waidi Adeniyi Akingbade. "TECHNOLOGICAL CHANGE AND EMPLOYEE PERFORMANCE IN SELECTED MANUFACTURING INDUSTRY IN LAGOS STATE OF NIGERIA." Australian Journal of Business and Management Research 01, no. 05 (December 9, 2011): 32–43. http://dx.doi.org/10.52283/nswrca.ajbmr.20110105a05.

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The state of technology in any organization has a significant influence on the quality and quantity of production of its goods or services. But despite this, technology is prone to constant change which organizations have to monitor, manage and cope with. Manufacturing industry that will like to be competitive and profitable should ensure that employees are trained and involved in the management of technological change for organizational survival. But most organization tends to undermine the contribution of employee in managing technological change, the outcome of which are low profitability and performance. This paper examines how employee relation could be employed for technological change management. It also seeks to determine effective method of using technological innovation for improved performance in the Nigerian manufacturing industry. Two hypotheses were formulated to determine the relationship between technological change and employee skill; and between technological change and employee performance. Question based on the hypotheses were formulated and 1256 questionnaires were distributed to selected 30 manufacturing industry in beverages, textile, steel, cement and chemical industry in Nigeria. Findings reveal that employee relations do not have significant relationship with technological change. The paper recommends that employee relation should be considered in the management technological change for profitability, competitiveness and survival of the Nigerian Manufacturing industry.
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Balaji, Ramprakash, and Harini S. "Study on Industrial Relations." International Journal for Research in Applied Science and Engineering Technology 10, no. 12 (December 31, 2022): 772–79. http://dx.doi.org/10.22214/ijraset.2022.48015.

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Abstract: All industrial civilizations share the fundamental trait of widespread wage employment. Workers/employees and employers/management are two separate categories of people who are looking for wage employment, respectively. Known variously as labour-management relations, labour relations, industrial relations, or employer-employee relations, these two groups' relationships are structured. With the exception of the first, these definitions indicate that the relations are at minimum inclusive on the part of the employees. In regards to all problems that concern its members, the labour union negotiates with employers and management. Consequently, the two groups' relationships are structured.
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Koch, Thomas, Jana Vogel, Nora Denner, and Sarah Encarnacao. "Voice of the management or employee advocate? How editors of employee magazines see their professional role." Corporate Communications: An International Journal 23, no. 1 (February 5, 2018): 51–65. http://dx.doi.org/10.1108/ccij-03-2017-0020.

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Purpose Editors of employee magazines work in a grey area between public relations and journalism. On the one hand, they need to accommodate the company management’s interest in a positive presentation; on the other, they must meet the employees’ need for objective and independent information. Although employee magazines reach millions of recipients every day, its editors have rarely been the focus of academic work. The purpose of this paper is to change this and scrutinise the way the editors view their professional role and the role conflicts to which they are subjected. Design/methodology/approach We conduct 15 qualitative semi-structured interviews with editors of employee magazines to analyse their professional role and possible conflicts in their work. Findings The editors’ self-concept varies significantly along two dimensions, which the authors use as the basis for distinguishing four types: the management ambassador, the employee representative, the mediator and the service provider. Originality/value The study sheds light on employee magazines, a medium between public relations and journalism that has not been analysed before. It helps to specify the role of these magazines and its editors’ between the expectations of the management and the employees.
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Sahoo, Rojalin, and Chandan Kumar Sahoo. "Employer–employee relations in a state-owned power sector undertaking: an analysis." Industrial and Commercial Training 50, no. 7/8 (September 3, 2018): 369–79. http://dx.doi.org/10.1108/ict-11-2017-0094.

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Purpose The purpose of this paper is to explore the significant predictors that have an impact on cultivating an environment of positive employer–employee relations in power sector organization. Design/methodology/approach Primary data were gathered by administering a structured questionnaire among 154 respondents (executives and non-executives) of a state-owned power sector of India. Exploratory factor analysis and multiple regression analysis were employed for statistical analysis of the data using SPSS (version 20). Findings The analysis used a total of 17 independent variables, and only three factors were extracted, namely organizational justice (OJ), employee empowerment (EE) and conflict management (CM), and established as the significant predictors of employee relation (ER). The proposed hypotheses were found to be statistically significant. Practical implications This scholarly endeavor provides plausible insights regarding the predictors vital for nurturing harmonious ER in power sector undertakings. It becomes highly imperative for both managers and academicians for developing strategies to cultivate a facilitative work environment to generate contented and competent workforce that can confront the challenging business world. Originality/value This work is a distinct manifestation of exhibiting quality relationships among the organizational entities by integrating the association of OJ, EE and CM for flourishing cordial employee relations (ERs) in the new perspective of power sector.
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Faizi, Waqar Un Nisa, Anila Fatima Shakil, and Wilayat Bibi. "The Employee Associations and their Relations with the Overall Management of Universities in Peshawar: Issues and Barriers." Global Social Sciences Review V, no. II (June 30, 2020): 22–31. http://dx.doi.org/10.31703/gssr.2020(v-ii).03.

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Employee associations serve as resources of interested employees in helping the advisory committees and the staff task forces. Besides, they may also help in publicizing information of interest, procedures, and policy to employees and participate actively in the process of academic review. In universities, a significant role is played by employees unions. Unlike Employee unions, the existence of employee associations differs a lot. Many benefits can be gained from the relationship between the management of the University and employee association. It has been found that in the past, universities in Pakistan have failed to revive and engage with their employees, due to which effectiveness was lost majorly by the associations present in the universities. This research paper will critically reflect upon the relationship between the employee association and the overall management of the universities of Peshawar. Further, it will also identify the significant barriers and issues faced by the employees associations.
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Khoreva, Violetta, Vlad Vaiman, and Maarten Van Zalk. "Talent management practice effectiveness: investigating employee perspective." Employee Relations 39, no. 1 (January 3, 2017): 19–33. http://dx.doi.org/10.1108/er-01-2016-0005.

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Purpose The purpose of this paper is to enhance the theoretical and empirical understanding of the process through which talent management (TM) practice effectiveness impacts high-potential employees’ commitment to leadership competence development. Design/methodology/approach Structural equation modelling was utilized to analyse survey data representing a sample of 439 high-potential employees from 11 Finnish multinational corporations. Findings First, the authors found that the more high-potential employees perceived TM practices to be effective, the more they were committed towards leadership competence development. Next, the findings revealed that the association between TM practice effectiveness and commitment to leadership competence development operates by means of psychological contract fulfilment. Finally, the authors found that female employees possessed a stronger reaction to the effectiveness of TM practices by demonstrating higher levels of commitment to leadership competence development than male employees. Originality/value This study supports social exchange theory, which postulates that when organizations invest in their employees, the employees are likely to reciprocate these corporate investments in positive ways. The findings indicate that TM practices may help high-potential employees to make sense of their employment relationship and communicate to employees those attitudes and behaviours that organizations value. The authors thus advocate that in order to have the desired effect, such as for instance the increased commitment to leadership competence development, it is crucial for organizations to invest in those TM practices that are perceived as effective by employees.
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Asmara, Natasha, Andreas Lako, and Eny Trimeiningrum. "The Impact of Employee Characteristics in the Relation of Financial Knowledge, Financial Management Behavior and Personal Income with Investment Decision of Employee." Journal of Management and Business Environment (JMBE) 1, no. 2 (January 17, 2020): 195. http://dx.doi.org/10.24167/jmbe.v1i2.2408.

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The resarch is to analyze the impact of financial knowledge, financial management behavior, and personal income on investment decision of the employees of PT. Industri Jamu dan Farmasi Sido Muncul Tbk. This study is also to analyze moderating effect of employee’ characteristics in relation to financial knowledge and financial management behavior and personal income to investment decision of the employees. Based on purposive sampling and questionnaire, the study results in financial knowledge, financial management behavior, and personal income have positive impact on investment decision of the employees. However, employee’ characteristics do not show moderating effect in relations to financial knowledge and management behavior and personal income to investment decision of the employees. The results inidicate that emloyees’ characteristics (risk taker or risk adverse) weaken the influence of financial knowledge, financial management behavior, and personal income to investment decision of the employees.
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Rana, Asif Mehmood, and Kashif-ur-Rehman . "Inter Relationship between Team Conflict Management, Employee Satisfaction and Organizational Performance." Information Management and Business Review 7, no. 2 (April 30, 2015): 93–99. http://dx.doi.org/10.22610/imbr.v7i2.1144.

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Team work in competitive environment has attained greater Importance for organizations to enhance their performance. This paper is described the team conflict management with its antecedence like trust, task interdependence and managerial coping skill, whereas dependent variables i.e. team conflict management styles, employees satisfaction and organizational performance has been chosen as outcomes. To evaluate the deduction of other studies have been made part of this paper. This paper is conceptual in nature henceforth, relations between independently and dependent variables have been described. Studies proved that there is a strong relation between team conflict management with employee’s satisfaction and organizational Performance. It is recommended that to Executives, Managers Trust and Task interdependence between the team members have positive impact on TCMS (Team conflict management styles). Present paper provides the solution to handle the conflicts within the team and with the team. Future research is directed for its empirical testing of TCMS model” should be replaced with sound implication.
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Venter, Dirk, and Bosman Olivier. "How the industrial journalist can promote good relations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 82–89. http://dx.doi.org/10.36615/jcsa.v3i2.2156.

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The industrial journalist has a basic responsibility to promote good relationships between employer and employee. Efficient two-way communication through the house journal is of vital interest to the modern company or organisation to ensure mutual understanding goodwill and appreciation. Managements must inform and motivate their employees at all times, drawing them closer to the heart of the company or organisation through messages conveyed by management supporting their job security, remuneration and recognition and increasing their insight and knowledge of the total work environment. Managements should also be susceptible to their fears or desires in the labour context, allowing the employee to express his views and opinions in a responsible, loyal fashion to his fellow-employees and to management. Silence in the work situation no longer implies consent.
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McGraw, Peter, and Ian Palmer. "Reluctant Conscripts? Small Business Management Attitudes to Employee Relations in Travel Agencies." Journal of Industrial Relations 32, no. 4 (December 1990): 513–22. http://dx.doi.org/10.1177/002218569003200403.

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Jex, Steve M., and Tina C. Elacqua. "Time management as a moderator of relations between stressors and employee strain." Work & Stress 13, no. 2 (April 1999): 182–91. http://dx.doi.org/10.1080/026783799296138.

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Purcell, John, and Roger Undy. "3. Research into the Management of Employee Relations at Templeton College, Oxford." Employee Relations 8, no. 5 (May 1986): 15–22. http://dx.doi.org/10.1108/eb055080.

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Pembroke, Neil. "The Covenant and Management-Employee Relations: The Issue of Identification-Based Trust." Pacifica: Australasian Theological Studies 21, no. 1 (February 2008): 39–56. http://dx.doi.org/10.1177/1030570x0802100104.

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40

Marchington, Mick. "ANALYSING THE LINKS BETWEEN PRODUCT MARKETS AND THE MANAGEMENT OF EMPLOYEE RELATIONS." Journal of Management Studies 27, no. 2 (March 1990): 111–32. http://dx.doi.org/10.1111/j.1467-6486.1990.tb00756.x.

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41

McLoughlin, Ian, and Stephen Gourlay. "ENTERPRISE WITHOUT UNIONS: THE MANAGEMENT OF EMPLOYEE RELATIONS IN NON-UNION FIRMS." Journal of Management Studies 29, no. 5 (September 1992): 669–91. http://dx.doi.org/10.1111/j.1467-6486.1992.tb00684.x.

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42

Lécuyer, Christophe. "High-Tech Corporatism: Management–Employee Relations in U.S. Electronics Firms, 1920s–1960s." Enterprise & Society 4, no. 3 (September 1, 2003): 502–20. http://dx.doi.org/10.1017/s1467222700012696.

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In this article I examine corporative management practices in electronics firms in Boston and in Silicon Valley from the 1920s to the 1960s. Managers in several key firms developed these practices in response to political and professional ideologies and as a way to address the problems of hiring, using, and retaining a highly skilled work force. They did this independently of the welfare capitalism plans of corporations such as Eastman Kodak and before the guru theorists and work empowerment programs of the 1960s. The corporatist methods first developed in Boston and further refined in Silicon Valley later diffused to most U.S. firms in the software, computer, Internet, and biotechnology industries.
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Lecuyer, C. "High-Tech Corporatism: Management-Employee Relations in U.S. Electronics Firms, 1920s-1960s." Enterprise and Society 4, no. 3 (September 1, 2003): 502–20. http://dx.doi.org/10.1093/es/khg024.

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44

Ngo, Hang-Yue, Chung-Ming Lau, and Sharon Foley. "Strategic human resource management, firm performance, and employee relations climate in China." Human Resource Management 47, no. 1 (2008): 73–90. http://dx.doi.org/10.1002/hrm.20198.

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Zhuravska, Nina. "The Employee Resourcing of Human Resources Management: A Comparative Aspect." Comparative Professional Pedagogy 9, no. 3 (September 1, 2019): 1–7. http://dx.doi.org/10.2478/rpp-2019-0022.

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Abstract The article analyzes the requirements for employee resourcing of human recourses management in the countries of Western, Central and Eastern Europe and the USA. It is found that the set of documents which create the regulatory, methodological and legal support for the functioning of human resources management as a system is incorporated into the regulatory framework of human resources management. In turn, the regulatory and methodological support of the human resources management system is a set of organizational, organizational and methodological, organizational and managerial, technical, regulatory and technical, technical and economic and economic documents, as well as reference documents, which establish norms, rules, requirements, characteristics, methods and other data used in organizing workplace and human resources management and are approved in due course by the competent authority or the leadership of the company. The employee resourcing of the human resources management system is viewed as the necessary quantitative and qualitative composition of human resources employees in the company. It is specified that considerable attention should be paid to the legal support of the human resources management system, that is, the use of means and forms of legal influence on the bodies and objects of human resources management to achieve the effective functioning of the company. It is clarified that the models of social partnership in different countries differ in the organizational mechanism, norms and rules on the regulation of social and employment relations, the level of the procedure centralization and the participation of the state in social dialogue. It is concluded that the main objectives of the legal support for the human resources management system include the legal regulation of business relations which are formed between employers and employees, the protection of the rights and legitimate interests of employees arising from employment relations.
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Triantafillidou, Eleni, and Theodore Koutroukis. "Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry." Administrative Sciences 12, no. 1 (March 9, 2022): 41. http://dx.doi.org/10.3390/admsci12010041.

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Employee involvement and participation is part of Labor Relations and Human Resource Management. This study is to identify how and to what extent employee involvement and employee participation mechanisms are used in the Greek subsidiaries of multinational companies in the pharmaceutical industry. The issues examined in this study are the design of employee involvement and participation practices, the similarities and differences of employee participation practices in the group of companies internationally, corporate employee communication and consultation mechanisms, corporate policy towards trade unions and the EWC nature and agreements. The research method is qualitative with semi-structured interviews conducted with management executives, human resource management executives and the selected organizations participating in the study are active in the pharmaceutical industry and fall within the scope of Directive 2009/38/EC/16.5.2009 on the right of employees to information and consultation at Community-scale companies and groups of companies. The findings indicate that most of the participant companies when designing employee involvement and participation practices, consider a formal model of best practices that has been codified for all multinational companies. Regarding the global company’s policy on consultation and employee involvement most of the participant companies state that they provide a little more than the institutional framework requires. Nevertheless, management receives information about the activity and meetings of the EWC systematically at the time of EWC meetings. Increasing employee participation requires both management attention and initiatives on the part of employees.
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47

Yushko, Alla, and Daryna Chekhun. "Mobbing in labor relations." Law and innovations, no. 4 (32) (December 15, 2020): 13–19. http://dx.doi.org/10.37772/2518-1718-2020-4(32)-2.

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Problem setting. The success of any work team depends on the WORK of each employee. One of the destabilizing factors of the work process, which leads to a tense situation in the team, reduce employee efficiency and increase the likelihood of making the wrong decision, is psychological pressure. This phenomenon is called “mobbing”. In modern conditions, the legal regulation of protection against psychosocial risks in the workplace is an important trend in creating safe and healthy working conditions. Analysis of resent researches and publications. Despite recent research and publications as foreign scholars (D. Burton, M. Wilson, F. Gabriel, T. Doyle, R.S. Kessler, I.Y. Kiselyov, X. Leimann, M.A. Murray, R. D. Schwartz) and domestic researchers (V. O. Evdokimov, L. P. Garashchenko, T.A. Kolyada, O.S. Kravchenko, I.V. Lagutina, A.I. Marenich, I.S. Saharuk, S. I. Simakova, M.P. Fedorov, A.V. Shamshieva and others), legal regulation of mobbing in Ukraine is still almost absent. Target of research. The purpose of this article is to identify problems of legal regulation of mobbing in labor relations, highlight the causes of mobbing, as well as the preparation of proposals for legislation in this area on the possibility of preventing harassment in the workplace. Article’s main body. The paper conducts research the problems of mobbing (or harassment in the workplace). The legislation of Ukraine does not provide for liability for harassment in the workplace. Bills submitted to the Verkhovna Rada of Ukraine to regulate this phenomenon have never been adopted. The paper considers the causes of harassment of workers in the workplace, the main types of mobbing (vertical and horizontal), the responsibilities of the manager to detect and combat mobbing among subordinates, suggested ways to prevent it. Conclusions and prospects for the development. Based on the above, the following conclusions are made: (1) the productivity of professional activity of the employee largely depends on the psychological climate in the team. Problems that arise due to misunderstandings with colleagues or management, conflicts of interest of the employee and the company, lack of help, cause psychological discomfort, varying levels of stress or even provoke mental disorders in employees; (2) enshrining in laws, local regulations norms and rules that provide each employee with maximum social and psychological comfort in the workplace and guarantee the inadmissibility of mobbing, is a necessary step in the legal regulation of labor in Ukraine at the present stage; (3) such norms will reflect the level of culture of society, its civilization, as well as a qualitatively new nature of modern labor relations, in which the employee is a well-educated, highly qualified, welldeveloped person with a sense of self-worth.
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48

Yushko, Alla, and Daryna Chekhun. "Mobbing in labor relations." Law and innovations, no. 4 (32) (December 15, 2020): 13–19. http://dx.doi.org/10.37772/2518-1718-2020-4(32)-2.

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Problem setting. The success of any work team depends on the WORK of each employee. One of the destabilizing factors of the work process, which leads to a tense situation in the team, reduce employee efficiency and increase the likelihood of making the wrong decision, is psychological pressure. This phenomenon is called “mobbing”. In modern conditions, the legal regulation of protection against psychosocial risks in the workplace is an important trend in creating safe and healthy working conditions. Analysis of resent researches and publications. Despite recent research and publications as foreign scholars (D. Burton, M. Wilson, F. Gabriel, T. Doyle, R.S. Kessler, I.Y. Kiselyov, X. Leimann, M.A. Murray, R. D. Schwartz) and domestic researchers (V. O. Evdokimov, L. P. Garashchenko, T.A. Kolyada, O.S. Kravchenko, I.V. Lagutina, A.I. Marenich, I.S. Saharuk, S. I. Simakova, M.P. Fedorov, A.V. Shamshieva and others), legal regulation of mobbing in Ukraine is still almost absent. Target of research. The purpose of this article is to identify problems of legal regulation of mobbing in labor relations, highlight the causes of mobbing, as well as the preparation of proposals for legislation in this area on the possibility of preventing harassment in the workplace. Article’s main body. The paper conducts research the problems of mobbing (or harassment in the workplace). The legislation of Ukraine does not provide for liability for harassment in the workplace. Bills submitted to the Verkhovna Rada of Ukraine to regulate this phenomenon have never been adopted. The paper considers the causes of harassment of workers in the workplace, the main types of mobbing (vertical and horizontal), the responsibilities of the manager to detect and combat mobbing among subordinates, suggested ways to prevent it. Conclusions and prospects for the development. Based on the above, the following conclusions are made: (1) the productivity of professional activity of the employee largely depends on the psychological climate in the team. Problems that arise due to misunderstandings with colleagues or management, conflicts of interest of the employee and the company, lack of help, cause psychological discomfort, varying levels of stress or even provoke mental disorders in employees; (2) enshrining in laws, local regulations norms and rules that provide each employee with maximum social and psychological comfort in the workplace and guarantee the inadmissibility of mobbing, is a necessary step in the legal regulation of labor in Ukraine at the present stage; (3) such norms will reflect the level of culture of society, its civilization, as well as a qualitatively new nature of modern labor relations, in which the employee is a well-educated, highly qualified, welldeveloped person with a sense of self-worth.
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49

Oruh, Emeka Smart, Chima Mordi, Akeem Ajonbadi, Bashir Mojeed-Sanni, Uzoechi Nwagbara, and Mushfiqur Rahman. "Investigating the relationship between managerialist employment relations and employee turnover intention." Employee Relations: The International Journal 42, no. 1 (January 6, 2020): 52–74. http://dx.doi.org/10.1108/er-08-2018-0226.

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Purpose The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public hospitals in Nigeria, which have a history of problematic human resource management (HRM) practice, a non-participatory workplace culture, managerialist employment relations and a high employee turnover intention. Design/methodology/approach Based on a qualitative, interpretive approach, this paper investigates the process by which Nigerian employment relations practices trigger the employee turnover intention of doctors using 33 semi-structured interviews with key stakeholders in public hospitals. Findings This study found that Nigeria’s managerialist employment relations trigger the employee turnover intention of medical doctors. Additionally, it was found that although managerialist employment relations lead to turnover intention, Nigeria’s unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment. Research limitations/implications Studies on the interface between managerialism and employment relations are still under-researched and underdeveloped. This paper also throws more light on issues associated with managerialist employment relations and human resources practice including stress, burnout and dissatisfaction. Their relationship with doctors’ turnover intention has significant implications for employment policies, engagement processes and HRM in general. The possibility of generalising the findings of this study is constrained by the limited sample size and its qualitative orientation. Originality/value This paper contributes to the dearth of studies emphasising employer–employee relationship quality as a predictor of employee turnover intention and a mediator between managerialist organisational system and turnover intention. The study further contributes to the discourse of employment relations and its concomitant turnover intention from developing countries’ perspective within the medical sector.
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50

Gitau, Julie Gathoni, and Stella Jerop Chebii. "Prioritising employee-organisation relationships in non-profit organisations in Kenya: Antecedents, queries and contradictions." Journal of Development and Communication Studies 7, no. 1-2 (July 14, 2020): 110–23. http://dx.doi.org/10.4314/jdcs.v7i1-2.7.

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Although employees are the most critical of organisation publics, it is unclear whether employee-organisation relationships (EORs) in non-profit organisations (NPOs) in Kenya are prioritised. To investigate this question further, the study explored relationship antecedents in two non-profit organisations. The study was informed by relationship management theory and the symmetrical communication framework. Semi-structured, indepth interviews were carried out among 24 purposively sampled management and nonmanagement employees. The data was manually analysed and requisite a priori and in vivo codes and themes identified. The study findings suggest a lack of understanding about the strategic role of public relations in the organisation. Further, technician oriented PRdepartments mediate the perceptions of and effort expended on internal relationships. Managing employee-organisation relationships was perceived more as a human resource rather than a PR function which precludes more robust forms of PR practice. The researchers recommend a clear demarcation between the public relations and human resource function and to build strategic PR departments that embrace internal relationship management. Keywords: Relationship management, employee-organisation relationships, public relations, organisation-public relationships, relationship antecedents
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