Week 6: Employment relationship Flashcards
Explain work engagement and employee engagement
*Work engagement-
level an individual is prepared to invest themselves in their work and/or task at hand
(Directly linked to organiz. success)
*Employee engagement- broader than work engagement. Work relationship with employee & organization relationship with employee.
*higher task perf., personal initiative, innovative behavior —> benefit team
*organizational commitment, retention, turover, financial perf. —> benefit organization
Employee engaged if these are evident…
*Vigour- how employees are physically connected too their work. (high levels of energy, mental resilience)
*Dedication- emotional connection to their work. (enthusiasm, challenge, pride in work)
*Absorption- psychologically connected. (full concentration, overtaken that time flies by)
Engaged employees not simply ones that are satisfied!!!
Retention definition
Strategic approach from keeping productive employees from seeking alternative employment.
Starts at early stages of recruitment and selection- is employee a good fit for the organization?
Induction and the survival curve
Employees adjust to their new roles and responsibilities within a new working environment.
Survival curve- a model staring that new starters in organisation are more likely to leave the organisation in the first 6 weeks of starting the job. After that likelihood drops.
Organizational fit- may lead to increase number of leavers within the first few weeks of employment. Clash between employee beliefs, attitudes. Inability to perform can lead to burnout.
Induction approaches
- Traditional - informative approach;
*Formal welcome intro to team members.
*general tour of premises
*organization wide trends, strategies etc.
*administrative arrangement- holidays, rules etc.
Issue- this approach needs employee to be confident and involve to ask questions and get info themselves.
- Onboarding- mechanism through which employees acquire the necessary knowledge, skills, behaviours to become effective organization members —> organizational socialisation
Not ensuring that employees know the policies, but making sure that they feel welcomed, part of the organiz.
- Rational approach- helping starters establish broad network of relationships with co-workers. To get info:
*tailoring info- what other departments do, interaction.
*exploring roles and key responsibilities of people they interact with.
*ensuring that they fully appreciate strategic goals and how to contribute to them/achieve.
Practices to enhance the socialisation process.
- Mentoring approach - formal career development & advancement. Role model.
- Buddy approach -
“where is printer?” type of questions.
Turnover creating factors
*Pull- out of employer control ex. moving, family circumstances, retirement
*Push- employee is negatively triggered to leave; ex. lack of development, promotional opportunities.
Measuring employee dissatisfaction is vital to identify push factors. (engagement surveys to identify rewards for them likely to stay, target specific groups)
Turnover rate analysis
Nr. of leavers/(avg.nr. of employees *100)
Cohort analysis- analysing turnover for different groups
Employee and employer relationship
*exchange between both are difficult to define
*difference in power
*bargaining power of employee
*disciplining procedures
Grievance & disciplining procedure
*Grievence procedure- step-by-step process an employee must follow to voice a complaint. Moves to higher levels in organisation if not resolved.
*Disciplining procedure- written step-by-step procedure that an organisation uses when an employee has broken the organisation’s rules. (penalties, warnings, fire)
Theoretical perspectives of HRM
- Unitarist- two management styles
mostly this—>
*Paternalistic HRM- managers look after employees, “soft” HRM.
ex. good salaries, benefit to the employees, direct communication, teamwork.
Intention- keep employees satisfied, reduce potential conflicts, prevent unionisation, emphasize source of management authority.
*Authoritarian management- more dogmatic, little concern over employees, suppression of trade unions.
Mutual gains.
- Pluralist view- conflicts are inevitable as parties have differing interests. Management role- balance conflicting interests. Trade unions- necessary, valuable.
Conflicting outcomes.
- Marxist- conflict is necessary for employees to further their interests. To reduce conflict only if it benefits management.
Radical collective bargaining.
Types of conflict resolution
*Strike- work stopped, caused by the refusal of employees to work to persuade an employer to concede demands.
*General strike- strike by workers across many industries, usually to protest government policy/action.
Working days lost- measure of strike activity–>nr.strikers*days on strike
Some countries have special courts or tribunals, others have ordinary civil courts.
Labour inspectors
Employee by the government investigating workplaces, examining docs to ensure compliance.
Shift from pluralism to unitarism
*overall decline in TU memberships
*shift towards favouring employer in legislation protected agains dismissal.
*Trend of organisation investing in policies aiming for “happy productive worker”
App replacing traditional management roles in…
*Allocating work- customers via apps
*Administering rewards/sanctions- pay and tips via apps
*Giving performance feedback- from customers via apps
